First, the risk analysis of training
Training is an important human capital investment for enterprises. Like other capital investments, it has both benefits and risks, because risks and benefits are inseparable. So what is the risk of training? Training risk refers to the possibility of direct or potential losses to enterprises due to the negative influence of ideas, organization, technology and environment in the training process and its results. Judging from its causes, training risks can be divided into internal risks and external risks. (I) The inherent risk of training The so-called inherent risk of training refers to the lack of reasonable planning and effective management of training by enterprises, which leads to low training quality, difficulty in achieving training objectives and low efficiency of training technology and funds. cultivate
The inherent risks of training itself mainly include the following points: 1. Training concept risk concept risk refers to the adverse effects and losses that may be caused to enterprises because senior leaders or employees who are trained do not have correct understanding and positioning of training. At present, some senior leaders of enterprises have incorrect understanding of training, such as "training will increase the operating cost of enterprises", "training will make more employees quit jobs, resulting in a large number of brain drain" and "enterprises will benefit from not training". These will undoubtedly affect the effectiveness of training. As direct participants, trainees' cognition and attitude towards training will also directly affect the success or failure of training. For example, trainees think that training is ostentatious and formalistic, and they can't treat training correctly, which leads to training becoming a mere formality. 2. Training technical risk Training technical risk refers to the losses that may be caused to enterprises due to failure to make correct judgments and conclusions in time during the process of training demand analysis, training plan formulation, risk assessment and training implementation. In some enterprises, because the training demand is not clear, the training demand investigation is not in-depth, it is not combined with the long-term and short-term goals of the enterprise, the enterprise has no clear quality model or job requirements, the training is not combined with the "short board" of employees, the training content, form and trainer selection deviate from the real demand, and the training lacks pertinence and fails to achieve the expected purpose, so it is impossible to have an effect. (II) External Risk of Training The external risk of training means that although the training project has achieved the predetermined goal, the enterprise suffers various direct or indirect losses due to various external factors. The common external risks of training are as follows: 1. After training, the risk of brain drain, the ability and quality of employees have been improved, and the trainees have a higher pursuit of knowledge and self-realization, resulting in the need to change the working environment. According to Harvard Business Management Consulting Company's investigation on the reasons for leaving the company, "I want to try a new job to cultivate my expertise in other aspects" is listed as the first of many reasons. The purpose of enterprise investment training is to increase the stock of human capital and create economic benefits for enterprises, but the outflow of trainees will inevitably make this part of the training investment of enterprises unable to recover, resulting in huge human and material losses. 2. Cultivate competitors' risk enterprises. The purpose of training employees is to be used by enterprises. If there is brain drain, most of the enterprises he flows to are competitors of this enterprise. Because of the "intelligence" mastered by this enterprise and the application of new knowledge and skills, this is undoubtedly a potential threat to this enterprise. 3. Increase the risk of the difficulty of professional technical confidentiality. Any enterprise always has its own management experience and proprietary technology in the process of production and operation. Proprietary technology must be operated and managed by specific personnel before it can be transformed into productivity and specific products. This must be mastered by the personnel involved in this work through training. Obviously, the more people you have, the harder it is to keep a secret. 4. Training benefits, risks and training benefits always have a certain time lag. If enterprises make strategic adjustments at this time, such as changing production and technological transformation, training will have no return at all. If an enterprise updates technology, adjusts technology or develops new products in the same industry, it may make the knowledge and technology being trained or just completed obsolete and shorten the payback period of investment. Second, the prevention strategy of training risks From the perspective of enterprises, although there are many risks mentioned above, training is still necessary. Because China is in the transition period, a considerable number of traditional industries are in recession, the development of emerging industries is not timely, and the industrial structure is in a critical period of activity and upgrading. Emerging high-tech industries need a large number of high-quality and high-skilled talents, which leads to insufficient supply of talents, while traditional industries have a surplus of low-quality and low-skilled talents. Therefore, on the one hand, only looking for high-level talents needed for reproduction from outside may not meet the needs and be expensive; On the other hand, the updating of knowledge is also accelerating day by day. Anyone who doesn't update his knowledge in time can't keep up with the times, and will only eat the old money and eventually lose competitiveness. Therefore, we must not give up eating because of choking. What we should do is to do a good job in training and try our best to reduce its risks. (1) Strengthening training management and improving training quality is the key to prevent training risks. Hope to improve the knowledge and skills of employees, so as to improve the overall efficiency of enterprises. This requires enterprises to do a good job in training management, from pre-training planning to post-training evaluation, rational planning and strengthening management. 1. In domestic enterprises, it is not difficult to find that the training of enterprises often follows the trend: now that ERP is very hot, let's hold an ERP training class; Newspapers and public opinion are talking about human resource management, so let's hold a seminar for senior managers of human resources ... It cost a lot of money, but it is not clear whether it has any effect. In order to make the training of an enterprise effective, it is necessary to make the training conform to the development strategy of the enterprise, which requires us to analyze the training needs. To do a good job in training demand analysis, we must first collect training demand information comprehensively and objectively. Training demand information includes two aspects, namely, the development strategy of enterprises and the personal information of employees. The training of an enterprise must serve the development strategy of the enterprise, but it should also fully consider the personal situation of employees, such as their knowledge and skills, hobbies, career development planning, etc. Only by considering the development strategy of the enterprise and the actual situation of the employees can the training be successful. Training demand information collection methods mainly include observation, questionnaire, interview, archives, group discussion, testing, key events, self-analysis and so on. Enterprises should decide which method to choose according to the specific situation. After getting the training information, it is necessary to analyze the training needs. The methods of training demand analysis mainly include TWI job decomposition method, work list method, error analysis method, technical analysis method and job performance evaluation method. 