Talent is the most fundamental and important competitive advantage of enterprises and a valuable resource for sustainable development. With the influx of multinational companies and the development of knowledge economy, the market situation faced by family businesses in China is increasingly severe. In order to adapt to this change and make themselves invincible in the fierce market competition, many family businesses pay more and more attention to the training and development of employees.
However, due to the misunderstanding of staff training in family enterprises, it is difficult to achieve good expected results. Therefore, family enterprises must take corresponding measures to establish a scientific staff training mechanism, cultivate learning-oriented employees, build learning-oriented enterprises and establish a scientific staff training system.
Case: Great efforts have been made in training, but the effect is not good.
There is a jewelry manufacturing enterprise in Zhongshan City. Due to the good external market environment and correct internal decision-making, the company has gained opportunities for rapid development. At present, there are 700 employees and they are actively preparing for listing.
The boss of the company soon realized that the learning speed within the company must match the development speed of the company, which is conducive to the healthy development of the company, so the training work has received unprecedented attention. To this end, the company has added the post of training specialist, which belongs to the human resources department and is directly managed by the human resources manager. Trainers are responsible, and the training is gradually standardized.
Training experts have implemented a single training control and added a variety of training tracking methods. For example: teacher's teaching evaluation, five-level course satisfaction survey, after-class test, key indicators tracking and so on. With the increase of training volume, the training specialist can't track all the training, so he can only choose courses with high training investment, strong curriculum importance or great emphasis on training for evaluation.
Although the training seems to be very effective, most department managers feedback that the training has not achieved continuous improvement. It seems that the training only stays in the classroom, and with the closing of the classroom door, the training is over.
Case review
Training experts did not find the focus of training effectiveness. The fundamental purpose of training: through training, enterprises can constantly improve, adjust their knowledge structure, adapt to external changes, and constantly maintain and enhance their competitiveness. Therefore, improving the training effect is the direction that training experts should strive for.
Look at enterprise employee training with a rational eye.
Training is an effective way to enhance the competitiveness of enterprises.
With the rapid update of knowledge and technology, enterprises need to innovate and introduce new equipment, new technology, new technology and new knowledge, which requires continuous training for employees. A survey published in the American Management News Bulletin also shows that the low-level skills caused by insufficient staff training are weakening the competitiveness of enterprises. Some world-famous big companies, such as Microsoft, IBM and Motorola, have established their own staff training colleges or universities.
It is precisely because these companies attach importance to employee training and think that knowledge is the basis for maintaining the sustainable development and growth of enterprises, which makes them in an advantageous position in global competition. Generally speaking, training can enhance employees' ability to understand and implement enterprise decisions, enable employees to master enterprise management concepts and advanced management methods and technologies, and continuously improve the market competitiveness of enterprises.
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