Training: refers to the planned training and training conducted by various organizations in order to meet the needs of business and personnel training, to meet the new requirements, to constantly update their knowledge, to have strong working ability, to be more competent for their current jobs, to take more important posts in the future, and to adapt to the profound changes in knowledge structure, technical structure, management structure and cadre structure brought about by the new technological revolution. ③
Training: any activity to teach employees the knowledge and skills needed for their work is any form of education related to their work. ④
Training: refers to creating an environment in which employees can acquire or learn specific knowledge, skills, abilities and attitudes closely related to job requirements. ⑤
Training: refers to the process of teaching new employees or existing employees the basic skills needed to complete the work. ⑥
In short, modern training refers to the continuous improvement of employees' knowledge, skills and attitudes through learning, so as to maximize the matching of employees' functions with current or expected positions and increase their work performance.
Since 1990s, organizational training has been an independent development stage without a fixed model. If modern organizations really want to do a good job in training and education, they must understand the current development trend of training and keep pace with the times. The development trend of training in the world today can be briefly summarized as follows.
First, all staff training. The training target is from leaders to ordinary employees, which greatly improves the overall quality level of employees and effectively promotes the development of the organization. At the same time, managers not only have the responsibility to explain that learning should meet strategic objectives and achieve results, but also have the responsibility to guide, evaluate and strengthen the learning of managed personnel. In addition, the training content also includes production training, management training, business training and other organizational internal links.
Second, the lifelong nature of employee training. Only a little knowledge gained from formal education in schools can't meet the challenges of society. It is necessary to implement lifelong education and constantly supplement new knowledge, new technology and new management theory.
Third, the diversity of employee training. That is, the scope of training has expanded from enterprises to the whole society, forming a huge and complete employee training network of the trinity of schools, enterprises and society. Training methods include training organized by enterprises, amateur training organized by social organizations and various training courses offered by universities for enterprises.
Fourth, the planning of staff training. That is, the organization has incorporated employee training into the development plan of the organization, and there is an employee training department in the organization, which is responsible for planned and organized employee training and education.
Fifth, the state's intervention in employee training. Some western countries not only stipulate that it is the right and obligation of public officials to participate in on-the-job training through legislation, but also raise training funds through legislation.
How to design employee training scheme
(a) training needs analysis
As the main body of market competition, organizations must be rational and look at everything from the perspective of economic man. Human resource management requires talents first, so it is extremely important to cultivate talents. The cost, time and energy of training activities are not low, and training is risky. Therefore, before training, it is necessary to analyze the needs and formulate training plans according to the needs guidance, and it should be targeted, not just for training.
Training demand analysis should be carried out from multiple dimensions such as organization, work and individual. First, carry out organizational analysis. Organizational analysis refers to determining the training needs within the organization to ensure that the training plan meets the overall objectives and strategic requirements of the organization. According to the operation plan and long-term plan of the organization, we can predict the possible changes in the technology and organizational structure of the organization in the future, understand the capabilities of existing employees and guess what knowledge and skills are needed in the future, so as to estimate which employees need to receive training in which fields and the time required for such training to be truly effective, so as to guess the length of the training lead time and avoid poaching. Secondly, carry out job analysis. Job analysis refers to the skills and abilities that employees must master in order to achieve ideal job performance. Finally, do a personal analysis. Personal analysis is to compare the current level of employees with the expected future requirements for employees' skills and find out whether there is a gap between them. It is necessary to study the differences between workers' own work behavior and expected behavior standards, when the work is big? Quot ability, you need training, and by improving your ability, you can achieve the consistency of employees' responsibilities and functions. Position and function are variables. When the function is perfect, it is necessary to develop the location and keep them consistent. When the position exceeds the ability, it is necessary to carry out training, develop functions and make them consistent. As the object of training is employees, whether the work can be done well depends on many factors. Training is not omnipotent, and training should pay attention to costs and benefits. So it depends on whether the training can promote the expected changes of employees' personal behavior. If people with unqualified skills or bad attitude are hired, it is not a problem that training can solve and training is not needed. If the existing problems can be solved through training, we will train employees and design specific training programs.
