As a well-known domestic appliance manufacturer, it has more than 30 branches (marketing, sales and customer service) and a sales team of more than 5,000 people. Objectively speaking, it is not easy to meet the differentiated training needs of more than 5,000 employees in sales, marketing, promotion, shopping guide and customer service, not to mention other functional departments such as R&D, manufacturing and logistics. In fact, the present situation of manager Zhang is a problem faced by many large and medium-sized group companies in training managers.
The problem of "training cheese"
Although there are indications that the training cheese that managers get from employers and enterprises is gradually decreasing, many smart employers or business leaders still insist that it is necessary to invest resources reasonably to train and develop employees' professional ability. On the one hand, it is necessary to optimize the retention policy, on the other hand, the ability of employees will directly affect the overall performance and long-term competitiveness of the company.
For training managers, they will face more and more challenges. Perhaps training managers are often busy in the embarrassment of "treating a headache", but in order to completely change the situation of training, we must establish an effective training system pragmatically, and the training system to be established will come from two tests: on the one hand, whether training can continuously develop and enhance the professional skills of employees and provide "priority ability" to support the company's long-term development strategy and phased business objectives, in short, whether training can cultivate and develop the overall human resources quality within the company on the one hand, and on the other hand,
If the training manager can only bake whole steamed bread cheese for employees, he will certainly be criticized and complained by all sides. Moreover, the training manager should not put a lot of energy into the training course organization itself. On the contrary, the training manager should focus on reviewing the company's internal training process and formulating the definition and implementation of employees' responsibilities, and provide a set of tools for line department managers or employees to effectively identify real training needs from the perspective of career consultants.
Tools to identify real needs
Many training managers are criticized and complained from different levels within the company, not because they lack the enthusiasm and orderly course organization, but because they lack a thorough understanding and analysis of the substantive needs of employee training. As you can imagine, how funny it would be if company bosses and ordinary salespeople joined together to participate in the so-called management games training!
In fact, if we want to establish a high-performance and high-satisfaction training system, we must actually start with the analysis of employees' work skills. Finding the difference between employees' actual ability and job skill demand is the starting point of training, and the employee's direct supervisor is the person responsible for "finding the difference". For the training manager, the real challenge is whether the line department manager can get a pair of binoculars from the training manager to discover the short skills of employees and actively use them.
We might as well study the "post competency model" at the department manager level. As a department manager, the basic responsibilities should include three aspects: personal tasks, leading the work team/team work, and establishing and maintaining internal and external customer relationships. As described in table 1, this is a manager's responsibility model.
As shown in the above responsibility model, the responsibilities of managers have been clearly defined. Secondly, what we need to solve is to establish a manager's ability model (by analyzing the samples of excellent managers and employees in the company or purchasing the research results of professional consulting companies), that is, the ability combination that managers should have to realize their responsibilities in various fields with high performance. As shown in Table 2, this is a "competency model of managers".
Only after establishing different levels of post responsibility model and competency model, and describing the responsibilities and competencies in a unified language within the company, can the company's post competency mapping be established. The rest of the work, as the manager of human resources department or training manager, must sell this set of professional "things" to employees at different levels of the company, especially middle and senior managers. The following three points must be clear:
The post competency map (clearly defined responsibilities, competency elements described in a unified language, etc.) is a mirror for the company to recruit new employees and train employees (employees' job changes or abnormal performance) in the future;
The department manager or team leader should be very familiar with the description of the necessary skills for all positions under his jurisdiction;
The responsibility of letting employees "look in the mirror regularly" falls on the employee's boss, who must be able to find the shortcomings of his subordinates and effectively pass this information to the training department.
The direct supervisor is the real coach. "In fact, the employee's boss is directly responsible for improving employees' working ability, assisting subordinates to draw up development plans and guiding subordinates to learn, but more than 80% of the boss's complaints about employees' poor working ability are directed at training managers or HR managers!" At the gathering of human resources managers, you will often hear such complaints from colleagues.
Therefore, the training manager must not blindly assume the role of a baker who trains cheese. He doesn't have enough experience and ability to judge what all employees in the company lack or what kind of training they need. This information must come from the line manager. The training manager's duty is to provide a set of methods to identify employees' training needs to the managers of the straight-line departments, and after receiving the training information from the managers of the straight-line departments or employees themselves, carry out training outsourcing or establish internal lecturers to implement the training courses that have been clearly defined in advance, and find a set of methods to track the training effect. In this sense, only the employee's direct supervisor is the real coach, and the department manager should bear the following responsibilities in employee training:
On-the-job coaching staff to help subordinates improve their working ability;
Through performance communication, combined with the employee's post ability model, judge the subordinates' lack of ability and assist them to make training or learning plans;
Accurately transfer the training needs of employees in this department to the training department;
Assist the training department to track the effect and performance improvement plan of subordinates after training. Tianjin Ferry Training and Management College completed