Seeking and expecting. Explain the problem in a targeted way, and students will like it. Only the courses that students like can have good performance.
The third step of training performance evaluation: establish appropriate evaluation methods and standards. In some enterprise trainings I have contacted, including consulting companies and training institutions, the training effect is often expressed through questionnaires or short interviews. In fact, the effectiveness, evaluation criteria and methods of enterprise training can be diversified. As mentioned above, there are certainly questionnaires and interviews with trainees, but if a frame of reference is established between the time period and the enterprise level, the training performance appraisal will be more objective and fair. Take the decision-making level, management level and operation level as examples. After a period of popularization and application, if the concepts and behaviors of the three levels do not develop in a benign direction, or even worse than before, the training effect is self-evident and the performance can be imagined. If it develops in a benign direction and even produces benefits, it proves that the effect of training is remarkable, then the performance of training is self-evident. Of course, performance appraisal can speak with data, and "self-evident" and "self-evident" are definitely not unilateral psychological feelings. Therefore, there are many ways for enterprises to evaluate training performance. In addition to the above-mentioned questionnaire survey and interviews with students, it can also be evaluated by project. Select a time or period, set project evaluation criteria, and evaluate the role and value of training with the changes before and after the enterprise receives training. "Usability is the most effective training." When talking about the role and value of training, the boss of an enterprise has some truth.
The fourth step of training performance evaluation: pay attention to cultural differences and conflicts. Frankly speaking, trainers have some advantages and abilities at most, but in the process of training, there is often an embarrassing situation that trainers' ideas and concepts are difficult to integrate with enterprises. I think there are differences and conflicts between enterprises and trainers in culture and behavior. Enterprises often expect too much from training or are eager for success, and trainers can't hold their fists very big or even be tied up because of various reasons of enterprises. There are two solutions. One is to treat the role of trainers correctly: the problems encountered in the development of enterprises can not be completely solved by trainers in a few classes. The decision-making layer, management layer and operation layer must work out effective solutions in combination with the "factory situation" while learning solutions and advanced theories. For trainers, it is the fish that is taught, not the fish. In today's enterprise training is not standardized and scientific, students at all levels should clearly understand this, especially the operators. Second, the ingenious application of project management: combining the course content to establish project topics, equipped with corresponding rules and regulations and various resources, starting from the system and escorting with management, so that the training course can be transformed into productivity and people at all levels can truly appreciate the influence of training. From the perspective of profit, although trainers do not directly create value, the added value generated by educating and training employees is far from being measured by data. Therefore, this point should be fully considered when establishing assessment standards.
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