1, able to actively complete the work assigned by the leader and have a serious work attitude.

2. Insufficient communication with leaders.

We need to improve our knowledge in order to do our work better.

Leaders can give support and help to their work.

5, very harmonious with colleagues in the department, and acceptable between departments.

6. Keep learning new knowledge and improve your work level.

7. I hope the company will give employees more opportunities to exercise new knowledge and make progress with the company.

Staff training opinion 2

First, the problems existing in the evaluation mechanism of staff training in scientific research units.

1. Insufficient understanding of employee training.

The neglect of staff training in scientific research institutions can be manifested in many aspects. Some scientific research institutions think that it is difficult to grasp employees' ideas now, and the mobility of personnel is great, but the talents trained by spending a lot of manpower, material resources and financial resources cannot be retained.

Some scientific research units think that scientific research workers are of high quality and profound knowledge, so they don't need training. They think that whether researchers can create achievements depends on their own research, so they refuse to train their employees.

In addition, some scientific research units are eager for success, hoping to get immediate results. After training the employees, I found that it didn't achieve good results in a short time, so I gave up continuing training for the employees.

However, they ignore that employees must keep growing, and growth also takes a long time.

2. Training evaluation mechanism

The first is the fuzziness of the evaluation mechanism. There is no clear regulation on whether it is necessary for employees to attend training. That is to say, in some scientific research units, it is impossible to know what kind of employees need to participate in training, when to conduct training, what kind of training to receive, etc. These are uncertain and lack a strong system to regulate them.

The second is the arbitrariness of the training evaluation mechanism. Whether employees participate in training is often decided by leaders, which is directly related to the relationship between individuals and leaders. Cronyism? What may happen in the future? Cultivate nepotism? .

Training someone who has a good relationship with the leader and giving him more opportunities to improve and develop himself will often lead to the trained person participating in the training many times, while it is difficult for those who have not participated in the training to get such opportunities.

Third, the training evaluation mechanism lacks scientificity and rationality.

There is no specific standard to regulate whether employee training is effective or not, and there is no requirement for employees to achieve what kind of performance in their future work after training, which leads to some employees not striving for progress in training and completely wasting training resources.

Second, the method of establishing an effective evaluation mechanism

1. Improve the employee training evaluation mechanism.

According to the development requirements and planning of scientific research institutions, it is clearly stipulated under what circumstances employees need to be trained.

For example, when a new technology or process appears, employees can be organized to conduct research. When it comes to scientific research topics or projects related to the unit, employees should be organized for training in batches. In the training process, different training can be provided according to different levels of employees, which can be divided into expert level, ordinary level and novice level according to the research depth of employees.

Employees at these three levels need to learn different contents during training, so it is forbidden to do it during training? One size fits all? This will not only waste training resources, but also affect the mood of trained employees.

Set training objectives for employees' training, that is, what kind of results the trained employees should have in a period of time.

After setting the training goal, researchers who have achieved the goal within a specified time period can be rewarded by means of rewards and punishments to stimulate their research motivation.

Give certain punishment measures to those who fail to achieve their goals, put pressure on scientific researchers, and make them feel the importance and urgency of the task.

The selection of trainers is determined by the personnel department, and what kind of employees need to receive training is determined by the assessment in previous work, so as to strive for fairness, justice and openness in the assessment, so that employees can clearly identify themselves and supervise the assessment.

What the personnel department also needs to do is to include training in the scope of assessment to prevent the phenomenon that some people have participated in training for many times in a row and some employees have not had the opportunity to participate in training for many times in a row.

2. Optimization of training evaluation mechanism and updating of model.

In the evaluation of training effect, kirkpatrick's four-level evaluation method can be used to evaluate the training effect. The so-called kirkpatrick's four-level evaluation method is to evaluate the trainees' reaction, learning, behavior and results:

Reaction.

Trainees' satisfaction with the training effect.

Evaluation forms are usually used to collect students' feelings and reactions.

Instant output learning.

Objectively measure the performance and knowledge gained immediately after completing the training.

Generally, the performance and knowledge gained after training are compared with the situation before training in the form of examination to understand the effectiveness of training.

In the assessment of scientific researchers, in addition to the theoretical level, there is also a need for the assessment of later research results.

Mid-term output behavior

After the trainees return to their posts for a period of time, evaluate their performance and behavior and check whether there is improvement.

This can also be used as part of employee performance evaluation.

Long-term output result

The long-term output of research results obtained by trainees can be based on the knowledge level of employees, the time, depth and influence of research, or the changes of employees' attitudes and motives.

In addition, it should be noted that the evaluation mechanism should reflect the idea of keeping pace with the times and pay attention to updating.

After each round of training evaluation, the evaluation results, problems, loopholes and deficiencies in the training process should be transmitted to the evaluation mechanism, the causes of the problems should be analyzed, solutions should be found, and the evaluation mechanism should be improved and updated to improve future work and avoid unnecessary losses to units and individuals due to repeated mistakes.