With the deepening of enterprise reform in China, enterprises are facing an increasingly open and mobile environment, and so are their human resources. On the one hand, a high-quality workforce is increasingly becoming a key factor for enterprises to survive and compete; On the other hand, the mobility of enterprise talents is also increasing, and talents have become increasingly scarce resources. In order to maintain the continuous improvement of employees' quality, employee training and career development have become the work that enterprise managers have to attach great importance to.

Therefore, the author believes that after the completion of enterprise training, it is necessary to strengthen the management of employees in order to maximize the training benefits, enhance employees' loyalty to the enterprise and minimize the phenomenon of employee job-hopping. However, it is not an easy task to organically combine employees' personal talents and pursuits with the development goals of enterprises, and HR needs to constantly investigate.

First, we should start with the self-management of employees' career development. The focus is on how to make a feasible career development plan and how to adopt appropriate management strategies. When making a self-career development plan, if employees have realistic expectations for themselves, the plan can play a role in promoting, making the subject self-motivated, loyal to the enterprise, and improving work efficiency and effectiveness. Organizational management is one aspect of employees' career development, but personal self-management is also very important. As managers in an organization, we should pay special attention to mobilizing the enthusiasm of individuals for self-management of their career development and rationalizing their expectations.

Secondly, if you want to make a practical career development plan, the most important thing is to know yourself and your major. After training, employees, especially new employees, may find their real interests and specialties in another job. In this regard, qualified enterprises should establish a flexible flow mechanism of talents within enterprises, or an internal labor market, so that talents can be rationally allocated in the micro sense and fully developed in the internal flow of enterprises, thus further enhancing the loyalty of employees to enterprises after training.

Thirdly, establish and develop a basic vocational evaluation system, including the understanding of various professional characteristics and requirements, as well as the understanding of their own personality characteristics, advantages and disadvantages. Especially after the training, the identification of leadership style types, job analysis and task analysis will further strengthen employees' understanding of themselves and their careers.

Fourth, in the process of implementing employee career development planning, enterprises must combine the needs of employees' career development stages. The so-called career development stage generally refers to different periods with different characteristics in a person's life. These characteristics are mainly manifested in different jobs, posts, work units or departments, wages and benefits, values, ways and contents of work activities and so on.

Finally, while implementing the employee career development plan, an issue that needs attention is the internal personnel flow. Because in the process of implementing employee career development plan, there may be local adjustment of the plan, and the premise of adjustment is that there is a flexible personnel flow mechanism within the enterprise. When employees realize their strengths and weaknesses after completing enterprise training, this demand will be more obvious. Therefore, enterprises must adhere to the all-round development of talents, break the ownership of talent departments in the past, and form effective allocation and flexible internal flow of talents. ;