Nowadays, the training of many enterprises has become a matter of spending money to buy classes, and employees leave after training. Should we continue training? Is brain drain really caused by training? With these questions, let's first analyze the reasons why employees leave after training.
There are two reasons: First, employees have learned new knowledge and skills. I think I should get a bigger development platform, which the company does not provide, and external competitors can provide such development space. I think my salary in the market is higher than I should get. Why not go to a high-paying enterprise?
Second, employees can't learn anything by participating in the training, but they waste a lot of time, and they will feel that the company can't provide them with learning opportunities, thus giving birth to the idea of quitting.
On the surface, employees seem to have no spirit of thinking about the source of drinking water, and their loyalty is not high enough. But we should also reflect. Everyone has the idea of seeking advantages and avoiding disadvantages, and has a better development. Why not go?
Then the problem comes out. Since the purpose of training is to improve employees' knowledge and skills, so as to create more value for the company, why don't enterprises give employees corresponding rewards or development platforms? Why can't enterprises carry out relevant training in a targeted manner?
As can be seen from the above analysis. Brain drain is not a disaster caused by training, but the enterprise has not established a perfect training system and a promotion and development mechanism suitable for training.
How to avoid brain drain caused by the end of training? Entrepreneurial Business School believes that it should mainly start from the following aspects: 1, and design a set of career development channels for employees. Let the employee see the direction of development, so that he will not leave. For example, some large enterprises will have some training for reserve management teams. Through this kind of training combined with employee career planning and design, employees will feel that the training is really good for their own development and will continue to use it in their work and grow rapidly. At the same time, the company also provides them with such development space, so that employees can work in the enterprise in a down-to-earth manner.
2. Training should be combined with the actual situation of the enterprise rather than the employees themselves. Some enterprises like to conduct demand surveys and organize training according to the needs of employees. In this way, it is useless for enterprises to spend money on it. If an enterprise does not need to use English to train its employees' English skills. Spending money on personal gold plating of employees cannot improve the efficiency of enterprises. On the contrary, when employees have English skills, they will invest in higher-paying enterprises. Therefore, the selection of training programs must be aimed at improving organizational performance.
3. Practice training knowledge and make a systematic summary. If you don't use it after training, it is a waste of time and money. Some employees often complain because training is a waste of time, and even choose to leave. The only way to avoid this phenomenon is to link knowledge with practice, give full play to students' subjective initiative, use it in learning and use it in middle school, so as to improve themselves.
4. Let the trained managers pass, help and bring. If the training is really interactive, for example, let some students who have participated in foreign training come back as teachers to explain and share their learning experience. Trainees will be very happy. They will not only help everyone, but also avoid the situation that some trainees have acquired some special knowledge and skills, and once they leave their jobs, the company will be irreplaceable.