2. Formulating and implementing a training plan A well-planned training plan will help enterprises to carry out training in an orderly manner and improve training efficiency. However, a survey shows that at present, less than 50% of enterprises in China have systematic training plans, which means that more than half of enterprises lack the concept of training planning, which is very unfavorable for training. Therefore, enterprises should determine the overall goal of enterprise training according to their own development strategy and overall planning of human resources, consider the training needs and possibilities of enterprises, and decompose them into several sub-goals. Then, according to the requirements of the sub-goals, the training project plan is formulated, prioritized respectively, and matched with corresponding manpower, material resources and financial resources to ensure the implementation and execution of the plan. 3. Do a good job in the transformation of training. Enterprises implement training, of course, in the hope that trained employees can apply what they have learned to their work. However, some studies show that only 10% of the learned knowledge is usually transferred to work. It can be seen that training transformation plays a very important role in improving the training effect. Training transformation refers to the process that trainees effectively and continuously apply the knowledge and skills they have learned to their work. There are many factors that affect the training transformation, which can be roughly summarized into six items: transformation atmosphere, boss support, colleague support, the opportunity to apply what they have learned, and the natural forgetting and inertia of old behaviors and old patterns. After the training, the organization should strive to create a good environment for the trainees so that they can apply what they have learned to their work as soon as possible. In order to ensure the transformation of the training effect, the following measures can be taken: (1) Over-learning, that is, after successfully performing the task, students are still allowed to practice, so as to improve the degree of retention and transformation in the future. (2) Combine the training content with the work. (3) Let trainees make an action plan at the end of the training course, indicating what steps employees plan to take to apply new skills after returning to their posts. (4) Divide the training into several stages. During these stages, students can apply what they have learned to their work and share their experiences and lessons with other students in the next class. (5) Use performance AIDS, such as checklists and decision tables, which trainees use to guide their work. (6) Provide post-training services, including hotline and return visit of trainers. (7) Create a supportive environment and encourage students to apply what they have learned to their work. 4. Do a good job in training evaluation. In training management, evaluation plays a special role as an information feedback mechanism. It mainly investigates and collects the views of trainees and related personnel on the training program, whether the changes of trainees' attitudes and behaviors after learning have reached the expected goals of training, and whether the training has improved the overall performance of the organization and met the training needs. By comparing the distance between the current situation and the target, the assessed object can be effectively urged to continuously push forward the predetermined target, continuously improve the training quality, and make the training plan for the next stage. (B) Training risk prevention should have corresponding system guarantee, and rules and regulations are the code of conduct of enterprises. Only by formulating and strictly implementing rules and regulations can the production and operation of enterprises enter a virtuous circle, and so can training. Sound rules and regulations can prevent training risks more effectively. 1. Improve the talent file system. The content design of talent file system should be dynamic, such as monthly work report, quarterly work summary, half-year work summary, annual assessment and democratic appraisal, as well as training objectives, training methods and progress, so that talent files can truly provide a comprehensive and reliable basis for selecting and using talents. 2. Establish a strict talent selection, use and assessment system. In this way, enterprises can have a more systematic and objective basis when selecting and using talents. 3. Establish a scientific employee performance evaluation mechanism. Linking employees' contribution to the enterprise with their treatment fairly and reasonably, so that employees can see their treatment and contribution to the enterprise can effectively reduce the phenomenon that employees feel unfair treatment because of horizontal comparison. 4. Enterprises should establish a perfect enterprise training system and change the phenomenon of irregular training. It is necessary to change the arbitrary "rule of man" into "rule of law", establish a complete training system and standardize all links involved in training. Once the training system is established, everyone including the general manager must strictly abide by it. (3) The prevention of training risks should be supported by a good corporate culture. Excellent corporate culture is a strong cohesive force and centripetal force, which can mobilize the enthusiasm and creativity of all employees and make the enterprise develop by leaps and bounds. In modern society, corporate culture plays an increasingly important role. As far as training is concerned, the values and management concepts of excellent corporate culture, as the soul of an enterprise, not only determine the development trend of the whole enterprise, but also guide the direction of enterprise training. Excellent corporate culture attaches great importance to training. For example, Pacific Insurance Company put forward a distinctive slogan: "Training is our greatest wealth", which deeply rooted the concept of training in corporate culture, so that every member of the company realized the importance of training and actively participated in various trainings organized by the company. Excellent corporate culture pays more attention to the needs of employees' self-realization and self-improvement, and strives to establish training concepts and systems adapted to this demand to meet the needs of employees as much as possible. Therefore, the training system, training management and training content of enterprises are closer to the needs of employees, and the training forms are more colorful. Excellent corporate culture advocates the establishment of a "learning organization", formulates long-term training objectives and plans, guides employees to realize their self-worth through lifelong learning, and creates a rich learning atmosphere within the enterprise.
