First, training research-failed to grasp the real needs of personnel.
Many enterprises often do training research, but the training based on research still can't meet the requirements of students, and students complain a lot. This is mainly because the key details in the investigation are ignored and only some superficial problems are investigated. Many enterprises often send out a questionnaire with simple design when conducting training research, and the on-the-job personnel fill it out and hand it in directly. After the organizer summarizes it, it becomes a training demand, so the hasty investigation is very random, and there is no real demand of investigators. In addition, the training organizers also know the general outline of personnel needs: for example, cadres lack management knowledge and workers lack skills, but they are not sure what skills they lack and to what extent. Often, the personnel put forward their own requirements and signed up for the course, and the training organizer arranged it without fully verifying the inspection. Therefore, the training demand of this study is distorted and the training effect is not satisfactory.
Therefore, only by paying full attention to the key details in the investigation can we find the real training needs. This mainly starts from two aspects, one is what investigators should master, and the other is what investigators really lack. Discover the real needs together and effectively eliminate the false training needs.
In order to master what, researchers need to start with the enterprise strategy and job requirements, and need to classify the knowledge content to understand what knowledge and skills personnel should master; We still need to know how far we should master it. Each of these steps can be further subdivided. For example, the knowledge that personnel should master can be divided into categories such as knowledge and skills, and knowledge can be divided into professional knowledge and related knowledge; Skills can also be divided into operational skills and general abilities. To what extent do people master all kinds of knowledge, whether it is a preliminary understanding, basic mastery or complete mastery. Generally speaking, you should be proficient in the key knowledge of the application of this position, and be able to master or basically understand the relevant positions or upstream and downstream knowledge. For example, a salesperson must be proficient in sales knowledge. Mastering the knowledge of planning, knowing the knowledge of production and logistics will make you work more efficiently.
By classifying and grading personnel's knowledge, we can clearly see that not all knowledge needs training, but the knowledge that must be mastered needs training, the knowledge that needs to be mastered can be obtained through counseling, communication and other forms, and the knowledge with strong knowledge can be obtained through self-study and observation.
To understand what personnel lack, we need to understand the performance gap and main problems in addition to comparing and analyzing them one by one according to the knowledge standards that should be mastered. Among them, people are easily confused by superficial phenomena and think that poor performance requires training quickly. Facts have proved that training can't solve all problems. Many people's performance is not high. Many times it is not because of lack of knowledge and ability, but because of attitude or other reasons. But many problems, such as process and motivation, cannot be solved by training. The more training, the worse the situation may be. At this time, the most effective solution may be to change the incentive mode or change the process.
It should be noted that the demand for research and training should mainly focus on incumbents and supervisors, rather than training researchers behind closed doors. This is mainly because: for specific positions, incumbents and superiors are experts, who know the position best, what the position needs and what it lacks most, and the existence of superiors can effectively supplement the personnel demand; It can also avoid the situation that personnel make blind requests. The training of research organizers mainly plays the role of designing research standards, organizing research, counseling and summarizing.
Second, the implementation of training-lack of effective control of the scene.
The on-site implementation of training is a detail that is easily overlooked, and many training organizers often think that; The lecturers were invited, the trainees were all here, and everything was ready for the training, so we relaxed the control of the training site and even did not go to the site during the training. As everyone knows, the implementation of the training site is also undercurrent and there are many problems. At this time, the work is not in place, which will also greatly reduce the training effect.
The problems that often appear in the implementation of training include: digression, people not listening carefully, going in and out, silence, embarrassing situation, and even the expulsion of lecturers and the failure of training halfway. These problems in the training process are caused by many reasons, the most important of which are:
The training content does not match with the trainees: the above problems are easy to occur when the content does not match with the trainees, and the training content is too deep for the trainees to understand; The training content is too shallow, and the students will not agree; The content is not suitable for the company, and students feel useless and waste time. These situations are usually caused by the lecturer's careless research or inadequate preparation. At this time, students will be at a loss, dismissive, whispering and even leaving.
