2. Key people: Who is leading the planning and implementation of training programs, and at what level? Need to clarify which key personnel are responsible for training, and do they play an important role in the internal strategy or operational decision of the organization? Are their views on training positive or negative? What is the position of human resources function in the organization? Is the decision of the organization centralized or decentralized? From which management are actions related to human resources or employees usually initiated, and what are the expectations of these key managers for training?
3. Overall strategy of human resources: Training and employee development are an important part of human resources management and one of the most important tasks for employees. Trainers need to have an overall understanding of the company's human resources strategy. What is the core of the company's human resources strategy? What are the key policies and procedures? What is the company's capacity management and performance management model? From the point of view of the whole company, all training actions must be matched with the human resources strategy, and the implementation of Personal Development Plan-for employees-is very helpful for the realization of training objectives if it is fully implemented in the follow-up. In any case, the relationship between the training plan and human resource management policies or procedures needs to be fully communicated and discussed, which has a great impact on the effectiveness of the training plan.
4. Employees: There is no doubt that in the actual implementation of the training plan, the most critical factor is that employees will still participate in the training without correct mentality, internal motivation and input, but the result is bound to be unsatisfactory. Do employees prefer to study at work or in class? What are their personal learning goals? What kind of learning mode do employees like best? What is the most suitable learning situation? What is the best reward when they reach the training goal? It is also important to better understand employees' goals, ambitions and expectations of the organization. Good employee personal development planning and course structure will help to increase mutual trust and understanding between employers and employees and reduce the uncertainty of training.
5. Demand analysis: Good and effective demand analysis can make employers fully understand the expectations, needs and wishes of managers and employees. In addition, demand analysis can also obtain the real data of the training environment and atmosphere within the organization. In the process of demand analysis, information and feedback are the most important. The information mentioned here includes the history of training, the results obtained, the objectives of the organization and the required behavior or performance changes. The focus of demand analysis lies in the idea of internal training. What kind of training means is the most appropriate: focusing on solving problems, learning new knowledge or skills, or learning based on competence?
6. Planning objectives: In the process of establishing training plan objectives, it is necessary to clarify the relationship among training objectives, organizational objectives and employees' personal objectives, which will help to improve employees' internal motivation and input. In addition, through the establishment of objectives, it will be easier to measure the training effect at the organizational and individual levels. Who is the main body of training? When, where and how long does this plan hope to be realized? It will be very helpful to classify employees according to their training needs and expectations. In addition, it is necessary to clarify the relationship between various employees within the organization.
7. Project types: Today's training system has developed into countless types: traditional training, group discussion, group counseling, classroom teaching, seminars ... Don't be fooled by J of training institutions. What you need to do is to examine the content and process of the training program to see if it matches the training needs, mentality and learning mode of employees. What we need is behavior change or adding new knowledge or skills. Employees usually learn through theoretical courses or communication with colleagues. The so-called "blended learning"-if various training methods are well integrated-can usually provide the best choice, and the effectiveness of training can be optimized through the combination of theoretical courses, coaching methods and training intervention. In addition, blended learning can make up for the deficiency of single learning method.
8. Find the right media: When it comes to the choice of training media, the situation is similar to the choice of training methods. Each media has its own advantages and disadvantages. It is necessary to carefully evaluate the testability, unit cost, simplicity, overall development cost and possible technical problems of each media. "Blended learning" is the key. Through the integration of various media, the comprehensive effect of training can be created. But before choosing the blended learning mode, you need to have a full understanding of the company's needs, technical capabilities and other conditions. Remember, selecting training media is a complex project, and not every media combination can create the same benefits.
9. Role of training manager: In different companies, the role of training manager may be different, but there are some similarities. Training manager is a part of human resource management system, so he needs to have a deep understanding of all aspects of human resource work, from vision, mission to actual effect. In addition, he must be able to allocate Pei11time, money and resources effectively, and have a deep understanding of the learning cycle of individuals, teams and even organizations as a whole. This knowledge is accumulated through long-term internal and external exchanges and interactions. Through the tools of competency management and performance management, training managers can establish close ties between training and other human resources work, as well as between the functions of other departments in the company. The core job of a training manager is to answer the following questions: Why should we train? When, where and how do you need training? What are the costs and expected benefits of training?
