What are the misunderstandings of Chinese enterprise training?

Mankind has entered the 21st century is a knowledge and science and technology as the main body of the knowledge economy, and as the carrier of knowledge and science and technology - talent in this era is particularly dazzling and important.

In this knowledge economy era full of huge changes, most of the global enterprises have put "people-oriented management - the core of management in the twenty-first century", "enterprises will ultimately compete for talent!

However, where do companies get the talent they need?　　People, not born with knowledge and skills, the need for learning and training.

To become a talent, to become truly useful to the enterprise, training is the most effective and fastest way.

In this ever-changing knowledge economy, a large number of corporate talent is no longer from the experience of rolling out, but through rigorous and effective training development!　　Carnegie in the United States as early as seventy years ago to open up the enterprise talent training industry.

Today, more than seventy countries around the world have introduced Carnegie training, the world's average weekly more than 3,000 people to the Carnegie Corporation to enroll in training.

But in China, corporate training has just begun, due to China's special history and national conditions, there are many misconceptions in corporate training.

One, the uselessness of training, the leadership does not pay attention to, do not participate in, the lack of practical investment.

Training useless theory there are two kinds, one is the direct theory of useless, that is, training can not enhance the ability of enterprise staff, but instead of consuming the staff work time; another is the indirect theory of useless, that the knowledge and skills of the enterprise staff has been enough to use the enterprise, the training is only to increase the ability of the staff, the enterprise does not have much benefit, that is, the inputs are less than the outputs.

Based on these two points of view of the leadership, either to the training of the door, or the training as a "business in the continuous pursuit of progress" image publicity, only to do to the staff or outside people to see, without the actual input.

The reason for the above phenomenon, on the one hand, is that the Chinese people's concept of learning has not changed, has not formed a real "lifelong learning" and "dynamic learning" concept; on the other hand, because most of the current stage of China's corporate training side is public. ***On the other hand, since most of the training providers in China at this stage are public management training institutions (including management schools and training centers), their traditional education methods make training monotonous and inefficient, which leads to a loss of confidence in training among business leaders.

But, in this era of rapid environmental change, very fierce competition, the speed of knowledge update is too fast, if you do not keep up with the times, do not enrich their own business, business stiffness a ball is inevitable.

To change the status quo, you can recruit new employees to enhance the vitality, but for large enterprises, the new employees are either assimilated by the old staff, or it will take a long time to make the business turnaround, to completely solve the problem, can only be solved from the internal problem.

And in the contemporary rise of professional training institutions, is based on the changing market, take the initiative to provide enterprises with the knowledge and skills needed from within the enterprise, talent development, so that enterprises to enhance vitality, competitiveness.

There is a famous Chinese saying: "Where can I get clear water, for there is a source of living water.

If the enterprise does not make practical investment in training, business leaders do not pay attention to, do not participate in, is bound to make the training in the source is stuck, how to make the staff actively involved in training? How to make the enterprise to get vibrant employees?　　Second, there is no training as a long-term work to grasp, a gust of wind, the lack of system.

Out of the short-term cost-benefit considerations, many companies tend to be in a problem or business stagnation before passively go to the trainer, so that the enterprise training is always intermittent.

However, training is a systematic project, not only a system of personnel cooperation, but also the systematization of the rational allocation of time.

"A gust of wind" training so that enterprises "headache, foot", the fundamental problem is not solved, resulting in the enterprise can not keep up with the market, often follow the dust, in a passive situation, and even the phenomenon of chaos in business operations.

Some successful enterprises, not only only see the immediate cost of expenditure, they see the long-term gains, efforts to training as a long-term system to grasp, such as the pharmaceutical industry Janssen, Schick, Pfizer, Merck Sharp & Dohme, etc. staff training as a lifeline, the annual rotation of regular training 1 to 2 months.

Long-term systematic training is particularly important to the realization of the long-term strategy of the enterprise, the benefits it brings to the enterprise are: 1, the overall improvement of the quality of the individual staff to adapt to the needs of long-term development of the enterprise, so as to make the development of the use of corporate talent and business growth interaction.

2, can promote and improve the formation of corporate culture, establish corporate image.

And corporate culture is the soul of an enterprise, is to create the spiritual pillar of productivity.

3, increase the separation of talent and waste talent, mediocrity, so that enterprises can optimize the combination of talent, the formation of a strong overall effect.

Training is like a centrifuge to develop human potential and eliminate employees without potential.

Through training, can make the enterprise to see the characteristics of the staff, through the optimization of the combination, conducive to the rapid growth of employees, is conducive to the rapid improvement of the efficiency of the enterprise!　　4, enhance the centripetal force of the enterprise.

Employees in the training in contact with each other, mutual understanding, deepening their feelings for the enterprise, so that the sense of belonging of the enterprise staff to enhance.

Therefore, only continuous strengthening, continuous improvement of systematic training, in order to shape the talent for the enterprise, in order to bring the never-ending strategic resources for the enterprise.

Three, ignoring the enormity of training, too optimistic, lack of empathy.

Training is not overnight, it not only requires leadership attention, participation, the need for trainers of hard work, but also need to actively cooperate with the staff and long-term systematic training.

As a result of a large number of employees training together, the individual learning ability of employees is not the same, the speed of conversion thinking is not the same, often resulting in huge differences in individual results.

As an organization, it is impossible to expect every employee to achieve superior results.

And, teaching and learning side of the teaching side, is a two-way relationship, not the trainer to teach good, employees can learn well, which requires time to bonding, the need for both sides of the positive and effective cooperation.

Overly optimistic, set the goal too high, is bound to interfere with the progress of the two sides of the teaching, affecting the learning effect.

There is a Chinese saying that the higher the expectations, the greater the disappointment.

