Secondly, it is necessary to create a supportive working environment. Senior managers should advocate long-term learning in enterprises, emphasize the necessity of application, and clarify the responsibility of linear functional managers for the effective application of training results. Incorporating training application into performance appraisal can arouse the enthusiasm of line managers, thus objectively ensuring that training results can be effectively applied to work.
Finally, in order to ensure long-term benefits, we must constantly consolidate and improve the training results. The following methods can be adopted: ① study group; ② Action plan; ③ Multi-stage training scheme; ④ Apply the form. In order to prevent students from slacking off halfway, their superiors or trainers can regularly check or spot check, and skill training is generally applicable. In order to avoid the risks related to enterprise training, we should pay attention to controlling the brain drain of enterprises. The implementation of this measure will further increase the cost of enterprise training, and the essence of this problem is not the management mode of enterprise training, but the talent management mode of enterprises. In view of the measures of brain drain in enterprises, some relevant suggestions are given below: First, we can try to use legal constraints: enterprises sign training agreements with employees. It is clearly stipulated that trained employees can only leave after working in the enterprise for several years, otherwise part of the training expenses must be compensated in proportion. Second, we can try to use incentives: link training results with performance, salary and promotion, and combine training with employee career development. In order to make talents more stable after training, the key is to combine training with the development of enterprises and the personal development of employees, and the training supervisor should find the best fit between the needs of employees and the needs of enterprises.