1. Do a good job in training demand analysis and make a reasonable employee training plan.
Training demand analysis is the key step of training success. The process of training demand analysis includes three aspects: organizational analysis, personnel analysis and task analysis. Organizational analysis is often carried out first, and personnel analysis and task analysis can be carried out at the same time. Organizational analysis usually considers the training background to judge whether the training is compatible with the company's business strategy and resources, and whether the trainers' colleagues and superior managers support the training, so as to apply the skills and behaviors learned from the training to practice.
Personnel analysis focuses on finding evidence to prove that problems can be solved through training, clarifying who needs training, and whether employees have basic skills, attitudes and confidence, so as to master the content of the training plan. If it is to solve performance problems, it is also necessary to analyze whether the dissatisfaction is due to the lack of knowledge, technology and ability of employees (training-related matters) or personal motivation or work design.
The purpose of task analysis determines what the training content should be, and the final result of task analysis is a detailed description of work activities, including the description of the tasks performed by employees and the knowledge, technology and ability needed to complete the tasks. After the investigation of training demand, the enterprise should work out the employee training plan according to the results of training demand analysis. The so-called training plan is a record arranged according to certain logic. It is a systematic setting of training time, training place, trainers, trainees, training methods, training contents and training budget based on a comprehensive and objective analysis of training needs. The training plan must meet the needs of both organizations and employees, consider the resource conditions of the organization and the quality foundation of employees, and fully consider the advancement of personnel training and the uncertainty of training results.
2. Select or train a suitable trainer.
As mentioned above, the trainer's influence on the training effect is very important. If the enterprise is hiring lecturers to give lectures, it is necessary to find excellent training lecturers. There are several ways to get to know the trainer:
(1) Try to let the trainer do a training or attend a training class to listen to his lectures and fully understand his knowledge, experience, training skills and personal charm.
(2) Ask for a training resume.
(3) Ask some training-related questions face to face to understand his actual level.
(4) A training plan is required. From the outline, we can know whether they are familiar with training, whether they know training skills and whether they are good at achieving enterprise goals through training.
If enterprises implement internal training, they should pay attention to training their own trainers. Enterprises can organize and participate in "training trainers" seminars, ask existing trainers to give guidance, and let trainers candidates practice in appropriate occasions.
3. Do a good job in the transformation of training
Enterprises implement training, of course, in the hope that trained employees can apply what they have learned to their work. However, some studies show that only 10% of the learned knowledge is usually transferred to work. It can be seen that training transformation plays a very important role in improving the training effect. In order to ensure the transformation of training effect, the following measures can be taken:
(1) Over-learning, that is, after successfully performing the task, students are still allowed to practice, so as to improve the degree of retention and transformation in the future.
(2) Combine the training content with the work.
(3) Let trainees make an action plan at the end of the training course, indicating what steps employees plan to take to apply new skills after returning to their posts.
(4) Divide the training into several stages. During these stages, students can apply what they have learned to their work and share their experiences and lessons with other students in the next class.
(5) Use performance auxiliary tools, such as evaluation forms and decision-making forms, which trainees use to guide their work.
(6) Provide post-training services, including hotline and return visit of trainers.
(7) Create a supportive environment and encourage students to apply what they have learned to their work.
4. Do a good job in training effect evaluation.
In training management, evaluation plays a special role as an information feedback mechanism, which mainly investigates and collects trainees' and related personnel's views on training projects, whether the changes of trainees' attitudes and behaviors after learning have reached the expected goals of training, whether the training has improved the overall performance of the organization and whether it has met the training needs. By comparing the distance between the current situation and the target, the evaluated object can be effectively promoted to the predetermined target, and the training quality can be continuously improved, which provides a basis for the next stage of training plan formulation.
Enterprises can adopt one of the following four evaluation schemes according to their needs.
(1) simple judgment. In other words, it is easy to test once after training, but the effect is not good. Not often used.
(2) Before and after measurement. In other words, before and after training, the difference between them is the effect of training, and the effectiveness of measurement method is the key. Used more.
(3) Multiple determination. That is, test several times before training and take its average value, and then test several times after training and take its average value. The difference between the two averages is the training effect.
