In-house training
With the rapid development of society, market competition is becoming increasingly fierce. In the process of enterprise survival and development, talent is the first competitiveness. With the increasing attention of outstanding talents to the cultivation and promotion channels of enterprises, according to the research data of Liepin,In the process of recruitment publicity, all kinds of enterprises have strengthened the publicity of talent training, accounting for as much as 63.
It can be seen that enterprises are gradually realizing the importance and necessity of investing in human resources, and one of the main ways to cultivate talents is enterprise trainingIn recent years, many enterprises have increased their attention and investment in internal training.
According to IBM's 2008 global CEO survey, 80% of CEOs believe that team capability is one of the bottlenecks hindering the development of enterprises. However, in another survey, 65% of CEOs believe that most internal training is untargeted or ineffective. This situation is still ongoing, and the internal training of the enterprise is a good thing, why is it "ineffective"? Let's take a look with Zhiyuanjun!
1.The three "pain points" of internal training
The internal training system of the enterprise is not perfect
In the early stage of development, many start-ups still adopt the traditional human resource management and internal training mode, and have not established a perfect internal training system. It ignores the knowledge and skills training required for enterprise strategic change and actual business pain points. As a result, the role of internal training is not fully utilized, and the overall work efficiency of the team is low.
Training is "ineffective" and does not solve real problems
At present, the training content of many enterprises has little value for practical business applications. Most employees tend to learn from the outside to learn hot courses, and although they have a lot of knowledge, there are still many problems when it comes to solving practical problems in the enterprise. The main reason is that there is a lot of theoretical content in the training course, and employees believe that its practical operability is insufficient when participating in the training, and at the same time, there is a lack of practical exercises, which leads to the inability to implement and apply the knowledge and skills learned to specific work.
The enthusiasm of employee training is not high, and the participation is not extensive
Most of the internal training is carried out by the training lecturers of the human resources department, especially for growing enterprises, it is rare to hire external experienced lecturers, due to the lack of research and understanding of employee training needs in the early stage, the training content is single and boring, the classroom form lacks innovation, and it is still based on the traditional "preaching mode", and the lack of employee participation leads to poor final training results.
The important role of in-house training
The core of internal training is to empower the organization, whether it is the content or purpose of the training, it is necessary to focus on the development of the enterprise, to use it for the enterprise, to promote the growth and development of employees through training, and then to empower the efficient operation of the organization. Specifically:
Through systematic in-house training,Improve employees' ability to solve practical work problems and drive the improvement of organizational effectiveness.
Through targeted training and learning, improve the vocational skills and professionalism of employees, and enhance job competencyEnhance personal work efficiency and improve enterprise competitiveness.
Enhance the cohesion and centripetal force of employees to the enterprise through trainingPromote corporate culture, promote the stability of the organization, and promote the implementation of corporate strategy.
List of high-quality authors
Create a valuable in-house training system
Build a sound and efficient training system
The systematic internal training system of the enterprise is the basis for ensuring the smooth development of training and achieving training results. It is necessary to investigate and understand the key competencies required by employees in specific positions based on the needs of organizational development and the requirements for employees' job capabilities.
Through the scientific assessment of the gap between employee competency and ability requirements, combined with the strategic changes faced by the enterprise and the changes in employees' business capabilities, based on the actual business scenarios, we continuously improve the training system and create training services for different employees. Ensure that employees can apply the training knowledge and skills to practical work, realize "learning to apply", and improve work efficiency.
"Empowering organization" as the core to promote the implementation of training results
According to the business needs faced by the organization, reposition the focus of training, with the goal of improving organizational ability and performance, "learning to do", closely focus on the actual business pain points of the enterprise, design training courses, encourage employees to take the initiative to participate, and put forward valuable ideas and suggestions.
Strengthen employee training and incentives, and mobilize initiative
The enthusiasm of employees to participate in the training is insufficient, firstly, because the training content is not novel enough and is "out of touch" with the actual problems of work; Second, the training incentives are not in place, and there is no "ruler" to measure the final effect.
As mentioned above, we can innovate the training content and continuously improve the pertinence of the training by focusing on the pain points of the business. In terms of training incentives, it is necessary to redesign the incentive indicators to integrate the transformation of employee training results, actual performance output and contribution into it, and use it as a key element to measure employee value creation, and link it with employees' salary, job promotion and performance, so as to motivate employees to actively participate in training, achieve ability improvement, and empower the development of the organization.
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Zhirui Boyuan, a professional and warm supporter of corporate growth.