Many enterprises spend a lot of manpower and energy to carry out employee training, but the results show that: people complain that the training is of little value and are very excited, but they don't move after the training, which makes the training leaders and managers very confused. In this case, in addition to the disharmony between training and enterprise strategy and system, the key details of training are ignored, which will also make the training fall short and the effect is not ideal. These details mainly include: (1) Training research failed to grasp the real needs of personnel; Training implementation lacks effective control over the site; There is no follow-up application after the training.

Many enterprises often do training research, but the training based on research still can't meet the requirements of students, and students complain a lot. This is mainly because the key details in the investigation are ignored and only some superficial problems are investigated. Many enterprises often send out a questionnaire with simple design when conducting training research, which is directly filled in and handed in by on-the-job personnel. As soon as the organizer summed it up, it became a training demand, so the hasty investigation was very random, and the real needs of the personnel were not investigated clearly. In addition, the training organizers also know the general outline of personnel needs: for example, cadres lack management knowledge and workers lack skills, but it is not clear which skills are lacking and to what extent. Often, the personnel put forward their own requirements and signed up for the course, and the training organizer arranged it without fully verifying the inspection. Therefore, the training demand of this study is distorted and the training effect is not satisfactory.

Therefore, only by paying full attention to the key details in the investigation can we find the real training needs. This mainly starts from two aspects, one is what investigators should master, and the other is what investigators really lack. Discover the real needs together and effectively eliminate the false training needs.

Researchers need to start with enterprise strategy and job requirements to master what, which requires classifying knowledge content and understanding what knowledge and skills personnel should master; We still need to know how far we should master it. Each of these steps can be further subdivided. For example, the knowledge that personnel should master can be divided into categories such as knowledge and skills, and knowledge can be divided into professional knowledge and related knowledge; Skills can also be divided into operational skills and general abilities. The degree of people's mastery of all kinds of knowledge needs to be described by degree words, whether it is preliminary understanding, basic mastery or complete mastery, and so on. Generally speaking, you should be proficient in the key knowledge of the application of this position, and be able to master or basically understand the relevant positions or upstream and downstream knowledge. For example, a salesperson must be proficient in sales knowledge. Mastering the knowledge of planning, knowing the knowledge of production and logistics will make you work more efficiently.

By classifying and grading personnel's knowledge, we can clearly see that not all knowledge needs training, but the knowledge that must be mastered needs training, the knowledge that needs to be mastered can be obtained through counseling, communication and other forms, and the knowledge with strong knowledge can be obtained through self-study and observation.

To understand what personnel lack, we need to understand the performance gap and main problems in addition to comparing and analyzing them one by one according to the knowledge standards that should be mastered. Among them, people are easily confused by superficial phenomena and think that poor performance requires training quickly. Facts have proved that training can't solve all problems. Many people's performance is not high. Many times it is not because of lack of knowledge and ability, but because of attitude or other reasons (as shown below). But many problems, such as processes and incentives, cannot be solved by training. The more training, the worse the situation may be. At this time, the most effective solution may be to change the incentive mode or change the process.

It should be noted that the demand for research and training should mainly focus on incumbents and supervisors, rather than training researchers behind closed doors. This is mainly because: for specific positions, incumbents and superiors are experts, who know the position best, what the position needs and what it lacks most, and the existence of superiors can effectively supplement the personnel demand; It can also avoid the situation that personnel make blind requests. The training of research organizers mainly plays the role of designing research standards, organizing research, counseling and summarizing.

The on-site implementation of training is a detail that is easily overlooked, and many training organizers often think that; The lecturer was invited, the students were here, and everything was ready for the training. Therefore, the supervision of training places is relaxed, and even in the process of training, it is often unknown that the implementation of training places is undercurrent and there are many problems. At this time, the work is not in place, which will greatly reduce the training effect.

The problems that often appear in the implementation of training include: digression, people not listening carefully, going in and out, cold taste, embarrassing situation, what's more, the lecturer will be expelled and the training will fail halfway. These problems in the training process are caused by many reasons, the most important of which are:

How to do a good job in employee training

Many enterprises spend a lot of manpower and energy to carry out employee training, but the results show that: people complain that the training is of little value and are very excited, but they don't move after the training, which makes the training leaders and managers very confused. In this case, in addition to the disharmony between training and enterprise strategy and system, the key details of training are ignored, which will also make the training fall short and the effect is not ideal. These details mainly include: (1) Training research failed to grasp the real needs of personnel; Training implementation lacks effective control over the site; There is no follow-up application after the training.

Many enterprises often do training research, but the training based on research still can't meet the requirements of students, and students complain a lot. This is mainly because the key details in the investigation are ignored and only some superficial problems are investigated. Many enterprises often send out a questionnaire with simple design when conducting training research, which is directly filled in and handed in by on-the-job personnel. As soon as the organizer summed it up, it became a training demand, so the hasty investigation was very random, and the real needs of the personnel were not investigated clearly. In addition, the training organizers also know the general outline of personnel needs: for example, cadres lack management knowledge and workers lack skills, but it is not clear which skills are lacking and to what extent. Often, the personnel put forward their own requirements and signed up for the course, and the training organizer arranged it without fully verifying the inspection. Therefore, the training demand of this study is distorted and the training effect is not satisfactory.

