Training series 1: enterprise training. What difficulties have we encountered?

I have been tortured by training recently. In fact, I can't find some good ways to solve some difficulties in the process of building the company's training system. I believe that many training directors and human resources managers of small and medium-sized enterprises have the same troubles as me. So what kind of training system should we establish when small and medium-sized enterprises begin to pay attention to training? What are the main difficulties in the process of establishing this system? What is the solution? In some recent blog posts, I tried to discuss these issues, hoping to inspire people who suffer from training like me. 1. Lack of funds. Lack of training funds is the first and most important problem faced by training directors. Most small and medium-sized enterprises are faced with survival problems, and the funds are mainly used for research and development, production, sales and other links that can bring direct profits to enterprises. There are many reasons for the lack of funds. But the main possibilities are: first, training can't bring benefits to enterprises directly and quickly, so it rarely enters the sight of bosses. In the eyes of business owners who have just passed the survival barrier, training not only costs a lot of money, but also delays the working hours of employees. Without training, it can directly bring benefits to enterprises. Second, the company has organized training before, but the effect is not good. In this way, business leaders will no longer support it. 2. Lack of incentive system for training lecturers. The training lecturer here mainly refers to the internal training lecturer. When the enterprise training system was first established, enterprises thought of more internal resources, which was very helpful for enterprises to reduce training costs. But in practice, it is not easy to develop internal lecturers. The next question is, is the time for training instructors to prepare for training working hours or spare time? Train instructors to train employees. Is this their duty or their extra work? As we all know, most of the initial internal trainers are managers of enterprises. ) 3. The training plan can't be implemented well. After investigating the classic training needs in books, we listed many training courses and arranged detailed training plans, training time, training lecturers and participants. However, when we started training according to the training schedule, we found that our plan could not be held as scheduled for various reasons. 4. The training effect is not well evaluated. The fuzziness of training effect is one of the main reasons why the management of most small and medium-sized enterprises are unwilling to support training. Well-organized training is definitely effective and beneficial to the long-term development of enterprises. One of the key problems is that we can't immediately present the training effect to the management and give them enough confidence to support the training. Moreover, the poor evaluation of training effect has also brought a lot of trouble to the training organizers, and the training cannot be adjusted in time. After a training class, students just listen in class and forget after class. Of course, the problems encountered by the training supervisor in the actual operation process are far more than these. Analysis of training needs, establishment of training system, standardization of training process, etc. These are all problems we have to face. If there are problems, there will be solutions. In the following,