From delaying investment projects to stopping buying fixed assets, and then not going to restaurants, cultural promotion activities disappeared and brand building stopped. Then, as an important means of human resources development, what kind of "courtesy" has training received? How should the human resources department carry out training economically and efficiently? In the context of the current economic crisis, cash flow is the most important thing for enterprises, so we should live within our means and save money. As a cost, training naturally enters the decision of enterprise managers to reduce costs. Under the crisis, enterprises have different attitudes towards training, but there are only two ways: one way is to "cut across the board", stop all training programs and cancel all training budgets. This method often appears in some enterprises with sharply reduced benefits and difficult operation, and of course there are those enterprises with weak training management and great arbitrariness. Due to the lack of effective measurement and evaluation methods for training, there is no evidence to explain training. Another way is to "do something, don't do something", reduce part of the training budget and choose economical and efficient projects. This is the way most enterprises adopt, because most enterprises pay attention to cash flow and are also practicing internal strength. Every enterprise has weak links in management. When the economic environment was good, they were busy doing business, and now they have enough time to study the formation and breakthrough of these weak links such as research and development. The above shows that under the economic crisis, enterprises need to strengthen the standardized management of training and adopt more economical and effective ways to achieve more urgent goals. Under the cost constraint, in order to make rational use of training resources, it is necessary to choose training projects, especially those that need to be implemented with the help of external forces, which should be carefully planned and carefully selected. Under the current conditions, we believe that the selected training scheme needs to adhere to the following principles: maintaining the training and development of key talents, especially the training of middle and senior managers, because their attitude and skills in facing the crisis are very important to enterprises; Maintain or increase investment in core skills training, especially those skills related to increasing profits or reducing losses, because this is the key to let enterprises tide over the difficulties, such as training sales staff; Maintain or increase the "system-building" training, which is not simply to improve the personal ability of trainees, but to establish a mechanism to improve organizational ability after training, such as the training of internal trainers. 1, the way of enterprise growth under the economic crisis: training for middle managers. Turbulence and unpredictable changes are the theme of today's society. Enterprises or organizations are facing various challenges such as rapid growth, industry competition, institutional reorganization, institutional merger and ever-changing and improved customer demand. Some enterprises and organizations are also facing the crisis of slow response, lack of trust, poor communication and low efficiency of individuals, teams and departments. All these problems force enterprises or organizations to pay a heavy price for maintaining production efficiency, competitiveness and profit rate. Today's economic crisis has different degrees of impact on enterprises and individuals. How to improve the speed and ability of middle managers to cope with the economic crisis and build a team of middle managers to cope with the impact of the crisis is a problem that every enterprise will think about. 2. The way for enterprises to open their sources in the economic crisis: sales staff training. Under the current conditions, because enterprises are very concerned about their own cash flow and survival, the competition in the domestic market is more intense than before. "How many things can we sell and how much can we get back?" It has become a topic of general concern, so enterprises pay more attention to the competitiveness of their sales teams and the improvement of sales staff skills than ever before. Enterprises can choose to set up special training on "sales management system", starting with the basic qualities necessary for sales managers, refining to the formation, training and assessment of sales teams, and then to the sales model of our products and the weaknesses of major competitors in the same industry. At the same time, they are required to carry out sales activities according to this routine to improve the overall sales ability of the enterprise; You can also conduct targeted training on sales skills that salespeople generally need to strengthen, such as "negotiation skills", "key account sales" and "payment collection skills". 3. The method of saving money by training in the economic crisis: internal trainer training. Under the economic crisis, more and more enterprises attach importance to internal trainers as an important way to save training costs. In order to establish an internal lecturer mechanism, besides supporting the selection and retention system, an important aspect is to improve the teaching skills and curriculum development skills of internal lecturers and enhance their comprehensive competitiveness. Because training lecturers must teach in the way and content that enterprises need, enterprises need lecturers to speak in what way, rather than listening to what enterprises want to say. To achieve this effect, the internal trainer must undergo systematic training, and the training effect cannot be based on the personal ability and free play of the trainer. Clever use of training methods In addition to selecting training items, the choice of training methods also determines the level of training costs. Enterprises must set up different training methods according to different courses, and the places to spend money must be spent, and the places to save must be saved. 1. Try various economic training methods. When it comes to training, I'm afraid most people will think of some scenarios: the human resources department of an enterprise organizes all employees in a classroom, hires external training lecturers to teach or participate in training sponsored by training institutions, and some even need to rent a car, stay, eat and drink. These formal training methods often require enterprises to spend a lot of training expenses. In fact, in addition to this method, enterprises can also try to adopt some economical or even free training methods according to the training purpose and training objects: qualified enterprises can carry out training by means of online platforms, such as using internal forums to carry out training, which can involve the exchange and discussion of corporate cultural concepts, business case sharing, product knowledge publicity and learning, management knowledge popularization and learning, etc. Mobilize the enthusiasm of managers for training, and competent personnel conduct self-help training; You can also use books for self-study, correspondence, online teaching and borrowing training materials. 2. Play the role of internal trainer. Internal trainers are lecturer resources in enterprises, which are often composed of managers at all levels and experts in various fields. Compared with external trainers, internal trainers have several obvious advantages: they have a deep understanding of enterprises and strong training pertinence; The training cost is low. At present, under the condition of limited training expenses, how to maximize the use of internal lecturer resources has become an important way for enterprises to save training expenses. Enterprises can try the following ways: sorting out the previous training courses and redeveloping them by internal lecturers; First, the heads of various departments understand the projects with high demand at present, and then hand them over to internal lecturers for development; Take advantage of the relatively weak business opportunities to encourage internal lecturers to develop some inspirational courses on their own; Internal lecturers are sent to participate in relevant courses, and then absorbed and transformed by internal lecturers according to the actual situation of the enterprise, and then re-developed and taught to relevant positions and personnel ... 3. Turn to consulting training mode. If enterprises must use external resources to carry out training, under the current cost constraints, they should overcome two tendencies: one is the "piecemeal" training method, that is, what problems should be solved by arranging corresponding training; The second is the training method of "blindly following the trend". These two training methods can not only help enterprises improve their competitiveness, but also waste their limited training budget. It is very important to really grasp the needs of enterprises and design training courses and training methods in combination with the actual situation of enterprises, whether it is to practice internal strength hard or to enhance the combat effectiveness of enterprises. If the training managers and managers at all levels in the enterprise have the ability to dig and identify training needs, then when selecting external training resources, they can communicate with each other in depth and evaluate the courses provided by each other in depth to achieve this goal. If the ability to identify training needs within the enterprise is limited, the enterprise may choose training companies and consulting companies that have cooperated successfully before to help the enterprise diagnose problems or investigate training needs, and tailor training courses for the enterprise on this basis to improve the training effect. This method is commonly known as "consulting training". In the difficult economic times, enterprise management is really facing difficulties. On the one hand, there will be an impulse to cut expenses, because many activities can not bring immediate return on investment; On the other hand, many activities are closely related to the core competence of an enterprise, which is related to its long-term survival and development. Staff training and development is one of them. Obviously, enterprises must resist the impulse of "robbing Peter to pay Paul". Wise managers should not cut costs across the board, but save costs selectively. For enterprise training, some training can be delayed, but some are related to the core competence of enterprises and cannot be saved at all. Enterprise managers and training managers must re-examine the value of each training, carefully select training items and try various economic training methods under the limited training budget, so as to maximize the benefits of training expenses.