Enterprise training is an important means to improve the ability and performance of employees, but many enterprises have some misunderstandings and problems in the training process, which leads to poor training effect and even backfire. From the perspective of experts, this paper analyzes the ten misunderstandings of enterprise training, and puts forward the corresponding suggestions and solutions to help enterprises improve the training effect and return. This paper also shows how to avoid these traps and achieve efficient corporate training with the specific case of a Shangpu consulting service client.

Myth 1: Think training is the solution

Many enterprises in the face of staff ability or performance is not up to standard, often the first reaction is to arrange training. However, not all problems can be solved through training. Sometimes, the root of the problem may lie in the organizational structure, process design, incentive mechanism, communication style, etc., rather than the knowledge or skills of the employees themselves. If there is no in-depth analysis of the problem, blindly training, not only can not solve the problem, but also a waste of time and resources, and even increase the frustration and resistance of employees.

Recommendation: Before scheduling any training, conduct a detailed problem diagnosis to find out the real cause of the problem, determine whether training is needed, and what kind of training is needed. If the problem is not the ability or willingness of employees, but other factors, then corresponding measures should be taken to improve these factors, rather than simply training.

Case: A car manufacturer found that its sales staff were lower than expected, so it arranged a series of training in sales skills and product knowledge. However, after completing several rounds of training, the sales staff's performance did not improve significantly. Shangpu Consulting was invited to diagnose the sales problems of the enterprise and found that the problem was not the ability or willingness of the sales staff, but that its sales process was too cumbersome, resulting in the loss of customers. Shangpu Consulting recommends that the company simplify its sales process, improve customer satisfaction, and adjust its sales incentive mechanism to increase the enthusiasm of sales staff. After the implementation of these improvements, the company's sales have increased significantly.

Misconception 2: Ignoring Training Needs Analysis

Many enterprises do not carry out sufficient training needs analysis when arranging training, but choose training topics and contents at will according to their own subjective judgment or imitating the practices of other enterprises. The result of this is often that the training content is inconsistent with the actual needs of employees, or inconsistent with the strategic objectives of the enterprise, resulting in unsatisfactory training results.

Recommendation: Before arranging any training, a systematic training needs analysis should be carried out, including analysis at the organizational level, job level and individual level. The analysis at the organizational level should consider the strategic objectives, core values, competitive advantages and other factors of the enterprise to determine the overall direction and focus of training. Job-level analysis should consider the responsibilities, standards, performance and other factors of each position to determine the knowledge and skills that each position needs to master. The analysis at the individual level should consider the current level, development potential, learning willingness and other factors of each employee, and determine the specific training programs that each employee needs to participate in. Through this analysis, we can ensure that the training content matches the needs of employees and enterprises, and improve the training effect.

Case: An electronics manufacturer decided to train all employees on its production line in quality management in order to improve its product quality and customer satisfaction. However, after several rounds of training, the enterprise found that the quality of its products has not improved significantly, and even some new problems have emerged. Shangpu Consulting was invited to analyze the training needs of the company and found that when arranging training, the company did not consider the specific needs of different positions and different employees, but adopted a one-size-fits-all approach to conduct the same content for all employees. And the degree of training. This results in some employees feeling that the training is too simple or irrelevant, while others feel that the training is too complicated or difficult to understand. Shangpu Consulting recommends that the company design different levels and forms of quality management training programs according to the characteristics and needs of different positions and employees, and adjust and optimize training content and methods in a timely manner based on employee feedback and performance data. After the implementation of these improvement measures, the quality of the company's products has been significantly improved.

Myth 3: Lack of training objectives and evaluation

When arranging training, many enterprises do not clearly set training objectives and evaluation criteria, but only focus on the training process, not the results of the training. The result of this is often unable to judge whether the training has achieved the expected results, unable to evaluate the value of training to employees and enterprises, and unable to find the problems and room for improvement in training.

