Countless facts have proved that the most valuable training materials for enterprises and the fastest improvement of personnel's skills and quality are the experiences and lessons of enterprises themselves and the crystallization of wisdom experienced by employees in practice, and they are the best textbooks for enterprises. Such training content not only makes employees feel deeply, remember firmly and use it, but also promotes the rapid growth of personnel, and enterprises can continuously form their own knowledge accumulation and improve their knowledge system.

But the problem is that many enterprises have not formed their own knowledge accumulation system. At present, enterprises generally attach great importance to employee training and are willing to invest in employee growth. Once employees leave the enterprise to seek another development after their personal ability is improved, the personal knowledge and wisdom retained in employees cannot be transformed into the company's experience. When a sales elite leaves, his knowledge and experience are also taken away. With the loss of many valuable experience resources, enterprises and new employees need to spend a lot of time and energy to retrain, explore and improve again. Over and over again, enterprise knowledge cannot be copied and passed down quickly, so some enterprises lose confidence in training and even have negative resistance to training.

Then, how to transform personal knowledge into enterprise wisdom, so as to establish their own knowledge system and truly build their own hematopoietic system is a topic of common concern to many enterprises.

Second, the general idea of training course system development

The development of curriculum system should be combined with the overall development strategy, development stages and overall requirements of human resource planning system. On the basis of systematic post analysis and post quality model, the training course structure is designed according to different ability levels, majors and post requirements, and the training course library from post to ability to course is established.

In the composition of the curriculum system, there are usually four modes, which you can choose according to the actual situation of the enterprise:

One is work-oriented, which is set for specific positions. Relatively speaking, the workload is relatively large, which is suitable for the early stage of enterprise development and when the post level is relatively streamlined, so that each post can clearly understand the training courses it wants to receive at this post level and what courses it needs to learn when it is promoted to a higher level, so it is highly targeted. When adopting this model, we should not only pay special attention to the post skill level, but also pay special attention to the courses to improve the overall quality of employees when setting up the curriculum system.

The second is functional. This course model is aimed at job functions, and is more suitable for large group companies with many subsidiaries, branches and business divisions, and integrates different business types and different course categories to the maximum extent. :\? ]t & amp； A

Taking Sb X as an example, the functional types are integrated into product research and development, commodity planning, marketing, human resources, administrative management, logistics management, procurement and supply, operational skills, professional quality, sales business, channel expansion, financial management and so on. In this way, we should pay attention to the curriculum balance between functional departments. At the same time, we should pay attention to the individual difference requirements of post quality when setting up general education courses.

The third is departmental. Setting courses for departments, small-scale enterprises can adopt this model, which can make each department know the regular courses of its own department at a glance. At the same time, when adopting this model, we should pay attention to the characteristics of functional subdivision of each post and the level of post skills.

The fourth is development. Based on the perspective of human resources development, the model is mainly divided into four stages: new employee training course, employee basic job skills training course, job skills upgrading training course and employee personal growth training course. This curriculum system is mainly based on matrix model, which mainly divides all posts into three levels: high, middle and grass-roots courses. It is conducive to the structuring of enterprise talent training and the continuous appreciation of human resources. Guyi human resources professional blog p9_! S[ 1]m u guyi human resources professional blog g

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Third, the implementation steps and methods of establishing the training course library

The first step: set up a special class-leaders in command, systematic cooperation and full participation.

At present, there is a common misunderstanding in enterprises that the development and arrangement of internal training courses in enterprises are the business of human resources departments, and some even rely on a small training specialist to complete them, which is unrealistic and impossible.

It is a complex and long-term project to establish a training course system suitable for the enterprise itself, especially in the early stage of system establishment, which involves all posts and all employees, and needs to coordinate all resources of the enterprise. It is definitely not something that can be done by a department or a specialist, but a typical top-ranking project, which requires enterprise leaders to set up a special project team in person, which is the premise of doing a good job.

1. Duties of the special class: manage the project of establishing enterprise training course system in a unified way, coordinate the process, standards, forms, personnel deployment and time node control of knowledge extraction and training course system establishment in a unified way, and provide necessary technical support to deal with problems in a centralized way. At the same time, through the form of project team, integrating resources and mobilizing relevant personnel, especially the elites of various positions, it has aroused great concern and attention to the training curriculum system and promoted the smooth progress of the training curriculum system.

2. Personnel composition: generally, the business owner takes the lead personally, and the heads of various departments and systems personally participate, including human resources personnel, vice presidents in charge, department managers, business elites, internal lecturers, etc. At the same time, it is necessary to introduce industry experts and consultants to join the project team to enhance the forward-looking and developmental nature of the training course system. Of course, members of the project team can be streamlined when the enterprise initially refines knowledge, and then gradually expand the scope of personnel according to the work progress when the structure is clear and the substantive knowledge needs to be refined.

3. Division of labor:

Business owners mainly control the direction of the whole project, provide resources, make decisions on major issues, and accept the final results.

The Human Resources Department is mainly the lead organization, responsible for major issues and daily work in the process of establishing the training course system, and providing necessary technical training support. Including the training of meeting organization, post analysis, post quality model, project management and other necessary technologies, the determination of curriculum system model and basic framework structure, the promotion of key post knowledge refining, the compilation and supervision of training manuals, and the coordinated handling of problems.

The vice president in charge, department manager and business backbone are responsible for refining, summarizing and perfecting the knowledge content of their own departments and systems. It is the main force in refining professional knowledge, compiling this system and training courses of this department.

