Enterprise university, also known as enterprise university, refers to a new education and training system funded by enterprises, with senior managers, first-class business school professors and professional trainers as teachers, and through practical education means such as actual combat simulation, case analysis and interactive teaching, with the aim of cultivating middle and senior managers and supply and marketing partners of enterprises to meet people's lifelong learning needs.
However, the listed China Enterprise University has not got rid of the traditional concept of talent training, and it is still in trouble: the staff's enthusiasm for training is not high, the training effect is not obvious, the connection between training and organizational strategy is weak, and the value of training function has not been recognized by the organization ... How to get the enterprise university out of the predicament and how to build an effective enterprise university, Huaheng Zhixin will give you advice based on years of experience in human resources consulting services.
First, establish a perfect enterprise university training system.
According to the investigation on the present situation of enterprise training system in China, 67. 1% of the enterprises surveyed have not yet established a systematic training course system. Most training departments adopt the mode of "course combination" when implementing key talent training projects, combining "famous brand" courses and lecturers in the market. The next problem is that the training is not targeted and continuous, and the training department often frets: "The' good' courses in the market are all finished, so how can we make new moves next year?"
Enterprise universities emphasize the systematic planning of training paths, and draw a targeted "learning map" closely around employees' career development and ability requirements. In terms of professional training, Hong Kong Cathay Pacific Airways is worth advocating: drawing a perfect learning map for all offline business talents to help employees develop. For example, employees of the airport department will receive induction training for all new employees when they join the job, and then enter the induction training of the airport department. Employees receive job skills learning, assessment and certification, and receive excellent service skills upgrading training after half a year's probation. In this way, with the career promotion of employees, the ability level of employees is continuously improved and improved in a targeted manner, so that talent training runs through every important link of employee growth. A systematic "learning map" closely surrounding employees' career development and ability needs is the basis to ensure the training of key talents. Whether it is management talents or professional talents, corporate universities will provide rich strategies to promote the sustainable growth and supply of key talents.
Therefore, we say that the enterprise university training system can go beyond the traditional training management system, knowledge management system and E-LEARNING system, further integrate the enterprise strategy system, performance management system and other modules, provide a brand-new solution of integrating system, platform, content and application counseling for enterprise training and sustainable growth, and help enterprises quickly establish and operate a standardized education and training system. And help establish a perfect enterprise to further upgrade to the enterprise university system, thus helping the enterprise system to solve the contradiction between strategic landing and talent training, enterprise development and employee growth, enterprise learning and performance improvement, and finally helping enterprises to establish excellent learning organizations, comprehensively improve organizational IQ and soft power, and realize the sustainable growth of organizations.
Second, build a learning model that integrates knowledge and practice.
At present, most enterprises understand training as a simple teaching process. Students often listen to class after class. Although this training mode can transfer some knowledge, it can't really affect the behavior of enterprises. It can be said that it is only "knowing" but not "doing". In fact, in the history of human development, people have long explored a set of effective methods to transfer knowledge and skills. We can call this model "knowing", "knowing", "doing" and "learning". Due to the lack of this correct learning model, enterprises can only stay at the level of "knowledge" even if they invest more money in training. If there is more training, it may also lead to serious disunity of ideas within the organization, which is prone to estrangement and conflict. Employees will naturally feel that training is out of touch with actual work. Training has become a huge waste.
In this regard, in order to improve the effectiveness of training, enterprise universities need to adopt a learning model combining "knowledge" with "action". Enterprise universities can adopt the well-known "72 1 law", that is, 70% of employees' training and growth depends on post practice and exercise, 20% on post counseling and feedback, and only 10% depends on face-to-face teaching. In other words, when cultivating key talents, enterprise universities should emphasize the diversification of training methods, not only training, but also providing more development means to support. Here, GE scientifically cultivates and develops the BMC program of talents through evaluation and feedback, face-to-face teaching, online learning, rotation exercise, coaching and other ways, which is worth learning from corporate universities. That is, the four-week project research, except for the first week in GE Claughton College, the other three weeks will be divided into different groups to conduct research and interviews on the same topic in different countries around the world. For example, aiming at the topic of how to promote GE business through social networks, it brings together the views of different countries around the world and finally forms a diversified solution.
It can be seen that the construction of an effective enterprise university is no longer based on students' satisfaction, but on real performance improvement. For modern enterprise universities, training practitioners should be proficient not only in training, but also in business, be able to participate in the formulation of strategic decisions, and clearly explain the contribution of organizational learning to business development. They can not only use the technical terms of learning organizations, but also use business terms to communicate and use their knowledge, skills and influence to promote innovation and profit growth.
Third, pay attention to the study of enterprise groups.
The training target of small and medium-sized enterprises in China is mainly one or two core personnel of enterprises, but the development of enterprises is fundamentally due to the improvement of the overall level of organizations. Only a few people lead a group of laymen with different ideas, and even the best management ideas are difficult to succeed. On the other hand, although large enterprises in China have a wide range of training targets, the training at all levels and departments is often fragmented. In addition, because most of the people who accept it are middle and low-level personnel, many good management and marketing models will eventually be rejected when they reach the upper level, just because the decision makers have power, but they don't have relevant professional knowledge. The saddest thing is that they think that as long as they have power, they should be the most professional people.
In view of the above phenomenon, in order to build an effective enterprise university, it is necessary to complete the transformation from individual entrepreneur learning to enterprise core team learning. The success of an enterprise depends not on a group of highly skilled employees, but on an excellent team with tacit understanding. In the process of enterprise training, on the basis of developing individual employees, by mastering and applying relevant operating rules, we instill the same goals and values, so that the whole team can show tacit understanding and consistency and think and act like one person. From the promotion of employees' personal ability, to the promotion of skilled cooperation ability, and then to the practice of * * * with the same concept, the organizational ability has achieved step by step development. Therefore, enterprise universities pay more attention to organizational team learning and cultivate tacit understanding and consistency among teams while paying attention to the training of employees' ability. For example, China Resources Entrepreneurial University pays special attention to multi-team training, forcing the project members selected by the action learning group to come from different departments and professional fields, ensuring multi-angles of discussion and suggestions, and at the same time producing positive effects of team running-in and cultural unity; Strict structured process, design training process according to strict process framework, provide practical discussion tools, help team members unify working language and problem-solving methods, accelerate team building and management, and strengthen the penetration of corporate culture.
With the trend of economic globalization becoming more and more turbulent, only by establishing effective enterprise universities can enterprise universities become an excellent platform for mature multinational enterprises to build corporate cultural competitiveness. It has become an effective way for enterprise universities to implement cross-cultural management. Enterprise university has become an effective platform for internal communication. Enterprise universities have become an effective way to help multinational companies retain talents. In addition, enterprise universities can also play a key role in the cultural integration of organizational change.