Suggestion: Before arranging any training, it is necessary to clearly set training objectives and evaluation criteria, including the purpose, content, object, method, time, place, cost and other elements of the training, as well as the effect, index, standard and other elements to be achieved after the training. After completing the training, a systematic training evaluation should be carried out, including the evaluation of the satisfaction, feedback and suggestions of the training itself, as well as the evaluation of the knowledge, skills, attitudes, behaviors and performance of the employees after the training. Through such evaluation, we can judge whether the training is effective, calculate the input-output ratio of the training, and find the problems and room for improvement in the training.

Case: In order to improve the service level and customer loyalty of its employees, a financial institution decides to train all its employees in service concepts and skills. However, after several rounds of training, the agency found that its customer satisfaction did not improve significantly, and there were even some complaints and losses. Shangpu Consulting was invited to analyze the training objectives and evaluation of the organization, and found that the organization did not clearly set training objectives and evaluation criteria when arranging training, but only judged the training effect according to the participation and feedback of employees. Champ Consulting recommends that the agency set specific indicators and standards for service levels and customer loyalty based on its service strategy and customer needs, and design and evaluate training programs based on these indicators and standards, and based on customer feedback and data, Adjust and optimize training content and methods in a timely manner. As a result of these improvements, the organization's customer satisfaction has improved significantly.

Misunderstanding 4: Choosing inappropriate training methods and content

When arranging training, many enterprises do not consider that different types and levels of knowledge and skills need different training methods and contents to teach and learn. Some knowledge or skills need to be taught and learned in a theoretical, systematic and logical manner and content, such as management theory and financial analysis. Some knowledge or skills need to be taught and learned in practical, situational and interactive ways and contents, such as communication skills and sales skills. If you choose inappropriate training methods and content, it will reduce the training effect.

Suggestion: Before arranging any training, we should choose the appropriate training methods and contents according to different types and levels of knowledge and skills. Generally speaking, there are the following common training methods: classroom teaching, case analysis, role playing, simulation exercises, game learning, project practice, guidance, autonomous learning, etc. Different training methods have different advantages and disadvantages and scope of application, according to the characteristics of training objectives and content, choose the most appropriate training methods. At the same time, according to the characteristics of the training object, choose the most appropriate training content. The training content should be in line with the knowledge level, learning ability, learning style and learning needs of the training object. It should not be too simple or complex, nor too abstract or specific. It should be just right.

Case: In order to improve the service quality and efficiency of its employees, a restaurant chain decided to train all its employees in service processes and standards. However, after several rounds of training, the company found that the service level of its employees did not improve significantly, and even some errors and confusion occurred. Shangpu Consulting was invited to analyze the training methods and contents of the enterprise, and found that when arranging the training, the enterprise did not consider that the knowledge and skills of service process and standard need to be practical, situational and interactive. Instead, it adopted the way of classroom teaching, and only introduced the service process and standard through slides and handouts. In this way, employees can not really understand and master the service process and standards, and can not be used flexibly in actual work. Shangpu Consulting recommends that the company change its training methods, using case analysis, role-playing, simulation exercises, etc., so that employees can experience and practice service processes and standards in specific situations, and give timely feedback and guidance. At the same time, according to the characteristics of different positions and different employees, choose the most appropriate training content, highlight the key and difficult points, and avoid redundancy and duplication. After the implementation of these improvement measures, the service level of the employees of the enterprise has been significantly improved.

Myth 5: Ignoring pre-and post-training support

When arranging training, many enterprises do not consider the need to provide corresponding support before and after training to ensure the training effect. Some enterprises do not have sufficient communication and preparation before arranging training, resulting in employees' lack of understanding and expectation of training, or have wrong understanding and presupposition of training. Some enterprises do not follow up and consolidate effectively after arranging training, resulting in employees being unable to apply the knowledge and skills they have learned to practical work, or quickly forgetting the knowledge and skills they have learned. If the support before and after the training is ignored, the training effect will be affected.