Effective mechanism. Training under the guidance of excellent corporate culture makes the interests of employees and the long-term interests of enterprises more closely linked. Training has been widely valued by leaders and employees. Employees have the desire and motivation to participate in training, and they can also enjoy the success and joy brought by training. Training is no longer a dispensable accessory. Under the guidance of excellent corporate culture, employees receive training, which not only enriches knowledge and improves skills, but also realizes the value of life, which can greatly stimulate employees' work enthusiasm and enhance their cohesion, loyalty and sense of belonging. Through training, we can improve employees' work skills, mental outlook and service awareness, become "knowledge workers", and make customers feel satisfied and reassured, so that customers are willing to establish long-term business contacts and cooperative relations with enterprises. More importantly, during the training, employees constantly understand the values and mission of the enterprise, clarify the business philosophy and rules and regulations of the enterprise, consciously follow the business philosophy in their work, and observe the various systems of the enterprise in an exemplary manner, thus strengthening the sense of responsibility and mission, internalizing the rules and regulations of the enterprise into the conscious behavior of employees, and greatly improving the management level and work efficiency of T enterprise. It is an objective requirement to establish a socialist market economic system, but the flow of talents will inevitably produce various unfavorable factors for enterprises. There are many cases in which some state-owned enterprises are in trouble because of brain drain. The flow of talents here is reasonable and unreasonable, and the difference lies in whether to abide by labor discipline, perform labor contracts and keep business secrets. In addition, while strengthening professional ethics education, attaching importance to all kinds of talents and enhancing internal cohesion, enterprises should set out to establish various reasonable preventive measures, use existing laws and systems to limit the unreasonable flow of talents and reduce the investment risk of enterprise training. 1. Enterprises should choose good training opportunities. The Labor Law stipulates that during the probation period, the employee may notify the employer to terminate the labor contract at any time. In other words, as long as the laborer asks the employer to terminate the labor contract for any reason and under any circumstances during the probation period, the employer cannot stop it for any reason. This reminds enterprises not to invest in training employees during the probation period. If it is really necessary to train employees on probation, it is best to shorten the probation period or sign a short-term labor contract with them. 2. In the fierce market competition and the general lack of professional awareness of employees, we must fully consider the possibility of brain drain and the consequences before training the core layer, backbone layer and backbone layer of the unit. In order to prevent workers from infringing on the business secrets of employers, in relevant laws and regulations, employers and workers are allowed to agree on the terms of keeping business secrets in labor contracts, that is, non-competition clauses. The Ministry of Labor also stipulates in the relevant documents that the employer may stipulate in the labor contract concluded with the employee who knows the trade secrets that the employee shall not be employed by other units that produce similar products or operate the same business and have competitive relations within a certain period of time (not exceeding three years) after the termination or dissolution of the labor contract, but the employer shall give the employee certain economic compensation. Enterprises should pay attention to the fact that the reciprocity clause must be carefully drafted and implemented to the letter, otherwise it will be at a disadvantage. 3 enterprises should safeguard their legitimate training rights and interests according to law. Employees who violate the training agreement may appeal to the labor dispute arbitration commission. If an employee fails to perform the award of the labor dispute arbitration commission, he may apply to the people's court with jurisdiction for compulsory execution.