Enterprise training is an important means to improve the ability and performance of employees, but how to design and implement effective training programs is a challenge for many enterprises. Some enterprises arrange some general courses at will and do not aim at the specific needs and levels of employees. Some enterprises only pay attention to the quantity and duration of training and do not examine the quality and effect of training. Some enterprises only pay attention to the training process and do not follow up the training results and feedback. These practices will lead to the waste of training resources and employee dissatisfaction.

So, how can we avoid these problems and improve the effect of enterprise training? This paper summarizes the six principles of enterprise training from the years of practical experience of Shangpu Consulting Company, which are:

Clear training objectives

Analyze training needs

Choosing the right training method

Design interesting training content

Implement effective training assessments

Follow-up

Below we introduce each of these principles and give some specific examples of Champ Consulting Services clients.

Clear training objectives

Clarifying training objectives is the first step in designing an effective training program. Without a goal, there is no direction. Only when it is clear what kind of effect to achieve can we formulate reasonable strategies and measures. Clarifying training objectives requires answering the following questions:

Who are the trainees and what are their characteristics and background?

What is the training topic? How does it relate to the strategic goals of the enterprise and the career development of the employees?

What is the training content? What knowledge, skills and attitudes does it include?

What kind of results are expected to be achieved by training? What kind of indicators can it be measured?

Once these issues are identified, specific, quantifiable, operational, and evaluable training objectives can be developed. For example, an automaker wants to improve the sales skills of its salespeople and customer satisfaction, and they set the following training goals:

The training is aimed at salespeople who vary in age, gender, experience and education level.

The subject of training is sales skills, which is closely related to the sales objectives of the enterprise and the performance improvement of employees.

The training content includes sales process, communication skills, customer demand analysis, product introduction, price negotiation, after-sales service, etc.

The expected result of the training is to increase the sales volume, sales, customer satisfaction and customer loyalty of the salesperson, which can be measured by sales data, customer feedback, customer repurchase rate and other indicators.

Analyze training needs

Analyzing training needs is the second step in designing an effective training plan. Without demand, there is no motivation. Only by understanding the current situation and expectations of employees can we develop training content and methods that meet their needs. Analysis of training needs needs from the following three levels:

Organizational level: analyze the strategic objectives, organizational structure, cultural atmosphere, market environment, etc. of the enterprise, and determine the focus and priority of training.

Position level: Analyze the employee's job responsibilities, work processes, work standards, etc., and determine the scope and requirements of training.

Individual level: Analyze the knowledge level, skill level, attitude level, etc. of employees, and determine the difficulty and method of training.

After analyzing these levels, it is possible to identify the gap between the actual and expected performance of the employee, I .e. the training needs. For example, a bank wanted to improve the quality of service and customer satisfaction of its customer service staff, and they conducted the following training needs analysis:

Organizational level: The bank's strategic goal is to create a customer-centric service model, enhance brand image and market share; the bank's organizational structure is based on business departments, supplemented by support departments; the bank's cultural atmosphere is professionalism and integrity, Innovation is the core values; the bank's market environment is fierce competition and diverse customer needs. Therefore, the focus of training is to improve the professional knowledge, communication skills and innovation ability of customer service personnel, and the priority of training is high.

Job level: the job responsibility of customer service personnel is to provide customers with consulting, handling business, solving problems and other services; The work flow of customer service personnel is to answer the phone or network consultation, verify identity information, query relevant data, provide corresponding services or transfer other departments; The working standards of customer service personnel are friendly service attitude, clear language, accurate answer and high efficiency. Therefore, the scope of training is banking knowledge, telephone or network communication skills, problem-solving skills, etc., the training requirements are the combination of theory and practice, to simulate the real scene.

Personal level: the knowledge level of customer service personnel is to basically master the knowledge of banking business, but they are not familiar with some new products or policies; the skill level of customer service personnel is that they can skillfully use telephone or network equipment, but they are not skilled enough to deal with some complex or sensitive issues; the attitude level of customer service personnel is that they are responsible for their work, but they lack patience and empathy for some customers who are dissatisfied or complain. Therefore, the difficulty of training is moderate, and the training methods are diverse, including lectures, cases, role plays, group discussions, etc.

