When we manage human resources in enterprises, we usually consider training and development together. This is because the purpose of enterprise training is to enable employees to master the knowledge and ability needed for current work and future work. It focuses on current and future corporate goals.

Man is the most important and active factor among the factors of productivity. The fate of a country, a region and an enterprise ultimately depends on the quality of employees. To improve people's quality, on the one hand, individuals need to study and explore at work, and more importantly, they need planned and organized training.

Nowadays, the social division of labor is becoming more and more detailed. Enterprise employees can meet the requirements of the enterprise this year, and may no longer meet the requirements of enterprise development next year. With the emergence of new technologies, new products and new methods, human resources development and management, as a large and medium-sized enterprise, is difficult to cover only by the company's first-level training. Therefore, we should not only give full play to the training function of grass-roots troops, but also constantly improve the training quality and effect.

First, the company's secondary training status

(1) training plan

The secondary training of grass-roots units is generally determined by the trainers (part-time) of the department after analyzing the specific situation of the unit, and the training content, training form, training lecturer selection, etc. Finally, it is signed and approved by the competent leader and reported to the Human Resources Department.

(2) Training implementation

The implementation of grass-roots training is generally arranged by trainers, from lecturers, venues, participants to training assessment and other activities. Lecturers usually employ technicians and managers of their own units to train all employees in their spare time or rest time according to the reported training plan and usual production tasks. In this process, the trainer will adjust the training time or training content at any time according to the actual situation.

(3) Training and evaluation

After the training of grass-roots units, the training contents are tested, reviewed and registered, and finally the pre-approved training files are reported to the Human Resources Department for filing.

Second, the main problems at present

(1) Grassroots units do not pay enough attention to the training from leaders to employees. (2) The training plan has not been investigated and analyzed, and there is a phenomenon of going through the motions. (3) The content and form of training are too single, and the teaching staff is very limited. (4) The person in charge of training is unprofessional. (5) Training assessment is not strong.

Third, how to effectively improve the quality of grassroots training.

(1) Raise awareness and change ideas.

For the training of grass-roots employees, many people often have no desire to learn. Some people give lectures above, some people chat below, some people play mobile phones, and the lecturer has to maintain order. This kind of training has little effect and wastes both sides' time. Why is this? The most fundamental reason is that both the upper and lower sides do not have enough ideological understanding, just to complete the task. Therefore, it is necessary to improve the correct understanding of training work and change everyone's ideas. Let employees realize that training can improve their quality and ability, and let managers realize that training can improve their working attitude, which is also an effective way to mobilize their enthusiasm.

(B) a careful analysis of training needs, so that targeted.

First of all, whether through questionnaire survey, personal interview or group interview, as the organizer and implementer of training, training demand survey should be an essential link. Understand the purpose of the survey and the analysis of the results. Don't just rely on personal subjective inference to determine training plans and needs. Unable to grasp the real needs and wishes of employees, training for training. Secondly, as managers and trainers at the grass-roots level, we should clearly realize that the training work has actually begun when conducting training demand survey. Through the training demand survey, all employees can realize the gap between their work goals and their actual work ability. As a good trainer, you should be good at helping employees analyze their own shortcomings, whether from knowledge, skills or other aspects. In this way, it laid a good foundation for the smooth implementation of the next training. Finally, the training intention of most employees should be combined with the development goals and work practice of the unit to determine the real grass-roots training plan, so as to be targeted.

(3) Make the training forms more flexible and diverse, and enrich the content.

1. Focus on case teaching. Too much theoretical training is not recommended. Because most of the employees in the production line have low academic level, these theoretical aspects are not very relevant to their work, so it is difficult for employees to concentrate on their lectures. So many vivid cases are used to arouse the interest of employees in class, such as safety, quality, on-site management, etc., and many practical cases can be collected.

2. Make novel courseware. After all, the conditions and resources of general grassroots training are very limited, and there is no projection and PPT, but in the process of training. The contents that need to be trained for employees can be made into popular cartoons (which can be downloaded from the Internet, printed and posted on the blackboard) to enrich the training contents.

3. Promote training in the form of similar skill competitions. You can do some small-scale and internal competitions at the grassroots level, mainly through on-site demonstration and simulation training, plus some theoretical knowledge to explain. There is no need to let employees know more theoretical knowledge.

4. More interactive sessions in class. Interaction in the training process is a good way to stimulate learning enthusiasm. Interacting with employees in the training process can deepen their understanding of the teaching content and improve their attention.

5. Instructors should be flexible. Generally, grass-roots training is limited to hiring technical and management personnel of the unit, and it is always familiar with faces, and the content is boring, so it is difficult to arouse the interest of employees. Try to communicate with lecturers from various brother units, or hire technical management personnel from some related units of the company's functional departments to give lectures to increase the freshness of employees; It can also be demonstrated by some senior masters or team leaders of the unit in turn, and it can also narrow the distance with employees.

(d) Strengthen the post-training effect evaluation and make continuous improvement.

First of all, after the training is implemented, the effect evaluation is essential. If training can't increase people's knowledge, change people's ideas and behaviors at work, and thus improve their performance, then the training process is bound to be incomplete or even invalid. Grass-roots units should summarize the training after each training, put forward the good aspects and shortcomings of each training, and continuously improve the training effect. Secondly, due to the very limited conditions at the grassroots level, it is not feasible to fill in the questionnaire. Leaders, trainers and lecturers of grass-roots units can use their leisure time to communicate informally with employees, and ask employees to talk about their own ideas on training subjects, lecturer's expression and teaching skills, their own gains, the suitability of training time, logistics services and so on, and make an objective evaluation of training. Finally, the grass-roots trainers summarize the opinions of all parties and form training effect evaluation materials that match the training summary, so as to continuously improve in the next training activities.

(5) Strengthen supervision, guidance and investigation.

As the human resources development and management personnel of the company, they should go to the grass-roots level to conduct research, exchange experience with the trainers at the grass-roots level, affirm and encourage what they usually do well in time, make them carry forward and make persistent efforts, and remind and correct what is missing or not paid in time according to the requirements of the quality and safety system documents.

Obviously, 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. Caring for and actively helping employees' personal growth, organically combining the realization of employees' own value with the development of enterprises, and making employees and the company grow together should be the real mystery of our success, and it is also a subject worthy of our human resource managers' eternal study.