What are the reasons why Chinese companies do not pay attention to training?

The reasons are combined.

1。The country's large population, strong competition for employment, and the need to improve the social welfare system have led to a relatively strong sense of self-protection among [people] in the workplace. Instead of being loyal to a [company], it is better to [plan] [manage] your own [career], improve your self-ability, and have a better opportunity to [change jobs] without hesitation.

2。So, for [SMEs], especially in the developing world, [training] is not as good as [recruiting] ready-made talent. The possibility of personnel turnover after training is relatively large, so it is more cautious about training; Some employees who sign an agreement with the employee to [change jobs] within the specified number of years after receiving training must pay economic compensation to the enterprise.

3。Ten years of trees, a hundred years of people, it can be seen that the cultivation of talents is not [overnight]. However, for many enterprises, in the situation of such fierce competition in the industry, there are not many enterprises that can calm down and patiently cultivate talents in a planned way for a long time.

For powerful enterprises, they are more willing to pay high salaries to competitors to [poach] the [ready-made] talent they need.

4。Of course, corporate training, not only skills training, but also corporate culture, which is still [accepted] by some enterprises. However, for some enterprises, it is not unwilling to engage in corporate culture training, but lack of experience and management personnel in this area.

In fact, the training work such as [skills] and [corporate culture] within the enterprise is often more important than the formulation of the [salary system] within the enterprise.

The main reason for the lack of attention to training is the lack of attention to human resources.

Many domestic enterprises pay too much attention to monetary interests, and many enterprises, including large enterprises, pay the most attention to the sales department, because the sales department can bring direct benefits. Although the human resources department in the enterprise, including the training department, can bring benefits to the enterprise, it takes a long time and these benefits are difficult to reflect directly, so most enterprises do not pay much attention to it.

There are many people, training costs, and uncertain turnovers.

It is not conducive to the efficient management of enterprises. Enterprise training experts attach great importance to employee training, and high-quality training is the mother of efficient management, which shows the high evaluation and positioning of training work.

Enterprise development is inseparable from long-term and effective training, and training is one of the best ways to produce talents in mass manufacturing enterprises.

The management knowledge, management skills, and management style of the trained managers at all levels form a personal trait report, including their personal strengths, strengths, shortcomings and deficiencies, and make managers fully aware of their shortcomings after training through various assessment methods, so as to form a stronger internal driving force for training, and constantly improve themselves and improve their abilities.

The middle level involves a lack of leadership ability and skills, such as management, motivation, communication, and the employee level is easy to cause an impact on spiritual construction and professionalism, as well as the harm of the personnel's gratitude to the enterprise and the cohesion of the enterprise, and finally the turnover rate of a personnel is relatively high!

There are too many, the organizational structure is not clear, the corporate culture is not accurate, there is no talent management echelon, the lack of actual competency of the post, etc., too much, in fact, it is like a person has an ideology, can move and run, but without the teaching of the society, we will not understand the consciousness and ability we have, how to meet what rules or how to use.

It's not good for employees and for the future of the company.

There is no real understanding of every employee.

Enterprise training is the current urgent need of enterprises to improve the way, many employees' skills are not very high, the management of enterprises to master the technology has become outdated, want to improve the technology training is essential, but many enterprise training failure, leading to the failure of enterprise training management What are the reasons:

First, the training evaluation mechanism is not perfect.

At present, the biggest problem in enterprise training is that it is impossible to ensure that the limited training investment produces the ideal training effect, and the training effect is difficult to evaluate.

Because people pay more attention to the problem of training funds or how to improve the training methods and technical issues, many enterprises do not focus on the evaluation of training and do not realize the importance of training evaluation. Most enterprises have not established a perfect training effect evaluation system, and the method of evaluating the training effect is single, and the effect evaluation work only stays in a simple examination after the training, and no longer does the follow-up investigation afterwards. In this way, it does not play a role in evaluating the effectiveness of training, and the huge investment in training does not receive the expected return.

Second, the means of supervision are unfavorable and the communication channel is single.

For enterprise management, when the training enters the implementation stage, it is necessary to supervise the training, feedback the learning information of the trainees in real time, and continuously improve in the process of continuous feedback. The reality is that once the training starts, few people ask questions until a simple exam is done after the training period. For the trainees, there was a lack of communication in the training.

In the same training course, some students have a good learning effect and benefit a lot, while some students have learned very little, because there are communication problems, they are not well prepared before the course is studied, and they do not discuss the problems in the enterprise or the problems they do not fully understand with the training teacher or other students in the class.

Third, the training needs are not clear.

For many managers, training management is "both important and at a loss", and the fundamental problem is that the company is not clear about its own training needs but is aware of the importance of training. The lack of scientific and detailed analysis of the training needs of employees makes the training work of enterprises very blind and arbitrary. Many enterprises only temporarily arrange training when the company has big problems in management and poor business performance, only to meet short-term needs and immediate interests.

The internal training of the enterprise is very important, but most of the enterprises do not pay attention to it, and the company where they are located is also, so that the internal training means that the enterprise has some work skills and skills, which are only used in this enterprise, and we do not use these things when we go to school or in other enterprisesIt's just something unique to this company, and that needs the company to organize internal training. <>

If internal training is done well, employees can be more efficient in their work and can better solve problems. Because many things are unique to this company, you can't use these things in another company, but you have to be able to do it in this company, but this thing is not born with it, purely by self-learning, you may be able to refer to some of the foundation left by predecessors, but after all, it is limited. There are a lot of things that you have to be taught by someone, someone tells you what the rules of the thing are, how it should work, so that you can understand it clearly.

