Generally speaking, after effective training, new employees can gradually get to know the company and quickly enter the work role. However, in practice, the content of new employee training in some companies is rich and varied, but the effect is not ideal. What's the problem?

The main reason is that there is something wrong with the effect evaluation. To do a good job in training evaluation, we must pay attention to the following aspects:

First, training should be assessed and there should be a elimination mechanism.

Without the training of assessment and elimination mechanism, new employees will have no learning pressure, and it will be easy to muddle along, or even make up for it. For example, the practice of a road and bridge company in Nanjing is better. After the probation period, they will let the new employees evaluate themselves, and at the same time let the superiors and subordinates evaluate and communicate with them, so that they can understand the "deficiency" of their abilities.

Second, evaluate the training effect in stages.

You can't wait until the end of the training to know that the training effect is not ideal. Evaluate the effect in stages, and those who fail can receive supplementary training.

Third, the evaluation of training effect should be comprehensive.

It can be evaluated from several dimensions such as company-level training, workshop/company business training, specialized courses and practice (with different weights according to actual needs).

Fourth, the evaluation method can be flexible.

Koch's four-level evaluation method can be used, and response evaluation can be used in the early stage to understand the satisfaction of new employees with training; Later, we can learn more about the new employees' mastery of knowledge and skills through written test, on-site operation and simulation demonstration. When necessary, behavior assessment can be used, that is, to understand the behavior of new employees after training at work.