Enterprise training consulting refers to the professional consulting organization providing customized training needs analysis, training program design, training implementation management, training effect evaluation and other services for enterprises according to the enterprise's development strategy, organizational structure, human resource status, etc., aiming to help enterprises improve their employees' knowledge, skills, work attitude and behavior habits, so as to improve their work performance and the core competitiveness of enterprises.

Shangpu Consulting Group Co., Ltd. (referred to"Shangpu Consulting") is an independent third-party research and investment and financing advisory body in China., with a wealth of industry research, market research, investment and financing consulting,IPO listing consulting and other professional experience and customer resources. While providing customers with investment and financing consulting services, Shangpu Consulting also provides customers with professional corporate training consulting services to help customers solve various problems and challenges encountered in human resource management and development.

In many years of corporate training consulting practice, Shangpu Consulting found that many companies did not make full use of the value of training consulting, and even fell into some misunderstandings, resulting in poor training results, or even counterproductive. According to the experience and observation of Shangpu consulting, this paper summarizes the four common misconceptions in enterprise training consulting, namely:

Training needs are not clear

Unreasonable training program

Training implementation is not standardized

Incomplete training evaluation

Next, this paper will make a detailed analysis of these four misunderstandings, and put forward corresponding solutions, in order to help enterprises to avoid these misunderstandings, improve the effectiveness and efficiency of training consultation.

Training needs are not clear

Training needs refer to the clear requirements of the knowledge, skills, attitudes and behaviors that employees need to have or improve in order to achieve their development goals. Training needs analysis refers to the collection and analysis of information on enterprise development strategy, organizational structure, human resource status, employee capacity level, training objectives, etc. through various methods, so as to determine the necessity, feasibility, priority and specific content of training.

Training needs analysis is the first and most important step in corporate training consulting, because it determines the direction and content of training, and affects the effectiveness of training and the input-output ratio. However, many enterprises in the training needs analysis, there are the following problems:

There is no systematic analysis of training needs, but based on subjective judgment or random imitation of others to determine the training content, resulting in training and the actual needs of enterprises do not match, a waste of time and resources.

Only the macro-level training needs analysis is carried out, while the micro-level training needs analysis is ignored, that is, only the overall development goals and capacity requirements of the enterprise or department are considered, and the specific work tasks and capacity gaps of different positions or individuals are not considered, resulting in a lack of pertinence and personalization of training.

Only a single-dimensional training needs analysis is carried out, but not a multi-dimensional training needs analysis, that is, training needs are determined from one angle or level, without considering multiple angles or levels of factors, resulting in a lack of comprehensiveness and depth of training.

Only a one-time training needs analysis was conducted, and no continuous training needs analysis was conducted, that is, only one training needs analysis was conducted before training, and training needs were not adjusted and updated in a timely manner according to changes in the enterprise and employees, resulting in a lack of flexibility and timeliness in training.

In order to avoid these problems, Champ Consulting recommends that enterprises should follow the following principles when conducting training needs analysis:

Guided by the development strategy of the enterprise, with the improvement of the ability of employees as the goal, based on data and methods as tools, a systematic, scientific, objective and comprehensive analysis of training needs is carried out.

From the macro to the micro, from the organization to the individual, from the status quo to the future, from internal to external, from multiple angles and levels to determine the training needs, and according to different objects and content to develop differentiated training programs.

According to the changes of enterprises and employees to adjust and update the training needs in a timely manner, and combined with training implementation and evaluation, to form a dynamic, circular, continuous improvement of training needs management process.

Unreasonable training program

A training programme is a detailed plan on how to carry out specific training activities based on the results of the training needs analysis. The training programme includes the following elements:

Training objectives: clearly state what kind of effect is expected to be achieved through this training, including knowledge, skills, attitudes and behaviors.

Training content: determine the knowledge points or skill points that need to be taught or learned according to the training objectives, and organize and arrange them according to the logical order and importance.

Training method: choose the appropriate teaching method or learning method according to the training content, and consider the characteristics of the training object, the conditions of the training environment, the evaluation of the training effect and other factors. Training methods can be divided into traditional teacher-led, modern student participation and innovative hybrid.

Training resources: refer to all kinds of material and human resources that need to be prepared and used to ensure the smooth progress of training, including training venues, training equipment, training materials, trainers, training assistants, etc.

Training time: refers to the determination of the start and end time of the training activity, as well as the duration of each link, taking into account the difficulty of the training content, the ability of the training object, the applicability of the training method and other factors, to avoid too long or too short.

Training budget: refers to the cost of estimating and controlling training activities, including training site costs, training equipment costs, training materials costs, trainer fees, travel expenses, etc.

The training program is the second step of corporate training consulting, and it is also a very critical step, because it determines the specific form and quality of training activities, and affects the efficiency and satisfaction of training. However, many enterprises in the development of training programs, there are the following problems:

Instead of developing training programs based on the results of the training needs analysis, some fixed or templated training programs have been adopted, resulting in a mismatch between training and the actual needs of enterprises and employees and failing to achieve the desired results.

It only pays attention to the formulation of some elements or a certain element, while neglecting the coordination and balance between other elements or the whole element, resulting in the lack of integrity and rationality of the training program.

Only the interests or preferences of one's own or one stakeholder are taken into account, without taking into account the views or feedback of other stakeholders, resulting in a lack of impartiality and effectiveness of the training programme.

Only a set of fixed training programs have been formulated, without adjustment or optimization according to the actual situation, resulting in a lack of flexibility and innovation in the training programs.