External experts and consultants mainly play the role of staff and guidance. Some key courses are detailed, such as marketing, production, technology and so on. With the participation of external experts or consultants in the project team, knowledge and experience can be excavated more deeply and professionally. Especially in the aspects of job analysis, job quality model, skill knowledge point extraction, etc., most garment enterprises are weak in these links at present. If you use experts, you will get twice the result with half the effort.

In addition, ordinary employees in the enterprise also play a certain role in the process of supplementing, modifying and perfecting the knowledge of training courses, and the project team can allocate resources as needed.

The second step: knowledge material inventory-mining history, inventory wisdom, sorting.

Enterprises, big or small, have their own culture and history, and there are many materials to be accumulated and trained. Where to start sorting out, this requires the project team to do a knowledge inventory first, and then * * * discuss and determine.

1, category: as long as it is related to enterprise management, the knowledge (experience and lessons) useful to the enterprise needs to be summarized and refined. It is necessary not only to take stock of the knowledge achievements of enterprises, but also to integrate the outstanding achievements of peers, opponents and the outside world.

2. Category: Knowledge materials should be classified according to the knowledge system mode adopted by enterprises, such as:

Process standards-workflow, specifications and standards, matters needing attention, etc. All kinds of business.

Data copy-all working documents, business records, customer information, etc.

Historical events-major events of enterprises, internal experiences and lessons, accidents.

Proprietary technology-the unique research and development achievements, proprietary technology and unique core competitiveness of the enterprise.

Industry experience-experiences and lessons that peers, companies of the same type and other types can learn from.

Social achievements-such as excellent training CDs, training books, teaching materials, etc.

3. Reminder: Knowledge carding is the excavation and promotion of enterprise knowledge culture, a very detailed link, and also the accumulation and summary of enterprise culture. This requires a long process and the content is very complicated. Of course, it should be noted that enterprises are different from schools. As long as they adapt to the actual needs of enterprise training and development and gradually improve, the key is to be practical, easy to use and timely, so we must prioritize and focus on breakthroughs.

Focus on refining and summarizing the core knowledge of enterprises, especially those key departments or positions that can greatly improve the productivity or competitive advantage of personnel through training, which need to be refined and summarized first. This mainly includes purchasing, research and development, production, marketing, channel maintenance and other business departments and positions. For less important or urgent positions, you can gradually improve the information later, such as courses in the administrative logistics department. General job training materials, such as financial knowledge and information management, can be purchased directly from outside.

4. Tool sharing: enterprise case index table

This form is commonly used when we classify and sort out enterprise cases. If the enterprise has the conditions in network information management, it can also sort these materials and cases in a unified format in network documents, which will be sorted by various departments according to the table requirements. One is easy to search, the other is easy to enjoy, and the third is to provide a large number of real case bases and knowledge accumulation for the training course system.

serial number

kind

Case name

key word

abstract

1

Enterprise development category

2

Personal growth class

three

Production class

four

Management class

five

Marketing category

six

service class

seven

……

Step 3: Refine the key knowledge-the unity of theory, practice and future development consciousness.

In the process of continuous pursuit of modernization, local enterprises will be giants of language and dwarfs of action if theory is divorced from reality; If the practice is not effectively refined, it is a waste of resources and a depreciation of the brand. If there is no sense of future development, in the face of fierce competition, the soldiers and horses will not move, and the grain and grass will go first, which will definitely cause hidden dangers to the development of enterprises. Therefore, when refining key knowledge, we should pay attention to the unity and integration of theory, practice and future development consciousness.

After determining the knowledge of key departments and positions through inventory, the project team needs to concentrate on refining the key knowledge and skills of key positions and departments.

The refining of key knowledge and skill points is mainly in the form of brainstorming. Generally, it is presided over by human resources personnel and discussed by project team members. Everyone expresses their views on the knowledge needed for a position. In an open discussion atmosphere, let participants fully express their opinions, add first and then make up, brainstorm, stimulate team wisdom and brainstorm. Then do subtraction, refine the essence of wisdom and gradually determine the draft.

Of course, in order to improve efficiency and effectiveness, the personnel of the project team are not fixed, and all members are not required to participate in the whole process. Only by refining the knowledge of relevant departments and positions, the vice president, department manager and business backbone personnel in charge of the system should attend, and other departments can attend as nonvoting delegates according to the situation. However, we should pay special attention to the fact that when refining a department's job knowledge, employees of its upstream and downstream departments also need to participate, such as discussing the knowledge needed by marketing personnel, and the positions of R&D department, planning department, customer service department and other related departments should participate, so as to put forward knowledge and skills requirements for employees of this department.

In the form of refinement, the template or framework of training courses should be determined according to the requirements of post knowledge and skills. Generally, the personnel of the human resources department first determine the template or framework standard, and then fill in the content according to the framework of these training templates.

Generally speaking, the framework or template of on-the-job training courses generally needs to be determined according to the job description and job operation process. At the same time, the contents of training courses can usually be divided into the following categories: job responsibilities, job operation procedures, required attitude knowledge and skills, common problems and preventive measures, experience and skill sharing, etc. Then continue to subdivide each independent subclass in each big category until it can no longer be subdivided. In this way, the primary and secondary structure and key links of knowledge are formed, and the framework of the whole training course is formed. On the basis of this framework, everyone will gradually fill in the content.