The role of training is obvious, but the HR department has always had a headache, that is, how to make the effect of training last for a long time and finally form a benign habit. Participants' participation in training is a learning process, and if they really want to master what they have learned and apply it flexibly to practical work, it needs a process of constant exercise and time, and it needs the guidance and supervision of the heads of various departments, which is the key to making the training finally effective? OJT。

All talk and no action is false. If the trainees only talk about knowledge after attending the training, then the training is only half finished, and the rest is the most critical part, that is, the understanding and application of knowledge. Many times, this point is just ignored by enterprises, and the training effect of this kind of students only stays at? Say? In fact, not from the actual work evaluation. OJT can just avoid this situation. OJT is a method for supervisors or experienced old employees to train subordinates, ordinary employees and new employees. OJT pays more attention to practical operation, combines training with OJT, and finally realizes the benefits of training.

Training, especially hiring external lecturers, in which explanations account for a large proportion, and enterprises do not want to spend more money on actual combat drills. So when training, they are more about explaining knowledge, skills and mentality. Many enterprises complain that after training, although students have mastered the content, they have not actually improved their work. This is precisely the problem of enterprises themselves: lack of follow-up actions after learning. OJT, on the other hand, allows supervisors to make detailed plans for what their subordinates have learned, so that their subordinates can practice what they have learned in the actual work squadron and correct their mistakes in time during the practice, so as to help students truly turn what they have learned into skills and create benefits for enterprises.

In addition, OJT is also preparing for the establishment of an internal lecturer system. OJT can also be regarded as a kind of internal training in enterprises. When choosing lecturers in many enterprises, most of them choose from the directors of various departments, because the directors have rich working experience and strong working ability. However, the supervisor lacks the expressive power and planning power as a lecturer. The implementation of OJT in enterprises is precisely the process of letting supervisors accumulate experience as internal lecturers. Through the continuous training of subordinates, the supervisor gradually becomes a qualified internal lecturer, and also accumulates a high-quality teaching team for the enterprise to build an internal lecturer group. It can be seen that the existence of OJT not only strengthens the follow-up effect of training, but also helps enterprises to establish a perfect training system.

Many enterprises do a lot of training every year, but neither the value of human resources nor the strength of enterprises have been significantly improved, and huge expenditures have no effect. The main reason is that they pay too much attention to external forces and ignore internal factors. There is an old saying in China? Master leads the door, and practice depends on individuals? What can really promote the development of enterprises is to rely more on the internal strength of enterprises and help subordinates achieve faster growth with the experience and skills of internal supervisors.

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