In order to avoid these problems, Champ Consulting recommends that companies should follow the following principles when developing training programs:

Based on the results of training needs analysis, with the improvement of employee ability as the core, supported by data, and assisted by methods, a customized, scientific, objective and comprehensive training plan is formulated.

Consider the various elements in an all-round way, coordinate and balance according to the relationship and influence of different elements, and formulate differentiated training programs according to different objects and contents.

Fully communicate and consult, listen to and respect the opinions and feedback of all parties, and make appropriate adjustments and compromises according to the interests and preferences of all parties to form a fair, effective and feasible training program.

According to the actual situation of dynamic adjustment or optimization, and the use of innovative thinking and technology, improve the flexibility and innovation of training programs.

Training implementation is not standardized

Training implementation refers to the organization and development of specific training activities in accordance with the requirements of the training program, including preparation before training, implementation during training and follow-up after training.

Training implementation is the third and most direct step of enterprise training consultation, because it determines the actual effect of training activities and the learning experience of employees, and affects the satisfaction and loyalty of training. However, many enterprises in the implementation of training, there are the following problems:

Inadequate pre-training preparations, such as failure to notify and invite participants in the training in a timely manner, failure to provide necessary training materials and guidance, failure to inspect and test training venues and equipment, etc., have led to various problems and interferences in training activities, affecting training efficiency and quality.

The work in the training is not carried out in accordance with the requirements of the training plan, such as failing to follow the training objectives, contents, methods, time and other arrangements, failing to control the training progress and rhythm, and failing to effectively stimulate and guide the learning interest and participation of employees, resulting in the lack of pertinence and attractiveness of training activities, affecting the learning effect and satisfaction of employees.

Lack of effective follow-up work after training, such as failure to collect and analyze employees' feedback in time, failure to provide necessary review materials and guidance, failure to supervise and support employees to apply the knowledge and skills they have learned to actual work, etc., resulting in lack of continuity and continuity of training activities, affecting employees' learning conversion rate and performance improvement.

In order to avoid these problems, Champ Consulting recommends that companies should follow the following principles when implementing training:

Make sufficient preparations before training, such as informing and inviting the participants in the training in a timely manner, clearly informing them of the training objectives, contents, methods, time and other information, providing necessary training materials and guidance, and checking and testing the training venues and equipment to ensure the smooth progress of the training activities.

Implement the work in the training according to the requirements of the training plan, such as following the training objectives, contents, methods, time and other arrangements, controlling the training progress and rhythm, effectively stimulating and guiding employees' learning interest and participation, etc., to ensure that the training activities achieve the desired results.

Do effective post-training follow-up work, such as collecting and analyzing feedback from employees in time, improving and perfecting them according to their opinions, providing necessary review materials and guidance, and supervising and supporting employees to apply the knowledge and skills they have learned to practical work, so as to ensure that the training activities have a continuous impact.

Incomplete training evaluation

Training evaluation refers to the systematic measurement and analysis of the effectiveness and value of training activities through various methods and indicators. Training evaluation includes the following levels:

Reaction level: refers to the subjective reaction of evaluating employees to training activities, such as satisfaction, interest and attitude.

Learning layer: refers to the evaluation of the knowledge, skills, attitudes and other aspects of learning outcomes acquired by employees in training activities.

Behavior level: refers to the degree and frequency of evaluating the knowledge and skills learned by employees in their actual work.

Result level: Refers to the impact of the employee's behavior change on the performance, efficiency, quality, profit and so on of the enterprise.

Training evaluation is the fourth and final step of enterprise training consultation, because it determines the value and significance of training activities and affects the continuous improvement and optimization of training activities. However, many enterprises in the training evaluation, there are the following problems:

There is no systematic training evaluation, but based on subjective feelings or random sampling to judge the training effect, resulting in the lack of data support and scientific basis for training evaluation.

Only low-level training evaluations were conducted, but not high-level training evaluations, I .e., they focused only on employees' responses to training activities or learning outcomes, but not on employees' behavioral changes at work or their contributions to corporate performance, resulting in a lack of depth and breadth in training evaluations.

Only a one-time training evaluation was conducted, and no continuous training evaluation was conducted, that is, only one training evaluation was conducted after the training, and there was no regular or irregular tracking and monitoring according to the changes of employees and enterprises, resulting in the lack of timeliness and dynamics of training evaluation.

Only formal training evaluation was carried out, but not substantive training evaluation, that is, only some superficial or insignificant data or information was collected, and there was no in-depth analysis and interpretation of the data or information, and no improvement measures or suggestions were put forward according to the analysis results, resulting in the lack of significance and value of training evaluation.

In order to avoid these problems, Champ Consulting recommends that companies should follow the following principles when conducting training evaluations:

Based on data, methods as tools, and effects as the goal, a systematic, scientific, objective and comprehensive training evaluation is carried out.

From the reaction layer to the result layer, from the employee to the enterprise, from the short-term to the long-term, the training effect is evaluated from multiple levels and angles, and different evaluation methods and indicators are formulated according to different levels and angles.

According to the changes of employees and enterprises, continuous training evaluation is carried out, which is combined with training needs analysis and training program development to form a dynamic, circular and continuous improvement training evaluation management process.

Carry out in-depth analysis and interpretation of the collected data or information, and put forward improvement measures or suggestions based on the analysis results, and implement the improvement measures or suggestions into practical actions to improve the significance and value of training evaluation.