That is, if you aim too high, you will fail miserably.

Special for the "learning", step by step is the reason since ancient times, ignoring the enormity of the training, will make the training haphazardly, wasting the time of the employees and trainers of the enterprise's efforts!　　Fourth, blind foreign or blind exclusion.

Fetishism, both Lu Xun's point of view, but also in the reform and opening up of China's most people's point of view.

What is good in foreign countries is brought, and what is bad is discarded.

However, what is good is not necessarily applicable in China.

While foreign countries have advanced management technology, training techniques, but if detached from the specific situation in China, the output will not be suitable for the development of China's talent, that is, belong to the ineffective training.

China is a developing country, although there was the most advanced Confucian education system, but in the modern world, a variety of cultures are interpenetrating, we are facing people will not be pure static "Chinese", but constantly learn from the world's advanced culture and knowledge of the Chinese modern people, the introduction of foreign training systems and training methods are unavoidable. The introduction of foreign excellent training systems and training methods is inevitable.

Fifth, the training is tantamount to lectures, focusing on the lecture but not practice, the lack of performance management.

Traditional training, training is the center of the lecturer, so that students around the teacher, the training form monotonous.

The modern emphasis on "practice" of participatory training is more lively, more comprehensive.

In addition, a lot of modern corporate training in China lacks performance management.

How to constantly test the effect of training, timely correction of training methods, how to use the effect of training to motivate trainees, how to make the training effect of training methods continue to improve, summarize a set of systematic training methods suitable for the Chinese people, are many enterprises in China have not solved the problem of training.

Sixth, the training is detached from the actual lack of relevance.

China's education now, most of the one-way choice, that is, what the instructor teaches, what the students learn, the students do not have the right to choose the content of the study.

This naturally affects corporate training derived from education.

Many instructors only know how to teach, without asking whether the students have accepted, seriously detached from the actual situation of the students.

Few training organizations conduct questionnaire surveys on students' knowledge and skills before training, and usually set up courses and teaching programs based on their own experience, which results in students repeating their studies or learning knowledge and skills that are seriously beyond their ability to accept.

Fewer still communicate with trainees before training to understand what they really need to learn.

Another major weakness of corporate training in China is that it is a simple transfer of knowledge and skills that is not integrated with the actual situation of the organization.

Training is not for the company, but for the individual trainee, which will weaken the overall fighting strength of the company.

The real corporate training is closely integrated with the talent needs of the enterprise, for the knowledge and skills of the employees of the enterprise deficiencies and learning characteristics, the design of the course directly in the face of the training object, the use of effective training tools, to achieve for the enterprise to increase the profitability of the purpose.

Seven, do not respect the laws of adult training, the object of training has a rebound.

Adults and non-adults a big difference is that adults have knowledge reserves, experience.

Therefore, adults do things by the limitations of the existing knowledge and experience framework, so that they directly jump out of their existing framework is very difficult, once they force them to jump out, they will produce resistance.

At the same time, adults have a weak mechanical memory, strong comprehension, abstraction and other characteristics.

So, in the training, we should guide the adults, so that they can "learn by touch", "learn by example", so that they take the initiative to accept new knowledge, new things, jump out of the existing thinking trap.

At the same time, the training needs to wake up the adult reserves have been forgotten knowledge and skills, so that it emerges from the bottom of the adult mind, and the old and new knowledge and skills for the systematic integration, to achieve the purpose of combining with the development of enterprises!　　Eight, the training staff is not valued.

Psychologist Sibraham Maslow as early as 1954, human needs are divided into five levels: survival, security, belonging, self-esteem, self-actualization.

That is to say, people do not simply pursue economic income, people in the production of people also seek human harmony, friendliness, the pursuit of status, reputation, respect and their own ability to be reflected in society.

Therefore, despite the fact that companies pay high salaries to their training staff, most of them will not be satisfied with the money for "survival and safety" because of their high level of education and their ability to carry out their activities.

If there is no respect, it is difficult for the training staff to reach the level of "self-fulfillment", which will certainly affect the efficiency of the training work, the training work will tend to be stagnant and lack of innovation, resulting in the development of human resources in the company's inefficient operation.

Respect for training staff, you can stimulate their potential, so that they are full of enthusiasm for training, and then can promote the enthusiasm of students to improve learning, so that both sides of the teaching and learning in a harmonious, happy activities in the efficient completion of the teaching program, and even in the passionate process of teaching and learning to stimulate the results of a large number of creative ideas for the enterprise to create more and more energetic talent!　　Nine, that training is for competitors to cultivate talent, employees learn to jump ship.

Here involves the concept of training, corporate training is for what?　　Corporate training is definitely not for employees, but for the ultimate mission of the enterprise: the pursuit of maximizing profits.

There is a saying that no two leaves are exactly alike.

Likewise, there is no such thing as an identical enterprise.

If an enterprise training system is closely around the establishment of the enterprise, it will certainly be a reasonable allocation of various talents.

It is trained by the talent, must be only in the enterprise to maximize the effect.

The human resource system composed of these talents should also be only the human resource system of this enterprise, and its operation is the overall operation, not rely on someone single-handedly can be successful.

So, the staff jumping ship is not terrible, as long as the training system still exists, as long as the main body of the enterprise still exists, the enterprise can keep operating, because it has a never-ending source of corporate talent - training.

For example, P&G company every year, although there is a large number of staff turnover, but because they still insist on a large number of systematic training every year, so that P&G now continue to maintain a strong momentum of development, non-competitors can achieve!　　Back to the beginning of the given flow chart, it can now be clearly seen, training is completely for the enterprise profit service, it is an organic system, need to be placed in the specific circumstances of the enterprise, the need for all aspects of the active cooperation!