Enterprise training is an important means to improve employee ability and organizational performance, but many enterprises have some misunderstandings in the training process, resulting in poor training effect or even counterproductive. According to the practical experience of Shangpu Consulting, we found that the three major misunderstandings of enterprise training are as follows:

First, ignore the individual needs of employees. Many companies only consider the goals and needs at the organizational level when developing training plans, ignoring the differences and expectations of employees at the individual level. This leads to a mismatch between the content and form of training and the actual situation of employees, unable to stimulate employees' interest and motivation in learning, and unable to effectively improve employees' abilities and behaviors. For example, in order to improve production efficiency and quality, a manufacturing company arranged for all employees to participate in a unified quality management training course. However, in the course, we found that some employees have already mastered the relevant knowledge and skills, and some employees are completely unfamiliar or not interested. Such training wastes time and resources and reduces employee satisfaction and engagement.

Second, there is a lack of training evaluation and feedback. After completing the training, many enterprises think that the task has been completed, and there is no systematic evaluation and feedback on the training effect. In this way, it is impossible to know whether the training has achieved the expected goal, whether there is any need for improvement or adjustment, and it is impossible to give employees recognition and motivation in time. For example, a financial company arranged a two-day sales skills training course in order to improve the sales skills and customer service level of its employees. At the end of the course, only a simple questionnaire survey of employees' satisfaction with the course was collected, and there was no test or observation of the knowledge and skills learned by employees in the course. There is also no tracking or guidance on the application of what employees have learned in their actual work. This makes it impossible to judge whether the training has actually improved employee sales performance and customer satisfaction.

Third, excessive reliance on external training institutions. When choosing training institutions, many enterprises only look at the price and reputation, and do not consider whether the training institutions can provide customized and professional training services according to their own characteristics and needs. As a result, the training content and methods are inconsistent with the actual situation of the enterprise, which can not solve the core problems of the enterprise, and can not form the training ability and culture of the enterprise itself. For example, a retail company commissioned a well-known training institution to conduct team building training in order to improve the teamwork and communication skills of its employees. However, during the training process, we found that the training institutions used some general games and cases, which did not target the characteristics and challenges of the retail industry, nor did they take into account the organizational structure and culture of the enterprise. Although such training increases the interaction and fun of employees, it does not really improve the teamwork and communication skills of employees.

In response to these misunderstandings, Champ Consulting proposed the following solutions:

First, pay attention to the individual needs of employees. When developing a training plan, it is necessary to fully understand the individual factors such as the employee's ability level, learning style, and career development goals, and design training content and form suitable for different employees based on these factors. For example, we once provided a personalized leadership training program for an automotive company. In the plan, we divide employees into different levels according to their scores in the leadership assessment, and design different training courses for each level. At the same time, we also provide a combination of online and offline training methods according to employees' preferences in learning methods. This training program not only meets the needs of employees at different levels and styles, but also improves the learning efficiency and effectiveness of employees.

Second, strengthen the evaluation and feedback of training. After completing the training, the effect of the training should be systematically evaluated and fed back, and continuous improvement or adjustment should be made according to the evaluation results. Evaluation and feedback can be conducted from multiple dimensions, including employee satisfaction with training content, methods, teachers, environment, etc.; knowledge and skills learned by employees in training; how employees apply what they have learned in practice; and the impact of training on employee and organizational performance. For example, we once provided a comprehensive training assessment program for a healthcare company. In the program, we used a variety of methods such as questionnaires, tests, observations, and interviews to evaluate the effectiveness of the training at four levels (response, learning, behavior, and results), and gave timely feedback to employees and managers. At the same time, we have also optimized or supplemented the training content and methods according to the evaluation results. Such an assessment program not only ensures the quality and effectiveness of training, but also enhances the awareness of employees and managers of the value of training.

Third, rational use of external training institutions. When choosing a training institution, it is necessary to consider whether the training institution can provide customized and professional training services according to its own characteristics and needs, and establish a long-term cooperative relationship with it. At the same time, we should make full use of the new knowledge, new methods, new perspectives and other resources brought by external training institutions, and combine them with our own actual situation to form our own training ability and culture. For example, we once provided a customized service skills training program for a telecommunications company. In the program, according to the service concept and process of the enterprise, we designed the training contents and methods that meet its characteristics and needs, and invited the excellent service personnel of the enterprise as trainers or teaching assistants to conduct training together with our professional trainers. At the same time, we will also introduce some of the latest service theory and technology to enterprises, and guide enterprises how to apply it to their own service practice. Such training programs not only make full use of the professional resources of external training institutions, but also enhance the training capacity and culture of the enterprise itself.

In short, corporate training is an important and complex work, need to avoid some common misunderstandings, and take some effective solutions. As a professional training consulting organization, Shangpu Consulting has rich training experience and professional knowledge, and can provide customized and professional training services for enterprises of different types and sizes.