1. Purpose is the core.

When recruiting training specialists, we often ask: "Can you tell me what is most important for good training?" Different people have different understandings. Some say it must be effective, and some say it must be well organized. , some said to make the training vivid and so on. But I want to say: "Why do we need to do training? What is the training map?" In a word, the starting point and end point of training must always fall on the purpose of training. If you ignore this, you will be a fish without water, without a foundation. . The purpose is at two levels: one is the company's strategic goals and mid- to long-term plans; the other is the company's phased goals and annual plans. Around this purpose, let’s talk about building a training system. This goal must be quantified, visible and tangible. Some companies say that our strategic goal is to go public. Okay, please list the requirements and standards for listing your company, including performance and profits, market share, core product competitiveness, and staffing. How much will it be achieved this year, how much will it be achieved next year, how much will it be achieved in three years, how much will it be achieved in five years? The direction of training is clear.

2. Training plan

Once the training purpose is clear, it is necessary to set up a training plan, usually annual and then broken down into monthly. Setting up a training plan is to answer the question of what training we need to do. There is a lot of training to be done. Which ones need to be done now, which ones will be done in the future, which ones must be done, and which ones are the key points? A training specialist once complained: "Everyone has a lot of training needs, and I can't meet them all. I only have so much time and money, what should I do?" When formulating a training plan, pay attention to two principles:

1. KPI principle. Break down the company's core training objectives into KPI training indicators. For example: a newly established electrical sales company has a strategic goal of exceeding 100 million in sales within 5 years, with 100 employees, product sales covering the whole country, and a gross profit margin of more than 50%. Then we can break it down into several KPI training indicators: sales ability, product professionalism, service satisfaction, cost control, etc. Then, around the KPI indicators, the training direction will be clear. The above is the focus, how to improve what should be improved and reduce what should be reduced through training.

2. The principle of focus. Training should not be about scratching your beard and eyebrows at the same time. It should be based on the actual situation of the company and the status of employees' power availability, and have a focused arrangement plan. Specifically speaking, we should focus on whatever the company lacks, what the company is urgent about, and what the company is weak about. We often see that if the training plan is not carefully arranged, it will often change from left to right, and you will not know what to do from top to bottom. This means that you have not grasped the key points. For example: a pharmaceutical company's current shortcoming is that its quality management level is not high, which affects product quality. OK, so it is recommended that the company set a training improvement focus throughout the year, which is to strengthen quality management training, cultivate quality management talents, and enhance Quality management awareness. Once you do this, you will get immediate results.

3. Training organization and implementation

When it comes to the implementation level of training, this is the daily work of training, and it is also where the most effective skills are seen. It is related to at least a few points. If these points are done well, the training will naturally be done well.

1. Build training faculty. That is, every enterprise must have its own Whampoa Military Academy. Personal suggestion, you can configure it by category. For example, a manufacturing company may have people who teach product classes, people who teach quality classes, people who teach technology classes, people who teach sales classes, and so on. Once this team is established, OK, the framework for corporate training will be there.

2. Improve the training system. Just how to do training? It stipulates what training is required for which positions, what standards must be met, how to assess, how to evaluate, and how to motivate? For example, the popular training points system stipulates how many points each employee must accumulate every year. If the points are exceeded, they will be rewarded, and if they are exceeded, they will be punished. The forms can be diverse, the key is based on the characteristics of the enterprise.

3. System training management. How to do training well? Including: establishing training files, optimizing training topics, innovating training methods, enriching training forms, and improving training effects. To satisfy the boss, management, and employees, the key is to persist. Training and management are very important. For example: when doing product training, you can let employees talk to each other; when doing special training, you can organize employees to evaluate instructors and let employees participate.

4. Internalization of training is the ultimate goal

It’s very new. What is internalization of training? In short, training becomes a driving force and creates value for the enterprise. The most important thing is whether the training is effective in the end. Internalization has three levels:

1. Internalize the core values ??of the company into the motivation of each employee. For example: the core value of the enterprise is pragmatism and innovation. Okay, companies talk about it every day, and employees watch it every day, how to measure the effectiveness of training, that is, whether it is internalized into employees' initiative. Check and evaluate how many people in the department have a pragmatic and innovative spirit and have pragmatic and innovative performance. It is not useful just by talking about it, but it must be reflected in work.

2. Internalize the company’s way of thinking and code of conduct into the work standards of each employee. For example: Enterprises are result-oriented. Does your company, your department, and your team do this? How many people do this? This should be reflected in work standards.

3. Internalize the company’s value growth into each employee’s ability improvement.

What does the company rely on to add value? Does it have anything to do with the improvement of employees' abilities? How much does it matter? Once internalized, your employees will become the growth pole and power source of corporate value. For example: those engaged in technical work, how much profit can be brought by technological innovation, and those engaged in management, how to improve efficiency by reducing intermediate links, etc.

Last point, good training means perseverance. Don’t just think about being a groom and waiter, and don’t think about copying others. No matter how beautiful other people’s flowers are and how sweet their fruits are, then It's also someone else's, and it was planted with a lot of thought.