10, Trainer: Who is responsible for the teaching and implementation of training courses? Generally speaking, enterprises are always more inclined to look for large-scale training institutions with good reputation in the industry, but the following criteria may be more important: the quality of trainers, the process and execution of pre-training work, the level of training, the fit between training institutions and their own culture, the teaching materials and syllabus used, and the most important thing is the communication ability between training institutions and employers. Remember, the marketing ability of many training institutions is far stronger than their training ability. Excellent trainers are scarce resources and most of them are independent. Before the formal training, meet the trainers many times and carefully observe their performance and interaction ability, which has a great influence on the actual training effect. At the same time, we should also pay attention to the training mode proposed by training institutions. Have these models been verified? Can they really bring new and useful things? If you change to a training institution in the future, can the training system be smoothly connected? At the same time, we should also consider the possibility of selecting trainers from within the organization, and look for experts or managers with excellent performance, detailed understanding of the internal situation and good teaching. However, you must pay special attention to the training materials they use and their own teaching skills. Numerous examples show that excellent managers are often not necessarily good trainers; If you doubt someone's teaching ability, don't try to ask him to give a lecture, because it will not only be bad for cultivating students, but also damage the personal reputation of managers or experts.
1 1. Pay attention to the training effect: the project hopes to see good results. However, simply introducing some training courses is not enough to achieve the best effect and training efficiency. The logic of company managers is often: "We have invested for 4 days and spent 1500 euros, then we will see the corresponding performance improvement!" But unfortunately, from the training process to the training effect, this process is more complicated. The transformation from training course to work involves clear goal setting, coaching methods, training intervention, training mode, interaction and feedback, tutorial system and full cooperation. Managers themselves play an unparalleled role in the establishment of internal learning atmosphere and learning environment. Only in a good atmosphere and environment can the knowledge and skills acquired by training be truly transformed into the added value of the organization. Employees need time, space, full information interaction, and a culture that allows mistakes and learns from them. Encouraging innovative behavior and encouraging employees to try the knowledge and ability gained from training will double the effect of training.
12. evaluation: evaluation is a necessary means to measure the training effect. The evaluation can be conducted before, during or after the implementation of the training plan. Generally speaking, training assessment focuses on what new things employees have learned, and some assessments focus on the behavior changes of employees at work. Unfortunately, many enterprises postpone training evaluation until the end of the year, which makes it difficult to clarify the relationship between behavior change and training plan. It is best to evaluate in the middle of the training process. In addition, it is also the practice of our company to conduct regular and repeated assessments after the training. In any case, the effectiveness of training must be measured, because it helps to show what added value training has created in training evaluation. The key question is: who will evaluate and what? What are the key indicators and how do the training contents translate into actual behaviors? What assessment method should be adopted? 7 Rethink the content of competency management and performance management, organizational goals and personal goals of employees, which can be found in the personal development plan of employees.
13. Long-term benefits: In order to obtain long-term benefits through training, there are many related factors that must be considered. In order to maximize the effect of training, you must consider these factors in advance. Are employees externally motivated or internally motivated? This has a great impact on the application of training results and the promotion of long-term benefits. What employees learn from training should be tracked and supported in one stage to ensure the sustainability of training effect. Always pay attention to the relationship between training content and organizational goals and personal goals, as well as the relationship between training content, workflow and knowledge management within the organization. Knowledge must be related to the actual working procedure, otherwise it cannot play its role. Establishing an effective knowledge management system is beneficial to the tracking, application and evaluation of training effect. In addition, once employees leave their jobs or the organizational structure changes greatly, the knowledge management system will also help to retain those valuable key knowledge.