Enterprise training is an important means to improve employee ability and organizational performance, but in the process of implementation, enterprises often encounter various problems, resulting in training input and output is not proportional, and even cause waste of resources and employee conflict. So, what are the problems faced by enterprise training? How to effectively solve these problems? From the perspective of experts, this paper analyzes the five problems faced by enterprise training, and puts forward the corresponding solutions. At the same time, combined with the specific cases of Shangpu consulting service customers, it shows how to help enterprises achieve training objectives and organizational change through professional consulting and guidance.

1. training needs analysis: how to find the right training pain points?

Training needs analysis is the first and most critical step in enterprise training. Without an accurate analysis of the real needs of employees and organizations, effective training programs and content cannot be developed. However, in practice, many companies only determine training needs based on superficial phenomena or subjective assumptions, ignoring the need for in-depth investigation and analysis. Doing so often leads to the following problems:

The training needs do not match the actual problem and cannot solve the root cause;

Training needs are too broad or vague to clarify training objectives and indicators;

Training needs are inconsistent with employee expectations and fail to stimulate employee engagement and motivation.

So, how to effectively conduct training needs analysis? We recommend the following methods:

Collect data from multiple perspectives, including organizational level, department level, job level and individual level;

Using a variety of methods to collect data, including questionnaires, in-depth interviews, focus groups, observation, etc;

Analyze data using a variety of tools, includingSWOTanalysis, cause and effect diagram,KANOmodels, etc;

Communicate and consult with relevant stakeholders to ensure consistency and feasibility of training needs.

Case sharing: a large manufacturing enterprise is facing the pressure of market competition, hoping to improve the innovation ability of employees through training. Shangpu Consulting was invited to conduct a training needs analysis for the company. Through data collection and analysis on organizational strategy, employee performance, and employee satisfaction, the following problems were found:

Corporate culture lacks an atmosphere to encourage innovation, and employees have insufficient attitudes and confidence in innovation;

Enterprise management lacks support and motivation for innovation, and employees are not strong in responsibility and motivation for innovation;

Enterprise processes and systems are not conducive to the implementation and promotion of innovation, and employees are not familiar with innovative methods and skills.

Based on these issues, Champ Consulting has developed targeted training needs for the company, including:

Enhance employees' awareness and value of innovation, and enhance employees' awareness and confidence in innovation;

Improve management's guidance and support for innovation, and enhance employees' responsibility and motivation for innovation;

Improve employees' innovative methods and skills, and enhance employees' innovative ability and effect.

2. training content design: how to create a training boutique?

Training content design is the second step and the core step of enterprise training. If there is no high-quality training content, the expected training effect cannot be achieved. However, in practice, many companies simply copy or quote ready-made training materials, ignoring the importance of pertinence and practicality. Doing so often leads to the following problems:

The training content does not meet the training needs and cannot solve practical problems;

The training content does not adapt to the training object and cannot meet the learning needs of different levels and types;

Training content and training methods are not coordinated, unable to play the advantages of different media and forms.

So, how to effectively design training content? We recommend the following methods:

Starting from the goal, determine the theme, structure, focus and difficulty of the training content;

Starting from the object, analyze the characteristics, level, style and preference of the training object;

From the way, select the appropriate training media, forms, methods and tools;

Starting from the effect, set up reasonable training indicators, standards, evaluation and feedback.

Case sharing: a well-known Internet enterprise is facing the dilemma of brain drain, hoping to enhance the loyalty and sense of belonging of employees through training. Shangpu Consulting was invited to design the training content for the enterprise. According to the characteristics and needs of the enterprise, the following training content was designed:

Training Topic: How to Build an Effective Team

Training structure: four modules: team building, team communication, team collaboration, team leadership

Training focus: team culture, team trust, team goals, team responsibility

Training difficulties: team conflict, team change, team motivation

Training object: team members and team leaders at all levels of the enterprise

Training level: middle and senior

Training style: Interactive

Training preference: actual combat type

Training Media: Online+Offline

Training form: lecture+Case+Game+Discussion+Share

Training methods: stories, models, tools, exercises, feedback

Training Tools:PPT, video, audio, whiteboard, cards, etc.

Training indicators: team satisfaction, team cohesion, team efficiency, team innovation

Training standards: meet or exceed expectations

Training evaluation: pre-test, post-test, follow-up

Training feedback: oral, written, online

3. training effectiveness evaluation: how to measure the value of training?

Training effect evaluation is the third and most difficult step of enterprise training. If there is no scientific assessment of the effectiveness of training, it is impossible to prove the value and significance of training. However, in practice, many companies simply use satisfaction surveys or test scores to evaluate the effectiveness of training, ignoring the importance of multi-dimensional and long-term. Doing so often leads to the following problems:

The training effect does not correspond to the training objectives and cannot reflect the real results of the training;

The effect of training is not related to the impact of training, and the actual contribution of training cannot be measured;

Training effect and training improvement are not combined, can not provide effective suggestions for training.

So, how to effectively evaluate the effectiveness of training? We recommend the following methods:

Colkpatrick's four-level model was used to evaluate the response, learning, behavior and outcome of the training, respectively;

The Roy model is used to calculate the input-output ratio and net income of training;

Using the Phillips five-level model, the obstacles and promotion factors of training are analyzed;

The balanced scorecard model is used to evaluate the training from four perspectives: finance, customer, internal process and learning growth.

