Enterprises pay more and more attention to improving human capital by training employees. However, there are still various misunderstandings in enterprise training. Establishing a scientific training system, changing training concepts, strengthening training effect evaluation and establishing a reasonable incentive mechanism are effective ways to improve training quality and cultivate high-quality employees.

Paper Keywords: enterprise staff training human capital sustainable development

In order to survive and develop in the fierce competition, in addition to constantly updating and improving the business structure, constantly developing human resources and attaching importance to employee training, maintaining benign operation is one of the important strategies of enterprises. Staff training is an important means to effectively enhance employees' knowledge, skills and abilities, realize their own value to a greater extent, improve employees' satisfaction, enhance employees' sense of belonging and responsibility to the organization, and build core competitiveness for enterprises. Staff training directly affects the quality and work performance of employees, and then affects the overall competitiveness of enterprises.

First, the necessity of enterprise staff training

The benefits of employee training to enterprises are manifold. The fundamental purpose of training is to obviously improve the trainees' knowledge, skills and attitudes, enhance their working ability and efficiency, and enable enterprises to obtain obvious economic benefits.

1. Training is the guarantee for enterprises to acquire talents. There are two main sources for enterprises to obtain talents: one is the society, and the other is the school. However, no matter which channel you get it from, you can't directly become a professional who is really useful to the enterprise. The training period of this kind of professionals is very long. Even if they are trained in one class, there are still many shortcomings, which cannot guarantee their immediate effect. So in this case, most of them can only be improved by the training of enterprises, and they are really used by enterprises. Training makes "external talents" become "internal talents", which is the only way for enterprises to obtain excellent employees.

2. Training can reduce costs. Through training, employees' work performance can be improved, their work initiative, enthusiasm and creativity can be stimulated, and the management cost of enterprises can be saved. This kind of saving is multifaceted, which is not only manifested in the improvement of technical personnel's quality, the optimization of production and operation plans, the guarantee of safety, the improvement of quality and the reduction of costs, but also in the improvement of employees' working ability and the reduction of costs brought about by the improvement of work efficiency. The deep-seated chain effect is also manifested in the value brought by constructive understanding of company policies.

Second, the common problems in enterprise staff training

It is necessary for enterprises to train employees in time, and scientific arrangements and effective measures must be taken to achieve ideal training results. Many enterprise managers have fallen into various misunderstandings in the process of employee training.

1. There is no sound training institution. The enterprise training system is incomplete, there is no special training department, even no special training classroom and training equipment, and most of the training work is organized and arranged by one department of the enterprise. In terms of system, although enterprises have training systems, most of them are not perfect. Enterprises pay more attention to form than assessment, and lack a sound and perfect training effect evaluation system. They only regard training as a task, and it is good to complete the task. They don't make training reports in time, summarize the training process, give feedback on problems and put forward suggestions for improvement. As a result, managers are always a little powerless to answer these questions, such as what the trainees have improved and improved in their business, to what extent they need to improve, and how to improve their future training.

Staff training lacks long-term systematic planning, mostly for short-term benefits. Enterprises are "treating the headache and treating the foot pain". Only when there are problems in enterprise operation, some temporary training is organized, which leads to the randomness of training content and methods. Staff training in many enterprises is a mere formality, which often leads to the fundamental problems of enterprises not being solved, unable to keep up with the pace of the market, and often in a passive position, thus affecting the competitiveness of enterprises.

2. Lack of scientific and detailed demand analysis before training. Many training leaders complain that employees are unwilling to attend every training, and even after attending the training, nothing has changed. Leading enterprises to spend a lot of manpower, material resources and financial resources on training, but in the end it has little effect. After in-depth understanding, we can find that the root cause is the lack of effective demand analysis for training. Most enterprises regard training as a "specific medicine" and go to training whenever there is a problem. There is neither a plan nor a good system and standard for training. This practice makes the training work of enterprises neither holistic nor continuous. Moreover, employees may repeatedly learn the skills they have mastered during the training process, making employees feel that training is unnecessary, ineffective and a waste of time. Employees are unwilling to take part in the training and can't learn the skills and knowledge urgently needed in their work, which undoubtedly violates the original intention of training managers.

3. The training content is divorced from reality and lacks pertinence. Many enterprises regard training as a cover to publicize their corporate image. Still training for quick success. Without full consideration and investigation, organizing employees to participate in various training courses, ignoring whether the training content has guiding significance for training, and the training method is single, which leads to low enthusiasm of employees. Training can't achieve the expected effect, nor can it play a guiding role in practical work, but it increases the cost of enterprises.

4. The training method is single. In the process of training, the training methods for most employees in enterprises are mainly inefficient classroom teaching and knowledge transfer, and even departmental training is mostly a mentoring mode of "passing, helping and bringing", which ignores the use of diversified training methods and lacks the innovative ability of training technology. Do not pay attention to mobilizing the enthusiasm of trained employees, and do not proceed from the characteristics of adult learning and the actual needs of enterprise work.

5. The training of teachers is unstable. Every enterprise has its own uniqueness in technology, technology and management, and the training resources in society can not fully meet the training needs of enterprises. Many enterprises generally do not set up full-time trainers or hire part-time lecturers out of the instinct of saving. Due to the lack of relatively stable full-time or part-time lecturers in enterprises, the development of training materials and the summary of experience accumulation are usually ignored. When training, the teaching materials are patched together, and the training effect is difficult to guarantee.

Third, enterprises to strengthen staff training measures

Human resource is the resource with the greatest value-added potential and the most investment value among all resources of an enterprise. Therefore, in the face of various problems in enterprise training, what managers need to do is to dig deep into the causes of the problems and solve them fundamentally, so as to achieve better results in employee training.

Only by forming a good training mechanism can the training produce good results. The author thinks that training should be divided into three stages, from scratch, from form to content, and then from content to form. At present, the training of enterprises often stays in the second stage: the boss understands the importance of training, and the boss will organize training whether it comes from inner understanding or following the external trend. In fact, he should know whether this training has any effect and how effective it is. The following countermeasures are helpful to help enterprises transition from the second stage to the third stage faster.

1. Strengthen the change of training concept.

(1) Strengthen high-level attention to training and increase investment in training. The attitude of enterprise managers to training directly determines the effect of training. Managers must change their ideas and establish a brand-new view of human resources: enterprise training should not be the welfare or reward of a few people, but the training of all employees from leaders to ordinary employees. Every training, they should take the lead to improve the enthusiasm of employees to participate; Constantly increase the intensity and frequency of staff training, so that staff training is regular and institutionalized. Enterprises must start from the top leaders, pay enough attention to employee training, and make appropriate investment in training.