However, it is not easy to be an excellent training manager. With the concept of learning organization gradually accepted by more and more enterprises, training has also begun to be valued by everyone.
For most training managers, training is still a nerve-racking problem.
In fact, to be an excellent training manager, Zhong Xu Co., Ltd. thinks that the following points should be achieved: 1. The strategic planning of training system is the starting point of training work, and it is the action guide and work program of training.
Before making the training system strategy, the training manager must make a detailed investigation and analysis of the present situation of enterprise training.
Step by step is based on the company's development from small to large, generally from enterprise training specialist to training supervisor, to training manager, to the establishment of a loose internal trainer team, to the independent establishment of training department, to the development of training center, and finally to the development of training college, the implementation of business division system.
2. The ability to establish a curriculum system The establishment of enterprise training curriculum system can be divided into three levels according to the training objects, namely, relatively senior managers, middle managers and grass-roots managers. The curriculum modules are designed from two aspects: professional courses and general courses to form modular courses.
At the same time, face-to-face course system and E-learning training course system are set up according to their functions.
Ensuring the effective development and knowledge updating of courses in training institutions is the basis of training cycle.
Curriculum development adopts the principle of adjusting the content of externally introduced courses, supplemented by internal self-development.
3. Training demand survey Ability training demand survey is the basis for the cyclic development of training work.
The survey of training needs of general training managers can be carried out from three angles: organizational level, work level and personnel level.
In today's enterprises, where the division of labor is becoming more and more clear and detailed, it is indeed "the industry has its own specialization and each leads the way". Everyone is profound in their respective professional fields, but they can only make a general understanding in other related fields.
For example, the training manager of an enterprise is very clear about a standardized training process and standard training management methods, but he doesn't quite know what the real problems are in the work of front-line units such as production department, R&D department, sales department and purchasing department.
As the training manager of the functional management department, how to be a good "staff officer" of the line manager, closely cooperate with it, complement each other's advantages, and jointly achieve departmental goals and organizational performance is a matter worthy of in-depth thinking and discussion.
Of course, training managers is an incentive to meet organizational goals, and it is also a working condition that must be provided to achieve the goals.
In order to create a good atmosphere in which everyone values learning, is willing to learn and loves learning, some supporting systems are needed as a guarantee.
On the one hand, we should monitor and manage the training implementation process, and make specific rewards and punishments according to whether we actively participate in training exchanges, whether the training has been verified by work or whether the test results are good; On the other hand, it is necessary to track the situation of applying what you have learned after training, because only by applying the knowledge and skills you have learned to your work and transforming them into productive forces will it be valuable to enterprises.
Therefore, in order for the training work of enterprises to be implemented and truly produce high performance, the training manager should take the initiative to be the "staff officer" of the line manager, closely combine his knowledge and skills in training management and human resource management with the business skills of the line manager, and start from the aspects of concept guidance, in-depth practice support and background related supporting system design to systematically solve problems, truly improve the overall quality of employees, and provide strong support and promotion for the achievement of departmental goals.