Case sharing: a well-known financial enterprise is facing the problem of declining customer satisfaction, hoping to improve the service quality and customer loyalty of employees through training. Champu Consulting was invited to conduct a training effectiveness evaluation for the enterprise. According to the objectives and needs of the enterprise, the following methods were adopted:

Response level: collect employees' satisfaction and feelings about training through questionnaire survey;

Learning level: through the examination test, to test the staff's mastery and understanding of the training content;

Behavioral level: through observation and evaluation, observe whether employees apply the knowledge and skills they have learned to practice in their work;

Result level: through data analysis, analyze whether the service quality and customer loyalty of employees have been improved;

Input-output ratio: through the calculation formula, the total income and total cost of training are calculated, and the input-output ratio and net income of training are obtained;

Obstacle factors: through interviews and surveys, to understand the difficulties and problems encountered by employees in the process of training and transformation;

Promoting factors: through interviews and surveys, to understand the support and help employees receive in the process of training and transformation;

Balanced Scorecard: Assess the overall effectiveness of training from the perspectives of finance, customers, internal processes, and learning and growth by developing indicators.

4. training transformation application: how to ensure the training landing?

Training transformation application is the fourth step of enterprise training, but also the most critical step. The purpose and value of training cannot be achieved if the knowledge and skills learned in training are not effectively translated into work behavior and performance. However, in actual operation, many companies simply arrange for employees to participate in training, ignoring the follow-up and support before. Doing so often leads to the following problems:

Employees forget or give up the knowledge and skills learned after training, resulting in the loss of training effect;

Employees encounter obstacles or confusion in their work and cannot effectively apply the knowledge and skills they have learned;

Employees lack motivation or feedback in their work and cannot continuously improve their knowledge and skills.

So, how to effectively carry out the training transformation application? We recommend the following methods:

Before training, make personal learning plan, clear learning objectives, methods, time and resources;

In the training, the development of personal action plan, clear action objectives, steps, time and resources;

After the training, develop a personal follow-up plan, clear follow-up objectives, methods, time and resources;

In the work, the establishment of personal counseling mechanism, regular communication with the mentor, feedback, evaluation and improvement.

Case sharing: A well-known retail company is facing the problem of declining sales performance and hopes to improve employees' sales skills and customer relationships through training. Shangpu Consulting was invited to carry out training transformation application for the enterprise. According to the characteristics and needs of the enterprise, the following methods were adopted:

Personal learning plan: before participating in the training, each employee should fill in the personal learning plan form to clarify what knowledge and skills he wants to learn from the training and how to learn;

Personal action plan: when each employee participates in the training, fill out the personal action plan form to clarify what actions and measures he wants to implement in his work and how to implement them;

Personal follow-up plan: after participating in the training, each employee fills in the personal follow-up plan form to clarify what effect and goal he wants to achieve within a certain period of time and how to follow up;

Personal counseling mechanism: Each employee establishes contact with the professional counselor of Shangpu Consulting during work, and regularly communicates, feedback, evaluation and improvement by phone or online.

5. organizational change support: how to promote organizational development?

Organizational change support is the fifth and final step in corporate training. The strategic significance and value of training cannot be realized without integration with organizational change. However, in practice, many companies only regard training as an isolated activity, ignoring the association and synergy with organizational development. Doing so often leads to the following problems:

Training is not aligned with the organization's strategy and does not support the organization's vision and mission;

Training is not in harmony with the organizational culture and cannot shape the value and atmosphere of the organization;

Training does not cooperate with the organization system and cannot optimize the organization's processes and systems.

So how can organizational change support be carried out effectively? We recommend the following approach:

Starting from the strategy, clarify the purpose and direction of training, which is consistent with the vision and mission of the organization;

Starting from culture, shape the atmosphere and style of training, and coordinate with the values and ideas of the organization;

Starting from the system, optimize the training process and system, and match the organization's structure and rules.

Case sharing: a well-known catering enterprise is facing the problem of brand image decline, hoping to enhance the brand awareness and brand loyalty of employees through training. Champ Consulting was invited to provide organizational change support to the enterprise, and according to the characteristics and needs of the enterprise, the following methods were adopted:

Starting from the strategy, the purpose of the training is to enhance the employees' recognition and love of the brand, and the direction of the training is to inherit the story and spirit of the brand, which is consistent with the vision and mission of the enterprise;

Starting from the culture, set the training atmosphere as warm and cordial, set the training style as storytelling and emotional, and coordinate with the value and concept of the enterprise;

Starting from the system, the training process is divided into stages, and the training system is defined as the reward system and the certification system, which is matched with the structure and rules of the enterprise.

Summary:

Enterprise training is an important means to improve employee ability and organizational performance, but in the implementation process, enterprises often encounter various problems. From the point of view of experts, this paper analyzes the five major problems faced by enterprise training, and puts forward the corresponding solutions, and shows how to help enterprises achieve training objectives and organizational change through professional consultation and guidance, combined with the specific cases of Shangpu consulting service customers.