First, general training basically does not touch organizational strategy and change. The training work of many enterprises has not touched on the strategy and reform of enterprises.
I mainly do basic training to help employees or managers meet the requirements of post ability and quality. Generally speaking, the future-oriented outreach training does not involve the landing of enterprise strategy and change. The purpose of this kind of training is to promote the landing of enterprise strategy and solve practical business problems by training.
Second, the training did not touch the practical problems of enterprises.
The training content cannot be directly related to the actual business. The specific content of enterprise training is not based on the problems encountered in business development, but more because there are popular courses and teachers outside. Popular courses are difficult to touch the actual problems of enterprises, and the professional strength within enterprises is not enough to develop internal training courses closely related to their own business.
Third, business leaders basically do not pay attention to training, including the CEO of the company. Almost all business department heads will use considerable space to describe the capacity improvement plan in the annual work plan.
However, in the actual business development, business leaders rarely regard training as a means to carry out business and regard training as a way of working. In fact, talent training is the most important job and responsibility of enterprise leaders. Leadership has a great influence on the growth of subordinates, but only good leaders can realize this, and few leaders can do it.
? Fourth, the classroom is still a preaching mode. Almost everyone can observe a phenomenon: the traditional training class is very lively, but the effect after class is not obvious. It is simply too difficult to reflect the success of training in action and performance. What's the problem?
The main problem lies in the disconnection between "teaching" and "learning". Traditional classroom is based on knowledge input. The lecturer prepared a lot of materials to talk about Kan Kan in class. Students passively accept and have no chance to practice.
Fifth, training cannot precipitate organizational wisdom. "You spend so much money on organization every year. What intangible assets have been precipitated? " He replied that these abilities are brought to employees at all levels. Imagine, are employees stable? Spending so much organizational budget every year, what has precipitated?
Creating value is the most basic mission of any organization. Without value or little value, the situation is very dangerous.
? Enterprise internal training must focus on learning from experience and form its own methodology. When talking about methodology, Professor Claughton Weil of GE Enterprise University once said: "In GE, although we don't know what challenges we will encounter tomorrow, we can handle them no matter what challenges we encounter."