First, the phenomenon that logistics enterprises are generally scattered all over the country. In organizational form, they are characterized by a large number of branches, but the average number of employees is small. Each branch has a limited number of people, ranging from one hundred to two hundred to a dozen. Training costs are relatively high. On the one hand, the limited number of employees makes the number of employees at all levels of the branch insufficient, which leads to the inability to carry out centralized training of outsourcing courses in the branch. However, if the employees at the same level in each branch are trained together, it will be scattered because of the geographical dispersion.
Travel expenses are too high; On the other hand, if the branch is equipped with professional trainers, it will lead to limited working objects and job saturation, resulting in a waste of personnel costs. Therefore, the training work of logistics companies will always be troubled by the cost problem. Because there is no effective training means, the employees of the branch company do not enjoy effective training, and often feel that their career development is blocked. This problem affects the mood of employees very much.
Secondly, the reason is that the training of logistics enterprises is apparently troubled by the cost problem, but in fact it is limited by the organizational form of logistics enterprises themselves. And this really can't be changed. So we can only find a solution to the problem from the training itself. Seek to provide effective training for scattered employees at low cost.
Third, back to the starting point of training, to complete training, there must be the following factors: training needs, training content, trainers and training methods. We might as well start with these factors and analyze the mechanism of training problems of logistics companies one by one.
First, let's look at the training needs. This is a factor greatly influenced by the external occupational environment. At present, the economy is developing rapidly, and all walks of life are developing fiercely, and the logistics industry is also benefiting from this. In recent years, many places have identified it as a pillar industry.
Logistics companies have sprung up like mushrooms after rain, which has brought about a shortage of logistics professionals. In addition, China has never had a professional education in modern logistics before. Logistics enterprises have become the main cradle of experienced and skilled logistics talents. Everyone who is interested in developing in this industry will have a strong desire to learn. After all, life is at that time, who will miss the opportunity? Therefore, logistics companies have a strong demand for training.
Secondly, let's look at the training content. This part is actually the best answer. People should learn a lot when they walk in the world.
Third, what about the trainer? Professional trainers can naturally be produced through recruitment or training. However, in the face of a large number of branches with limited employees, the space for trainers is too small. The training demand of a single branch is not enough to constitute the saturated workload of professional trainers. Compared with the human resources expenditure of a trainer, it is obviously not cost-effective to place a special trainer in a branch. Now let's look at the fourth factor, training methods. Nowadays, the popular training method in enterprises is centralized training, which concentrates employees in one place. This training mode is characterized by centralized personnel, unified training content, low per capita cost and high efficiency. However, as long as we analyze the expenditure structure of this training method, we can see that the low cost of centralized training is based on the concentration of employees' workplaces. In the cost structure of centralized training in enterprises with concentrated employees, the main cost is the training course itself, commonly known as training fee. The travel expenses of employees account for a small proportion. In decentralized logistics enterprises, in order to cultivate people at a certain level, especially those in charge of management and above, students scattered all over the country must be concentrated in a certain area. As a result, the proportion of travel expenses often exceeds the training fee itself. The time cost caused by employees' participation in training has not been calculated yet. Therefore, the low-cost and high-efficiency centralized training of general enterprises failed in logistics enterprises, which became the chief culprit of the high training cost of enterprises. Therefore, training mode is the fundamental solution to solve the high training cost of logistics enterprises.
In fact, logistics enterprises, like other enterprises, can be divided into management training, middle-level management training, grass-roots management training and grass-roots operator training according to the organizational level. Look at the training of management first. This level of training is generally biased towards high-end training such as company strategy, industry development trend and leadership. This kind of training is generally based on the exchange of ideas, and it is best to send countries to participate in external seminars, specialized high-end training courses and other high-end training situations. Internal centralized training is really unnecessary. Look at the middle managers. This kind of training targets are mostly branch managers of logistics companies. People at this level often need management skills training such as basic financial management and non-human resources human resources management. This kind of training focuses on inspiring students' thinking through courses. In addition, the trainees themselves are experienced, their work content is relatively complex, and their requirements for training courses are relatively high. Therefore, such students had better outsource their courses. At the same time, in view of the scattered distribution of such colleges in logistics companies, there are only a few people in each branch. If every branch is used for self-training, its per capita cost must be high. Therefore, it is necessary to conduct internal centralized training. Therefore, for the training of middle managers, we must also adopt the centralized training method of outsourcing. However, it is best to focus on the training when the branch managers have a centralized meeting, which can save travel expenses. Let's look at the training of grassroots managers. This kind of training plays a connecting role. On the one hand, the training of grass-roots managers is to cultivate the small team management ability and business management ability of grass-roots supervisors, with emphasis on basic training courses such as industry knowledge, team management and communication skills; On the other hand, training grass-roots managers is also training talents for middle-level management teams. Therefore, in this kind of training,
Need to join some knowledge learning of middle management training content. At the same time, the training of grassroots managers is not as high as that of middle managers. Therefore, the training of grass-roots managers does not need to be outsourced like the training of middle managers. Internal trainers are sufficient to meet their needs. So it can be concluded that this kind of training is mainly internal training. As for the training of grass-roots operators, it should of course be internal.
