According to the specific situation of enterprises, targeted countermeasures and measures can really improve the effectiveness of training. HT Company is a professional company mainly engaged in the design, installation, consultation and after-sales service of building drainage engineering. The training situation of HT Company is as follows: The human resources department mainly made the training plan of the year at the beginning of the year by means of questionnaire survey, according to the changes of the external market environment and the performance of employees in the enterprise, combined with the training projects or plans declared by the heads of various departments; Because a large number of new employees join every year, the company pays more attention to the training of new employees, while the training of old employees (especially senior managers) is relatively less; The company's training mode is basically "mentoring" mode and teaching mode; The training content is mainly to teach the basic knowledge and skills of post operation; Training time is mostly arranged on weekends; After the training course, there was no substantive evaluation of the training effect except for the occasional assessment of the employees who participated in the training; There is a "training paradox" in the selection of employees who participate in training; Compared with training employees, enterprises prefer to recruit needed talents directly from the market. Careful analysis of HT Company's training has the following problems: 1. Deviation of training concept HT Company attaches importance to the training of technical personnel but ignores the training of management personnel, attaches importance to the training of grass-roots personnel and ignores the training of senior personnel, and attaches importance to the training of new employees and ignores the training of old employees. The main reasons are: lagging concept and misunderstanding. First of all, it is wrong to think that "senior managers are generally highly educated and skilled, and are selected through layers of training". They are experienced and busy, and they have no time or need to participate in training. " Secondly, it is wrong to think that "the enterprise is now developing well and has good benefits, so there is no need to spend a lot of energy on the training of old employees". Third, there is often such confusion in the training work: "Through training, employees will leave the company after acquiring skills, and may quit to a competitor's enterprise, so it is not cost-effective for the enterprise to spend money; But if you don't train, you are worried about affecting the competitiveness of enterprises. "2. The training system is not perfect and the training demand analysis is insufficient. Although HT Company has realized the necessity of training and invested a lot of manpower and material resources to organize training, the employees who participated in the training are "ungrateful". The main reason is the lack of training demand analysis. First of all, the analysis of training needs is not comprehensive. Although HT Company has done some needs analysis before making training plans or implementing training projects, it is not comprehensive and in place to rely only on the analysis of strategic level and task level, while ignoring the analysis and investigation of employees' real needs from the personnel level. Secondly, the method of training demand analysis is simple. It is not enough to collect the needs of employees only through questionnaires. It is a good thing for students to participate in training demand analysis, but the conclusions drawn from this open questionnaire are sometimes not very relevant to organizational operation. Improper implementation of training activities The implementation of training activities mainly includes the selection of training objects, the determination of training contents, the selection of training methods and the arrangement of training time. First of all, the selection of culture objects is relatively narrow. HT Company is developed by advanced technology. It is understandable that the company attaches importance to the training of technicians, but ignores the training of managers, especially senior managers, which makes managers unable to update their knowledge and concepts in time, and it is easy to cause mismanagement by their own efforts. Secondly, the training content is relatively simple. The core and direct purpose of enterprise training is to improve the work efficiency and level of jobs and improve work performance. Therefore, the selection of training content should focus on the content that can guide work practice or be operable, and pay attention to the combination of training and practice. Third, the choice of training methods is improper. Almost all the trainings are conducted by teachers or by hands-on mentoring. This method is monotonous and boring, and the means are relatively backward, which can't arouse the enthusiasm of employees and make training a "sparring". Fourth, the training schedule is unreasonable. Because the training is arranged on weekends or holidays, employees "fly around" at the training site and even have resistance, which will inevitably lead to unsatisfactory training results. Training effect evaluation is the last and most important part of training. Because the company has not established a training effect evaluation index and standard system, it has not conducted a comprehensive inspection, analysis and evaluation on whether the employee training has achieved the expected goal and whether the training plan has been effectively implemented. Only occasionally through the post-training examination, we can check the evaluation of the learning content, and we can't understand the employee's satisfaction after training and the practicality of training, and we can't provide an important basis for the next round of training demand analysis. 3. The training atmosphere is dull. First of all, the participation of employees is not enough. In the whole training process, employees are always in a relatively passive position, and even under the pressure of the company system, a good, conscious and voluntary learning atmosphere has not really been formed. Secondly, the transformation of training results is insufficient. Neither environmental characteristics conducive to the transformation of training results nor a good atmosphere supported by managers and colleagues have been formed. Case analysis: In the case, the training of HT Company failed to achieve the expected results, mainly due to the lack of the concept of "effective training". Effective training refers to the human resource management activities that organize employees to study and train in a planned way, improve employees' knowledge and skills, improve employees' work attitude, stimulate employees' innovative consciousness and make them competent for their work on the basis of combining organizational goals with employees' personal development goals. The establishment of effective training should start from the following aspects: First, establish a scientific training concept. First of all, we should change the wrong view that "the biggest beneficiary of investment training is employees, not enterprises" and establish the correct concept that the biggest beneficiary of investment training is enterprises. Secondly, the object of training should be all employees of the enterprise, not some employees. According to the strategic planning of the enterprise, "choose the right time and provide the right training for the right personnel". Third, there is no contradiction between strengthening staff training and directly hiring talents. Training employees and hiring talents is to meet the needs of enterprise development. Therefore, the relationship between training and employment should be handled reasonably in combination with the characteristics of enterprises and the needs of posts. Fourth, there is no corresponding relationship between employee turnover and training. After