Choosing the right training method

Choosing an appropriate training method is the third step in designing an effective training program. Without methods, there is no efficiency. Only by choosing a training method that meets the training objectives and needs can the effectiveness and efficiency of training be improved. Choosing the right training method needs to consider the following factors:

The nature of the training content: theoretical or practical? Knowledge or skill? Basic or advanced?

The characteristics of the training object: is it elementary or advanced? Is it active or passive? Is it single or diverse?

The conditions of the training environment: is it online or offline? Is it centralized or decentralized? Is it fixed or flexible?

The limitation of training resources: how much time? How many people? How much money?

After combining these factors, it is possible to select the training method that best suits the training objectives and needs. For example, a restaurant chain wanted to improve its manager's management and teamwork skills, and they chose the following training methods:

The nature of the training content: The training content includes management concepts, management processes, management tools, management skills, etc. It is both theoretical and practical, both knowledgeable and skilled, both basic and advanced.

The characteristics of the training object: the training object is the store manager, they have different regions, different scales, different experiences and different styles. They not only need to improve their management ability, but also need to enhance the cooperation ability with other store managers and headquarters.

Conditions of the training environment: the training environment is a combination of online and offline, online theoretical learning and communication sharing through the network platform, offline practical exercises and case analysis through centralized training; The training environment is a combination of centralized and decentralized training, with centralized training once a month and decentralized training once a week. The training environment is a combination of fixed and flexible, fixed in the headquarters or a store for centralized training, flexible decentralized training in their respective stores.

Restrictions on training resources: training resources are limited in terms of time, personnel and funds. Each centralized training shall not exceed two days, and each decentralized training shall not exceed two hours; the number of participants in each centralized training shall not exceed30The number of participants in each decentralized training shall not exceed10People; each centralized training budget does not exceed10Ten thousand yuan, each decentralized training budget does not exceed.1Ten thousand yuan.

Design interesting training content

Designing interesting training content is the fourth step in designing an effective training program. No fun, no attraction. Only by designing training contents that meet the interests and preferences of employees can employees' training be improved. Please help me to generate an expert research article for Shangpu Consulting Company. It should not be very simple definition or popular science analysis. It should be in-depth and professional. It is better to add some specific cases of Shangpu Consulting Service customers. The cases can be analyzed simply. Don't give too much prominence to champ consulting. Also give me the title, abstract and keywords, thank you. No more1000Word. The title is: six principles of enterprise training: let your training more effective training participation and learning effect. Designing interesting training content requires following principles:

Related to reality: the training content should be combined with the actual work and life of employees, so that employees can feel the significance and value of training, and stimulate their learning motivation and interest.

Logical: The training content should have a clear logical structure and sequence, so that employees can understand and remember the key points and details of the training, and improve their learning efficiency and quality.

Innovative: the training content should be innovative and novel, so that employees can access the latest knowledge and skills, expand their horizons and thinking, and stimulate their enthusiasm and curiosity.

Interactive: the training content should be interactive and participatory, so that employees can communicate and interact with trainers and other employees through questions and answers, discussions, games, simulations, etc., to enhance their learning atmosphere and team spirit.

After following these principles, interesting training content can be designed. For example, a clothing brand wants to improve its designer's creative ability and fashion sense, they designed the following training content:

Related to reality: The training content is about the basic principles of fashion design, fashion trends, consumer needs, etc. These are the knowledge and skills that designers must master and use in their work.

Logical: The training content is organized according to the process of clothing design, and is introduced and demonstrated from various links such as market analysis, style positioning, color matching, fabric selection, version design, sample production, etc.

Innovative: The training content introduces some excellent cases, celebrity stories, industry anecdotes, etc. at home and abroad, so that designers can understand different regions, different cultures, and different styles of clothing design, and inspire their creative inspiration and fashion concepts.

Interactive: the training content sets up some interactive links, such as quizzes, brainstorming, quick design, selection competition, etc., so that designers can test their learning achievements through practice, share and compete with other designers, and improve their creative ability and fashion sense.