From the above analysis, it can be seen that logistics companies choose different training methods because students require different training contents and levels. Management training needs overseas training, and middle management training is better through outsourcing centralized training; The training of grassroots managers and grassroots operators is mainly solved internally. Therefore, in order to realize low-cost logistics training, we must adopt different methods for these different levels of training and grasp the key points. The author believes that the basic methods are: simple management, middle-level control and intensive cultivation at the grass-roots level.
The basic meaning is: for the training that must be outsourced to management and middle managers, money should still be spent, but it should be spent well; For grass-roots training, unnecessary money is avoided, and the cost is reduced by improving the quality of internal training.
Simple management: Management training requires a high level.
Not only the level of teachers or guest speakers should be high, but also the level of participants should be high. What management needs to participate in training is the promotion of ideas and the exchange of wisdom. And management training is often limited. Therefore, it is necessary to screen excellent courses or seminars as much as possible for management. Money needs to be spent somewhere.
Control the middle level: the training of middle managers is more than that of management, and its overall cost may exceed that of management. So we should focus on this kind of training. It is necessary to analyze the management skill level of these people in peacetime. The management skills of this kind of personnel can be broken down into several items, and through the evaluation of each skill, we can understand the management skills of the overall middle managers of the company. The focus is on the first few trainings. Realize the gradual improvement of skills and be targeted.
Intensive cultivation at the grass-roots level: As mentioned above, the training at the grass-roots level can be solved through internal training of the company, without paying a lot of outsourcing course fees. However, internal training must ensure quality. Otherwise, although the training fee is saved, it will lead to the decline of training quality and the cost of operational errors. Grassroots training can be divided into grass-roots management and grass-roots operation. These two types of training have one thing in common: a large proportion of experiential learning; Unlike middle management, it needs more inspiration. The author believes that the role of trainers can be weakened when students have clear training needs and sufficient training materials. Communication can replace part of the trainer's work, thus reducing the trainer's personal teaching time and training cost. For example, communication skills training in grass-roots management training can be organized by distributing books, CDs and other materials to branches, and trainers do not need to teach in person. Therefore, the logistics company's trainers can first put the basic training,
Screening out the contents of knowledge transfer; And consider what kind of communication method to use instead of the trainer's personal teaching. Of course, we can't completely avoid the trainer's teaching in person, because their activities can give students on-site guidance. The author's personal suggestion is: first, let the students learn by themselves through communication, and then the trainer will communicate with the students every quarter to guide the courses learned this quarter and strengthen its effect. For the grass-roots operation training with strong operational guidance, the author found that grass-roots operation trainers often have rich practical experience, but lack training skills and less operation training materials. Therefore, for this kind of training, the company's trainers should do the following two things: 1, training skills training for grass-roots operation trainers; 2. Write training materials suitable for grass-roots operation training. Basic operation teaching materials are mainly used by basic operation trainers and students, and their training requirements are clear and intuitive. Therefore, the training materials should also be based on images, and the description of words and sounds should be as simple and clear as possible. So that trainers and trainees can understand.
To sum up, the training of decentralized organizations represented by logistics companies cannot simply adopt centralized training. Instead, we should adopt different methods according to the training needs and contents of different levels. Grasp the key points and spend your money wisely; If you don't have to spend money, try to replace it with other methods while ensuring quality. Each method has its own emphasis and is incomplete. In short, on the basis of subdividing the training needs, we should analyze the learning mechanisms of different needs and use new methods in a targeted manner. At the same time, it can reduce the cost and realize the high efficiency of training.