What are the three misunderstandings related to corporate training and corporate employee training?

1. Think that training is only a matter for the human resources department or the training department.

This will lead to the training not being supported by various departments and senior leaders, which is not conducive to the overall operation of the enterprise.

2. Have a clear understanding of training, and think that training is only the learning of skills or theories.

This will make the training disconnected from the long-term development of the enterprise, and the enterprise will not be able to truly contribute to the business strategy of the enterprise.

3. Only the training of middle and grass-roots employees, ignoring the training of high-level employees, or the general training of management, the quality of employees is getting higher and higher, but managers have not been improved.

This will lead to a conflict of skills between management and employees, resulting in a "ceiling" or "glass body" phenomenon.

4. Ignore the post-training supervision and talent promotion, resulting in the loss of talents after training.

The most direct result is the formation of an illusion that training is to make wedding dresses for others, which leads to enterprises not daring to hold training easily.

5. Believe that training is a kind of welfare, and ignore the obligations and responsibilities of employees to participate in training.

This will lead to employees not paying attention to training and not being able to play its due role.

6. Do not do training demand analysis, the training is not targeted, and the training project is unreasonable, resulting in half the training effect.

When conducting the survey, the vast majority of employees want to strengthen the pertinence of training, which is directly related to whether the training needs are effectively carried out.

7. Poor supervision methods, poor communication channels and improper training methods and other reasons cause the training effect to be half the effort.

The training effect depends on the training method, the training instructor, the training preparation and other factors, only a comprehensive consideration, so that the vast majority of students can master.

8. The lack of effective evaluation mechanism for training and the lack of transformation environment for training results result in a disconnect between training and actual work, so that employees think that training is of little significance.

The success rate of training transformation depends to a large extent on whether there is an environment that can promote the transformation of training results, and training must also be linked to incentives and assessments, otherwise it is easy to lead to employees forgetting what they have learned, feeling that training is not very helpful to their work, and that training is not very useful.

9. Training is omnipotent, and training is only thought of when there is a problem.

This leads to another misunderstanding, which attaches too much importance to training and makes training an "unbearable weight". Training can only solve the "problem of can't", but not the problem of not doing.

1. Training solves all problems - training is not a panacea.

2. What is popular is what is trained - the training topic must be investigated before it can be obtained, and it cannot be followed and popular.

3. Middle and senior managers are too busy, and they are all talents who do not need training.

4. New employees will naturally be trained after a long time, and there is no need for training - new employees will not be trained, and the improvement of work performance will be very slow, which is not conducive to personnel stability and ability improvement.

The misconception of corporate employee training is that it is not enough attention to ensure that it is done effectively, and pressure is crucial. Many bosses or HR are usually hiring, performing, or compensating, but training is not enough. The reason is simple.

The results of these efforts are obvious, the recruitment effect is unmanned, the performance and salary are not perfect, and the employee loss rate is high or highly enthusiastic. The quality of the training effect is difficult to form a specific evaluation standard, the follow-up and feedback usually cannot be continued to be implemented, the training results cannot be data, and the boss cannot see the obvious achievements, which will not pay attention to the training, resulting in the training not paying attention to the change in the strength of the training workers to form a vicious circle.

The misunderstanding of enterprise employee training is not to think from the perspective of newcomers. During the development of new employees, HR often ignores the understanding of the newcomer to understand the training needs, without standing in the new person's position to consider what kind of knowledge and skills they want to acquire. New hires want to draw from past onboarding trainings:

training feedback. For the long-term optimization analysis of the demand, for example, more than 80 trained newcomers in the course show that this point is greater in the future, then this course is qualitative of the quality course; Initial requirements survey prior to training; The training process will be observed, and the new employee is paying attention to the reactions and thoughts of the training session.

The misunderstanding of enterprise employee training is blind and rigid training. It is not worth training without increasing the training flow of new employees. There is a lack of innovation in the form of training, and there is less interaction and exchange during training.

