Where Is The Future Of In-House Training Personnel?

As enterprises attach importance to improving their organizational capabilities, future training will move from "marginal position" to "central position".

But, I think, the traditional enterprise internal training personnel may not be able to move from edge to edge.

If they fail to meet the needs of their internal customers and become business partners, their fate will be more marginalized or even replaced.

First, the power to allocate resources.

In order to win the match between the "power" and "financial power" of the training center, he managed to argue before the governor and the relevant departments. After six months, he finally got the financial management right which is more conducive to the development of the training center.

Second, the "quick win" project wins organizational trust.

After training in the classroom, if the new employee practices the pass in a simulated bank, he will be proficient in the actual business process, and the probability of error will also be greatly reduced.

After the ROK assessment, the real difficulty of knowing the project is that some of the banking business is trading with other banks.

But this part of the business volume is within 10%, fully controllable.

With his push, the project was quickly completed.

Third, do something and do nothing.

Before I visited the University, I thought there were many lecturers and many trainees here.

After understanding, I realized that what Luo did was to train the most difficult and the most technical part of the value chain - "curriculum development".

Once the curriculum development is mature and after several pilot projects have been successfully completed, they pfer the content and methodology of the course to the training suppliers who are outsourced, and the suppliers are responsible for the implementation.

They selected 5 training companies across the country as outsourcing partners.

For staff, customer demand orientation is easy to say, but really hard to do.

According to my observation, a lot of enterprises' internal trainer, in fact, is guided by workload, and strive to do several training in one year. There is something to report at the end of the year.

For example, it is easier for teams to expand such projects, and to promote team building.

A company's internal training staff once organized the same group of employees for several years to expand the team. Later, the members of the Department found reasons to leave.

First,

Understand business.

7 years ago, our magazine and Hewitt jointly organized the selection of "China's best employers". We were impressed by the director of human resources of one of the companies selected by Novo Nordisk (China).

Her name is Hong Zhaoyang. She spent two months as a business representative to see doctors, patients and patients in order to understand his business.

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I think the course she designed for salesmen is sure to meet the needs of business people.

How many HR and enterprise training personnel can do this? At that time, our editorial staff said that this comrade worked so hard that he would have a great future.

Now she is director of human resources at Novartis China headquarters.

Secondly, when training design, we can really dig out customer needs and be reflected in the curriculum.

According to Wu Wei, director of the teaching research and Development Office of China Merchants Bank, they set up the two quality assessment before and after the Golden Eagle program, a training project designed for the branches and the grass-roots managers.

In the pilot project evaluation results, it was found that the executive power of the merchants bank was very strong, but the strategic thinking ability was weak. Some of the qualities were different in different branches, so they were adjusted accordingly in the curriculum setting.

In the sharing of the forum, Huang Zhiguo, executive vice president of the US Academy, said that they never invited trainers who were selling hot "airport discs". He thought those people were storytellers, and their lectures could not help solve the problems of enterprises.

For this point, I deeply agree that those lecturers have their market and can play the role of popularizing knowledge in the hundreds or even thousands of people's meetings.

However, corporate training courses can not be done by such a few people.

Unfortunately, most of the enterprises' internal training staff have not yet realized this.