Suggestion: Before arranging any training, make full communication and preparation, including introducing the purpose, content, method, requirements and other information of the training to the staff, stimulating the interest and motivation of the staff in the training, eliminating the doubts and resistance of the staff to the training; Introduce the significance, value, expectation and other information of the training to the superior leadership, and strive for the support and participation of the superior leadership in the training; introduce training arrangement, coordination, cooperation and other information to relevant departments to ensure the smooth progress of training. After arranging any training, it is necessary to effectively follow up and consolidate, including providing employees with training summary, feedback, suggestions and other information, helping employees review and digest the knowledge and skills they have learned, and encouraging employees to apply the knowledge and skills they have learned In actual work; provide superior leaders with information such as evaluation, effect, and income of training, and show the value and return of training, strive for the recognition and support of superior leaders for training; provide relevant departments with training experience, problems, improvement and other information, promote the exchange and sharing of training, and improve the quality and level of training.

Case: In order to improve the display design ability of its employees, a clothing retail enterprise decided to train the display designers of all its stores in display design. However, after several rounds of training, the company found that the display design of its store has not been significantly improved, and even some uncoordinated and unsightly phenomena have appeared. Shangpu Consulting was invited to analyze the support before and after the training of the enterprise, and found that the enterprise did not fully communicate and prepare before arranging the training, resulting in the display designer's lack of understanding and expectation of the training, or the wrong understanding and presupposition of the training.

For example, some display designers think that they have mastered enough knowledge and skills of display design and do not need to participate in training; some display designers think that training is only to meet the requirements of superiors or customers, and will not be of substantial help to their work. Shangpu Consulting suggested that the enterprise should make full communication and preparation before arranging the training, including introducing the purpose, content, method, requirements and other information of the training to the display designer, stimulating the interest and motivation of the display designer in the training, and eliminating the doubts and resistance of the display designer to the training; Introduce the significance, value, expectation and other information of the training to the store manager, and strive for the support and participation of the store manager in the training; introduce training arrangement, coordination, cooperation and other information to the relevant departments of the headquarters to ensure the smooth progress of the training. After being invited to train the company, Shangpu Consulting also found that the company did not effectively follow up and consolidate, resulting in the display designer being unable to apply the knowledge and skills learned to practical work, or quickly forgetting the knowledge and skills learned.

For example, some display designers did not get timely summary, feedback, suggestions and other information after completing the training, and were unable to review and digest the knowledge and skills they learned. Some display designers did not get the support and guidance of the store manager or the relevant departments of the headquarters when trying to apply the knowledge and skills to the actual work, and encountered some difficulties and obstacles. Shangpu Consulting suggested that the enterprise should follow up and consolidate effectively after arranging the training, including providing the display designer with training summary, feedback, suggestions and other information, helping the display designer to review and digest the knowledge and skills learned, and encouraging the display designer to apply the knowledge and skills learned to the actual work; Provide the store manager with information on the evaluation, effect and income of the training, and show the value and return of the training, strive for the store manager's recognition and support for the training; provide training experience, problems, improvement and other information to the relevant departments of the headquarters, promote the exchange and sharing of training, and improve the quality and level of training. After the implementation of these improvements, the company's store display design has been significantly improved.

Myth 6: Over-reliance on external training institutions

Many enterprises do not consider their own resources and advantages when arranging training, but rely too much on external training institutions. Some enterprises believe that external training institutions have more professional knowledge and skills, richer experience and cases, more advanced methods and equipment, and can provide higher quality training services. However, not all external training institutions can meet the needs and expectations of enterprises. Some external training institutions may lack understanding and attention to enterprises, may provide standardized or templated training programs, and may have conflicts of interest or quality problems. If we rely too much on external training institutions, we will ignore our own resources and advantages, and increase training costs and risks.