Therefore, only by paying full attention to the key details in the investigation can we find the real training needs. This mainly starts from two aspects, one is what investigators should master, and the other is what investigators really lack. Discover the real needs together and effectively eliminate the false training needs.

Researchers need to start with enterprise strategy and job requirements to master what, which requires classifying knowledge content and understanding what knowledge and skills personnel should master; We still need to know how far we should master it. Each of these steps can be further subdivided. For example, the knowledge that personnel should master can be divided into categories such as knowledge and skills, and knowledge can be divided into professional knowledge and related knowledge; Skills can also be divided into operational skills and general abilities. The degree of people's mastery of all kinds of knowledge needs to be described by degree words, whether it is preliminary understanding, basic mastery or complete mastery, and so on. Generally speaking, you should be proficient in the key knowledge of the application of this position, and be able to master or basically understand the relevant positions or upstream and downstream knowledge. For example, a salesperson must be proficient in sales knowledge. Mastering the knowledge of planning, knowing the knowledge of production and logistics will make you work more efficiently.

By classifying and grading personnel's knowledge, we can clearly see that not all knowledge needs training, but the knowledge that must be mastered needs training, the knowledge that needs to be mastered can be obtained through counseling, communication and other forms, and the knowledge with strong knowledge can be obtained through self-study and observation.

To understand what personnel lack, we need to understand the performance gap and main problems in addition to comparing and analyzing them one by one according to the knowledge standards that should be mastered. Among them, people are easily confused by superficial phenomena and think that poor performance requires training quickly. Facts have proved that training can't solve all problems. Many people's performance is not high. Many times it is not because of lack of knowledge and ability, but because of attitude or other reasons (as shown below). But many problems, such as processes and incentives, cannot be solved by training. The more training, the worse the situation may be. At this time, the most effective solution may be to change the incentive mode or change the process.

It should be noted that the demand for research and training should mainly focus on incumbents and supervisors, rather than training researchers behind closed doors. This is mainly because: for specific positions, incumbents and superiors are experts, who know the position best, what the position needs and what it lacks most, and the existence of superiors can effectively supplement the personnel demand; It can also avoid the situation that personnel make blind requests. The training of research organizers mainly plays the role of designing research standards, organizing research, counseling and summarizing.

The on-site implementation of training is a detail that is easily overlooked, and many training organizers often think that; The lecturer was invited, the students were here, and everything was ready for the training. Therefore, the supervision of training places is relaxed, and even in the process of training, it is often unknown that the implementation of training places is undercurrent and there are many problems. At this time, the work is not in place, which will greatly reduce the training effect.

The problems that often appear in the implementation of training include: digression, people not listening carefully, going in and out, cold taste, embarrassing situation, what's more, the lecturer will be expelled and the training will fail halfway. These problems in the training process are caused by many reasons, the most important of which are:

The training content does not match with the trainees: the above problems are easy to occur when the content does not match with the trainees, and the training content is too deep for the trainees to understand; The training content is too shallow, and the students will not agree; The content is not suitable for the company, and students feel useless and waste time. These situations are usually caused by the lecturer's careless research or inadequate preparation. At this time, students will be at a loss, dismissive, whispering and even leaving.

The training form does not match the trainees: although the training content of some lecturers is practical and valuable, the teaching form is rigid and the trainees are sleepy as a result. This is mainly because the lecturer did not master the characteristics of adult learning participation and interaction, and spoiled the good content. In addition, some enterprise personnel are not active, do not like publicity, and do not cooperate with lecturer activities, such as playing games and answering questions, which will also lead to the indifference of training.

There is something wrong with the attitude and style of lecturers/trainees: some lecturers are not good at giving lectures, and when they deliberately show off or even have inappropriate remarks and behaviors, it is easy for them to get bored and disgusted, leading to confrontation between lecturers and trainees; Or for various reasons, students are more emotional, make fun of the lecturer, deliberately make things difficult for the lecturer, and make the lecturer lose face, which will lead to a more embarrassing situation in the training process.

Therefore, as training organizers, we should attach great importance to the details of the training site, pay attention to all aspects, find problems in time from the students' reactions, actively listen to the students' opinions, analyze the reasons behind various phenomena, coordinate with lecturers to improve, and take effective remedial measures to nip the problems in the bud.

Adjustment of training content: When the training content is not to the students' appetite, the training organizer should actively take corresponding measures, such as asking the lecturer to adjust the course depth, shortening the theoretical content and what the students know, and appropriately increasing case analysis and troubleshooting of industries/enterprises to make the students feel that the training is real and useful.

