Four Problems To Be Solved In Talent Training

As we all know, for the rapidly developing Chinese enterprises, the continuous realization of the introduction of external talents and the training of internal talents are the basic prerequisites for the sustainable operation of enterprises.

In order to achieve more talent and more talents, enterprises have spared no effort to invest a large amount of resources in personnel training. The most notable phenomenon is that there is no large-scale enterprise human resources department without training management functions, and all kinds of enterprises and universities have sprung up like mushrooms.

At the same time, the urgent demand of enterprises for internal talent training has also led to the vigorous development of the external training market. By the end of 2010, the number of domestic registered training and management consulting companies has reached 30.

Compared with the domestic training market and the rapid development of internal training management departments, the effect of personnel training within enterprises has not been effectively improved. The high-end talents in the human resources market are obviously scarce and can not meet the needs of rapid development of enterprises.

The reason for this is that enterprises always consciously or unconsciously go into erroneous zones or even dead ends when they are trained. For example, some enterprises equate talent training with classroom training. Enterprises have invested a lot of money, time and manpower to listen to various courses, but the training effect is a stereotyped "three movement" phenomenon: listen to moving, think about excitement and go back.

The improvement of enterprise performance depends on a large number of qualified and competent staff, especially a large number of high-quality middle and high level technology and management personnel.

If it is considered that training can change performance, it is equivalent to thinking that training can produce a large number of excellent senior management or technical personnel. This logic obviously seems ridiculous.

Enterprises need

It is definitely not simply to do classroom training, but training is just a way and a tool for enterprise personnel training.

If enterprises can not improve the concept and method of personnel training, then the subsequent echelon construction of enterprises will still be vigorous and little rain, only blossom and no result. The stock of human resources is still lagging behind the needs of organization operation, and the talent market is still in short supply.

Based on this, we can not simply understand the training of enterprise personnel as in-service staff training or new employee induction training, but rather improve the short board and inventory of the quantity and quality of human resources exposed in the past business process, and grasp the current situation of human resources in enterprises, and develop the quantity and quality of human resources needed for the future operation of enterprises.

The personnel training of enterprises is a systematic project. We must proceed from the actual situation of human resources in enterprises, take the long-term strategic planning supporting the enterprise as the guidance, and combine with the specific needs of the annual business plan to carry out the training and development activities of all kinds of human resources.

In the process of systematically constructing the personnel training system of enterprises, we should grasp the following four aspects, which may help us to design, promote and improve the personnel training of enterprises well.

Where does talent training target come from?

Set up

When we cultivate specific goals, we must analyze the actual human resources and the future development needs of enterprises, through some established procedures, so as to get the specific human resource gap of enterprises, and set the goal of talent training for these gaps.

(1) inventory of human resources structure.

It includes the structural change trend of the qualifications, age, sex, working life, turnover rate and personnel growth of the company and even each department in different periods.

Second, human resources efficiency and efficiency inventory.

It includes the per capita sales and per capita profits of the company and each business department in different periods. It also includes the proportion of supporting departments (such as how many persons each financial person serves, the service proportion reflects the efficiency of functional work), and the changing trend of management span and management scope of the company and various departments.

Through the inventory of efficiency and efficiency of the company's human resources, we can evaluate the efficiency of different types of post staff in recent years from the macro perspective, so as to infer the rise and fall of employees' capabilities.

(3) checking the ability of key talents.

We can qualitatively evaluate the key talents, including senior and senior technical and managerial personnel, through the post competency model assessment or simply using the 360 degree capability evaluation, in order to determine whether they are competent in the actual work.

Fourth, evaluate the difference between the current situation of human resources and the quantity and quality of human resources in the future.

By interpreting the long-term strategy and short-term annual plan, we can identify the future demand for various types of human resources.

Then, the future needs and the existing situation are evaluated by point to point, and the demand for talents training in the future is found out.

For example, by understanding the future strategic planning of the enterprise, it is concluded that the enterprise needs large quantities of high-end R & D engineers in the future, and the amount and capability of the human resources of the existing R & D posts can not meet the demand. Then, a key task of enterprise personnel training in the next few years is to train R & D engineers in large quantities.

After taking inventory, we can set the goal of personnel training according to the existing gap.

For example, an enterprise has found that the number of salesmen has not increased substantially, and the staff have basically not been mobile, per capita through the human resource inventory of the sales force in the past three years.

Three years have basically not changed.

To this end, the enterprise has set the following development goals in the following aspects:

First, continue to introduce outside sales personnel, and cut the existing market area of sales personnel, and implement the "horse racing" mechanism.

Second, strengthen the marketing ability of the existing sales staff, set up the ability index of the rank promotion of the marketing personnel and the corresponding training items, and change the past to decide the position promotion by the simple performance.

Third, to achieve mutual deployment of internal staff, change the original personnel market area and customer groups.