Enterprise training cannot be blind, and demand analysis needs a systematic framework, which is also the original intention of training system construction. So why do you need enterprise training? Let's have a look!
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.
Corporate culture training cannot be simply instilled. How to make employees feel the culture through actions is the focus of corporate culture. Huawei attaches great importance to corporate culture. In the 20 1 1 Madian incident, Huawei published customer complaint letters and profound reflections in multiple issues and editions of internal magazines, analyzed problems and strengthened organizational culture awareness.
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, the construction of talent echelon based on training needs.
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.
The core of the demand for talent echelon construction is to build a talent supply chain, which can continuously export the talents needed by the organization. Although not all talents can only be cultivated internally, the talents cultivated internally can better avoid cultural conflicts, improve the sense of belonging, reduce costs and risks, and inspire staff morale.
In the book Suning: The Power Behind, it is mentioned that Suning has formulated a complete "EAB echelon" for the needs of different positions and different levels, and defined the successor plan. The continuous output of talents determines the sustainable development of enterprises.
Four. Vocational-based training needs
There is an old saying in China, "Get on the horse and send another ride". Excellent talents are trained in real business challenges, but organizational support is also essential at critical moments. How to meet the needs of employees' career development? This is the most basic problem of training, but it is also an eternal problem. Employees are often incompetent or want to go further at the critical moment of new employment, promotion, job transfer and career maturity, and need timely and powerful support from the organization. If employees fail to master the essentials of their work at the beginning of their new positions, their future work will inevitably take detours, which will greatly reduce efficiency and performance and bring unnecessary risks to the company. If you want to develop in a better direction after you are qualified, you need organizational support and training. According to Chalan's leadership development channel theory, it is a great change and challenge to manage others from self-management. However, in the past, many enterprises paid attention to promotion and neglected training, and the top management often lacked basic management skills, which affected organizational performance. The help of these critical moments can often promote employees to get great development and progress, and they will have more confidence in their work and give full play to their strengths. Therefore, training must be effectively embedded in employees' career planning to support the critical moment of their career.
Five: Training needs based on performance improvement
The achievement of organizational performance is the result of group interaction, not just the simple sum of the performance of each employee and each department. Organizational performance is one of the important signs to measure whether an organization operates well or not. Improving organizational performance is one of the biggest challenges faced by enterprise training at present, and boosting performance improvement has always been an eternal topic of concern for training departments and business departments. The reasons for poor organizational performance include external environmental factors, internal management factors and human factors. Relatively speaking, external environmental factors and internal management factors are uncontrollable, so the improvement of performance can be achieved by improving people's ability.
Enterprises can motivate employees by managing their personal performance. On the other hand, through the analysis of the performance appraisal results, they can find the shortcomings in their work, analyze the ability gap of employees, and make employee promotion and development plans according to the performance gap analysis, so as to help employees improve their personal abilities, promote their personal performance, and support the realization of enterprise performance improvement goals.
The performance problems of individual employees are generally caused by many reasons, including employees' own reasons and non-own reasons. If individual employees do not perform well due to lack of knowledge and skills, they can be improved through training; If the employee's work attitude leads to poor performance, then the problem may come from many reasons, and the specific reasons need to be analyzed in depth. Furthermore, if the employee's performance problem comes from non-self factors, it needs more in-depth analysis and may need to solve the problem from the company's policies and systems.
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