Risk Types and Impacts of 1. Enterprise Training Consulting

Enterprise training consulting is a kind of professional service to help enterprises improve the ability of employees, solve management problems and realize organizational change. However, corporate training consulting also faces a variety of internal and external challenges and crises, such as market competition, changes in customer needs, project risks, and brain drain. How to avoid and respond to these challenges and crises is an important subject of corporate training consulting. From the perspective of risk management, this paper analyzes the main risk types and effects of enterprise training consulting, puts forward a set of effective methods and steps for risk identification, evaluation, control and response, and shows how to use this method to improve the risk awareness and ability of enterprise training consulting in practice with the specific cases of Shangpu consulting service customers.

Risk management methods and procedures for 2. enterprise training consulting.

In order to effectively manage the risk of corporate training consulting, the following methods and steps can be used:

-Risk identification: refers to the timely detection and recording of risks that may exist or occur in the course of corporate training consulting services. Risk identification can be done in the following ways:

-Market analysis: refers to the collection and analysis of market information and data to understand market demand, trends, competition, etc., and identify market risks.

-Customer communication: through effective communication and exchange with customers, to understand the customer's needs, expectations, feedback, etc., to find customer risks.

-Project monitoring: refers to the continuous monitoring and tracking of project planning, execution and evaluation to understand the progress, cost and resources of the project and discover project risks.

-Talent assessment: refers to the ability and stability of the consultant team through regular assessment and feedback on the skills, experience and attitude of the consultant team, and the discovery of talent risks.

-Risk assessment: refers to the analysis and judgment of identified risks, determining their likelihood and impact, and their impact on the service objectives and value of corporate training consulting. Risk assessment can be done in the following ways:

-Risk matrix: refers to dividing risks into different levels by taking the possibility and degree of impact of risks as two dimensions, and determining the corresponding processing priorities and strategies according to the levels. For example, the probability can be divided into three levels: high, medium and low, and the degree of impact can be divided into three levels: major, medium and minor, resulting in nine risk levels. In general, risks with high likelihood and significant impact should be prioritized and actively controlled or eliminated; risks with low likelihood and minor impact can be processed and passively accepted or transferred.

-Risk weight: refers to the degree of impact on the service objectives and value of corporate training consulting by assigning a value to each risk. Different weighting criteria can be set for different goals and values. For example, if the goal is to increase customer satisfaction, each risk can be given a weight based on how much the customer values the service results; if the goal is to increase service revenue, each risk can be given a weight based on how much each risk affects service revenue.

-Risk control: refers to the corresponding measures taken to the assessed risk to reduce the possibility or impact of the risk, or to transfer the responsibility or loss of the risk. Risk can be controlled:

-Risk aversion: refers to the risk of high probability and significant impact by changing the content, mode or goal of the service. For example, if it is found that there are legal or moral problems in the content or mode of a certain service, the service can be adjusted or canceled in time.

-Risk mitigation: refers to the reduction of risks of medium probability or degree of impact through preventive or emergency measures. For example, if a service is found to be technically difficult or uncertain, it can be tested or backed up in advance to ensure the smooth operation of the service.

-Risk transfer: refers to the transfer of liability or loss for a risk of low probability and significant impact to a third party through a contract or agreement with a third party. For example, if a service is found to have uncontrollable factors on the part of the supplier, you can sign a guarantee or indemnity clause with the supplier to mitigate your own risk.

-Risk acceptance: refers to the risk of low possibility and slight impact, do not take any measures, but accept its possible consequences. For example, if a service is found to have unreasonable requirements or complaints from customers, you can choose to ignore or compromise to avoid excessive waste of time or resources.

-Risk response: refers to the enterprise training consulting service process, when the risk occurs, timely and effective action to restore the normal state of the service, reduce the loss or impact of the service. Risk can be addressed in the following ways:

-Risk early warning: refers to the timely collection and transmission of signals or evidence of risk occurrence through the establishment and maintenance of a risk information system in order to detect and deal with risks in a timely manner. For example, by regularly collecting and analyzing data and feedback from customers, projects, talents, etc., abnormalities or problems in the service process can be discovered in time.

-Risk emergency response: refers to the development and implementation of a risk emergency plan, for different types and levels of risk, take corresponding emergency measures to solve the risk as soon as possible. For example, different emergency personnel, resources, processes, etc. can be arranged according to different risk situations to ensure the best effect of the service.

-Risk recovery: Refers to the restoration of the normal state of the service by taking a series of recovery measures to repair the damage to the quality, effectiveness or satisfaction of the service caused by the risk. For example, according to different customer situations, different recovery strategies can be adopted, such as apology, compensation, improvement, etc., to improve customer trust and satisfaction with the service.

-Risk summary: refers to the summary and analysis of the risks that have occurred and dealt with, and the reasons, experiences and lessons of risk generation and treatment are extracted to improve the risk management ability in the future service process. For example, knowledge and skills in risk management can be shared and learned through regular organization and participation in risk wrap-up meetings to improve the quality and efficiency of services.

Risk Management Cases of 3. Enterprise Training Consulting

In order to better explain the application of risk management methods and steps of enterprise training consulting in practice, this paper will combine the specific cases of Shangpu consulting service customers to show how to use this method to improve the risk awareness and ability of enterprise training consulting in practice.

