To achieve the expected results, training planning is undoubtedly the most critical first step. According to the long-term research and practice of Zhonghezhong Bank, six simple steps are summarized, through which enterprises can make training plans.
The first step: strategy/goal interpretation. In this step, the human resources department needs to decompose and interpret the company's strategy/objectives in detail. In short, it is to find out what the company wants to achieve in the future, what it wants to achieve and what it should have in order to achieve this goal. For example, a company wants to develop a new product, and developing this new product requires R&D personnel to have certain abilities, and at the same time, the production department needs to master the technology and technology needed to manufacture this product. This is an interpretation of the company's strategy/objectives, which translates into unique ability requirements for relevant departments and positions.
In this step, sometimes the corresponding ability requirements are not only classified by category, but also by degree (grade); It is easy to determine the category of abilities, but it is difficult to determine the level of some abilities, because it is difficult to quantify without verification. However, the reference system can be determined by peer benchmarking, so as to determine the requirements for the ability level according to the strategic/objective requirements.
Step 2: Personnel status assessment. After determining the capability items and levels based on the strategic/objective requirements, it is necessary to evaluate the capabilities of the existing employees in the enterprise, so as to determine whether and how many corresponding capabilities the employees have.
Usually, the evaluation of employees' ability depends on the qualification management system, but because most enterprises have not completed the construction of the qualification management system, they can only use other methods, such as the bottom-up test commonly used by school teachers. Through the bottom-up test, the corresponding ability survey of employees in the whole company is carried out to find out the obvious shortcomings of the ability items. After locking in the competency items with shortcomings, the human resources department can start to formulate targeted training programs.
Step 3: Choose courses. Training courses in enterprises are usually divided into three categories: corporate culture courses, general ability courses and professional ability courses. The purpose of compiling corporate culture course is to let employees know the history and culture of the enterprise, mainly to improve their sense of identity and belonging to the enterprise; General ability course refers to a course suitable for all employees, which belongs to the basic abilities that everyone should master, such as office application and communication skills. Vocational ability courses are divided into more detailed categories, usually according to position sequence and position family, such as sales, marketing, finance, production, research and development, project management, human resources and so on.
After the classification and selection of courses are completed, the human resources department usually takes the lead and cooperates with various departments of the company to confirm the names and course objectives of these courses respectively.
Step 4: Curriculum/Teacher Development Plan. Not all courses need external lecturers, and not all courses need to be developed by themselves. The key depends on the type of course. Usually, courses in finance, human resources and project management are more suitable for external lecturers, because these fields are highly specialized and require higher professional accumulation and experience of lecturers, while people in enterprises usually do not have profound professional accumulation and rich experience (especially cross-industry experience), so these types of courses are more suitable for external lecturers; The courses of production, sales and R&D do not necessarily need external lecturers, because the functions of production, sales and R&D are highly personalized, and the experience of external lecturers may not be suitable for enterprises. More importantly, if an enterprise already has excellent production ability, sales ability and R&D ability, it can be copied and disseminated internally, which is more easily accepted by employees. Of course, if there is still a gap between enterprises and industry leaders in these aspects, then the best way is to hire external lecturers.
For the curriculum development plan, some courses can be directly obtained from external lecturers, and some courses need to be developed by themselves or consulting companies. In terms of effect, the courses developed by self-research/consulting companies have the best pertinence, but the cost is higher; The courses of external lecturers are generally targeted but low-priced, so enterprises need to choose according to their own reality.
In addition, for the types of courses, the experience and research of United Press show that the effect of multimedia teaching+classroom teaching+sand table exercise is the most ideal. These three teaching methods also have different requirements for courseware types, as follows:
Multimedia teaching is most suitable for hands-on production operation courses: production operation courses not only need teaching methods, but also need to demonstrate actions and equipment. Therefore, this kind of course is most suitable for skilled/excellent production operators to explain each work/step in detail, and the camera records the whole process. This multimedia teaching CD-ROM is most suitable for the training of front-line workers in the production workshop, which not only has good effect and low cost, but also can unify the operation method and overcome the shortcomings of traditional mentoring training, such as poor effect, long time and high cost. This course development method is particularly important for manufacturing enterprises with difficulty in recruiting workers and labor shortage, shortening the training time of qualified operators, improving the skills of operators and reducing the difficulty of recruitment.
Classroom teaching is suitable for all knowledge, skills and management courses, but in order to achieve the best results, it is necessary to increase interactive links and let students participate in group discussions. Traditional classroom teaching only pays attention to the lecturer's lectures and students' listening. The biggest disadvantage of this one-way knowledge method is that it can't let students participate in thinking and stimulate their critical thinking ability. Therefore, when developing classroom teaching courses, we should consciously increase interactive links, simulate some scenes, and let students change their roles in order to better absorb and transform the knowledge and skills they have learned.
Sand table drill is suitable for complex scenario simulation/strategic deduction courses. Sand table drill comes from the army, which is used to deduce the action path, environment and tactics of both sides in marching and fighting. The word strategy also comes from the army. Therefore, sand table drill is actually more suitable for strategic management training. Considering that this kind of training is not mainstream, it will not be described here.
Step 5: Establish a training effect evaluation mechanism. There are two angles to evaluate the training, one is the feedback effect on the spot, and the other is the effect of improving the quality and skills of employees after training. However, the latter is the effect that enterprises should pay attention to.
Enterprises spend a lot of manpower, financial resources and material resources to train employees, with the ultimate goal of improving enterprise performance or reducing costs. From this point of view, the training input must be exchanged for some return (output), otherwise the training of enterprises will become meaningless. In fact, the reward of training can be divided into three parts: the change of thought and behavior, the improvement of knowledge and skills and the improvement of performance.
Changes in ideas and behaviors are difficult to observe and easily disguised. So it is difficult and unnecessary to evaluate the change of ideas and behaviors. The improvement of knowledge and skills can be observed and easily evaluated, while the improvement of performance can be directly observed, but it still needs to be decomposed or transformed (for example, the production department has a quality pass rate, the customer service department has a customer satisfaction, and the marketing department has a brand awareness/reputation, etc.). ).
The establishment of training effect evaluation mechanism needs to rely on two ways+one guarantee. Two ways are regular testing and performance appraisal, and one guarantee is test records.
Regular testing means that enterprises hold skills tests regularly to test the skills needed by employees, usually at intervals of half a year; Performance appraisal is to test the performance changes brought by employees after receiving training, which is directly related to employees' income and positions.
The HR department can also add skill test files to the employee files to record the training time, training types and test results of employees since they joined the company, and take the test results of employees as the basis for salary adjustment and promotion.
In short, only by combining employee training with testing, and combining test results with positions and income, employees will really pay attention to it, otherwise training will easily become a mere formality.
Step 6: Make the implementation plan and cost budget. After completing the above five steps, you can make a cost budget and an implementation plan/timetable. The greatest significance of making training budget lies not only in making it convenient for human resources departments to count training costs, but also in enabling enterprises to dynamically adjust human resources strategy, talent training and salary strategy.
Training is a long-term systematic project, and the training courses are so diverse that it is necessary to prioritize. Therefore, the core of making the implementation plan lies in the curriculum arrangement, teaching time and teaching place. The key to making the implementation plan lies in: urgent need first.