The training plan of an enterprise should be made by people who are most familiar with the current situation of the enterprise and the market. They know what employees look like, what kind of training they need and what kind of purpose they need to achieve through training. They know what the market is like now, what the position of enterprises in the market is, how enterprises operate in the market and what their problems are. Only those who know can find problems that need training to solve. Just like only a doctor can know what's wrong with a patient. Who is this person who knows best? Must be the boss of each department. In fact, if we want to establish a high-performance and high-satisfaction training system, we must actually start with the analysis of employees' work skills. Finding the difference between employees' actual ability and job skill demand is the starting point of training, and the employee's direct supervisor is the person responsible for "finding the difference". So the training planner is the boss of each department, not the training manager. More than 80% of the boss's complaints about employees' poor working ability are directed at training managers or human resources managers. In fact, the person directly responsible for improving employees' working ability, assisting subordinates to draw up development plans and guiding subordinates to learn is the employee's boss, not the training manager. The training manager does not have enough experience and ability to judge what all employees in the company lack or what kind of training is needed. This information must come from the line manager. In this sense, only the employee's direct supervisor is the real coach, and the department manager should bear the following responsibilities in employee training: on-the-job coaching employees and assisting subordinates to improve their working ability; Through performance communication, combined with the employee's post ability model, judge the subordinates' lack of ability and assist them to make training or learning plans; Accurately transfer the training needs of employees in this department to the training department; Assist the training department to track the effect and performance improvement plan of subordinates after training. What does a training manager do? He is the leader of the training plan or the project manager of the training plan. In the first step, he is responsible for mobilizing all departments to collect their training needs according to the established time; In the second step, he is responsible for summarizing the training needs, providing a set of methods to identify the training needs of employees to the managers of all departments, outsourcing training or establishing internal lecturers to implement the training courses that have been clearly defined in advance after receiving the training information from the managers of all departments or employees themselves, and looking for a set of methods to track the training effect; Step 3, according to the feedback from all departments, summarize the training courses into a training plan, and organize the bosses of all departments, the top management of the company and the human resources department for approval; The fourth step is to resolutely implement it according to the approved training plan; Fifth, the feedback and improvement of training effect.