(b) Analysis of the components of the training programme
Training plan is an organic combination of training objectives, training contents, training teachers, training targets, training date and time, training places and equipment, and training methods. Training demand analysis is the guide of training scheme design. A detailed training demand analysis will outline the training plan. On the basis of the previous training demand analysis, the following is a detailed analysis of the various components of the training program.
1. Setting of training objectives
The setting of training objectives depends on the analysis of training needs. In the training demand analysis, we talked about organizational analysis, job analysis and personal analysis. Through analysis, we have made it clear that employees need to engage in a certain position in the future. If they want to engage in this position, there is a certain gap between the functions of existing employees and their expected positions. Eliminating this gap is our training goal. Setting training objectives will provide a clear direction and framework for the training plan. With the goal, we can determine the training object, content, time, teachers, methods and other specific content, and after the training, we can evaluate the effect against this goal. The overall goal of training is macroscopic and abstract, which needs to be refined at different levels to make it concrete and operable. To achieve the training goal, employees are required to master some knowledge and skills through training, that is, what do you want employees to know after training? What do you want employees to do after training? What changes do you want employees to make after passing the training? These expectations are based on training needs analysis. Through demand analysis, we can understand the current situation of employees, know what knowledge and skills employees have, what job functions they have, and what knowledge and skills employees need for enterprise development. If the expected job is larger than the existing function, training is needed. Understand the gap between the existing functions of employees and the expected job requirements, that is, determine the training objectives, refine and clarify the training objectives, which will be transformed into specific objectives at all levels. The more specific the goal, the stronger the maneuverability, and the more conducive to the realization of the overall goal.
The training goal is to implement the navigation light of the training plan. With a clear overall training goal and specific goals at all levels, for training instructors, the implementation of the teaching plan is determined and teaching is actively carried out to achieve the goal; For students, only by clarifying the purpose of learning can they walk fewer steps and make unremitting efforts towards the established goals, and can they achieve twice the result with half the effort. On the contrary, if the purpose is not clear, it is easy to cause teachers and students to deviate from the training expectations, resulting in the waste of manpower, material resources, time and energy, raising the training cost, which may lead to the failure of training. Training objectives are organically combined with other factors in the training plan. Only when the goal is clear can we scientifically design other parts of the training plan and design a scientific training plan.
2. Selection of training content
After defining the purpose of training and the expected learning effect, it is necessary to determine the teaching information that the training should contain. Although the specific training content varies widely, in general, the training content includes three levels, namely knowledge training, skill training and quality training. According to the characteristics of each training content level and the analysis of training needs, which level of training content is selected.
Knowledge training, which is the first level in organizational training. As long as employees listen to a lecture or read a book, they may acquire corresponding knowledge. Most of what you get in school education is knowledge. Knowledge training is conducive to understanding concepts, enhancing adaptability to the new environment, and reducing obstacles and obstacles for enterprises to introduce new technologies, new equipment and new processes. At the same time, if you want to master a professional knowledge systematically, you must carry out systematic knowledge training. Knowledge training is the only way to become an X-type talent. Although knowledge training is simple and easy, it is easy to forget that the organization only stays at the level of knowledge training and the effect is not good.
Skills training, which is the second level of organizational training. The so-called skill here refers to the operational ability to make something happen. Once skills are learned, they are generally not easy to forget, such as cycling and swimming. Recruiting new employees, adopting new equipment and introducing new technologies will inevitably require skills training, because abstract knowledge training cannot adapt to specific operations immediately. No matter how excellent and capable your employees are, it is generally impossible to operate well without training.
Quality training, which is the highest level of organizational training. Quality here refers to whether an individual can think correctly. High-quality employees should have correct values, positive attitude, good thinking habits and lofty goals. High-quality employees may temporarily lack knowledge and skills. But he will learn knowledge and skills effectively and actively to achieve his goals; A low-quality employee, even if he has mastered knowledge and skills, does not necessarily need it.
Three levels of training content are introduced above, and which level of training content to choose should be decided according to the specific conditions of different students. Generally speaking, managers are more inclined to knowledge training and quality training, while employees are more inclined to knowledge training and skills training, which is ultimately determined by the differences of trainees' functions and expected positions.
