The world is flat. Enterprises in China are faced with the historical opportunity of dancing with wolves, going out and developing continuously, but at the same time they are also faced with enormous challenges. China enterprises will compete directly with many foreign-funded enterprises, especially large multinational enterprises, in the global market. So, how should enterprises meet opportunities and challenges? The most fundamental way out is to improve their competitiveness, and the improvement of competitiveness depends largely on whether the enterprise has all kinds of excellent professionals, including leadership, management, marketing, sales, technology, finance and other fields. After entering China, many foreign-funded enterprises will also use a large number of local talents with both professional skills and knowledge of China market and China culture from the perspective of cost and adaptation to the China market. The market demand for these professionals is increasing, which leads to intensified competition for talents. At present, many enterprises are facing the problem of "a thousand troops are easy to get, but one will be hard to find". While the competition for talents is fierce, enterprises gradually find it difficult to hire suitable talents from outside. As a result, most enterprises begin to realize that they must pay attention to cultivating internal talents, and training is an indispensable way for enterprises to cultivate talents, and it is also one of the most direct and effective ways. On a global scale, training has gradually become the only way for enterprises to survive and develop, which can be summarized as the following reasons: 1, the shortage of talents makes it more and more difficult to obtain professionals, and the training of talents within enterprises must be strengthened. 2. The market competition is fierce, and the requirements of customers are becoming more and more critical, which makes the requirements of each job higher and higher. Enterprises need to strengthen employees' skills through training. 3. Great changes in the environment force every employee to keep learning to meet the changing requirements, and enterprises also need to help employees develop to meet the requirements of work through training. 1. Why is training neglected? Shopping malls are like battlefields, and untrained troops can hardly compete with well-trained troops. Staff training is very important, many enterprises understand this truth, but the situation reflected in actual work is not the case. A friend who is in charge of training in an enterprise once said such a jingle: "Training is important, be secondary, and don't be busy." This sentence is a true portrayal of the status of training in many enterprises. Although all enterprises know that training is very important, many enterprises do not attach importance to training. Why is this happening? The reasons may be as follows: 1. At present, there are not many people who really understand training in enterprises, and there is no comprehensive and correct understanding of training and its role. 2. Training is an intangible service, and its effect is hard to be reflected in a short time. Training is often regarded as a simple expenditure rather than an investment. 3. Without a perfect long-term human development system, the long-term benefits of employee training are hard to highlight. 4. At present, the training institutions on the market are pure fish and pure pearls, and the entry threshold is low. Three or two people set up a training company as soon as they started, and the whole industry was not standardized. Many enterprises are limited by the price, regardless of the real needs and effects, and launch some low-cost training programs. Of course, the effect can be imagined, which leads to the disappointment of enterprises in training. At present, the turnover of domestic enterprises is very large and fast, and enterprises are unwilling to make long-term investment in employee training. Second, training expenditure is still growing rapidly. Although there are many difficulties and problems in training, the experience of many large companies in the world shows that it is difficult for enterprises to achieve their development goals without spending a lot of time and money on effective training. Therefore, despite the global financial crisis and economic crisis, global training expenditure continues to grow. Astd (American Association for Training and Development), the largest training institution in the world, surveyed more than 550 enterprises in 42 countries around the world, and found that the average training expenditure of these enterprises accounted for 1.8% of employees' salary in 1.97, and increased to 2.5% of employees' salary in 2000. But in 2007 and 2008, when the American economy slowed down or even declined, the enterprises were right. As can be seen from the above data, more and more enterprises have taken talent training as an investment, which has even become a trend. In order to survive and develop, enterprises must attach importance to employee training. The key is that enterprises should regard training as an investment, not just an expenditure or cost. To do this, enterprises must truly understand the characteristics, functions and effects of training, so as to select training in a targeted manner and shift the price focus of training to value. And choose professional and formal training institutions as partners to * * * do a good job in employee training. Third, the truth of training What is training? This question seems simple, and maybe anyone with a little brain can answer it. However, in order to truly understand the training, we need to carefully consider the following questions: 1. Is training the same as a university lecture or an MBA lecture? If not, what are the differences? There are many professional books on the market, and most of the training contents are developed from these books. Can reading take the place of training? If not, what are the reasons? 