Recently, manager Wang of the human resources department of a communication equipment manufacturing company has a headache for employee training. It turns out that at the beginning of the year, when the company was planning human resources, the training expenses were mainly put on the MBA distance training course provided by a famous business school, and group training was held all day every Saturday. "After our investigation, the quality of the course is relatively high. When I first started to understand everyone's needs, there were many people who were interested. However, before long, fewer and fewer people came. Everyone has one reason or another: new employees say they have learned many courses, while old employees say they don't understand many courses. Grass-roots employees feel that the course has little to do with the work content, and middle and senior managers are under great pressure and time is tight, so time cannot be guaranteed. However, the company has spent the money to buy courses and bought relevant teaching materials and materials for everyone. Therefore, punitive measures were introduced to force everyone to attend classes and let everyone complain. " "But even if people keep the school, he doesn't listen, what's the role? Originally, training was a good thing. How did this happen? " Manager Wang muttered to himself. So, what's the use of training? How should training be done? Significance of training As an important link in the whole human resource management chain, employee training is of great significance: 1. Training is the need for the survival and development of enterprises. In the fierce market competition, on the surface, enterprises compete by means of product quality, price and service, but through the phenomenon, we can find that the fundamental factor that determines success or failure is human resources. The quality of employees ultimately determines whether an enterprise can form a competitive advantage in product quality, marketing and service level. 2. Training is also the need of employees' career development and the embodiment of the enterprise's "people-oriented" concept. Different positions need different knowledge and skills, so they need different training; Employees develop upward according to different career paths, and at the same time receive a series of targeted training. Training not only improves the knowledge level and working ability of employees, but also greatly mobilizes the enthusiasm of work and the initiative of supervisors, thus achieving the goal of employees' self-realization. In many modern enterprises, training has been closely linked with employees' career. 3. Training is the need to improve the management level of enterprises. With the change of market and the intensification of competition, the external environment has put forward higher and higher requirements for the improvement of enterprise management level, and the demand for excellent management talents is increasing day by day. Although many managers are experienced, they lack the guidance of scientific and systematic management knowledge The practical way to solve this problem is to train internal management talents through systematic training. 4. Provide continuous innovation power for enterprises. The changes in the internal and external environment of enterprises pose a severe challenge to the survival and development of enterprises, forcing enterprises to carry out continuous management innovation and technological innovation. It is far from enough to invest only in capital and hardware, because the pace of knowledge and technological updating is accelerating, which also puts forward higher requirements for the systematicness and integrity of enterprise training system. Training principles Staff training should follow the basic principles of systematization, institutionalization, initiative, diversification and high efficiency. Systematic principle. Staff training should be a comprehensive, all-round and systematic project that runs through employees' career. Principle of institutionalization. Enterprises should establish and improve the training management system, make training routine and institutionalized, and ensure the real implementation of training work. Principle of initiative. Emphasize employee participation and interaction, and give full play to the initiative of employees. The principle of pluralism. To carry out employee training, we should fully consider the level and type of training objects, as well as the diversity of training contents and forms. Principle of efficiency. Staff training is a process in which manpower, financial resources and material resources are invested, and it is also a value-added process. Training must have output and return, which is helpful to improve the overall performance of enterprises. The training process is different due to the actual situation of enterprises, and the training modes are various, but the basic elements are three: planning, implementation and evaluation. Therefore, we can divide the training system into three stages: scheme formulation, training implementation and effect evaluation. First, the training should have a detailed combination plan. Training authorities should first understand the overall strategic planning of the enterprise and the human resources planning formulated on this basis, understand the requirements of the planning for the training of personnel at different levels of the enterprise, ensure the coordination between training and enterprise objectives, and make the training meet the development needs of the enterprise; Secondly, training managers should understand the actual needs of various departments and determine the scope and content of training according to the planning requirements; Finally, the competent training department makes a reasonable training plan, and puts forward different training schemes for employees of different positions and levels to meet the individual needs of different levels and positions. Second, the implementation of training always pays attention to practical results. Because there is a huge gap between practice and theory, the selection of trainers is very important in the process of training implementation. A trainer with comprehensive theory and rich practical experience is the most ideal situation. The content of training should be tailored to the needs of different levels of personnel and different stages. In the form of training, according to the characteristics of adult education, more "case-based" and "experience-based" training methods are adopted to improve the participation of students. In addition, in addition to making full use of the training resources of enterprises themselves, we should also