On the other hand, the content of internal training is naturally the content of employees' career development, the personal impact of employees, and the higher the work efficiency of the enterprise, the higher the company's natural ability to make money, and the employee's work will be better. Therefore, if you want to cultivate some general knowledge, for example, some industries have relatively high requirements for qualification certificates, then you must collectively organize training to take this qualification certificate, then there must be seniors in the enterprise, and some have already taken this thing down. Organizing training every once in a while and concentrating on helping everyone solve problems is much more efficient than studying little by little by yourself, and the effect of natural training will be better.

What most companies don't pay attention to, just because the training cost is very high, the training needs to solve the problem of accommodation for employees, and solve the problem of diet, right? Not all companies use the method of centralized office, and it will delay the normal work time, Saturday and Sunday training that everyone is definitely not willing to go, can only be Monday to Friday training. Then there is the work to be done for the normal operation of the company, which is a very limited time for the company, and it is not willing to delay this normal business time.

No, my unit is a small unit, there is no training at all, and there are no trainers.

My company attaches great importance to internal training, so our company has to train every three or five times.

Nowadays, many enterprises have realized the importance of carrying out internal training in the enterprise industry, but in operation.

There are still a lot of questions on the DAO. For example, specific versions.

How to find the right to training needs, how to determine the training content, how to choose the training method, how to arrange the training time, how to guarantee the training funds ......What do you think about these questions?

Boss: Regarding the importance of training, I think it is useless to focus on training only - awareness without action. To do solid work, we must regard training as an investment and include training"Annual business plan"；I think these specific problems you mentioned cannot be solved piecemeal, and the truly effective way is to establish a set of training management system suitable for yourself, with internal trainers in the enterprise, and the company's own teaching materials, training management and assessment methods......It is possible to do a better job by using the operation of this system to implement these problems.

As a company, we should act quickly. It is impossible to be optimistic about a goal in one step, and it is possible to complete a big action only by accumulating small actions one by one. The same is true for training, which is absolutely not enough to focus on but not to act.

The importance of internal training.

Enterprise internal training can be divided into two categories according to internal trainers: one is internal training by internal trainers, and the other is to hire external trainers to carry out internal training. Combining these two types of enterprise internal training forms, the importance of enterprise internal training is mainly reflected in the following aspects:

1) Shorten the learning curve.

Knowledge can be roughly divided into two categories, one is direct knowledge or practical knowledge, which needs to be experienced by individuals to obtain, and the so-called "practice produces true knowledge" is such a truth; The other type is indirect knowledge, which can be taught and explained by others to achieve the effect of knowledge dissemination. For the first type of knowledge, the learning curve is relatively long, and the required period is long, such as when students learn basic knowledge. However, for an enterprise participating in market competition, the first way is obviously inefficient and will definitely be eliminated in the game of "fast fish eat slow fish".

Therefore, employees should learn to learn quickly, shorten the learning curve, and learn to "stand on the shoulders of giants". In the internal training, both internal and external trainers can achieve knowledge transfer through knowledge sharing to help employees grow rapidly.

2) Spiritual encouragement for outstanding employees.

Excellent employees are an important asset of the enterprise, and their experience is more meaningful for other employees. Therefore, enterprises should disseminate and promote this experience to achieve the effect of rapid replication. Therefore, excellent employees are important for internal trainers.

For outstanding employees, the honor of "internal trainer" may be better than mere material incentives, and it represents the company's recognition of the overall performance of employees. Moreover, training and sharing knowledge with other colleagues is a great spiritual comfort in itself. Within the company, once this system is formed, it can also serve as an example for other employees and encourage more employees to become excellent employees.

This is an additional effect of the company's internal training.

3) Borrow the external brain to obtain external information.

Compared with internal trainers, external trainers have a comparative advantage in terms of training experience, industry information, professional knowledge, etc. The so-called "foreign monks are good at chanting scriptures" is exactly this truth. External trainers are often able to combine their perspectives to provide the business with the most up-to-date external knowledge.

In addition, because they are outsiders, external trainers can also point out problems in the company relatively objectively. This is a taboo part of the internal trainer.

4) An important channel for unifying ideas and publicizing culture.

In many enterprises, internal training is a good opportunity to unify ideas and mobilize employees. In the internal training of enterprises, there are often more personnel or important middle and high-level cadres, and they are often internal training for some important issues. On this occasion, leaders can use the power of internal trainers to publicize and implement corporate culture and unify employees' thinking.

From the perspective of the enterprise, the training of work skills is to improve work efficiency, the training of corporate culture is to form a good corporate atmosphere, and the promotion training is to provide employees with promotion opportunities.

From the perspective of employees, the purpose of participating in corporate training is to improve their skills in all aspects, and use this as a medium to enhance their comprehensive ability and achieve self-improvement.

Many purposes, to the noble.

It is to improve human resources, so that every employee can get a promotion in ability. In reality, it's about gaining rights.

There are many reasons for training, usually there are two kinds, one is to improve the problem, but to achieve the goal. The problem of improvement is to solve many shortcomings of the enterprise through training, such as poor personnel ability, poor communication, poor execution, etc., which can be solved through training. The second is to achieve the goal, for example, the company's sales this year are 100 million, then next year's sales are set at 200 million, but what is needed to achieve the goal of 200 million, it is necessary to improve the ability of existing personnel, as well as marketing methods, organizational structure, etc., at this time also need training to solve.

At present, most of the corporate training is in these two situations.