1. Training needs based on corporate culture.

At the beginning of the enterprise, the boss can manage all aspects of the company by himself. With the expansion of enterprise scale and the complexity of organization, it is very important to balance various forces through process system. However, with the development of economy and the enhancement of social humanistic consciousness, cultural management will play an increasingly important role in enterprises.

Corporate culture is a collection of mental models and values of every employee in an enterprise, and it is pervasive. Appropriate corporate culture can make the strategy and business execution smoother, for example, make the values such as cooperation, innovation and service become everyone's internal concept and action direction. The enterprise's demand for corporate culture construction is very reasonable, because if the system process can make the work well, then the corporate culture can make the work well.

Second, training needs based on strategic development and transformation.

The business environment is changing rapidly, and the corporate helmsman often changes the organizational direction according to the environmental changes, but the bigger the enterprise, the more difficult it is to change or transform. Those who can quickly adapt to environmental changes are all enterprises with strong internal unity and action.

How to unify the internal staff's understanding, clarify the gap with the goal, find the path of action, take action and keep moving forward is the most concerned issue after the organizational strategic change. Successful strategic change or organizational transformation should be able to achieve rapid results in these areas, which is also the most important requirement for internal functions and departments of enterprises at critical moments.

Third, based on the training needs of talent echelon construction.

The creation of value needs to integrate many resources: financial resources, technical resources, land resources and so on, and of course, the most important human resources. Treating people as resources does not lower people to the status of things, but the continuous supply of talents is often the limiting factor to ensure the company to continuously create value.