Over-training**, with the lack of ducks, the lack of pertinence of knowledge points, guidance, not even the contagious power, and tired of the stage, sleeping under the stage. Enhancing the vitality of training can consider various forms, such as introducing cases, studies and training in the training process to get rid of boredom.

The misunderstanding of employee training is the lack of continued attention to new employees. New employee training is a whole process of running for newcomers, sometimes even longer, rather than a simple one-to-two-day training. In most cases, after the HR department has completed the intensive training of the newcomer, the newcomer loses the newcomer in the human department, regardless of whether they do not ask, pursuing the concept of realism.

While newcomers often do not have the job skills or do not adapt to the new environment, they are usually on the opposite side and there is no timely feedback and ** during this period. It can easily lead to the departure of new employees. We do not deny the importance of learning on the job, and also encourage mentors to pass, help and belt, but consider the confusion and expectations of newcomers in the process of integrating corporate values and work environment.

The guidance and lubricant of the HR department was not neglected throughout the training period, and we had to continue to assist the department in developing new employees.

These three misunderstandings are that they only talk about obligations and do not talk about rights. Only talk about skills, not operations. Only talk about departments, not enterprises. Therefore, we must pay attention to these problems when training employees.

These three misunderstandings are, the first misunderstanding is not to take training as a temporary need, because training needs to develop for a long time, the second misunderstanding is to dig the wall foot to achieve faster results, in fact, digging the wall foot is likely to cause your company to face greater risks, the third misunderstanding is that the effect of famous training must be the best, in fact, the famous training fee is not only particularly expensive, but also some of the knowledge is not suitable for our normal people to use.

The three major misunderstandings are that we can't train all employees in the same way, and we can't put too much pressure and expectations on employees. It is also not possible to draw a big pie for employees and set some goals that cannot be achieved.

When it comes to training, it's just a very simple training for employees. After a long time, employees will get bored and lose interest. Then, at the time of training, there was no serious investigation and analysis.

There is no targeted practicability for training employees, detached from the actual work, and blindly following the trend. No special attention is paid to the training of knowledge and skills, and the training of people is neglected.

It's that the training method is too simple, and the training method is still the traditional model. There is also blindly following the trend, without the applicability of their own business, and there is no pertinence, detached from the actual situation, it looks more like a lecture, and there is no great help. The third situation is that there is no training of employees, and there is no training of employees' coordination, cooperation and organizational skills, which is the biggest misunderstanding.

Therefore, enterprises must pay attention to ways and means when training, must be combined with the actual situation of their own company, must be useful, and do not talk about formalism.

Personally, I feel that internal training is becoming more and more important, because corporate training is very important for the development of enterprises, and many companies have begun to organize training to change the status quo! At present, many enterprises have these five major pain points, which we have summarized as follows.

1. Pain points of internal training.

It is difficult for ordinary training to touch organizational strategy and change, and most of the current enterprises mainly do this kind of basic training, this form of training, plays a major role or can help the company's employees or managers to meet the requirements of the ability and quality of the position.

2. The training does not touch the actual problems of the enterprise.

The training content of the company is not directly related to the specific business, and we have found that people tend to learn more from popular courses outside or based on the courses of famous teachers, rather than based on the problems encountered in the process of business development.

3. The classroom is still a didactic mode.

We almost always notice a phenomenon in training, that is, although the traditional training class is very lively, the effect after the class is not very significant, which shows that it is simply too difficult for us to really want to reflect the success of training in action and performance.

4. Training cannot precipitate organizational wisdom.

The biggest question about training is undoubtedly "You spend so much money on training every year, what intangible assets have you precipitated"? If you say that you have brought these abilities to employees at all levels of the company, then we have to think again, are the company's employees stable? Creating value is the most basic mission of any organization, and if it does not create value for the organization, or if it does not have much value, it is in a dangerous situation.

Summary: How to combine teaching and learning, and quantify the results of learning, employees can also constantly review the content of teaching, instead of ending teaching and learning, is something that needs to be adjusted urgently!