How is the training effect? It is nothing more than that the operation department thinks that the training course is helpful to achieve the operation goal.
Therefore, no matter how lively the training is, no matter how high the score of the evaluation form is, and no matter how tearful the employees are, it is meaningless if the training course is not helpful to improve the operational efficiency and quality.
This is true even for the class with mentality, and even for expanding courses. Why do you want to go to training? Is it really to let employees grow up? Will it really make employees feel better? So, what is the purpose of making employees feel better and growing up? Don't you still make employees work hard and make achievements?
It can be said that any training that does not improve the operational performance is hooliganism.
So how can training really help improve performance? Start by identifying training needs.
When it comes to training needs, people will think about how I should design the survey form. But from my point of view, the training needs made with the survey form are suspicious.
Training needs must come from operations rather than research.
An employee will tell you, "I actually have a poor sense of service, so do I need a course on service awareness?" Employees will know that their understanding ability is poor, so do they need a training on understanding ability?
Even managers will say, "I'm just not motivated enough. I am in a period of job burnout, so I am not serious about my work and love to be in charge. So I need to prepare a course on job burnout? " Some managers will say, "The poor performance of our team is actually not the problem of employees, but my problem, so you need to improve my management ability and change yourself first?"
And when the operation is not effective, it is because they don't know where the problem is, so the effect is not good. If they can analyze it clearly and well by themselves, it will be solved. After all, it is often much easier to find a solution to a problem than to find the problem.
But the trainer will say, they don't know, how do we know?
A really good trainer needs to be a consultant first, be familiar with and understand the operation, and be able to analyze the current situation of the operation and the reasons behind it.
Even if not every trainer can become an operation expert, at least one training department is an operation expert and can analyze clearly. Unfortunately, many trainers simply lead the team and don't even answer the phone. Well, ask for help or do research.
Therefore, the training demand research report is the second-best scheme, but this may be one of the reasons for the poor training effect. Because it is very likely that the training you provide is not a solution to operational problems at all.
Trainers should have at least simple analytical skills:
1. What is the problem to be solved?
I have asked many trainers this question to death. Trainers often come to me and say, teacher, I want to design a course. Can you give me some advice?
I asked, what problem do you want to solve?
It often takes a trainer half a day to answer.
If you can't tell me in one sentence who you want to talk to and what problems you want to solve, then you have to reconsider the necessity of this course.
Why is the manager of the operation department unwilling to let employees attend the training? What you said is not what they need.
2. What is the reason for this phenomenon?
Training must focus on the cause, not the phenomenon.
Then, we must analyze the reasons behind it. Even the turnover rate is due to job burnout, salary, team atmosphere, growth space and managers.
If you only give a person 2000 yuan, no matter how hard you train, you can't keep a person.
3. Which of these reasons can be solved through training?
Not every problem can be solved by training, and many problems need to be solved by the operators themselves, but the trainers often can't analyze them clearly.
For example, someone asked me that our team's employees pursue quantity and ignore quality. We explained many times that the quality inspection and assessment standards were useless. What should we do?
Cold salad! It's not a problem you can solve, it's a problem of performance appraisal.
4. Determine your training needs.
The business mentioned here is not pure business knowledge, but to understand management. For example, to talk about communication skills, at least be able to communicate well with customers. A trainer asked me, teacher, what communication skills do I have?
You don't even know. Can you make employees willing to attend your course?
Many customer service centers basically don't have training courses for managers, because the trainers themselves don't bring teams, so they don't talk much.