3. What is the difference between the role of a trainer and that of a university professor? Are the skills required the same? This paper is not prepared to answer these questions, but hopes that readers can think deeply about these questions to understand the deep meaning of training. Fourth, the countermeasures of training Only when we have a correct understanding of training can we think correctly: How to do a good job in training? In the process of contact with customers, we found that many training leaders will fall into such a misunderstanding: they really want to do a good job in training, so they care about the effect of training, but perhaps due to some reasons within the company, the investigation of training needs is not in-depth. Therefore, when asked about customers' training needs and training purposes, the answers are general. For example, "we hope to strengthen their sales skills through training" or "we hope to enhance the management awareness of leaders through training" and so on. Although there is nothing wrong with the purpose of these trainings, they are not specific enough. This is because, if there is no reference, how can we judge that students' sales skills have been strengthened? How to judge that students' management consciousness has improved? Can you pass the exam? Examination can only determine whether students have learned knowledge, but can't guarantee that students have mastered skills. The purpose of training is to enable students to effectively apply the training content to their work through various exercises, rather than just staying in their minds. In this case, we usually continue to ask about the current situation of their enterprises, trying to understand the training needs more clearly, but we often find that either the person in charge of training is not clear about it, or we don't want to say it for some reason (even if we promise to keep it confidential); There are still some companies that are unwilling to admit that the company has problems and think that there is no problem in the healthy development of the company. For the latter, we must first change our ideas, because there is no company in this world that can't go wrong. It is not shameful to admit the existence of problems, face them squarely and solve them actively. It is the behavior of the brave. It is not necessarily a bad thing for an enterprise to "have problems", for example, "our orders have suddenly increased greatly, products are in short supply, and customers need to wait a long time to get orders". This is also an enterprise problem, but we call it "happiness problem" or "opportunity". The purpose of training is to help enterprises solve problems, some of which are short-term performance problems and some are long-term goals. But only when these problems are clarified can the training needs be clarified. Only when the training needs are clear can the training effect be effectively evaluated. There are many methods to establish training demand, such as observation, questionnaire, interview, position analysis, theoretical model analysis, job evaluation, personal record analysis and multi-factor analysis. These methods have their own advantages and disadvantages, so I won't describe them here. Generally speaking, several methods need to be combined to achieve the best results. Determining the training needs is the first stage of the training system, followed by planning and implementing training courses, and finally evaluating the training effect. The first stage can be said to be the most important. As long as we do the first stage well and find a professional training partner, the training effect will never be bad. If we ignore the first step, even if we find the best training institution in the world, we may not be able to achieve the expected results. When the training needs are established, professional training institutions can complete the second and third stages, and will assist enterprises to complete the fourth stage: evaluating the training effect. Evaluating whether a training institution is professional or not depends on their cognition of training effect evaluation. According to the internationally recognized statement, it was put forward by Donald kirkpatrick in 1959. The training effect is divided into four levels: ① reaction; 2 learning; 3 behavior; 4 results. Later, someone joined the fifth level of training effect evaluation, that is, return on investment (ROI), that is, the training effect should be expressed by financial performance. But at present, there is no scientific scheme to measure the training effect of the fifth level in the world. Therefore, more professional training institutions are mainly aimed at the training effect of level 3 or level 4. But at present, most companies or training institutions only do the first-level training evaluation, that is, to see how the students react and how satisfied they are. Sometimes, although the trainees are satisfied, the sponsors of the training are not satisfied because they can't see the results in their work. This is also a reason why many enterprises do not attach importance to training. A simple "satisfaction" survey cannot evaluate the training effect. It is also necessary to evaluate whether the trainees have changed their behavior by learning knowledge and skills, and whether they have shown an increase in performance at work. V conclusion it is obvious that the ultimate goal of training is to create value for the company. Good training can not only benefit enterprises, but also enable employees to grow and benefit for life. IBM employees are well aware of the benefits, and IBM's perfect training system has trained a batch of talents for IBM. Time magazine once commented on IBM: "No enterprise will bring and will bring such a huge impact on the world industry and human lifestyle." This is probably the highest evaluation of an enterprise, and it also illustrates the success of IBM from another angle.