As a basic work of enterprises, employee training has been paid more and more attention by enterprises and units. Especially in today's increasingly fierce competition in oil fields, how to establish an effective training mechanism, establish a perfect training assessment system, mobilize the enthusiasm of all employees to participate in training, and build a learning organization within enterprises is the goal pursued by many enterprises in training. In the final analysis, the competition between enterprises is the competition of talents, and training, as an important means of cultivating talents, has become the key for enterprises to win in the fierce market competition. Staff training exists in every enterprise and unit, but how to make staff training play a practical role, not just a mere formality, requires us to effectively manage and constantly innovate staff training methods and concepts. I. Staff Training Management In order to achieve better expected results and continuously cultivate talents suitable for enterprise development, we must first strengthen the management of staff training. In the past, the management of employee training in some enterprises was mainly reflected in the regularity of training, attendance and sign-in of employees and other daily behaviors, while ignoring the need to effectively manage employee training from the height of business strategy. 1, strategic management of employee training In the process of enterprise development, every enterprise has its own business strategy. Accordingly, the human resources department must also formulate the employee training strategy under the framework of enterprise management strategy. There are generally two kinds of enterprise talent team construction: one is by introduction, and the other is by self-cultivation. Considering employees' stability, cohesion and sense of identity with corporate culture, the construction of enterprise talent team should pay more attention to internal training. This is not only conducive to the pertinence of training and the subordination of departmental work to the overall situation, but also conducive to the smooth implementation of training. For example, for a company like Haier, product quality is an important part of its business strategy, and its staff training should focus on how to improve product quality and how to integrate quality into the staff concept as a corporate culture. 2. Plan management of employee training The implementation and success of employee training strategy must be guaranteed by a perfect plan. The planned management of employee training is the concrete implementation and embodiment of the strategic management of employee training. Staff training should generally work out the overall training plan for next year by the end of this year. Each department formulates its own staff training plan according to its own development strategy and plan determined under the business strategy of the enterprise, and submits it to the Human Resources Department for review, approval and summary. For departments and employees closely related to the realization of business strategy, we will make key arrangements, such as arranging them to attend professional courses offered by universities or specialized consulting institutions, or planning to hire external experts for training. 3. The implementation of employee training management plan must rely on good implementation. The human resources management department must strengthen the feedback and timely tracking of training, give warnings to departments that fail to implement training as planned, and punish their supervisors with points deduction in performance appraisal. Participants in the training must sign the attendance sign-in form, and employees must be effectively assessed after the training. Finally, each department will submit the sign-in form and assessment results to the Human Resources Department for safekeeping. Informed criticism will be given to employees who fail to attend the training on time and pass the examination, and they will be required to make-up exams until they are qualified. At the same time, the human resources department issues training evaluation forms to employees who participate in the training, so that employees can comment on the content and trainers of each lecture, and timely warn and improve unqualified trainers. Those who have been warned twice in a row will be disqualified as trainers. In a word, employee training management is a complex system engineering, which involves the vital interests of enterprises and employees. Therefore, when arranging employee training, we must make overall plans and give full consideration to make employee training play its due role effectively. Second, the innovation of employee training At present, all countries in the world attach great importance to employee training, and its training costs are increasing day by day. In particular, some Japanese-funded enterprises even stipulate that business leaders have the responsibility to train subordinates, and whether leaders have the ability to train subordinates is an important indicator to examine whether leaders are competent. It can be seen that employee training has become one of the important guarantees for enterprises to enhance their core competitiveness. Under the new situation, how to get out of the routine and create positive and obvious ideal effects in employee training must be constantly innovated in training concepts and methods. 1, employee training concept innovation Many enterprises regard employee training as their daily work, and even think that training is not only a waste of time, but also a waste of human, material and financial resources. Instead of letting employees participate in training, it is better to strengthen management and let employees do their jobs seriously. Therefore, we must change the concept that employee training is a waste of manpower, material resources and financial resources, and establish that employee training is an investment behavior of enterprises, which can make enterprises obtain long-term comprehensive benefits. Indeed, training employees can not have an immediate effect, but it can enhance employees' sense of identity with the enterprise and enhance the cohesion and centripetal force between employees and managers through a subtle process. Therefore, for enterprises, staff training must be regarded as a kind of soft investment, which is more important than tangible plant investment and equipment investment, and will certainly bring fruitful results to enterprises. 2. Innovation of employee training methods At present, most enterprises adopt the training mode of "You tell me and I listen, and take exams after class". This traditional training method is not helpful to improve the skill level of trainees in analyzing and solving problems. For example, for grass-roots workers, their training methods should pay more attention to the interactivity, practicality and coherence of training, and give them opportunities to practice themselves during the training process to enhance their understanding of the training content. For the training of middle and senior managers and technicians, we should pay attention to the flexibility and new challenges of training methods in order to enhance their teamwork ability and concept formation ability. The aging of training methods is one of the important factors that lead to the lack of interest in training for employees who participate in training, and it is also one of the reasons why training is difficult to achieve results. Therefore, in the process of training, it is necessary to hire external experts appropriately and send employees to participate in the training organized by specialized training institutions, which can broaden the horizons of employees and improve the training quality and level of this enterprise. 3. Innovation in employee training and assessment The main purposes of employee training are: first, to cultivate and form the same values and enhance cohesion; The second is to improve the technical and ability level of employees and lay a good foundation for the realization of corporate strategic goals. It is a long-term and subtle process for employees to receive training and improve output, which increases the difficulty of employee performance evaluation. Most enterprises have a single assessment method for employee training, mostly in the form of examination. For students, this form of assessment will think that the assessment is just a formality and has no substantive role, and often ignores the importance of training. It will inevitably lead to students being absent-minded or busy with other things when receiving training. Therefore, in the innovation of training assessment, we must pay attention to the principle of combining short-term assessment with long-term assessment and combining personal performance assessment with enterprise performance assessment. This requires the competent training department to file employee training records and performance appraisal records separately and review them regularly every six months, for example, to see if their performance has improved after receiving training. The purpose of bringing enterprise performance into the assessment here is to examine the rationality of the training curriculum and whether the training has really played a corresponding role, so as to enhance the attention of all staff to training and assessment. 4. Training and selection of trainers Training and selection of innovative trainers is the premise of employee training in enterprises, and a good trainer can get twice the result with half the effort. A considerable number of enterprises and trainers are basically the heads of various departments. The advantage of this training method is that the trainees have a thorough understanding of the advantages and disadvantages of the trainees and the knowledge points that need to be strengthened, and it is easy to prescribe the right medicine, but it is easy to be limited by their own knowledge and structure, so it is difficult to make comprehensive innovation and great progress in skills and knowledge. Therefore, enterprises should strengthen the training and selection of full-time trainers while using front-line supervisors to train employees. Full-time trainers should select excellent employees from within the enterprise, and consider their academic qualifications, knowledge structure and other aspects to measure whether they are qualified for this role. Trainers should also keep training, let them take part in university studies or attend training courses organized by full-time training companies, so as to enrich their horizons, improve their skills, and at the same time pass on the new knowledge they have learned to employees. Considering the complexity of internal structure and the knowledge and skills needed, an enterprise cannot be completed by its own trainers in all aspects. In this way, some external full-time trainers can be invited to train in a certain professional field, and some expenses can be saved while learning advanced external knowledge and concepts.