(4) Control measurement. Select the training group first, then select the control group in the same way, and then measure them separately. The two results should be similar. Then the training group trained, while the control group worked as usual without training at the same time. Finally, the training group and the control group were measured at the same time. The measured gap is the effect of training.
5. Establish a performance evaluation system
Enterprises should establish employee performance appraisal system, strengthen the assessment, and the assessment results should be linked to employee promotion, salary, training and appointment. Only in this way can enterprises form a good atmosphere of focusing on performance, and employees have the motivation to consciously improve their knowledge and ability, and they will have the enthusiasm to participate in training.
(B) brain drain risk prevention strategy
1. Do a good job in human resources planning.
Human resource planning refers to the realization of strategic and tactical objectives of enterprises. According to the situation of enterprise human resources, in order to meet the needs of the quality and quantity of enterprise human resources in the future, it is decided to introduce, maintain, improve and flow out human resources and related matters. The flow of enterprise personnel is normal and inevitable. As long as enterprises do a good job in human resources planning and make preparations in advance, they can reduce the loss of staff turnover.
2. Carefully select the training target.
Enterprises should consider employees' loyalty to the enterprise when choosing training targets. Especially for the training that takes a long time and costs a lot, the choice of training objects should be particularly careful. An enterprise sent a group of young technical backbones to universities for full-time postgraduate study. As a result, 80% lost after two years. On the one hand, the salary of the enterprise is not high, on the other hand, the loyalty of young employees to the enterprise is lower than that of older employees. Probation employees generally do not need skills training. Because the employee can notify the employer to terminate the labor contract at any time during the probation period.
3. Sign a training contract
Before training employees, enterprises can sign training contracts with them, and stipulate the service life and liability for breach of contract according to the training investment. In this way, even if personnel are lost after training, the enterprise can be compensated according to the contract, thus reducing the loss of personnel loss. Employees will not leave the enterprise easily because of signing the training contract, which increases the flow cost. If there is a legal dispute, the training contract is also the basis.
(C) know-how leakage risk prevention strategy
Enterprises should be very cautious when choosing the training objects of proprietary technology first. Before training, the enterprise should carefully observe and thoroughly inspect the trainees, and select employees with high loyalty and good conduct for training. Choosing the right training object is the key to keep the technical secret. Secondly, we should sign a confidentiality agreement with the students. In the relevant laws and regulations, the state allows the employer and the employee to agree on the terms of keeping business secrets in the labor contract, that is, the non-competition clause. The Ministry of Labor also stipulates in relevant documents that the employer may stipulate in the labor contract concluded with the employee who knows the business secrets that the employee shall not be employed by other units that produce similar products or operate similar businesses and have competitive relations within a certain period of time (no more than three years) after the termination or dissolution of the labor contract, but the employer shall give the employee certain economic compensation. When signing confidentiality agreements with employees, enterprises should pay attention to equality, voluntariness and mutual consultation. Once employees infringe on the interests of enterprises, enterprises must use laws to safeguard their own interests.
(D) Risk prevention strategies for training talents for competitors
Enterprises should strengthen the professional ethics education of employees, attach importance to all kinds of talents, truly form a good corporate culture of respecting knowledge and talents, and enhance the internal cohesion of enterprises. It is necessary to retain people with feelings, career and treatment, and strive to improve employees' satisfaction, loyalty and sense of belonging. At the same time, key personnel (such as business operators and marketers who know important customers) and employees who know the business secrets of enterprises should sign an agreement according to the relevant provisions of the state, stipulating that employees should not disclose the business secrets of enterprises after leaving their jobs, and should not be employed by other units that produce similar products or operate similar businesses and have competitive relations within a certain period of time (not more than three years).
(E) Knowledge update and prevention strategies of strategic risks
The employee training of an enterprise should not only be closely related to the actual production and operation of the current enterprise, but also be forward-looking. It is necessary to pay close attention to the technological development trend related to the enterprise in combination with the enterprise development strategy. Specifically, enterprises should formulate practical training plans. The training plan is formulated according to the enterprise strategic plan, with the purpose of supporting the realization of the enterprise strategic plan. With such a training plan, enterprises can effectively avoid the training risks brought by knowledge updating and strategic adjustment.