Suggestion: Before arranging any training, we should fully consider our own resources and advantages, including internal trainers, internal training materials, internal training facilities, etc. Internal trainers usually have a deeper understanding and recognition of the company's culture, strategy, process, standards, etc., and can provide knowledge and skills closer to actual work; internal training materials usually include the company's own experience, cases, data, etc. Provide more authentic and effective information and reference; internal training facilities are usually more convenient and flexible to arrange and use, which can save time and cost. Of course, it does not mean that there is no need for external training institutions at all, but to choose suitable external training institutions according to different situations. Generally speaking, external training institutions can be considered in the following situations: when the enterprise lacks certain professional knowledge or skills; When the enterprise needs to introduce some new ideas or new methods; When the enterprise needs to learn from the best practices in certain industries or fields; When the enterprise needs to increase the trust or recognition of employees to certain content. When choosing external training institutions, we should pay attention to the following aspects: choose external training institutions with good communication and cooperation with enterprises; choose external training institutions with professional qualifications and reputation; choose targeted and innovative external training institutions; choose external training institutions with reasonable prices and services.

Case: A software development company decided to train all its developers in programming languages in order to improve the programming skills of its employees. However, after several rounds of training, the company found that the programming ability of its developers did not significantly improve, and even there were some errors and vulnerabilities. Shangpu Consulting was invited to analyze the choice of training institutions of the enterprise, and found that the enterprise did not fully consider its own resources and advantages when arranging training, but relied too much on external training institutions.

The external training institution chosen by the enterprise is not a professional software development training institution, but a comprehensive training institution. The programming language training program provided by the enterprise is standardized or templated, and is not customized and optimized for the specific needs and conditions of the enterprise. In this way, the training content is inconsistent with the actual needs of developers, or inconsistent with the development standards of enterprises, resulting in unsatisfactory training results. Shangpu Consulting recommends that the company fully consider its own resources and advantages, including internal trainers, internal training materials, internal training facilities, etc.

Internal trainers are usually senior developers or technical experts of the enterprise, who have a deeper understanding and mastery of the enterprise's development projects, processes, standards, etc., and can provide programming knowledge and skills closer to actual work. Internal training materials usually include the enterprise's own development experience, cases, data, etc., which can provide more real and effective information and reference; in-house training facilities are usually more convenient and flexible to use, which can save time and money. Of course, it does not mean that there is no need for external training institutions at all, but to choose suitable external training institutions according to different situations.

Generally speaking, external training institutions can be considered in the following situations: when the enterprise lacks certain professional knowledge or skills; When the enterprise needs to introduce some new ideas or new methods; When the enterprise needs to learn from the best practices in certain industries or fields; When the enterprise needs to increase the trust or recognition of employees to certain content. When choosing external training institutions, we should pay attention to the following aspects: choose external training institutions with good communication and cooperation with enterprises; choose external training institutions with professional qualifications and reputation; choose targeted and innovative external training institutions; choose external training institutions with reasonable prices and services. After implementing these improvements, the company's developers have significantly improved their programming skills.

Myth 7: Ignoring internal training resources

When arranging training, many enterprises do not consider that they have rich internal training resources, but ignore or waste these resources. Internal training resources include knowledge, experience, cases, data, etc. within the enterprise, as well as excellent employees, leaders, experts, etc. These resources are the core competitiveness and unique advantages of the enterprise, which can provide training with contents and methods closer to the actual work, more effectively convey the culture and value of the enterprise, and more easily obtain the trust and recognition of employees. If you ignore or waste these resources, it will affect the training effect.

Suggestion: before arranging any training, we should make full use of our own internal training resources, including collecting and sorting out the knowledge, experience, cases, data, etc. within the enterprise, as the content and reference of the training; mining and training excellent employees, leaders, experts, etc. within the enterprise, as training teachers and role models. Through this use, the quality and effectiveness of training can be improved, and the sense of belonging and pride of employees can also be enhanced.

Case: In order to improve the product knowledge and sales skills of its employees, a medical device company decided to train all its sales personnel in product knowledge and sales skills. However, after several rounds of training, the company found that its sales staff did not significantly improve their product knowledge and sales skills, and even some errors and misunderstandings occurred.

Shangpu Consulting was invited to analyze the company's internal training resources and found that the company did not make full use of its own internal training resources when arranging training, but ignored or wasted these resources. The company has a wealth of product knowledge and sales experience, as well as a group of excellent product development personnel and sales managers, but did not incorporate these resources into the training. Shangpu Consulting recommends that the company make full use of its own internal training resources, including collecting and sorting out internal product knowledge and sales experience as training content and reference; mining and training excellent product development personnel and sales managers within the company as training Teachers and role models. Through this use, the quality and effectiveness of training can be improved, and the sense of belonging and pride of employees can also be enhanced.

