Enterprise training is an important means to enhance the ability of employees and the competitiveness of enterprises, especially in today's rapidly changing market environment, employees need to constantly learn new knowledge, new skills, new thinking, in order to adapt to the changing needs of customers and the challenges of competitors. However, many enterprises have some misunderstandings in the training process, which leads to poor training effect and even backfire. From the professional point of view, this paper analyzes the three misunderstandings of enterprise training, and gives the corresponding suggestions.

Misunderstanding 1: blindly follow the trend, no pertinence and effectiveness

When choosing training content and methods, many enterprises do not analyze and plan according to their own actual situation and objectives, but blindly follow the trend or imitate the practices of other enterprises. For example, some companies hear that a popular training course or lecturer is very popular and sign up for it without thinking, or invite them to train their employees. However, this often leads to the following problems:

The training content and methods do not match the actual needs of the enterprise, and cannot solve the core problems faced by the enterprise or improve the key abilities of employees;

The training content and methods are not suitable for the basic level and learning style of employees, and cannot arouse the interest and participation of employees;

Training content and methods are inconsistent with the corporate culture and values, unable to form effective consensus and support;

The training content and methods are not synchronized with the changes and trends of the market, and cannot help employees grasp the opportunities and meet the challenges.

Therefore, in the choice of training content and methods, enterprises should avoid blindly follow the trend, but according to their own characteristics, objectives, problems, needs and other systematic analysis and planning, and combined with market changes and trends to dynamically adjust and update. At the same time, companies should also choose training institutions or lecturers with professional qualifications, experience, reputation, methodology, etc. to cooperate to ensure the quality and effectiveness of training.

For example, when providing training services for an automobile manufacturing enterprise, Shangpu Consulting first conducted a comprehensive diagnosis and analysis of the enterprise's strategic objectives, organizational structure, human resource status, market competitiveness, etc., and then designed a set of targeted and effective training programs according to the core needs and problems of the enterprise, covers product design, production management, sales skills, customer service and other aspects of the content, and the use of case analysis, role-playing, group discussions, simulation exercises and other ways of interactive teaching. After more than a year of training and implementation, the company's employee ability and satisfaction have been significantly improved, and product quality and sales have also increased significantly.

Misunderstanding two: ignore the needs and feedback of employees, did not stimulate the initiative and enthusiasm of employees

Many companies do not fully consider the needs and feedback of employees when conducting training, but unilaterally arrange and implement training plans. For example, some companies force employees to participate in certain training courses or examinations without soliciting employees' opinions and suggestions in advance; some companies do not provide employees with personalized training content and methods according to their different levels and characteristics; some companies do not Collect and process employees' training evaluations and suggestions in time, and think that the training has been completed. However, this often leads to the following problems:

Employees lack a sense of identity and belonging to the training, and feel that the training is passively accepted or dealt with, rather than active learning or enjoyment;

Employees lack interest and motivation in training, and feel that training is boring or useless, rather than interesting or useful;

Employees lack confidence and expectations for training, and feel that training is difficult to complete or meet the requirements, rather than being able to improve themselves or get rewards.

Therefore, in the training, enterprises should pay attention to the needs and feedback of employees, as far as possible to stimulate the initiative and enthusiasm of employees. Specifically, enterprises can take the following measures:

Before formulating the training plan, through questionnaire survey, interview communication, group discussion and other ways, to understand the staff's expectations, needs, suggestions, etc., and as far as possible to meet and adopt;

In the process of implementing training, employees are provided with training contents and methods suitable for their own level and characteristics through grading and grouping, personalized guidance and differentiated evaluation, and appropriate support and encouragement are given;

After the completion of the training, through the feedback form, satisfaction survey, effect tracking and other ways, collect and process the staff's evaluation and suggestions on the training, and timely improve and perfect.

For example, when providing training services for a financial service enterprise, Shangpu Consulting will send a preview material and a self-assessment form to participating employees before each training to help them understand what they are about to learn and evaluate their current situation. In each training, it will be assigned to different groups according to the different levels and characteristics of employees, and adopt different teaching methods and evaluation standards; after each training, employees will be sent a review material and a feedback form to help them consolidate what they have learned and put forward their own opinions and suggestions. In this way, the employees of the company showed a high degree of identity, interest, and confidence in the training, and the training effect has also been significantly improved.

Myth 3: Lack of follow-up and evaluation, no continuous learning mechanism

After completing the training, many enterprises do not carry out effective follow-up and evaluation, but regard the training as a one-time event or a formalistic task. For example, some companies do not provide employees with opportunities and resources for review and practice, and expect employees to use the knowledge and skills they have learned immediately; some companies do not provide employees with channels and personnel for feedback and guidance, and require employees to solve themselves The problems and difficulties encountered; some companies do not provide incentives and rewards to employees, and hope that employees can continue to learn and improve. However, this often leads to the following problems:

Employees lack memory and consolidation of training, and will soon forget or dilute what they have learned;

The lack of application and transformation of training, it is difficult to apply the knowledge and skills learned to practical work;

Employees lack of training update and innovation, rarely to learn new knowledge and skills or try new methods and ideas.

Therefore, after the completion of training, enterprises should conduct effective follow-up and evaluation to form a continuous learning mechanism. Specifically, enterprises can take the following measures:

Within a certain period of time after training, provide employees with opportunities and resources for review and practice, such as review through online platforms, books and magazines, case videos, etc., or practice through project tasks, simulation exercises, field visits, etc;

Within a certain period of time after training, the channels and personnel to provide feedback and guidance to employees, such as feedback through question and answer exchange, experience sharing, expert consultation, etc., or guidance through mentor guidance, colleague support, leadership supervision, etc;

Within a certain period of time after training, provide employees with incentive and reward systems and measures, such as incentives through assessment and evaluation, certificate certification, promotion and salary increase, or rewards through commendation, honorary titles, excellent cases, etc.

For example, when providing training services for a medical device company, Champ Consulting will distribute an action plan form to employees after each training, and require employees to complete the goals set by themselves within one month and record their own The course of action and results; after the end of each quarter, a review examination will be organized, and corresponding evaluations and suggestions will be given according to the employees' examination results; at the end of each year, a performance appraisal will be conducted, and corresponding rewards and punishments will be given according to the performance of employees. In this way, the employees of the enterprise have formed continuous learning habits and motivation for training, and the training effect has been guaranteed and improved for a long time.

Summary:

Enterprise training is an important means to enhance the ability of employees and the competitiveness of enterprises, but many enterprises have some misunderstandings in the training process, resulting in poor training effect or even counterproductive. From a professional point of view, this paper analyzes the three misunderstandings of enterprise training: first, blindly follow the trend, no pertinence and effectiveness; second, ignore the needs and feedback of employees, and do not stimulate the initiative and enthusiasm of employees; third, lack of follow-up and evaluation, and no continuous learning mechanism. This paper also explains how to avoid these misunderstandings and improve the quality and effect of enterprise training with the specific cases of Shangpu consulting service customers. It is hoped that this paper can help and inspire enterprises with training needs.