Myth 1: Ignore teamwork and learning.
Compared with foreign countries, the training cost in China market is relatively low at present, and most of the money is earned by lecturers, whose salary may be higher than that of a CEO. The main reason for this phenomenon is that everyone embodies the value of training in a trainer, but ignores that a successful training should be completed by a team.
Some training companies are often like this: hire a teacher, find a classroom and complete a training, no matter how many chapters are useful to customers, so they rely heavily on training lecturers. Professional training institutions will generally give customers a training framework first, and the content will be formulated according to the specific needs and reality of customers. Trainers are only part of the implementation here, and they are concerned with the cooperation of the whole training team.
Myth 2: Introduce popular courses in an all-round way.
No course is suitable for all companies, because courses should be formulated according to the actual situation of enterprises, the quality of personnel and the company's goals. Similarly, the introduction of foreign courses should not be scripted.
At present, many courses in China are relatively old, mainly academic courses, and the courses of enterprise training are very scarce. As far as the popular MBA courses in China are concerned, foreign MBA courses are mainly used to improve personal quality, ability and thinking method; However, enterprise training is not aimed at individuals, but at the whole company, and is committed to improving the overall quality of enterprise teams. The enterprise training system is mainly composed of three elements: training courses, trainers and training processes, of which the most important is the training process. Through the integration of training courses and trainers, through the understanding of customer needs, through the personalized customization of courses, through the evaluation and tracking of the effect after training, the maximum effect of training can be achieved.
Myth 3: Training is not fire fighting.
Another significant difference between domestic enterprises and foreign enterprises is that domestic training is often for training, with a certain degree of suddenness and randomness, or like fire fighting, training is not remembered until something goes wrong. However, the training of foreign excellent enterprises has strong planning and foresight, which is combined with the strategic culture of enterprises.
How do excellent foreign companies do training? Basically, the purpose of their training is very clear, and the company also has certain ideas and operation methods. They hope to unify these contents through training, so that every employee of the company has a unified value direction. Every year, they will have a relatively complete definition of the training plan. For example, this year, they will improve the overall sales staff in consulting sales and customer relations ... these contents will be clearly listed in the training plan at the beginning of the year.
Training is not fire fighting. You can't wait until it burns. Training should be regarded as a long-term enterprise human resource management project, and training courses and processes should be determined according to the characteristics of enterprises.
Myth 4: Training is not a cure.
Many domestic enterprises like to compare training institutions to doctors. In fact, the most suitable role of training institutions is the team coach, because to some extent, patients are very passive, while players have great subjective initiative. After all, a coach can't play football instead of a player. High-level training experts can not replace the daily management responsibilities of customers, but conduct in-depth analysis for enterprise personnel based on facts, put forward convincing specific suggestions and training programs, and assist enterprise personnel to implement them.
The value of training Every action and plan of an enterprise needs to have a clear purpose and significance, which is value. You must not train for the sake of training, and you must not train for the sake of following the trend and showing off the strength of the enterprise. Training is the focus of human resource management, but it never shows that you are a big enterprise and a standardized enterprise.
Before making the training plan, we must first make clear the human resources development strategy of the enterprise, which is also the development direction of the enterprise. The human resource manager should be very clear about the development focus of each department, or a certain level of development planning, and carefully analyze the goals of each function, or each business department and project department. For example, one of the goals of the sales department this year is to achieve a 120% increase in sales performance. To achieve this goal, it is necessary to improve the comprehensive ability of the overall sales staff, and then find out the range of abilities that the sales staff generally lack or lack in the results of performance appraisal, such as customer service ability and customer relationship management. In this way, the training needs, training objectives and training orientation are found, and the value of training is formed by linking these with the purpose of training.
Training mode Training mode is the decisive factor of training effect. Several problems that enterprises must pay attention to when formulating training mode:
1. Design of training content; This is to make participants accept and absorb it better. It depends on the background investigation of the participants and the positioning of the topic whether to adopt the teaching mode with strong interaction and many games or the sitting mode. Assuming that the trainees are outgoing and lively young salespeople, the topic is teamwork, and designing some interesting and inspiring games will make them more involved and rewarding. However, if the participants are vice presidents or senior managers over 40 years old, it is more effective to design some case studies and seminars.
2. Will the topic be selected by an internal lecturer or a lecturer from a consulting company? For enterprises with internal lecturers, it is a good choice for internal lecturers to talk about their best courses, because internal lecturers have enough time and opportunities to get along with students, understand the real training needs, understand the industry situation, and even understand the personality characteristics of students, and can interpret them in the way that students like best. However, internal lecturers also have their limitations. They often lack authority. Because they are colleagues or peers, their persuasiveness is sometimes slightly insufficient. In this regard, it is best to have a consulting company or lecturer with long-term cooperation, which can not only deeply understand the situation of the enterprise during the consulting process, but also maintain the authority and persuasiveness of its knowledge dissemination.
3. Training schedule; This is a very skillful question. Some enterprises arrange training on Saturdays, Sundays, even evenings and public holidays. It's really bad to take up employees' private time. In the face of the best training, employees may only have two words in their hearts: disgust. However, some enterprises arrange training before and after large-scale summary meetings (such as quarterly meetings and annual meetings) and have achieved good incentive effects. After listening to the boss's passionate summary, the employees will come to class again. At the same time, their confidence is bound to increase, they will be grateful to the company, and then they will be more angry.
4. Training place; If you need a lot of interactive training, the familiar environment is better for the participants. For example, in the conference room of our company, employees can remember what they have experienced, feel the situation better and follow the progress of the lecturer more enthusiastically.
5. Participants; Some courses are not suitable for employees at all levels or departments to attend together. For example, courses such as leadership and middle management are not suitable for grass-roots employees to participate with their own leaders. Without management experience, it is difficult to fully understand the content of the course. Moreover, having classes together will also affect future cooperation, and some management skills may be effective.