What are the ways for enterprises to cultivate talents?

Lead: As an important part of enterprise management, human resource management is playing an increasingly important role. Knowledge, skills and information are the core of human resources and constitute the main body of human resources value. Enterprise talents, as the carrier of implementing strategic objectives, determine the development direction of enterprises.

What are the ways for enterprises to cultivate talents? First, the disadvantages of the traditional training mode.

Traditional training is no longer qualified for the important task of internal talent training. In reality? Grazing sheep? Training? The contradiction between work and study? It is not uncommon to train in order to complete the training task. Traditional training based on face-to-face courses supplemented by various derivative ways is no longer enough to accomplish its mission, especially when expensive external teachers teach, they usually train for one or two days and are enthusiastic for two or three days, and their application and implementation are ignored. Often leaders think that the money spent has not seen the effect, which reduces the enthusiasm of training. This kind of training obviously lost the function of cultivating internal talents and supporting business, and the result was a serious deviation from the original intention of enterprise training. The reason is:

1. Subjectively, enterprises hope to improve the quality, skills and knowledge of employees through training, but objectively, due to the lack of targeted training courses that are not closely integrated with business, they cannot bring substantial help to employees who are constantly improving their quality and living in the network. At the same time, the training managers' own ability and quality are not high, they don't know enough about employee training theory, the training direction is not clear, and the training methods and means are not flexible. In the process of training, there are often problems such as disjointed training contents and rigid methods, which will naturally lead to useless learning and low interest of employees, and make training stagnate at the formal level.

The contradiction between engineering and learning has not been well solved. Workers are busy with their work all day, no matter what their work status is, it is difficult to organize them to carry out systematic training and business drills, and even organize learning when their work is tense and busy, so it is difficult for them to concentrate and the training effect cannot be achieved. Sometimes the training manager will simplify or cancel the training because of the busy work, and then go to the other extreme, which makes it difficult to effectively improve the overall quality of the team.

Teachers' ability and quality are not high, which is far from the requirements of talent training. The low ability and quality of teachers are mainly manifested in the following aspects: First, although the staff as on-the-job training teachers have expertise in skills, they lack teaching skills and have a low level of theoretical knowledge. In the training process, the combination of theory and practice lacks depth, breadth and thoroughness. Second, some full-time teachers do not have enough knowledge updating, professional training and skills training, so they rarely have the opportunity to participate in professional education and training. Therefore, when undertaking training tasks, they always take? Nazism? Now study sales. Third, there are many teachers who can talk about theory, but few teachers who can talk about skills and modern new knowledge.

The employee group has changed, and the post-90s employees have entered the workplace, and the new generation of employees' subjective consciousness has awakened. We should treat employees equally and respect their personality characteristics. Rigid cramming education can no longer meet the requirements of the times. Therefore, the reform of enterprise training mode is imminent.

Second, the effective way of enterprise personnel training

1. Establish the concept of lifelong learning and create a learning atmosphere.

The foundation and premise of the leap from training to learning is the knowledge of senior managers in enterprises. Based on this understanding, middle and high-level enterprises should set an example in learning, awaken and maintain employees' learning motivation in systems, employment policies, interest distribution and other mechanisms, and form a learning enterprise atmosphere.

2. Institutional constraints and incentives.

Establish a corresponding management assessment system. For example, set up a staff education committee with the general manager as the director to be fully responsible for the company's training; Incorporate the training of each unit into the company's annual production and operation plan and into the company's economic responsibility system for assessment, so? Every unit has an assessment, and everyone has an indicator? ; Regularly carry out training evaluation, implement the reward system in time, and honor the reward commitment to outstanding individuals or units in time: establish a long-term incentive mechanism linking training with salary and promotion.

3. Make full use of the Internet platform and innovate the training mode.

Extensive classroom training, enterprise online learning, mentoring, discussion, case analysis, job rotation and other training methods, embedding websites, social products and Internet tools into enterprise learning, such as various online learning websites, learning apps, WeChat, Weibo and QQ groups. Learning by using the Internet, especially the mobile Internet, is more in line with the learning habits of modern employees, and can also effectively broaden the scope of learning, improve learning efficiency, and truly realize the "interconnection" of training.

4. Establish enterprise training knowledge system and knowledge management system.

The training department should collect internal knowledge in a planned and policy way, form a knowledge base and do a good job in knowledge management. For example, in the fields of safety, technology, equipment and technological innovation. Employees with professional knowledge are allowed to give lectures on a regular basis, and the lectures are recorded as videos and uploaded to the company's internal learning platform, forming a resource enjoyed by * * *. For front-line grass-roots workers, letting excellent skilled employees record their own operations into videos will form valuable wealth of enterprises over time, which is very beneficial to the management of enterprise knowledge reserves and training resources, and gradually form a training management model of inheriting culture, improving ability and refining knowledge.

5. Build your own trainer.

Having your own internal trainer will be the future training direction of the enterprise. Internal trainers are generally excellent employees in various fields within the enterprise, and they are familiar with the professional technology, knowledge and good experience within the enterprise. Therefore, their training courseware and cases can be closer to the actual situation of enterprises and more easily accepted by employees. At the same time, the construction of internal trainers helps enterprises to save training costs and form a good learning culture in enterprises.

6. get rid of it? The contradiction between work and study? Turn work into study

Training should pay attention to the improvement of employees' ability. Enterprises can adopt the flexible training mode of mentoring system, where mentoring pairs, learning at work and working in study, so as to truly solve the contradiction between work and study.

Today, with the rapid popularization of Internet technology, profound changes in employment relations and unsatisfactory results of traditional training, it is urgent to change the training mode. Enterprise training is not only the renewal of ideas, but also the reform of enterprise internal training system. Similarly, as employees, if they want to add value to themselves in the fierce competition for talents, only lifelong learning, in addition to actively participating in the company's learning system, but also independent learning outside the system. The growth of employees is not the responsibility and obligation that enterprises should bear, and the long-term trend will be-what will enterprises do? Trainer? Become? Selector? To form a richer talent supply chain.