Internal training Internal training refers to the training and learning activities that enterprises use their own resources and strength to improve the quality or skills of personnel and promote the improvement of employees' performance. Generally speaking, internal training is the most important part of enterprise training system.
It has the following advantages: 1 The training content is more targeted. Trainers for internal training are generally selected from within the enterprise. They are very familiar with the overall situation of the enterprise, whether it is business model, cultural vision, system and policy, or the structure and quality of internal personnel. Moreover, the trainers generally selected are the backbone positions of professional posts, and they have sufficient knowledge reserves and experience reserves in related positions. So they are very clear about the shortcomings and training needs of employees. 2 Affordable, cost-saving Due to the independence and closure of the external training market, its training costs are obvious, especially the expenditure of course fees. Although enterprises should increase training input, the increase of training cost should be based on ensuring the input-output ratio. Internal trainers are employees of the enterprise itself, which is developed and managed by the enterprise. Training costs are generally much lower than similar training in the market. 3 Realizing the inheritance of ability and experience Some enterprises blindly rely on key employees, which will not affect efficiency in the short term, but once these key employees are lost, it may affect the promotion of some projects and even make enterprises in trouble. Through internal training, some important and practical experiences and abilities are extracted, and then developed into training courses, which can precipitate the experiences and abilities in the hands of these few elites into the whole organization and facilitate rapid grafting among employees. 4 Enhance organizational cohesion Through internal training, communication between different departments, superiors and subordinates, and even peers within the enterprise can be strengthened, the barriers between employees can be alleviated to some extent, and mutual communication, mutual familiarity, mutual learning and mutual recognition among employees can be promoted. However, internal training also has its limitations.
1. Trainers have limited choices. After all, the trainers of internal training are all selected from within the company, and there will not be too many suitable candidates. Some employees with training ability may also be distracted by other important things to train other employees.
2. Internal trainers have limited thinking and vision. Because the main experience of internal trainers comes from within the enterprise, it is inevitable that there are certain thinking limitations, which is not conducive to employees to explore new ideas and accept new knowledge in all directions. External training is the opposite of internal training. External training mainly refers to the process that students use external resources to participate in learning and constantly improve. Although external training may bring higher costs, more and more enterprises are willing to invest. Mainly based on the following reasons: 1 has a wide external market and can obtain high-quality trainers. Today, with more and more attention paid to training, there are countless resources for external trainers. Talented people will try to engage in part-time or full-time training. In terms of quality, the training received by internal trainers is often very limited. Although they have rich practical experience, their knowledge is generally not as deep and extensive as that of external professional trainers. Through external training, many new ideas can be brought. Compared with internal trainers, external professional trainers have a broader vision and can bring some external good experiences and new ideas to enterprises. However, relatively speaking, its limitations are also obvious.
1. The cost is high and the economy is far less than that of internal training. When there is a great demand for training, enterprises are likely to be unable to afford it.
2. The quality of external trainers is uneven. Enterprises don't understand trainers, and the quality of external trainers is uneven, which can't guarantee that the other party can meet the needs of enterprises, which is risky.
3. Lack of practicality or applicability Trainers do not understand the enterprise, and it is very likely that what they teach lacks practicality or applicability and cannot achieve the expected results.
To sum up, both internal training and external training have their own characteristics and applicability, and there is no absolute advantage or disadvantage. When organizing training, enterprises should combine the two, choose flexibly, and effectively link internal training with external training. The author believes that the key here lies in the number of students. For example, it's like choosing a means of transportation. Many people can choose to rent their own carts, and few people can choose buses or taxis. Therefore:
1. When the number of students is large, it is advisable to give priority to internal training. Because external training is generally charged per head, when the training demand is large, enterprises will face huge costs, and not all employees who receive training can create excess value for enterprises, so it is likely that the final input-output ratio is not ideal.
2. When the number of students is small, external training should be considered. Although the cost of external training is high, if only a few employees need training, it will not add too much burden to the whole enterprise. Moreover, the new ideas and skills acquired through external training are also a potential wealth for enterprises, and it is likely to create excess value for enterprises over time. On the contrary, thldl.com's internal training will affect the normal work efficiency, and it will also restrict the improvement of personnel's ability because of too many people and too few training frequencies, thus restricting the development and progress of organizational ability.
Then, as a manager, how should we design and organize the training of our own enterprises? We can learn Motorola's training system here.
Motorola spends 3.6% of its total salary on education and has its own unique training institution-Motorola University. Motorola has calculated that the input-output ratio of its training is about 1:30 within three years, which shows that the training has brought remarkable economic benefits to Motorola.
The first step of Motorola University's training work is the training demand analysis. Its customer representative department will work closely with the human resources organization development department of each division to analyze the gap between the organizational status and organizational goals, determine which gaps can be solved through training, and formulate a set of training consultation and programs accordingly. Later, because some training programs can't meet the needs of customers, the course design department will intervene in training courses such as procurement, design, development, adaptation and translation to meet the actual needs of the company and various business divisions. When training is implemented, the course operation department strictly implements the certification of trainers, the arrangement and management of teaching materials, classrooms and equipment. Finally, the whole training is evaluated from four dimensions: student satisfaction, student mastery, whether it is transformed into practical ability and return on investment.
It can be seen that an effective training system is based on the effective evaluation and analysis of talents within the enterprise.
Enterprises can train a group of competent trainers internally and accumulate some suitable trainer resources externally. When training needs to be organized, it is necessary to scientifically investigate the actual needs through actual research, and use data to judge whether employees are competent for the job, what shortcomings exist and how common the shortcomings are. Finally, integrate internal and external resources to design the scheme with the highest return on investment. Only in this way can we truly realize the effective docking of internal training and external training.