Misunderstanding: Theory of Training UselessnessTraining, as an important part of human resource management, is often highly valued by enterprise managers. However, many enterprises do not know the training reason, training object and training content. They believe that as long as there are excellent training teachers and all trainers participate in the training, it is a successful training. Little did they know that after the training, the employees could not use their knowledge and the management could not see the training effect, so the enterprise began to advocate the theory of training uselessness. SuccessHR Capital Institute will discuss the topic of "training uselessness".   The phenomenon of "training uselessness" The theory of training uselessness is based on the fact that the overall training effect is bad. The poor training effect can be divided into two aspects: employees subjectively think that the training content is not important for their work and the training content is not used objectively. Thus, we can often hear complaints that "we haven't paid attention to the business points with so much training" or "training takes a lot of time, so it might as well spend more time doing business". The Institute will conduct an in-depth analysis of the causes of the "theory of training uselessness". Reasons for the "theory of training uselessness" The training content is poorly targeted The training organized by the personnel department can be roughly divided into general and professional. General training includes business etiquette, document making and other skills, the characteristics of which make it difficult to arrange courses according to the individual needs of the training object; As for professional training, it is usually required by the Business Department. However, Business Departments often do not receive professional demand research training, or their ability to refine key issues is not enough, leading to unclear training objectives and serious distortion of content. Even though the Business Department clearly describes the requirements, when the requirements are summarized to the training manager or even the trainer, there is a deviation in understanding, resulting in that the entire training content is not trained as per the requirements of the business department. The final feedback is that training is a burden for employees and has not achieved the goal of training for the Department. Unreasonable training settings When Business Departments, HR departments and lecturers reach an agreement on the overall training content and can provide targeted training to employees, unreasonable overall training settings will also give rise to unsatisfactory training results. For complex topics, enterprises often only carry out one training, without in-depth study, and even do not know that systematic training is required for this topic. In addition, for specific training forms, sometimes on-site training cannot be carried out for geographical and time constraints, so online training is used instead. However, due to the lack of interaction with the lecturer and the limitation of the site, the final training effect is not good. Weak employee self drive Apart from the above two reasons, the lack of self drive of employees is also the reason for the poor training effect. Training is also a process of learning, which should be from "I want to learn" to "I want to learn". When the enterprise organizes targeted training and sets up a series of processes, if the employees themselves do not have the desire to learn knowledge urgently, the previous preparation will be useless. So this can also explain why employees still make mistakes when they have been trained. For new knowledge and skills solidified into habits, please refer to the 10,000 Hour Rule. On the one hand, it is necessary to help learners make conscious positioning and arouse their willingness to act. On the other hand, it is indispensable to provide learners with the opportunity of time. Only by practicing spontaneously can they master knowledge better. How to deal with the "theory of training uselessness" Top-level design As with other matters, the solution to the "theory of training uselessness" requires a correct top-level planning. In general, the following three principles shall be observed: Train upon meeting the new
Train upon meeting the change Train upon meeting the retrogression
First of all, the purpose of training is to serve the business operation. If new business needs to be carried out in the course of operation, or the original business needs changing, the management needs to have the awareness of timely training. Besides, the company's business continued to decline, which requires the management to analyze the problems in a timely manner and conduct training timely after finding the problems. What’s more, training is increasingly positioned as an enabling means for organizational talent development; For example, in combination with the competency expectation of each position level in the talent echelon, through the action of talent inventory, the gap between the current situation of talents and the expectation is located, and accordingly, a targeted and step-by-step training system design is provided. Training system When we establish an effective top-level training mechanism and improve the overall training awareness, the training form needs to be effectively designed. Conduct a series of trainings on the same topic, such as business etiquette. You can set up training courses for ordinary, intermediate and advanced versions to form an overall training series. Except the setting of training series, the training time and form should also be carefully considered, and offline field training should be the main form as far as possible. Training assessment The training content has a poor effect in the actual application process, mainly because employees are only passive input in the training process, without active output process. The overall effect of training can be improved and the problem of the "theory of training uselessness" can be solved only if the corresponding training effect evaluation is carried out after the training is completed to make the employees output accordingly. It is important to note that training effectiveness assessment must be integrated with individual training objectives. Evaluate the effect of training through continuous behavior change in the following N months, and finally form P (setting personal training goals) D (training implementation) C (action improvement & effect evaluation) A (next round of training and learning plan) cycle; Through the means of training, effectively form the organic combination of organizational performance improvement and individual ability development.  The above is the overall view of the SuccessHR Capital Institute on training. We hope that enterprises can regain effective training and get rid of the misunderstanding of the "theory of training uselessness" through the above solutions. |