Myth 8: Lack of management and motivation for trainers

Many companies do not take into account the effective management and motivation of trainers when arranging training. Some enterprises think that as long as the trainers are arranged, they can be safely handed over to them to complete the training tasks without any guidance, supervision, evaluation, feedback, etc. Some companies believe that as long as they pay for trainers, they can meet their needs and expectations without any recognition, praise, rewards, etc. The result of this is often a lack of motivation and enthusiasm of the trainer, unable to play the best level, and even some mistakes and problems.

Suggestion: before arranging any training, the trainer should be effectively managed and encouraged, including the management of the selection, training, guidance, supervision, evaluation and feedback of the trainer, as well as the incentive of recognition, praise and reward of the trainer. Through such management and motivation, the ability and level of trainers can be improved, the confidence and satisfaction of trainers can be increased, and the growth and development of trainers can be promoted.

Case: In order to improve the service quality and efficiency of its employees, a hotel management company decided to train all its employees in service concepts and skills. However, after several rounds of training, the company found that the service quality and efficiency of its employees did not improve significantly, and even some complaints and dissatisfaction appeared. Shangpu Consulting was invited to analyze the management and motivation of trainers in the company, and found that the company did not take into account the effective management and motivation of trainers when arranging training.

The trainers selected by the company are some external part-time personnel. They have not undergone any selection and training, nor have they received any guidance and supervision. They are only trained according to their own practices and experience. The company also paid very low fees to trainers, did not give any recognition and rewards, nor did it collect and feedback any evaluations and suggestions. This leads to the lack of motivation and enthusiasm of the trainer, unable to play the best level, and even some mistakes and problems. Shangpu Consulting suggests that the company should effectively manage and motivate trainers, including the management of the selection, training, guidance, supervision, evaluation and feedback of trainers, as well as the recognition, praise and reward of trainers. Through such management and motivation, the ability and level of trainers can be improved, the confidence and satisfaction of trainers can be increased, and the growth and development of trainers can be promoted.

Myth 9: Ignoring employees' learning motivation and attitude

Many enterprises do not take into account the influence of employees' learning motivation and attitude on the training effect when arranging training. Some companies believe that as long as the training content and methods are arranged, the learning effect of employees can be guaranteed, and there is no need to pay attention to whether employees are willing to participate in training, whether they agree with the value of training, and whether they actively participate in the training process. However, the learning motivation and attitude of employees are important factors that affect the training effect. If employees lack interest or resistance to training, or have wrong or negative views on training, it will affect their acceptance and understanding of the training content, affect their use and practice of training methods, and affect their evaluation and application of training effect. If the staff's learning motivation and attitude are ignored, the training effect will be affected.

Suggestion: Before arranging any training, we should pay attention to the learning motivation and attitude of employees, including understanding the expectations, needs and feelings of employees for training, as well as the factors that affect the learning motivation and attitude of employees, such as personal characteristics, working environment, organizational culture, etc. By understanding the learning motivation and attitude of employees, we can take corresponding measures to improve the learning motivation of employees and improve the learning attitude of employees. Generally speaking, there are the following common measures: explain the goal, significance and value of training to employees to stimulate employees' interest and motivation in training; Select appropriate training contents and methods according to employees' needs and levels to increase employees' recognition and satisfaction with training; Encourage employees to actively participate, interact, feedback and share in the training process to increase employees' investment and enjoyment in training; give appropriate rewards or praise to employees who have performed well or made obvious progress in training, and increase their confidence and self-esteem in training; help employees apply the knowledge and skills they have learned to practical work, and give timely and effective support and guidance to increase employees' evaluation and application of training effects.

