Clever Use Of Training Skills To Enhance The Competitiveness Of The Workplace

< p > > a href= "http://www.91se91.com/news/index_c.asp" > Training < /a > and lack of development projects make many young employees feel dissatisfied with their current employers and will arouse their thinking of job hopping.

According to a Harvard Business Review survey, employers usually offer common career development paths and methods out of their obligations, but few formal development projects, such as training, guidance, coaches, etc., are most important for young employees.

Now there is a vicious circle. Companies are reluctant to invest in formal training programs because they are worried about < a href= "http://www.91se91.com/news/index_c.asp > employee turnover < /a >, and the reason why employees quit is because they have not been trained.

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< p > some employers are fighting against this vicious cycle. As long as they promise young people that the company will provide them with more balanced training and development opportunities, they may be inclined to stay in office rather than run away.

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< p > in fact, training does not exist in isolation. It is often combined closely with recruitment and enterprise culture.

Skills can certainly be improved, but in the final analysis, training is not just an improvement in the skills of employees.

If the people recruited by the enterprise are uneven in quality or the value concept is totally contrary to the corporate culture, it is very difficult to enhance the overall performance level of the company through training.

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< p > training is a kind of < a href= "http://www.91se91.com/news/index_c.asp" > management attitude < /a > not methodology.

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< p > American management scientist H.L Gantt has a famous saying: doing well in training work can cultivate workers' diligence and cooperation spirit and improve labour productivity.

What is more important is that by strengthening on-the-job training, enterprises can use advanced ideas, correct opinions, firm confidence and advanced concepts and skills to influence workers, and train them to become "introspective and innovative people", which is a magic weapon for forging long-term viability of enterprises.

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< p > differentiated training arrangement based on the stage of enterprise development.

Different stages of development of enterprises, the training system should also be different, highlighting the design of the curriculum system.

Generally speaking, from the perspective of life cycle, enterprises can be divided into starting stage, rapid growth stage, stable stage, and strategic pformation period (or declining period). For each stage of enterprises, the contents of training should be differentiated.

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< p > for the initial stage of the enterprise, the characteristics of the business are not clear, the staff are relatively unfamiliar with the business, the training should focus on the knowledge and skills closely related to the business, and consider the low cost and high efficiency of the training.

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< p > for fast growing enterprises, business scale expands rapidly, business area expands rapidly, and the number of personnel increases rapidly. At this time, the control problems faced by enterprises are how to make enterprises not lose control and relatively orderly at the same time, which is the fundamental demand of management.

Therefore, this stage of training should focus on how to improve the management ability of middle and primary level cadres and how to change the "combatants" into "commanders". While emphasizing business training, the training of basic management skills is particularly important; < /p >

< p > enter the stable period of the enterprise, the scale is bigger, the business growth slows down, and enter the relative balance period. At this time, the enterprises should consider how to form the core competitiveness and how to realize the pformation from "heroic logic" to "organizational logic". Therefore, the two type of training is most important for enterprises. First, it is conducive to enhancing their core competitiveness training. Two, it is conducive to the management of more standardized, effective and controlled training.

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< p > for enterprises in the period of strategic change or recession, the problem is how to regain the momentum and how to revitalized the organization. Therefore, the focus of training should be change awareness and innovation ability. Training should help enterprises to think about the current situation and achieve breakthroughs.

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< p > quantifying the commercial influence of training.

Training is often difficult to occupy a place in the important affairs and strategic decisions of enterprises. This leads to the reduction of training budgets and the reduction of the number of trainees, even when enterprises are in urgent need of training.

This problem is directly related to the effect of training and the uneasy quantification of business influence. The number of training staff can not represent the contribution of training, nor is it equivalent to the success of training, nor can it indicate the commercial value of training and its impact on the profit of enterprises.

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< p > the actual impact of training should be based on a clear understanding of the business objectives, and then discuss with managers and all training stakeholders, clearly define their expected training effectiveness.

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< p > the method of quantifying training effect is different from departments, industries and regions. There is no universal law applicable to all situations, but the key to successful quantification lies in finding the real demand point of training.

Therefore, it is necessary to strengthen communication with managers and employees.

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