Shangpu Consulting is a company specializing in corporate training consulting, with many years of industry experience and excellent consulting team, providing customized training consulting services for customers in all walks of life. Among them, a well-known automobile manufacturer is one of the important customers of Shangpu Consulting, and has a long-term cooperative relationship with Shangpu Consulting. Shangpu Consulting provides a number of training consulting services for the company, including leadership training, team building training, innovative thinking training, etc. These services have achieved good results and feedback, for the enterprise to enhance the ability of employees, enhance organizational cohesion, and promote organizational change.

However, in the process of providing innovative thinking training for the company, Champ Consulting encountered a serious risk. As the company is carrying out a major product innovation project and needs to improve the innovative thinking ability of its employees, it entrusts Champ Consulting to provide it with a three-day innovative thinking training. According to the needs and characteristics of the enterprise, Shangpu Consulting has designed a set of innovative thinking training programs, including theoretical teaching, case analysis, group discussion, practical exercises and other links. Champ Consulting has two senior consultants as keynote speakers responsible for providing the company's100training of employees.

The day before the training began, Champ Consulting received an unexpected news: one of the main consultants was hospitalized due to a sudden illness and could not participate in the training. This is a huge blow to Champ Consulting, because it means that they must find an alternative in a short time, otherwise it will affect the quality and effectiveness of the training, and even cause the training to fail or cancel. This is an unacceptable outcome for both Champ Consulting and the company.

In the face of this sudden risk, Champ Consulting immediately initiated the risk management process:

-Risk identification: Champ Consulting first identifies that this is a talent risk, which affects service capacity or stability due to the loss or departure of the consultant team.

-Risk Assessment: Champ Consulting then assessed the likelihood and impact of this risk. Since the loss or departure of the consultant team is an unforeseen and uncontrollable event, the possibility is high; since the consultant team is one of the key factors in the quality and effectiveness of the service, the impact is also high. Therefore, this risk is a high probability and significant impact risk, which needs to be prioritized and actively controlled or eliminated.

-Risk control: Champ Consulting then controls this risk by changing the content, method or goal of the service to avoid the risk of high possibility and significant impact. Specifically, Champ Consulting has taken the following measures:

-Communicate with customers: Shangpu Consulting communicated with the person in charge of the company in a timely manner, explained the situation and reasons, expressed sincere apologies and concerns, requested the customer's understanding and support, and promised to find a suitable solution as soon as possible.

-Adjusting the training program: Champ Consulting adjusted and optimized the original training program according to the capabilities and characteristics of the remaining consultant team to ensure the quality and effectiveness of the training. Specifically, Shangpu Consulting shortened the training time from three days to two days, streamlined the training content from four modules to three modules, and changed the training method from theoretical teaching, case analysis, group discussion, practical exercises, etc. Various methods are changed to practice exercises.

-Increase training resources: According to the adjusted training plan, Champ Consulting has increased corresponding training resources to improve the efficiency and effectiveness of training. Specifically, Champ Consulting has added an assistant consultant as an auxiliary staff to assist the keynote consultant in training. Some innovative thinking tools and materials have been added as auxiliary resources to help the trainees carry out practical exercises.

-Risk response: Champ Consulting finally dealt with this risk and took timely and effective actions during the training process to restore the normal state of the service and reduce the loss or impact of the service. Specifically, Champ Consulting has taken the following actions:

-Risk early warning: Before the start of training, Champ Consulting establishes and maintains a risk information system to collect and transmit signals or evidence of risk occurrence in a timely manner in order to detect and deal with risks in a timely manner. For example, Champ Consulting regularly collects and analyzes the feedback and evaluation of the trainees to find out the problems or dissatisfaction in the training process in time.

-Risk emergency response: During the training process, when risks occur, Champ Consulting will take effective emergency measures in time to solve the risks as soon as possible. For example, when Champ Consulting finds that some trainees are not interested in or uncomfortable with the training content or method, it adjusts the training content or method in time to improve the participation and interest of trainees.

-Risk recovery: After the training, Champ Consulting takes a series of recovery measures to repair the damage to the quality, effectiveness or satisfaction of the service caused by the risk, so as to restore the normal state of the service. For example, when it is found that some trainees are not satisfied with or do not recognize the training results, Champ Consulting will communicate and explain with them in a timely manner so as to improve the trainees' trust and recognition of the training results.

-Risk summary: After the training, Champ Consulting summarizes and analyzes the risks that have occurred and have been dealt with, and refines the causes, experiences and lessons of risk generation and handling, so as to improve the risk management ability in the future service process. For example, Champ Consulting shares and learns risk management knowledge and skills by organizing and participating in regular risk wrap-up meetings to improve the quality and efficiency of its services.

Through the above risk management process, Champ Consulting successfully dealt with this sudden risk, ensured the smooth progress and completion of the training, and received high praise and thanks from the enterprise. This case shows that corporate training consulting needs to have a clear sense of risk, identify, evaluate, control and respond to various risks in a timely manner to ensure the quality and effectiveness of services.

4. Conclusion

Enterprise training consulting is a complex service activity, facing a variety of internal and external challenges and crises. How to avoid and respond to these challenges and crises is an important subject of corporate training consulting. From the perspective of risk management, this paper analyzes the main risk types and effects of enterprise training consulting, puts forward a set of effective methods and steps for risk identification, evaluation, control and response, and shows how to use this method to improve the risk awareness and ability of enterprise training consulting in practice with the specific cases of Shangpu consulting service customers. It is hoped that this paper can provide some useful reference and enlightenment for enterprise training consultation.