Case: In order to improve the communication skills and persuasiveness of its business personnel, an insurance company decided to train all its business personnel in communication skills and persuasion skills. However, after several rounds of training, the company found that its business personnel did not significantly improve their communication skills and persuasiveness, and even some complaints and disgust appeared. Shangpu Consulting was invited to analyze the learning motivation and attitude of the company's employees, and found that the company did not pay attention to the learning motivation and attitude of the employees when arranging training, but forced all business personnel to participate in the training, regardless of whether they are willing to participate in the training, whether they agree with the value of the training, and whether they actively participate in the training process.

This leads to employees' lack of interest or resistance to training, or their wrong or negative views on training, which affects their acceptance and understanding of training content, their use and practice of training methods, and their evaluation and application of training effects. Shangpu Consulting recommends that the company pay attention to employees' learning motivation and attitudes, including understanding employees' expectations, needs, and feelings for training, as well as factors that affect employees' learning motivation and attitudes, such as personal characteristics, working environment, and organizational culture.

By understanding the learning motivation and attitude of employees, we can take corresponding measures to improve the learning motivation of employees and improve the learning attitude of employees. Generally speaking, there are the following common measures: explain the goal, significance and value of training to employees to stimulate employees' interest and motivation in training; Select appropriate training contents and methods according to employees' needs and levels to increase employees' recognition and satisfaction with training; Encourage employees to actively participate, interact, feedback and share in the training process to increase employees' investment and enjoyment in training; give appropriate rewards or praise to employees who have performed well or made obvious progress in training, increase their confidence and self-esteem in training, help employees apply the knowledge and skills they have learned to practical work, and give timely and effective support and guidance to increase their evaluation and application of training effects. After implementing these improvements, the company's business personnel have significantly improved their communication skills and persuasiveness.

Myth 10: There is no learning organization culture

Many companies do not take into account the impact of organizational culture on training effectiveness when arranging training. Some enterprises do not establish a learning organizational culture, but there are some organizational cultures that are not conducive to learning and development, such as conservative, authoritative, competitive and so on. These organizational cultures affect employees' attitudes and behaviors towards learning, such as resistance to new knowledge or skills, refusal to acknowledge their shortcomings or mistakes, and fear of being replaced or left behind. If there is no learning organization culture, it will affect the training effect.

Recommendation: Before arranging any training, establish a learning organization culture, including encouraging innovation and change, respecting knowledge and professionalism, supporting cooperation and sharing, and focusing on growth and development. Through the establishment of a learning organization culture, we can create an organizational atmosphere conducive to learning and development, stimulate employees' enthusiasm and initiative in learning, promote communication and cooperation between employees, and improve employees' ability and quality.

Case: In order to improve its product quality and market competitiveness, a manufacturing company decided to train all its employees in product knowledge and quality management. However, after several rounds of training, the company found that its product quality and market competitiveness have not improved significantly, and even some quality problems and customer complaints have appeared. Shangpu Consulting was invited to analyze the organizational culture of the enterprise and found that the enterprise did not establish a learning organizational culture, but there are some organizational cultures that are not conducive to learning and development, such as conservative, authoritative, competitive and so on.

These organizational cultures affect employees' attitudes and behaviors towards learning, such as resistance to new knowledge or skills, refusal to acknowledge their shortcomings or mistakes, and fear of being replaced or left behind. This leads to unsatisfactory training results. Shangpu Consulting recommends that the company establish a learning organizational culture, including encouraging innovation and change, respecting knowledge and professionalism, supporting cooperation and sharing, and focusing on growth and development. Through the establishment of a learning organization culture, we can create an organizational atmosphere conducive to learning and development, stimulate employees' enthusiasm and initiative in learning, promote communication and cooperation between employees, and improve employees' ability and quality.

Conclusion:

Enterprise training is an important means to improve the ability and performance of employees, but many enterprises have some misunderstandings and problems in the training process, which leads to poor training effect and even backfire. From the perspective of experts, this paper analyzes the ten misunderstandings of enterprise training, and puts forward the corresponding suggestions and solutions to help enterprises improve the training effect and return. This paper also shows how to avoid these traps and achieve efficient corporate training with the specific case of a Shangpu consulting service client. I hope this article is helpful and enlightening to you.