Some suppliers believe that no matter what kind of training system, it is necessary to systematically consider the influence of training strategies, training forms, training contents, training instructors and other conditions in the development process, and judge the effectiveness of training through the solution of enterprise problems to determine the direction of optimization. The characteristics, operation modes, future development and improvement of several construction modes are analyzed and compared below. (a) long-term culture and short-term culture
Large and medium-sized enterprises with rapid expansion, wide business scope, facing the national and even international markets, or special professional fields, mostly focus on the long-term training of talents and have short-term specific needs. In this way, the personal goals of talents can be closely combined with organizational development, and at the same time, the platform for talents to play can be provided, and the right people, things and things can be used to the maximum extent. If enterprises only consider long-term training and ignore some problems that need immediate improvement, it will easily lead to excessive business orientation or technical orientation, which will lead to difficulties in teamwork and low morale. Therefore, it is necessary to properly cooperate with short-term or specific projects for training, such as professional quality of all staff, reconstruction or emphasis of corporate culture, business or office etiquette, internal service awareness, incentive construction, communication and expression, and emotional management.
If there is no systematic long-term training, only short-term training will be conducted according to the development needs of different stages. Although it is easier to control the course organization and arrangement, only short-term effects can be seen. After a long time or neglect of management, employees will return to their original form, which will waste training resources and labor costs.
Therefore, no matter what stage an enterprise is in, it must have a training system that can be combined with employee career planning to train specific talents for a long time. It can be controlled by signing contracts or agreements, different forms of written commitments or mortgages, which avoids the loss of personnel after training, enables talents to grasp the future vision in their work, and effectively inherits and develops the excellent culture, mental outlook, core values and professional knowledge and technology of enterprises. When enterprises encounter environmental changes, such as competitive pressure, personnel structure changes, business forms increase or change, or face special circumstances, they need to flexibly join some training plans that can be effective in the short term, so that enterprises can have a new turn and better development.
(b) Top-down and Bottom-up
When the management of an enterprise pays more attention to the collective effect of training and the training organizers have higher decision-making power and control power in the promotion of training, it is easier to establish a top-down training model, such as some financial industries, manufacturing industries, group companies and multinational companies. Its advantage lies in top-down training support, management implementation, effect testing and so on. It can create an environment for employees to develop good work habits, so that internal talent training can be continuously developed and realized. The disadvantage of high-level training is that it is difficult for senior managers to organize because of time, and it is difficult for senior managers to concentrate on the whole process of training and choose teachers because of many work items.
When the training system of an enterprise is still in the primary stage, or oriented by business and specialty, it is likely that a bottom-up system will be established due to insufficient internal support, limited resources or insufficient specialty. This way can increase a lot of learning opportunities for grass-roots employees, and it is relatively easy to organize, but it is easy to get back to its original shape after the training, because the management does not recognize and support it, and the follow-up tracking and management cannot match. If there is a gap between management and employees, it is likely that employees will choose to leave their jobs after the training, thus losing their wives and soldiers. If you are in this embarrassing stage, you might as well consider cultivating a middle-level management team or a talent model first, so that the backbone can have a stronger connecting link, so that the top management can see concrete results, then strongly support the training, and even change their willingness to accept high-level training, and then the middle and high-level management can cultivate various job skills and professional qualities for the grassroots, which can be described as a great joy and win the lining and face at the same time. (1) credit system: compulsory courses and elective courses.
According to the long-term and short-term training needs, some enterprises systematically cultivate the knowledge, skills, attitudes and habits that employees in different positions should have through scientific credit establishment and standardization. These credits are obtained through internal training courses, external training courses, self-study or cooperation with external professional institutions or associations (including at home and abroad). The advantage is that the learning process is as systematic and rigorous as studying in school. Through "learning by doing", work and life can be further improved and balanced, and future career development goals can be established. However, if the training process and results are not strictly controlled, such as attendance, participation, after-class performance follow-up, contribution to the organization and team, examination or certification, etc., it may lead employees to adopt a coping attitude towards training because of heavy work tasks or luck, resulting in the training process becoming a mere formality and unable to truly reflect the spirit of the credit system.