actively use external training resources and introduce more updated content to realize the organic combination of enterprises and social training forces. Third, establish a scientific training evaluation system. After the training, the training and actual effect should be scientifically evaluated from multiple dimensions. The evaluation of staff's classroom effect is very important for the improvement and improvement of trainers; The staff's evaluation of the course provides a direct basis for the revision and improvement of the course; Employees' evaluation of training forms helps organizers find better methods; Only by evaluating and examining the actual effect of employees' learning and linking it with the incentive system can enterprises mobilize the enthusiasm of employees for active learning. Timely evaluation, summary and feedback are important parts of training. Links that should be paid attention to in training 1. Training enterprises should scientifically analyze the abilities of middle and senior managers and core technicians according to the strategy and annual business plan, and make clear the key points of ability training, so as to bring not only knowledge growth but also ability improvement through training. 2. Planning and specific needs. Short-term and long-term training plans should be based on the investigation and analysis of enterprise human resources planning and training needs, and combine them to take into account the long-term and short-term requirements of departments and positions to form a reasonable training plan. 3. Evaluate the training effect through targeted evaluation, and make the training improvement plan. One of the important purposes of evaluation is to provide training basis. Training provides support for assessment from two aspects: on the one hand, business performance, for example, the completion of sales performance reflects the training effect of sales skills of sales staff, and the improvement of customer satisfaction rate reflects the customer communication ability of customer service staff; On the other hand, the assessment results of organizational indicators in the assessment directly reflect the improvement of employees' work efficiency and management ability, such as employee satisfaction and peripheral performance. In order to better reflect the training situation and guide the next training work, the assessment and training content must correspond to each other, that is, the assessment should use a standardized competency description framework and apply the employee competency system to design the assessment. 4. Collect data and analyze the benefits of training. After investing in training, any enterprise wants to know how much value the training has contributed to the enterprise. At the same time, it is also the basis for deciding how much resources must be invested in the future. Enterprises can analyze by paying attention to the changes of the following indicators: employee turnover rate in key positions, employee satisfaction, labor productivity, cost control indicators, customer indicators, and employee ability indicators. The change of these indicators can explain the training effect qualitatively and quantitatively. Case Analysis Comments on Siemens: Siemens adheres to the leadership concept of treating employees as "entrepreneurs within the enterprise" and develops the potential of employees. In this process, managers play the role of human resources coaches, give reasonable target positioning and implementation guidance to employees in their own departments, and at the same time give sufficient display space and timely encouragement. Siemens develops human resources under the guidance of the following concepts: employees are the promoters of personal development to the greatest extent; The foundation of human resources development is the performance and potential of employees; Everyone in the enterprise has fair opportunities and space for self-development; The communication between employees and managers should be equal and frank; Win-win strategy: combine the interests of employees with the interests of the company. The successful implementation of Siemens' above-mentioned "management training" is inseparable from its daily communication. Siemens calls it "CPD"-a continuous communication process throughout the year. The CPD process consists of two parts: CPD roundtable and CPD employee dialogue. CPD Roundtable is held once a year, and the participants are company managers: middle and senior managers and human resource management consultants. At the round table, participants predicted the potential of the company team and key employees; Review the performance of the past year; Put forward an improved performance pay system; Formulate specific measures to manage the effective integration of localization and globalization. Siemens provides employees with a development channel by combining round tables: a training plan that fully predicts potential. The plan includes youth management projects, technical training, management training and coordination of work rotation, project appointment, salary adjustment, etc. Another important content of Siemens CPD is employee dialogue. Employee dialogue is continuous at any time of the year, and it is conducted directly by managers and employees. The content involves: the functions and responsibilities of employees; Performance review and analysis of the reasons for not achieving the expected results; Potential prediction; Future tasks and goal setting; Evaluate the ability of employees to complete current functional requirements and future tasks; Employees' own views on career development; The two sides agreed on development measures. Siemens uses round tables and employee dialogues to closely link employee training and other activities related to employee career development with employee development. Through a series of measures such as training, employees can take on greater responsibilities and gain broader growth space while improving their ability and quality. At the same time, let every employee understand that it is impossible for anyone to become a shining star of the enterprise if he does not take the initiative to make full use of the opportunities provided by the enterprise. While training employees, managers have greatly improved their management skills because they act as human resources coaches. Enterprise training is a long-term work, which requires continuous investment of resources and energy to pave a solid road for employees' career development. Through continuous improvement and summary, training will surely become a booster for enterprises to achieve sustainable development and an indispensable element of their core competitiveness.