Implement effective training assessments

Implementing an effective training evaluation is the fifth step in designing an effective training program. No evaluation, no feedback. Only by implementing effective training evaluation can we understand the effect and problems of training, so as to improve and perfect it. The implementation of effective training assessment requires the following four levels:

Response level: Evaluate the satisfaction, interest and participation of employees to the training process and content, which can be carried out through questionnaire survey, oral feedback, observation record and so on.

Learning level: Assess how much knowledge, skills and attitudes employees have mastered in training, which can be carried out through examination tests, homework checks, demonstrations, etc.

Behavioral level: Assess whether employees apply the knowledge, skills and attitudes they have learned to their work after training, which can be done through work reports, performance data, and colleague evaluations.

Result level: Assess the impact of training on employee performance and the goals of the enterprise, which can be carried out through benefit analysis, cost-effectiveness, return investment, etc.

Once these levels are adopted, effective training evaluation can be implemented. For example, a software development company that wanted to improve the programming and project management skills of its programmers implemented the following training assessment:

Response level: After the training, through the questionnaire survey, the programmer's opinions and suggestions on the trainer, training content, training methods, training environment, etc. are collected, and the training satisfaction index is calculated.

Learning level: after the training, through the examination test, test the programmer's mastery of programming language, programming tools, programming specifications, etc., and calculate the training learning index.

Behavioral level: One month after the training, analyze the new knowledge, new skills and new attitudes used by programmers in project development through work reports, and calculate the training application index.

Result level: Three months after the end of the training, the training effect index is calculated by comparing the changes in the efficiency, quality and innovation of the programmers in the project development through the performance data.

Follow-up

Follow-up is the sixth step in designing an effective training program. Without follow-up, there is no continuity. Only effective follow-up can ensure that the effect of training will not disappear or weaken with the passage of time. Effective follow-up requires the following:

Give feedback: timely give employees the results and opinions of training evaluation, praise their advantages and progress, point out their shortcomings and problems, and encourage them to continue to learn and improve.

Provide support: Provide necessary support and assistance to employees, such as providing learning resources such as materials, tools, equipment, etc.; Provide learning partners such as mentors, colleagues, and superiors; Provide incentives such as rewards, recognition, and promotion.

Arrange review: arrange regular or irregular review and consolidation activities for employees, such as organizing sharing meetings, seminars, symposiums and other exchange platforms; Arrange test questions, case questions, actual combat questions and other assessment methods; Arrange new courses, new projects, new challenges and other learning opportunities.

Adjustment and improvement: according to the feedback and evaluation results of employees, adjust and improve the training plan, such as modifying the training objectives, contents, methods, environment, etc.; Increase or decrease the training time, number of people, budget, etc.; Increase or decrease the training frequency, intensity, difficulty, etc.

After doing these things well, effective follow-up can be carried out. For example, a medical device company wanted to improve its sales staff's product knowledge and market strategy, and they followed up with the following:

Give feedback: within one week after each training, give the sales staff the results and opinions of the training evaluation, praise their learning achievements in product knowledge and market strategy, point out their shortcomings in communication skills and customer relations, and encourage them to continue learning and improvement.

Provide support: Provide necessary support and assistance to sales staff, such as product manuals, demonstration videos, samples and other learning resources; Provide sales managers, sales colleagues, product experts and other learning partners; Provide bonuses, honors, promotions and other incentives.

Arrange review: arrange regular or irregular review and consolidation activities for sales personnel, such as organizing product knowledge competitions, market strategy discussions, customer case analysis and other exchange platforms; Arrange assessment methods such as product knowledge testing, market strategy drills, customer simulation visits, etc.; Arrange new product training, new market development, new customer development and other learning opportunities.

Adjustment and improvement: According to the feedback and evaluation results of the sales staff, adjust and improve the training plan, such as modifying the training content, adding some knowledge and skills of communication skills and customer relations; Increase the training time and extend the duration of each training; Increase the training frequency and conduct training once every quarter.