Enterprise training system establishment steps
First of all, training needs analysis - that is, the enterprise to do training decision-making issues, mainly from the organization, personnel and work tasks of the three aspects of the analysis; as a first step to carry out the work of enterprise training, the first clear Is: whether the enterprise needs to carry out training - that is, the question of what training. The training needs of enterprises come from two aspects, one is the demand of the organization, and the other is the demand of employees. Organizational needs are manifested in changes in organizational strategies, business adjustments, and requirements to cope with the ever-changing business environment. Employee demand is manifested in whether employees are competent for the job tasks, whether employees meet the performance target requirements, as well as the personal development of employees. Needs analysis includes three elements: organizational analysis, personnel analysis, and task analysis: Organizational analysis - considers in what kind of context the training takes place. Organizational analysis to determine in the company's business strategy, available training resources, and employees' superiors and colleagues to the training activities of the support of a certain situation, training is consistent with the need; personnel analysis - to determine those who need training. Includes analysis: Finding the cause - determining what exactly is causing the poor performance, whether it is a lack of knowledge, skills or abilities. Or is it due to a lack of motivation or a problem with the job design itself. Determine who needs training. Determine if the employee is ready for training. Job Analysis - First you need to determine what aspects of the job are important for the employee to accomplish, and then determine what knowledge, skills, and behaviors should be emphasized in training to help the employee accomplish those tasks. In practice, the organization, people, and task analyses are not done in any particular order, although the organization analysis is done first because it focuses on whether the training is aligned with the company's strategic goals and whether the company is willing to spend time and money on training. People and task analysis is usually done at the same time, because without understanding the task and the environment, it's also hard to know if underperformance is a training issue or not. Next, develop the training plan and related budget of the enterprise based on the training needs; After the training needs are clarified, the purpose and plan of the training can be determined. The development of the training program can make the training objectives into reality. The training plan mainly includes training objectives and course titles, training targets, implementation dates, implementation hours, venues, training methods, and training budgets. Before the start of the year, the development of the year is scheduled to be held on the schedule of training courses, training implementation date to be carefully decided, should be able to make the training object can participate; plan the course, in addition to pre-determined fixed courses, but also should review the necessity of it; in addition to the training courses outside the other auxiliary learning, can be put forward together to review; instructor fees, venue rent and other expenses to make a budget and review the budget for the instructor's fees. It is best to have a certain degree of generosity. Thirdly, the design of the training course includes four major parts: training course planning, selection of relevant resources, teaching design and preparation of the trainee handbook. Course planning includes: defining course objectives, proposing training lesson plans, considering various training methods, selecting training methods, deepening training content, and testing and evaluating the course. Resource selection includes: teaching materials and aids, course selection, venues, and instructors. Course selection mainly comes from two aspects, one is internal and the other is external. External selection mainly comes from colleges and universities, research institutions, consulting and training companies, etc., which should be comprehensively evaluated and selected. The selection of lecturers, which is the same as the selection of courses, also comes from two aspects, internal or external, and the selection of lecturers should be based on the objectives and goals of the course, with reference to the following criteria - professional competence, teaching ability, enthusiasm for teaching, and workload: whether they will be too busy to reduce the quality of teaching. Next is the selection of the training venue - the capacity of the venue, the brightness of the light, the completeness of the equipment, whether the arrangement of tables and chairs is suitable for the needs, whether it can be flexibly utilized, and whether it is quiet and free from disturbances, and so on. Finally, the selection of teaching materials and aids. Instructional design and preparation of student manuals: design of training programs, training schedules, training evaluation forms, training summary forms, as well as student manuals, lesson plans, printing and tracking of training results. Fourth, training implementation, including training information dissemination, training organization, teaching materials compilation and printing, etc.; Fifth, training results transformation and evaluation - training results transformation methods, process monitoring and evaluation of results. The transformation of results is the most critical training is also the most likely to be ignored, as most of the corporate training "roaring" start "silent" end. The effect of the transformation should be shaped from the atmosphere, high-level support at the same time, to give the opportunity to use the skills learned, etc., and the trainee's superiors should be prompted from the task, feedback results, continuous reinforcement of the training results of the transformation of the monitoring. Evaluation of training is also necessary to measure the quality of training management, assess the degree of participation of trainees, assess the effectiveness of training and other purposes, but also conducive to improving the quality of training management, the establishment of training materials files, training needs identification and other aspects of work. Training evaluation is generally divided into four levels, the trainee response - satisfaction with the instruction; trainee gains - the degree of absorption of the instruction; trainee application - the degree of practical application; results and impacts -the results of the individual and the organization.