3. Who will guide the training?
Training resources can be divided into internal resources and external resources. Internal resources include leaders of organizations and employees with special knowledge and skills. External resources refer to professional trainers, schools, public seminars or academic lectures. Among the numerous training resources, which one to choose is ultimately determined by the training content and available resources.
Leaders and employees with special knowledge and skills are important internal resources of an organization. Using internal resources can improve trainees and trainers in many ways. The leader in the organization is a more suitable candidate. First, they have both professional knowledge and valuable work experience; Secondly, they want employees to succeed, because it can show their own leadership ability; Finally, they are training their own employees, so they can be sure that the training is job-related. No matter which training method is adopted, the leader of the organization is an important internal training resource. Employees with special knowledge and skills can also guide training. When employees train employees, a team spirit will naturally form in the organization due to frequent contact, which will also exercise the leadership ability of the training lecturer itself.
When the business of the organization is busy and there is no manpower in the organization to design and implement training plans for employees, then external training resources are needed. A person who works well may not be able to train a good employee, because teaching has its own rules, and most of the external training resources are trainers who are familiar with adult learning theory. External trainers can tailor-made for the organization, and can provide a broader perspective than internal resources, but external training resources also have their shortcomings. On the one hand, outsiders need to spend time and energy to understand the organization's situation and specific training needs, which will increase the training cost; On the other hand, the use of external personnel training, organizational leadership is irresponsible for the specific training process, to avoid the responsibility for employee development.
External resources and internal resources have their own advantages and disadvantages, but in comparison, internal training resources are the first. Only when the business of the organization is really busy and cannot be separated from manpower, or when the internal training resources lack suitable candidates, can external training resources be selected. However, it is best to combine external resources with internal resources.
4, determine the training object
According to the analysis of the organization's training needs, different needs determine different training contents, so as to generally determine different training objects, that is, training objects.
Pre-job training is to introduce the rules and regulations, culture, business and employees of the organization to new employees. When new employees come to the company, they don't know much about the organization's history and culture, the organization's operation plan and long-term planning, the company's policies, their job responsibilities, their bosses, colleagues and subordinates, so new employees will be more or less nervous when they enter the company. In order to make new employees get rid of nervousness and adapt to the environment quickly, enterprises must carry out pre-job training on the above aspects, and the training target determined by the pre-job training content can only be the new employees of the organization. For the old employees, these trainings are meaningless.
For employees who are about to be promoted, employees who have changed jobs, or employees who can't adapt to their current positions, their functions are different from existing or expected positions, and their positions are greater than their functions, so they need to be trained. On-the-job training or off-the-job training can be used for them, and no matter which training method is adopted, knowledge training, skill training and quality training are all contents, and different training objects are determined by different contents of knowledge training, skill training and quality training. After analyzing the specific training needs, the specific training content is determined according to the needs. According to the demand analysis, we can also determine which employees lack which knowledge or skills. The trainees are the ones whose training contents are consistent with the lack of knowledge and skills.
Although the training content determines the general trainees, it does not mean that these trainees are the trainees. We should also look at whether they are suitable for training from the perspective of these general trainees. First of all, see if these people are interested in training. If they are not interested, they will not be easily cultivated, because without enthusiasm, the effect will certainly not be very good; On the other hand, depending on his personality characteristics, some personalities are born. Even if he can master the required knowledge and skills through training, he is still not suitable for this job, so he is job-hopping and does not need training. Comprehensively consider the training content and training objects, and finally determine the training objects.
5. Selection of training date
Selection of training date. It is obvious that you need to train when you need it. In fact, it is not easy to do this, but you often step into some misunderstandings. The following approach is to step into the misunderstanding. Many companies often provide training when the time is convenient or the training cost is cheap. For example, many companies grasp the plan to set it in the off-season to prevent it from affecting production, but they don't know that a large number of defective products, waste products or other accidents are caused because of untimely training, and the cost is higher. For another example, some companies set training at a time when the training cost is relatively cheap, but at this time, they don't really need training, but they don't know that retraining will generate the cost of retraining when training is needed. The design of employee training plan must be carried out when training is needed. In general, one of the following four situations requires training.