The training form does not match the trainees: although the training content of some lecturers is practical and valuable, the teaching form is rigid and the trainees are sleepy as a result. This is mainly because the lecturer did not grasp the characteristics of adult learning and confused the good content. In addition, some enterprise personnel are not active, do not like to show their faces, and do not cooperate with the activities of lecturers, which will also lead to silence in training.
There is something wrong with the attitude and style of the teachers or students: some lecturers have a bad attitude, arrogant attitude, deliberately showing off and even inappropriate remarks and behaviors, which easily make students feel bored and uncomfortable, leading to confrontation between lecturers and students; Or for various reasons, students are more emotional, make fun of the lecturer, deliberately make things difficult for the lecturer, and make the lecturer lose face, which will lead to a more embarrassing situation in the training process.
Therefore, as training organizers, we should attach great importance to the details of the training site, pay attention to all aspects, find problems in time from the students' reactions, actively listen to the students' opinions, analyze the reasons behind various phenomena, coordinate with lecturers to improve, and take effective remedial measures to nip the problems in the bud.
Training organizers should also pay attention to the fact that training cannot deviate from the theme. When students discuss digression, the training organizer should appear in time and pull the topic back to the scheduled track. In addition, the training organizers should actively cooperate with the lecturers, especially during the ice-breaking period, take the lead in participating in activities, and help the lecturers to make the atmosphere better and make the training active by repeating the main points of the lecturers and asking appropriate questions.
During the training break, the training organizer should also disclose the students' reactions to the lecturer so that he can adjust the teaching methods or contents appropriately. Of course, communication with students is also essential. Through private communication and heart-to-heart communication, some students can give up their prejudices and actively cooperate, so that the training can be actively carried out.
Third, the end of training-lack of follow-up application of training.
After the training, many enterprises often carry out training evaluation, but they don't really track its effect. After a long time, participants will soon forget the knowledge of training, and the role of training will gradually disappear.
The main reason why the training ended like this was that the key details of the training application were ignored. After the training, the training organizer gave up. Is the training content used in practice? Has the training played a corresponding role? Nobody cares. Nobody asked. Therefore, there is a lack of corresponding training and application safeguard measures and corresponding supervision and inspection. Although a lot of manpower and material resources are spent, the effect of training will be greatly reduced.
Therefore, we should pay attention to the details of training application, apply the training knowledge to our work, and make the training produce real value. Otherwise, the training site will be heated, and after the training, the training will be invisible and silent, and the training will become a show of little value, which will not play a role in enhancing the competitive advantage of enterprises.
How to develop training applications? First of all, students need to pay attention to this matter. Secondly, students should develop the habit of applying new knowledge and take a multi-pronged approach through several supporting measures.
It is necessary to make students pay attention to it and effectively combine it with practical training assessment. It is necessary to conduct inspections through examinations, on-site evaluations, operational inspections, etc., and link the evaluation scores with the assessment of students, rather than going through the motions, so as to encourage personnel to learn knowledge and skills well in training. At the same time, let the trainees come up with specific measures to implement the training content, such as writing down their own experiences and feelings after the training, so that the superior supervisor and the training organizer can check and supervise according to the trainees' implementation measures after the training.
At the end of the training, the training organizer needs to improve and perfect the existing working methods and processes according to the training content, and gradually form a new knowledge base, so that students can work in a new way and the training knowledge can be applied to their daily work imperceptibly.
After the training, the training organizer needs to set up different follow-up inspection measures according to different courses, and assist the department heads to check whether the training content has been really implemented. In addition, for key and very important courses, students' mastery and application can also be linked with evaluation to strengthen personnel's behavior, so that the effect will be better.
In short, the details are everywhere in the training process, especially the key details. If ignored, it will lead to insufficient preparation, but in the end it will fall short. Therefore, paying attention to the details of training and making the training perfect will really bring high value and enhance the competitive advantage of enterprises.