Therefore, when adopting this method, it is necessary to strictly limit the qualifications of trainees and ensure their full participation. Only by strengthening the implementation of management means such as on-site supervision and control of training, acceptance of after-class results, effect evaluation and specific punishment for violators can the enterprise's talent training resources get the maximum benefit.
(2) Certification system: professional category and qualification category.
For R&D designers, maintenance technicians, sales elites, managers, supervisors, internal lecturers and other professionals, in addition to obtaining external formal diplomas, qualification certificates and licenses, they can also become important members of the enterprise talent pool through internal certification or authorization, and be responsible for the inheritance and cultivation of various professional knowledge, skills and attitudes. Therefore, when enterprises carry out training programs, they mainly focus on assisting talents to obtain internal certification. In addition to considering the course structure, student qualification examination, lecturer selection, time and place arrangement (closed centralized training has the best effect), we should further study the form of certification.
The advantage of this model is that students' learning passion and concentration are high, because students whose main purpose is to pass certification are usually experienced workers or employees with particularly good performance. In order to strive for the best performance and personal honor, we can always go all out in the training process. However, if the training progress of this series is too hasty and the interval between courses is too tight, it will easily affect the learning effect and the integrity of output. In addition, the selection and scoring standards of certification judges are also a big test. If the judges are attended by senior leaders or experts, they must consult the lecturers before certification to find out the students' background, learning history, performance in class, differences after class, scoring indicators and criteria. , so as to ensure the fairness, openness, justice and efficiency of the certification results!
(3) Other forms
1. According to enterprise resources: internal training, independent learning.
This is directly related to the development scale of enterprises and the provision of resources. Internal training should consider whether it can effectively solve the problem, plus the limitation of number, venue, time and cost and the choice of teachers. Every link should be carefully scrutinized, otherwise it is easy to affect the overall effect because of the negligence of details. Therefore, some enterprises and posts that have special requirements for talents or are short of talents tend to encourage employees to learn independently and contribute to their strengths. If there is a job need, they will encourage talents to study spontaneously by means of financial subsidies. This will enable enterprises to create real talents, create learning organizations, and quickly integrate into the working environment to accomplish tasks and goals efficiently. However, if enterprises can't provide talents with relatively satisfactory development opportunities or treatment, or even better methods and incentive mechanisms for employing and retaining people, self-learning talents are likely to be lost, because they have independent thinking, mature attitudes, subjective consciousness and strong goals, and long-term self-strength training, naturally they will be more subjective in the selectivity and controllability of the working environment.
2. According to post requirements: pre-job training and on-the-job training.
Pre-job training is mainly aimed at new employees, who are the easiest group to show their passion and feel fresh about their work. They are like a blank sheet of paper, they can accept everything, so it is easy to introduce them to corporate culture, business philosophy and workplace values. However, in the face of post-80s and post-90s new human beings, they are confused, lack of workplace ethics, integrity and loyalty, and their work motivation is unknown. Faced with such a group, the lecturer's personality charm, inner strength and teaching skills have a decisive influence. Only by choosing the right teachers, the right subjects and the right teaching methods can we profoundly inspire and guide the potential of these young people in the new era.
On-the-job training is differentiated according to professional training, management training and general skills, which is not only more targeted, but also can realize the centralized use of training resources. Of course, in the qualification selection of students, in addition to considering work experience, performance and organizational contribution, students' organizational identity, moral cultivation, willingness to learn, professional quality and professional ethics should also be comprehensively evaluated. Most enterprises must cultivate talents from the grassroots level. In the process of training, we should pay attention to that if we only pay attention to the ability training, we can't shape real talents. Only by giving consideration to attitude training can we stimulate employees' sense of mission and responsibility. The promotion and cultivation of talents need to put morality first, so as to create high-quality employees that meet the needs of enterprises!
Teacher Cai Peifang suggested that when building a training system, an enterprise must make a long-term plan from the strategic height, the width of operation and the depth of management, grasp various controllable and uncontrollable factors in the internal and external environment, refer to the successful model, and think more about its own characteristics, so as to design a complete system that conforms to its own enterprise development, varies from time to time, from place to place and from person to person.