If the instructor's training preparation or level is insufficient, the training time can be shortened, the training form can be adjusted, and the forms of interactive discussion, experience sharing and questionnaire filling can be added to tide over the difficulties smoothly. If these remedies still don't work, we must resolutely cancel the training and take it as a lesson.

Training organizers should also pay attention to the fact that training cannot deviate from the theme. When the teacher is talking or the students are discussing digression, the training organizer should come out in time and pull the topic back to the scheduled track. Of course, if the staff are particularly excited about the instructor's training content and have a strong response, they can appropriately extend the training time or temporarily add some special activities, such as after-class discussion and discussion, to give full play to the training effect.

Adjustment of training form: When yawning and drowsiness occur on duty, training organizers need to be vigilant. At this time, we should coordinate with the instructor and use training methods such as case discussion, scenario simulation, role-playing, group activities and watching audio-visual materials to arouse the enthusiasm of the students. , let people actively participate.

In addition, the training organizers should actively cooperate with the lecturers, especially during the ice-breaking period, and take the lead in participating in activities, repeating the main points of the lecturers, asking appropriate questions and other forms to help the lecturers make the atmosphere better. If necessary, they can arrange a few positive "commissions" in advance, which will come in handy at the appropriate moment to make the training active.

Special case handling: When there are objections, commotion and even embarrassment during training, the training organizer should stand up and adjust, and help the lecturer overcome this situation through effective speech resolution, changing training methods, actively communicating with students, discussing and communicating with each other, and temporary intermission.

During the training break, the training organizer should also disclose the students' reactions to the lecturers so that they can correct their bad behaviors, attitudes and manners. Of course, communication with students is also essential. Through private communication and heart-to-heart communication, some students can give up their prejudices and actively cooperate, so that the training can be actively carried out.

After the training, many enterprises often conduct training evaluation, or many enterprises do not conduct training evaluation. As long as the training atmosphere is warm and the participants are enthusiastic, the training will be successful, the training will be completed and everyone will be happy. This will easily lead to the following situations: people are excited during training and do not move after training; In many training courses, students feel very fresh at first and can also stir up water. But after a long time, students will soon forget the knowledge of training, and the role of training will gradually disappear.

The main reason why the training ended like this was that the key details of the training application were ignored. After the training, the training organizer gave up. Is the training content used in practice? Has the training played a corresponding role? Nobody cares. Nobody asked. Therefore, there is a lack of corresponding training application safeguard measures and corresponding follow-up inspection. Although it takes a lot of manpower and material resources, the effect of training will be greatly reduced.

Therefore, we should pay attention to the details of training application, apply the training knowledge to our work, and make the training produce real value. Otherwise, the training site will be heated, and after the training, the training will be invisible and silent, and the training will become a show of little value, which will not play a role in enhancing the competitive advantage of enterprises.

How to develop training applications? First of all, let people pay attention to this matter, and secondly, let people form the habit of applying new knowledge, and take a multi-pronged approach through several supporting measures.

It needs to attract people's attention and be effectively combined with training evaluation. It is necessary to conduct inspections through examinations, on-site evaluation, operational inspection, etc., and link the evaluation scores with the assessment of students, rather than going through the motions, so as to urge everyone to learn knowledge and skills well in training. At the same time, let the personnel come up with specific measures to implement the training content, such as writing down their own experiences and feelings after the training, so that the superior supervisor and the training organizer can check and supervise according to the personnel's implementation measures after the training.

At the end of the training, the training organizer needs to improve and perfect the existing working methods and processes with the relevant personnel of the enterprise according to the training content, and form a new template/knowledge base, so that the personnel can work in a new way, and the training knowledge will be subtly applied to their daily work. For example, after the telemarketing training, according to the training content, write down the standard telemarketing words, telemarketing processes, common problems and coping strategies and distribute them to everyone, so that one training can continuously benefit people.

After the training, the training organizer needs to set up different follow-up inspection measures according to different courses, and assist the department heads to check whether the training content has been really implemented. For example, the course of time management/plan management requires people to make daily or weekly work plans according to the laws of time management to see if there is a principle of priority. For sales skills training, we should regularly arrange personnel simulation and role-playing, strike while the iron is hot, and strengthen the training effect. For the overseas training of enterprises, employees should be allowed to share the knowledge they have learned with others, and employees are required to use the knowledge they have learned to improve their current practices.

In addition, for key and very important courses, it is also possible to link the mastery/application of personnel with assessment and strengthen the behavior of personnel, so that the effect will be better. If the number and effect of performance interviews/coaching are taken as the next assessment index after training, I believe that the supervisor will attach great importance to this matter and apply the training content to daily work.

In short, the details are everywhere in the training process, especially the key details. If ignored, it will lead to insufficient preparation, but in the end it will fall short. Therefore, paying attention to the details of training and making the training perfect will really bring high value and enhance the competitive advantage of enterprises.