Talent Training Is Capital, Not Cost.

As for staff training, Zheng Yonggang, chairman of the board of directors of Shanshan Invest-holding Company, admitted that the awareness of private enterprises in this area is not enough. "What we call profits is the profits generated by low investment in talent cultivation, and overdraft the future, and foreign enterprises do well in this respect."

Wang Chun's experience can explain Zheng Yonggang's viewpoint.

The first thing to do after entering Hewlett-Packard Co is to understand the rules of this arena: what can be done and what can not be done here.

This is also one of the contents of the company's new staff training.

Wang Chun, a master of Northern Jiaotong University, entered the Hewlett-Packard Co in February 2009. He had worked in a private IT company for 5 years.

A year later, Wang Chun's greatest feeling is that there are more things in this year than in the past three years in private enterprises: HP's resources are very rich, and 10000 are placed on the intranet to develop and purchase third Fang Peixun courses online.

In addition, mentors' guidance, different project training and challenging tasks make him feel that he is growing fast.

How do private enterprises learn skills?

"Private enterprises have a high turnover rate, but they do not train their employees because of the flow of talents. This will only create a vicious circle, which will outweigh the gains."

Lin Hai, President of HP training training company, said he believes that private enterprises should learn more from the experience of foreign companies in training employees.

From the perspective of training content, private enterprises pay more attention to marketing, communication, business mode innovation and technology training, the core is around making money; foreign enterprises attach more importance to leadership, general management ability and team building training, which is a combination of management and making money.

"The training of general management skills valued by foreign companies includes execution, efficiency and management. These improvements can also enhance corporate profits, and marketing is only one way to enhance corporate profits."

Lin Hai said.

As a professional training organization, the public company has worked with Alibaba for a survey the year before, comparing the training of private enterprises and foreign enterprises.

Lin Hai told reporters that the first difference between foreign-funded enterprises and private enterprises in training is that foreign enterprises will carry out structural design for staff training, and there will be relatively fixed budgets. They will conduct job design in a variety of categories for staff training and do more meticulous work.

Private enterprises, due to their lack of experience, pay more attention to short-term effects on their training.

"The second point is that the training of private enterprises is lack of science and standardization."

Lin Hai said that a large part of the training of employees in foreign enterprises is outsourced to professional training companies, and they will focus on training the company's brand and adapting to the enterprise. Private enterprises attach great importance to famous teachers and lack of scientific training programs.

For instance, the president just knew a senior talent, so he invited him to give lectures, and the content of the lectures looked at the preferences of the lecturers, and the requirements for the lecturers were mostly that of the middle level and above, and the rest of the "better and better".

Thirdly, foreign enterprises attach importance to the balanced development of all levels of staff, while private enterprises only attach importance to training of core managers and pay more attention to the training of underwriting, which is due to the different habits of enterprises in the long run.

In addition, private enterprise staff training lacks scientific training evaluation system. Foreign enterprises will attach importance to previous analysis and investigation before outsourcing training projects, inform training companies through training related needs through internal questionnaires, and private enterprises rarely do this.

"Training is an asset building rather than a short-term welfare measure.

We should regard it as an asset rather than a cost, so that we can improve the quality of our staff and retain employees.

At the same time, further training can improve employees' performance and bring more profits to enterprises.

Lin Hai said.

HP's training channel

"HP has a complete set of staff training system."

Li Yang, HP Training Manager in China, told reporters that employees will receive different training after they enter the company.

Li Yang said, for example, for fresh graduates who have just entered the company, there will be a training program lasting three to four months.

Such a complete plan can make students who have no work experience in a few months, through learning the company's culture and background, through learning various product knowledge, through a variety of HP's internal institutions and internal process learning, to familiarize themselves with the whole HP, including the specific content of the business and the specific content of the product and so on.

At the same time, HP will provide them with very complete phased examinations in the past few months to check whether the training results are completed according to the plan.

"There are no deficiencies or faults in the design of the company's organizational structure.

So, when employees come in, they will get the attention of a very good training system.

Li Yang said.

He introduces that the HP training system is divided into three levels, including public platform training, professional platform training and leadership training.

In the public platform training, it will be divided into many different courses, such as NEO New Employee Orientation training, to understand the overall framework of the foreign company, and the company's vision, mission and strategic direction.

Business Ethics (SBC) training will tell new employees what can be done and what can not be done.

Besides, it also includes training contents such as communication skills.

The second is professional platform training, which is related to HP's various business departments (BU) training, including products, sales, marketing, services, R & D, etc.

HP attaches great importance to the training related to the business sector. It will invest a lot of training resources in the training and development of business sector employees, especially in sales training.

HP has more than 50 training courses for salesmen, with a large amount of courses. Among them, "Sales Excellence" is the representative of professional platform training.

The third is leadership training.

If employees have made great progress in sales, marketing or technical work, and hope to become managers, HP has training plans for managers at all levels, such as the lion project, headed by Sun Zhenyao, vice president of HP global and President of China region, and Hui Pugao class manager learning club, all of which have played an important role in HP's leadership of training managers.

In addition, Chinese HP will send various types of managers to HP global branches every year, and they will become the backbone of HP in China when they return home.

In HP, people follow the rules of 70-20-10 training, 70% is the actual training for employees in their business projects, and the 20% is the training through tutor guidance and team mutual assistance, known as relationship training, and the 10% is training in the usual sense, such as reading, online learning and face-to-face training.

Asset input, not cost input

Though it has gone through

Not only is HP, but most multinational companies have a sound training system and high training input.

From October 2008 to February 2009, the US investment return rate research institute surveyed 451 large enterprises.

The survey, based on the Fortune 500 database, shows that these companies invest between $10 million and $640 million in training, with an average investment of $138 million.

Li Yang did not disclose the specific training input of HP China every year, but he told reporters that besides the training fund of Chinese law, which is 1.5% of the staff salaries, HP still has a lot of training input every year.

"The company takes it as a strategic investment."

Li Yang said.

Like HP China, the training system of foreign branches in China has become an important factor in attracting talents.

A survey of 200 foreign-funded enterprises in Jiangsu showed that the proportion of managers and non managers who received training provided by the company was 42% and 43% respectively. The average time of training for managers and non managers was 65 hours and 63 hours each year in the past 3 years.

Among them, the average time of training for top managers and non managers was 720 hours and 800 hours respectively.

However, Li Yang, HP Training Manager in China, believes that the training time of employees is very difficult to measure. "For example, a global management type project now takes only 3 days in the classroom, but it needs 1 months' online course self-study before training, and 3 months follow-up training after training."

In addition, Li Yang believes that HP's staff training has no obvious difference between management and non management.

"Most of the staff training of HP is business driven, and most of the training is based on the needs of staff positions, so maybe a skilled employee needs to have an industry certification. The time to participate in training and the money invested by the company may exceed the time of a manager and the input of gold money."

Whether the investment of time and money can be rewarded in employee training is often a problem for top decision-makers.

Executives, of course, want to see that training brings benefits such as productivity growth, quality improvement, cost reduction, efficiency enhancement or customer satisfaction.

When there is not enough evidence to show the effect of training, there will be a deep sense of frustration.

"Employee training investment return rate is difficult to calculate and compare because of different projects and corporate culture and measurement methods. Different training projects adopt different strategies, and not every project's effect is immediate."

Li Yang believes that sales and other key projects will take the form of calculating the return on investment, but it is difficult to calculate the return on investment for the training of cultural concept level and the pmission of strategic information.

Li Yang said that HP attaches great importance to the promotion of staff learning and development, and will not seek instant success, but seek long-term returns.