As the strategic department of the company, every HR should always remind himself that he must have a strategic vision and a big picture before any activity.
From talent training to talent training, although there is only one word difference, it reflects the change of talent management thinking.
The following words are some thoughts on this essay activity. Welcome to share and correct.
What factors should be considered when making a training plan?
Needless to say, many times, we see HR busy thinking about a training plan, but forget the overall strategy of talent management and the real needs of business departments. We might as well stop and seriously consider three questions:
1. What is the purpose of cultivating talents? Is to improve the ability of employees, and then improve the ability of the organization. We train and train talents for the whole company, not for the human resources department. Therefore, when making the training plan, HR should keep close contact with the company's top management and business departments, which requires division of labor and cooperation.
Second, who is the target of the training activities? It's our employees. It's our employing department. Because it is every employee who needs to improve his ability. Whether employees can change from "asking me to learn" to "I want to learn" is one of the test signs of a learning organization, which truly reflects the value and ability of HR.
3. What are the methods of personnel training? There are many ways, the simplest and most direct way is to let employees participate in training, but is this method really helpful to business? Does it work for everyone? We need to think seriously.
In the mid-1990s, Morgan mccall, the creative leadership center in the United States, put forward the famous 70-20- 10 model: 70% of the learning results come from practical work experience, such as joining project teams and cross-departmental collaboration; 20% of the learning results come from informal learning, such as 360-degree feedback and internal communication; Only 10% of the learning results come from formal classroom learning. After a long period of practical test, this theory has gradually been recognized by the management community.
Look before you leap, look before you leap.
The training plan is summed up from the specific training needs of various departments. It is one of the factors that we need to focus on to carefully analyze whether these training needs are true, urgent and important.
Every employee's appeal point is different. In order to improve their ability, some employees like the personal guidance of the supervisor, some employees like to think for themselves, and some employees like to communicate and discuss with you. If managers can't treat them differently, it is likely to get twice the result with half the effort.
Therefore, when making everyone's training plan, the second factor that needs to be considered most is everyone's personal demands. Many companies advocate respecting employees, but respecting employees is not empty talk. Listening carefully to everyone's demands is a kind of respect.
Specifically, when making the annual work plan at the beginning of the year, managers can seriously discuss the short-term and medium-term work goals and ability improvement points with employees, find out the gaps, negotiate improvement methods together, and make a study and training plan. This is actually an important moment to exert the influence of HRBP.
After summarizing the learning plans of various departments, the Human Resources Department will formulate a comprehensive and down-to-earth talent training plan in combination with talent management strategies, time schedule and budget amount.
How to deal with conflicts with business departments when training projects are implemented?
Frankly speaking, if we seriously implement the first question above, we can see that this problem can actually be avoided. Because the business departments are deeply involved in the formulation of the whole training plan, they clearly understand the time and requirements of the training project and what is most important to them. If there is a conflict, they are the first to solve the problem.
After the completion of the training project, how to measure the effect of employees' participation in the training? How to measure the performance of HR department?
We can divide a training project into pre-training, training and post-training. Numerous real practices show that if there is no goal before training, no assessment during training and no follow-up after training, it can be generally asserted that this kind of training is basically hooliganism.
What are the expectations of the supervisor, the demands of the employees and the expectations of the management before the employees attend the training; After attending the training, what behavioral indicators the supervisor wants employees to improve, what abilities the employees want to improve, and what business changes the management wants to bring, all of which need HR and trainers to understand deeply.
Ten minutes on stage, ten years off stage. Real training may only take up 30~50% of the training project time, and it takes a lot of time and energy to complete the discussion and follow-up. Practice is the only criterion for testing truth. According to personal experience, a simple criterion to judge whether a company is excellent or not is to observe whether it has been carefully tracked and summarized after investing a lot of training funds and organizing many training activities.
Many HR know this, but they are too lazy to do it seriously. What is executive power? That is, after the direction and goal are clear, we will implement it in a complicated, serious and uncompromising way.
What are the effects of new ideas such as artificial intelligence and internet plus on future training?
The times are developing rapidly, and tools and methods are changing with each passing day. Change is eternal, but the human nature that employees want to be respected and recognized is long-lasting.
The work of HR is both independent and closely related. The last essay mentioned that from a more comprehensive point of view, talent training is an important part of the company's talent management, but it is not all. Talent management includes employer brand building, talent recruitment, talent inventory, talent training, echelon construction, talent retention and so on.
When HR enters the internet plus period, it should be both macro and micro for the long-standing topic of talent training. It is necessary to understand the company's strategy from a macro perspective and decompose it into a talent training strategy to guide the subsequent talent management. It is also necessary to go deep into the business department at the micro level, understand the pain points of the employing department, find out the ability gap of employees, and make plans according to local conditions.