(1) There are many misunderstandings. The wrong views held by enterprises on employee training are as follows: training is useless, that is, training is a waste of time and money, complaining that training only blooms without results; Limited effect theory, that is, the training effect is not obvious, the potential effect is not economical at present, and the training investment is reduced in order to save costs unilaterally; Training risk theory, that is, the quality and skills of employees have improved after training, and people are more likely to flow out of the enterprise. Employees are also biased against training. Many employees think that training is just posturing and formalism, which has no practical help to the development of enterprises and their own growth. (2) The training plan is not scientific enough. As a systematic project of human resources development, training should be planned and targeted. However, at present, the training work of most enterprises in China lacks scientific and reasonable arrangements, mainly in the following aspects: the training work lacks scientific training demand analysis and only meets immediate interests and short-term needs; Long-term training and short-term training together, lack of systematic arrangements, can not achieve the expected results; Training lacks foresight, and enterprise talent demand forecasting and talent planning are not in place; It is difficult for employees to participate in designing training plans, and their enthusiasm for participating in training is low. (III) Lack of environment for transforming training results Employees need an environment that can transform training results into enterprise benefits after returning to work. Only with the support of superior leaders, communication and mutual assistance among colleagues, support of funds, supporting facilities and related policies, and coordination of time can the training effect be effectively transferred to practical work. However, in the real working environment, leaders often don't support, colleagues don't cooperate, funds are tight, time is tight, etc., which leads to the phenomenon of low conversion rate of training effect, which makes enterprises only see training and can't see the effect. (D) Backward training methods and techniques. The training of employees in most enterprises is mainly based on "classroom teaching", and the training is often centered on teachers, and there is a lack of communication between the two sides. This traditional training method is far from the effect of "case teaching method", "group discussion method" and "module training mode" adopted by developed countries in Europe and America. Moreover, the training methods are mostly limited to the three-stage mode of "teacher speaking, student listening and examination", and enterprises rarely invite experts to hold technical training courses and special lectures, especially state-owned enterprises that train employees through modern computer network technology. (5) The training content is backward. There are many contents of enterprise training, which generally consists of three parts: knowledge training, skill training and attitude training. Enterprise training in our country mainly stays in the training of employees' knowledge and skills, and it is not done enough in other aspects such as the inheritance of enterprise culture, the enhancement of enterprise cohesion, and the stimulation of employees' enthusiasm for work, which leads to only paying attention to training effects and skills training and ignoring attitude training. Although the skills of employees have been greatly improved, they lack correct working attitude and excellent professionalism. The end result is that the staff turnover rate remains high and the training investment of enterprises is wasted. (VI) Lack of supervision and evaluation of training effect Most enterprises only pay attention to the site conditions of training at that time. For example, they only evaluate the most superficial things such as the organization of training and the performance of trainers, but do not evaluate the impact of training on employee behavior or even the overall performance of the company.