First, new employees join the organization. Most new employees should be familiar with the organization's workflow and code of conduct through training. Even if new employees have excellent work skills when they enter the organization, they must understand some differences in organizational operation. Few employees have mastered all the skills needed by the organization as soon as they enter the organization.
Second, employees are about to be promoted or rotated. Although employees have become old employees of the organization, they are very familiar with the organization's rules and regulations, organizational culture and current job responsibilities, but when they are promoted to new posts or rotated to new posts and engaged in new jobs, new requirements will arise. Although the employees have done a good job in their original positions, they may not be well prepared for the new positions. In order to adapt to the new position, they are required to train employees.
Thirdly, due to the change of environment, continuous training for old employees is required. For various reasons, it is necessary to carry out continuous training for old employees. If new equipment is introduced, it is required to train old employees in new technologies; Buying new software requires employees to learn how to install and use it. In order to adapt to the changes in market demand, organizations are constantly adjusting their business strategies, and employees need to be trained after each adjustment.
Fourth, meet the needs of remediation. Because employees don't have the basic skills needed for their jobs, they need training to remedy them. In the following two cases, remedial training must be carried out: first, you have to recruit unqualified employees because of labor market shortage or administrative intervention or other reasons; Second, it seems that there are conditions when recruiting, but the performance in actual use is not satisfactory.
When analyzing training needs, determine what knowledge and skills need to be trained. According to the past experience, make a schedule for the training of these knowledge and skills, see how long it will take and how long it will take for the training to be effective, thus infer the length of the training lead time, and finally determine the training date according to when these knowledge and skills are needed and the length of the lead time.
6. Choose an appropriate training method
There are many ways to organize training, such as lectures, demonstrations, cases, discussions, audio-visual and role-playing. Each training method has its own advantages and disadvantages. In order to improve the training quality and achieve the training purpose, it is often necessary to combine various methods and use them flexibly. The following focuses on three commonly used methods: lecture method, demonstration method and case method, which can be selected according to training methods, training contents and training purposes.
(1) teaching methods
Teaching method means that the lecturer systematically imparts knowledge to the trainees through language expression, hoping that these trainees can remember important concepts and specific knowledge. When using this teaching method in teaching, it is required that: ① the teaching content should be scientific, which is the first condition to ensure the teaching quality; 2 lectures should be systematic, clear and focused; ③ The language should be clear, vivid and accurate in teaching; ④ Use blackboard writing when necessary.
Although teaching method is the most widely used method in training, it has obvious advantages and many disadvantages. The advantages of this teaching method are as follows: ① it is beneficial for trainees to systematically accept new knowledge; ② Easy to master and control the learning progress; (3) It helps to deepen the understanding of difficult contents; ④ Many people can be educated and trained at the same time. Its disadvantages are: ① the teaching content is mandatory, and students have no right to choose their own learning content; ② The learning effect is easily influenced by teachers' teaching level; (3) Only teachers give lectures without feedback; (4) Students can't discuss with each other, which is not conducive to enhancing understanding; The knowledge learned is not easy to consolidate.
(2) Demonstration method
Demonstration method is to use certain objects and teaching AIDS to make trainees understand how something is done through on-site demonstration. Requirements for demonstration methods: ① Prepare all appliances and put them in order before demonstration; (2) Let every trainee see the demonstration; (3) After the demonstration, let each subject have a try; ④ Give immediate feedback to each student's trial.
Advantages and disadvantages of demonstration method coexist in teaching. Its advantages are: ① it is helpful to stimulate students' interest in learning; ② You can use a variety of senses to combine seeing, listening, thinking and asking; (3) is conducive to obtain perceptual knowledge, deepen the impression of knowledge. The disadvantages of demonstration method are: ① the scope of application is limited, and it is impossible to demonstrate all the contents; (2) The demonstration device is inconvenient to move, which is not conducive to the handover of the teaching place; (3) the preparation before the argument needs some expenses and energy.