training, in fact, most employees are still willing to stay in the enterprise to serve them. If most employees leave after training, it can only show that there is a problem with the internal management of the enterprise, not the training itself. Second, the establishment of a sound training system Training is a systematic project. Without any link or any link problem, it is difficult to receive effective results. Therefore, a perfect training system should be established in view of the problems encountered in the training work of HT Company. That is, training pressure point → training demand analysis → training target setting → training plan formulation → training activity implementation → training effect evaluation (training demand analysis is divided into organization analysis, task analysis and personnel analysis). Training demand analysis Training demand analysis is the premise of defining training objectives and making training plans, and it is also the basis of training evaluation. Therefore, establishing an effective training system is the key. As the primary link of training, training demand analysis is the pre-control stage in the training system. According to McGee and Thayer, we can examine and determine the training needs from three levels, namely, organizational/strategic level, task level and personnel level. In addition to the questionnaire survey, there are training demand analysis methods, such as task analysis, overall analysis, performance gap analysis and so on. The implementation of training activities should be based on the analysis of training needs, further clarify training objectives, formulate training plans, and seriously implement them. This plays a very important role in the management and control of training activities, ensuring the smooth implementation of training activities and the effectiveness of training. The implementation of training activities is the control stage in the training system, which mainly includes the determination of training objects, the selection of training methods, the arrangement of training time, the design of training courses and the selection of trainers. Training effect evaluation Training evaluation refers to the process of checking and evaluating the training effect by using certain evaluation methods and indicators according to the purpose and requirements of training during or after the training. Training effect evaluation is an after-the-fact control stage in training system. The most representative training evaluation standard is kirkpatrick's four-level evaluation model, that is, the level of trainees' response to training satisfaction, the level of trainees' mastery of training content, the level of trainees' behavior in using training content, and the result level of whether employees and enterprises' performance have been improved. Third, create a harmonious training atmosphere 1. Strengthening the construction of corporate culture and creating a learning organization corporate culture are the common values and business philosophy of enterprises. Advanced corporate culture has strong cohesion, standardization, guidance and motivation for employees. The construction of enterprise culture is the guarantee to create a learning organization. The core idea of learning organization is innovation and growth, that is, knowledge innovation, learning method innovation, enterprise growth and employee growth; The essential feature of a learning organization is "being good at continuous learning". The only lasting advantage in the future is the ability to learn faster than competitors. To create a learning organization is to cultivate a cultural atmosphere that values learning and is good at learning within the enterprise, so that employees can continuously improve their cultural literacy, behavioral literacy and business skills through adaptive and creative learning while making contributions to the enterprise, and constantly surpass themselves. The fundamental purpose of establishing a learning organization is to create a good atmosphere to encourage learning, enhance the core competitiveness of enterprises, and achieve the dual effects of improving the quality of employees and multiplying the benefits of enterprises. 2. The establishment of training incentive mechanism and the mobilization of employees' training enthusiasm are inseparable from the corresponding restraint and incentive mechanism. Establish and improve the corresponding systems and norms to promote enterprise training, with constraints and incentives, and mainly solve two problems: First, provide a dynamic mechanism to enable enterprises to establish an internal atmosphere of continuous learning and training, and change "I want to train and learn" into "I want to train and learn". First of all, take training opportunities as a means to motivate employees. When employees get training opportunities, they will have a sense of honor and regard training as a reward. At the same time, in the distribution of training opportunities, we should adhere to the principle of "fair competition and merit-based training" to ensure that people with real potential get opportunities. Secondly, training should be closely combined with promotion, promotion and reward, and the operating mechanism of transforming training into output should be strengthened. The second is to provide a transmission mechanism. That is to say, through the internal systems and norms of enterprises, multi-dimensional requirements such as post performance requirements, career development requirements, post ability and quality requirements, self-development and promotion requirements are gathered to form systematic training requirements and mobilize the initiative and enthusiasm of employees to participate in training. 3. Pay attention to the transformation of training results, ensure the transformation of enterprise training results, that is, apply what you have learned and realize the transfer of training and learning. The effective transformation of training results requires at least the following conditions: First, cultivate environmental characteristics conducive to the transformation of training results. The environmental characteristics conducive to the transformation of training results include the following aspects: task prompt: the characteristics of trainees' work promote or remind trainees to apply new skills and behaviors acquired in training; Punishment restriction: trainees shall not be publicly attacked for using the new skills and behaviors learned in the training; External reinforcement results: trainees get external rewards for using the new skills and behaviors they have learned in training; The result of internal reinforcement: trainees get internal rewards for using the new skills and behaviors they have learned in training. Secondly, the support of managers is the most important factor affecting the transformation of training results. The support of managers is mainly manifested in: encouraging or reminding trainees to use what they have learned in their work; Provide trainees with opportunities to use the knowledge they have learned in training; Give timely guidance and feedback when students apply the knowledge they have learned in the training. Third, strengthen employees' support for the transformation of training results. This kind of support is mainly manifested in: discussing the experience of achievement transformation together, sharing successful experiences, drawing lessons from failures, and making the transformation of training achievements more effective; Encourage or help other colleagues to use what they have learned. At present, although many enterprises have realized the importance of training to enterprises, the effect of training is not ideal, and training has become a "training partner" going through the motions. There are many reasons for this. It is necessary to carefully analyze the reasons and take targeted countermeasures and measures according to the specific conditions of enterprises to truly improve the effectiveness of training.