Modern enterprises pay more and more attention to training, but unfortunately, the training effect of most enterprises is average, and they spend a lot of money but rarely achieve the expected goals.

As a full-time training lecturer and consultant, I have been paying attention to the effect of training over the years. My different status from that of a general trainer (enterprise consultant) also enables me to go deeper into the enterprise to study its deeper problems, especially when I have recently trained several large benchmark enterprises. I think it is necessary to study how to help enterprises better improve the training effect. Why do the training expectations of enterprises fail? I found that one of the most important reasons is that there are problems in the starting point and management process of enterprise training. Most enterprises emphasize that training is more important than management, courses are more important than implementation, and lecturers are more important than process. Therefore, the attention of corporate trainers is focused on the choice of courses and the inspection of lecturers before training. It seems that as long as there are good courses and lecturers to teach, the effect of the courses can be guaranteed. Training focuses on classroom discipline. They think that as long as classroom discipline is good, students will listen carefully. After the training, teachers will be graded and the classroom effect will be evaluated. I believe that as long as the students are satisfied with the course and the classroom effect is good, it is an effective training.

In fact, not many people can really do the above points seriously. More training work is limited to the problem of leaders, trainers find teachers, teachers give lectures, pay the bill and leave, and the work is still the same. The training fee is very expensive and the effect is basically useless.

Why do these phenomena occur?

The main reason is that trainers don't know the purpose of training. Most training specialists I have contacted have a vague understanding of my training purpose, and it is easy to attribute the training purpose to improving the quality of students in a certain aspect. This is very debatable. If the training purpose is defined as quality improvement, how to evaluate the training effect? How do you know that the quality of the trainees has really improved through training, really because of your training? How to quantify how much the quality of training has improved? If you can't quantify it, how do you know the effect of this training? The result of inadequate evaluation of training effect is to regard classroom effect as the only criterion to judge training effect. As long as the students are satisfied, the effect is good, otherwise the effect will not be achieved. The consequence of this is that many trainers are only responsible for the classroom effect, and their attention is not on the real quality of the course, but on how to please students, make them interested and have fun. Therefore, more and more lecturers are developing in the direction of ugliness and entertainment. The final result is that enterprises spend money and lecturers spend money. If you want to entertain employees, why invite lecturers to give lectures? Wouldn't it be better if you invited Degang Guo?

Secondly, there is no clear standard for the evaluation of courses and lecturers. What kind of courses are suitable for your company and what kind of teachers are suitable for you? This is not an alarmist. If you have no idea, you will be unsuitable. According to the famous teacher, there is nothing wrong with it anyway. In fact, this mentality is all wet. There is nothing wrong with a famous teacher, otherwise it will not be famous, but a famous teacher may not be valuable to you. This is not an alarmist statement. Many famous teachers pay too much for appearance and have too little time, which is impossible. It's not a question of level, but that there is no way to connect with your situation, so please ask the lecturer to hire a suitable teacher and choose a course closely related to the topic according to his own situation. But it is not easy to do this. First of all, you should be very clear about the purpose of your training. Secondly, you should be clear about the current situation of your own enterprise, including the current situation of personnel's ability, the current situation of enterprise development's demand for people's ability, and the current situation of problems in your enterprise. Then you should be able to correctly judge how to train and what is the important priority under the level of personnel ability in your own enterprise. Finally, you should make a statement about the core competence of the training company, the style and core competence of teachers, the service style and service process of the training company.

Finally, do not pay attention to the management of training. Sometimes training itself is very important, but training management is more important. I have always insisted that people's ability is actually managed and cultivated, not simply cultivated. The purpose of training is to promote students' autonomous learning. The training course itself is a catalyst, not bread. Through your training and exercise, students understand that some truth is the first level, that willingness to try to change is the second level, and that willingness to change and put it into action is the third level. Put it into action and form an upward' learning'. How can we make learning and promotion a habit of employees? This can't just rely on training. More importantly, how do you manage the training and learning of employees? Change must go through a painful process. Many people know that it is good for themselves, but they just can't stick to it. Why? Lack of continuous motivation and motivation is the main reason, so in order to promote the transformation of the training effect of students, it is very important to manage the training process, so that they can constantly improve and learn, that is, you should constantly create this kind of stimulation for students in the process of improving and learning, so that they can feel that learning is happy, and it is painful not to learn or change. In the long run, students will form good study habits, habits will be formed, change and learning will become more comfortable, and this will be formed.

As far as each course is concerned, learning should also be managed according to this process. What should I do before training? How can we stimulate their desire to learn and prepare them for learning and acceptance before training? What to do in training? How to carry out seminar situational teaching in the training close to the actual situation in reality? What to do after training? How to apply what you have learned to practical work more efficiently and produce visible performance after training? These are all issues that training managers should study. This is also the core essence of the so-called training system. We, Dongfang Jinglve Consulting Co., Ltd., have devoted ourselves to training management research for seven years, and have formed a set of systematic ideas, and the training management system has begun to take shape, which has not improved the training efficiency of our cooperative customers at all.

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