Organizational analysis-consider the background of the training. Through organizational analysis, determine whether the training meets the needs when the company's business strategy, available training resources and the support of employees' superiors and colleagues for training activities are certain;
Personnel analysis-determine who needs training. Including analysis: find the reason-judge what caused the poor performance, whether it was lack of knowledge, skills or ability. Or is it because of lack of motivation, or is there something wrong with the work design itself? Determine who needs training. Determine whether employees are ready for training.
Job Analysis-First, it is necessary to determine what important tasks employees need to complete, and then determine what knowledge, skills and behaviors should be emphasized in training to help employees complete these tasks.
In practice, the analysis of organizations, personnel and tasks is not carried out in a specific order, but because the organizational analysis focuses on whether the training meets the company's strategic objectives and whether it meets the company's willingness to spend time and money on training, so the organizational analysis is carried out first. Personnel and task analysis are usually carried out at the same time, because if you don't understand the task and environment, it is difficult to know whether poor performance is a training problem.
Secondly, according to the training needs, formulate the training plan and related budget of the enterprise;
After determining the training needs, you can determine the training purpose and plan. The formulation of training plan can make the training goal become a reality. The training plan mainly includes training objectives and course names, training targets, implementation date, implementation hours, venues, training methods, training budget, etc. Before the start of the year, make the schedule of the training courses planned in the year, and carefully decide the implementation date of the training so that all students can participate; When planning a course, in addition to the predetermined fixed course, we should also review its necessity; Other supplementary studies outside the training course can be reviewed together; Lecturer fees, venue rent and other expenses should be well budgeted and audited, and it is best to have a generous budget for lecturer fees.
Thirdly, design training courses, including training course planning, selection of related resources, teaching design and preparation of student manuals.
Course planning includes: defining course objectives, proposing training and teaching plans, considering various training methods, selecting training methods, deepening training contents, and testing and evaluating courses.
Resource selection includes: teaching materials, teaching AIDS, course selection, venues and lecturers. Course selection mainly comes from two aspects, one is inside the enterprise, the other is outside the enterprise, and the external course selection mainly comes from universities, research institutions, consulting and training companies and so on. , should be comprehensively evaluated and selected. Lecturer selection, which is in the same strain as course selection, also comes from two aspects, internal or external. The selection of lecturers should be based on the course goals and objectives, with reference to the following criteria-professional ability, teaching ability, teaching enthusiasm and workload: Will the teaching quality be reduced because of being too busy? Then there is the choice of training venue-the number of people in the venue, the brightness of lighting, the completeness of equipment, whether the placement of tables and chairs meets the needs, whether they can be used flexibly, whether they are quiet and undisturbed, and so on. Finally, choose the choice of teaching materials and teaching AIDS.
Instructional design and compilation of student handbook: design training schedule, training schedule, training evaluation form and training summary form, as well as printing of student handbook, teaching plan and training effect tracking method.
Fourth, training implementation, including training information release, training organization, textbook compilation, etc.
Fifth, the transformation and evaluation of training results-the transformation mode, process monitoring and effect evaluation of training results.
The transformation of achievements is the most critical and easily overlooked part of training, just like most enterprises' training is a vigorous beginning and a silent end. The effect transformation should be considered from the following aspects: shaping the transformation atmosphere, at the same time, there should be support from the top, giving opportunities to use the skills learned, and the trainees' superiors should monitor the transformation of training results from the aspects of task prompt, feedback results and continuous strengthening.
Training evaluation is also necessary, which can achieve the purpose of measuring the quality of training management, evaluating the participation of students and evaluating the training effect, and is conducive to improving the quality of training management, establishing training materials files and identifying training needs. Training evaluation is generally divided into four grades: student response-teaching satisfaction; Students' harvest-the degree of concentration in teaching; Student application-actually applying for a degree; Results and impact-personal and organizational results.