Strengthening staff training can enhance the competitiveness of enterprises and realize their strategic goals; On the other hand, the personal development goals of employees are unified with the strategic development goals of enterprises, which meets the needs of employees' self-development, mobilizes the enthusiasm and initiative of employees and enhances the cohesion of enterprises. Giving full play to the positive role of training in enterprises and establishing effective training are the prerequisites to achieve this goal. Nowadays, enterprises generally realize that they can't do without training, can't keep up with the development of the times, can't unify their thoughts and values, can't unite teams to form centripetal force, and can't improve their work skills. However, training is often only a few days or a period of passion and effect, and most training investments have not produced obvious results, because only a small part of the knowledge and skills learned in training have been fully used in daily work, which makes many managers confused-have questions about training? Think? Training is a very expensive investment? Wait a minute.
Of course, students also feel this way: Training is exciting, but not many people are used in actual work? Why is this happening? Successful training often depends on several factors: training company+training lecturer+specialized training design+diversified training methods+sufficient training preparation+training follow-up service+cross-enterprise supporting operation = successful training. If anything goes wrong in any of these links, the training is unsuccessful, at least it is not perfect!
First of all, training can't solve all problems, and the effect of training is affected by too many factors; Market, competition, price, management, company positioning and operation strategy? Training can only add fuel to the fire, and training should be carried out at an appropriate time: if new employees enter, the company will have major strategic adjustments, employees need to relax and improve their skills, and they need to strengthen some spirits or improve some thinking habits. Choosing training during these adjustments will make the training effect twice the result with half the effort.
Theodore, founder of human capital theory and winner of 1979 Nobel Prize in Economics? In 1960s, T.W. Schultz came to a breakthrough conclusion on the basis of a lot of empirical analysis: in modern society, people's quality (knowledge, talent and health, etc.) has improved. ) plays a greater role in social and economic growth than the increase of (material) capital and labor (referring to unskilled labor), while human knowledge is basically investment (especially education investment). According to this theory, the reproduction of human capital should be regarded not only as a kind of consumption, but also as an investment, and the economic benefit of this investment is far greater than that of material investment. Moreover, human capital investment no longer conforms to the law of diminishing marginal returns, but increasing marginal returns.
The more developed the economy, the fiercer the market competition, and the higher the requirements for people's quality. The increasingly fierce competition also makes enterprises pay more and more attention to the training of employees. The entry of international multinational companies has brought new training methods and this training concept. Training is sometimes not only a kind of welfare, but also an incentive means, even as a compulsory course to improve skills and quality. In multinational companies, every employee must insist on training for 44 hours every year, and take this as an assessment index. If the boss obstructs the training of employees, employees have the right to appeal.
Their training expenses often account for 5% of their turnover, and they regard training as the embodiment of competitiveness, because the current competition is not more than who has more money or more people, but more than the speed of learning. Their only worry is that their opponents' learning and innovation abilities surpass theirs.
According to the analysis of a fortune 500 company, the return on investment of training is 1: 30. Recovering one yuan of investment is 30 yuan's money. Training improves a certain function of employees as a whole, and brings about changes and improvements in the efficiency of the whole enterprise, or affects employees' loyalty, thinking ability and mobility.
Before training, it is necessary to analyze the needs, and combine the training with the company's operation strategy or incentive system. After training, it is not doing nothing, but conducting a series of corporate behaviors coherently, which can strengthen the width of training. Short-term training is often short of time and targeted, but usually the effect is not lasting. In addition, different types of enterprises, different personnel qualities, different competitive environments, and different enterprise scales cannot use the same training or teaching materials, otherwise training will be like going through the motions and will not achieve real results. Therefore, the training needs to be tailored for the enterprise, combined with the needs and development of the enterprise, but also consider the follow-up of the training.
For most enterprises, training is like a fashion, and it stops after training. Really effective training can not be done for a while, but for a while. After the training, follow-up and extended training and counseling should be conducted. Because training should be a system for enterprises, if the effect of training is 100%, the author thinks that the on-site effect of training is at most 30%, and the remaining 70% is mainly realized by enterprises themselves in combination with the follow-up service and extension of lecturers after the meeting.
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