(3) Case law:
A case refers to an objective and real scene described by certain audio-visual media, such as words, recordings and videos. As a research tool, it has been widely used in social science research. Since the 1920s, Harvard Business School used cases for management teaching for the first time. This teaching method is called case teaching method. There are three basic requirements for using cases in teaching: ① The content should be true and fiction is not allowed. In order to keep the names of people, institutions and places secret, pseudonyms can be used, which is called cover-up, but the basic plot must not be false, and the relevant figures can be multiplied by a cover-up coefficient to enlarge or reduce, but the ratio between the two cannot be changed; There should be some management problems in teaching, otherwise there will be no value of learning and research; (3) Teaching cases must have a clear teaching purpose, and their compilation and use serve certain established teaching purposes.
Case teaching is becoming more and more popular, but as a teaching method, it inevitably has advantages and disadvantages. Advantages of case law: ① It provides a systematic way of thinking; ② During the study of case study, you can gain some other knowledge and principles about management by receiving training; ③ As a simple method, it helps trainees to participate in solving practical problems in enterprises. The shortcomings of case teaching method are as follows: ① Each case serves the established teaching purpose, which lacks universal applicability and may not be consistent with the training purpose; (2) The number of cases is limited, which cannot meet the needs of cases corresponding to each problem; No matter how true the case is, students are allowed to consider it from the perspective of the parties, so they don't have to bear any responsibility, and they can't bear all kinds of pressures like the parties, which inevitably leads to distortion.
7. Selection of training places and equipment
Training content and training methods determine the training place and equipment. Training places include classrooms, conference rooms and workplaces. If skills training is the content, it is decided that the most suitable place is the workplace, because the specificity of training content requires the specificity of information transmission, and many working equipment cannot be popularized in classrooms or conference rooms. Training equipment includes textbooks, notebooks, pens, models, and some need slide projectors, video recorders, etc. Different training contents and methods ultimately determine the training places and equipment.
Staff training is an organic combination of training objectives and expected effects, training contents, trainers, trainees, training dates, training methods, training venues and equipment. Achieving goals and results is the fundamental purpose. Then all the components are based on it. After weighing the pros and cons, they make a decision and make a systematic plan based on the training objectives and results, rather than any combination. Although a systematic training scheme is not necessarily an effective training scheme, an effective training scheme must be a systematic training scheme.
(c) Evaluation and improvement of training programmes
From the analysis of training needs to the design of training programs, from the formulation of training objectives to the selection of training methods, a systematic training program is finally formulated. This does not mean that the design of the training program has been completed, because any good training program must be a process from formulation → evaluation → modification → re-evaluation → modification → implementation. Only through continuous evaluation and revision can the training plan be improved. The evaluation of training program is studied from three dimensions. From the training plan itself, it can be divided into three indicators: first, the content validity depends on whether the various components of the training plan are reasonable and systematic, whether the analysis conforms to the training demand analysis, and whether the elements before and after are coordinated, which is the best choice; Secondly, the validity of response depends on the response of the trainees, whether the trainees are interested in this training, whether they can meet the needs of the trainees, and if not, find out the reasons; Third, the effectiveness of learning, training with this program, to see whether the information taught can be absorbed by the students, if not, we must consider the teaching methods and the characteristics of students' learning and other factors to improve. From the students' point of view, we can see whether the behavior changes of the students before and after the training are consistent with the expectations. If not, it is necessary to consider whether the training effect is not ideal or whether there is a lack of opportunities to apply what they have learned in training, or whether the training effect is not shown because of the influence of habits, so it is necessary to extend the inspection time. Finally, it analyzes the actual effect of training, that is, the cost-benefit ratio of training. Training cost should include training demand analysis cost, training scheme design cost, training scheme implementation cost, salary and benefits during training, etc. The benefits of training programs include explicit benefits and implicit benefits. Explicit benefits refer to measurable benefits such as increasing output, reducing waste and defective products, using more raw materials to save production methods, and reducing production accidents. Hidden income refers to the unmeasurable income such as the generation of team spirit and the promotion of corporate image. Only when the cost is lower than the income proves that this scheme is feasible, and when the cost is higher than the income proves that this scheme is bankrupt, should we find out the reasons for the failure and design a better scheme.