1 Overview
Enterprises should design and implement the human resources training and development system completely and systematically to form a complete dynamic system from the needs of overall strategic development. The training and development of enterprise human resources are closely related to human resources planning. Human resource planning is the core content of human resource strategy, which aims to realize the rational allocation and effective utilization of all kinds of talents. Training and development is an important part of human resource management in modern organizations. By combining with the medium and long-term strategic objectives of the organization, building a strategy oriented training and development system, constantly improving the training management organization, perfecting the training management system, strengthening the training system construction, providing training implementation guarantee, and promoting the transformation of training results, so as to build a learning organization and realize the continuous improvement of the comprehensive ability of employees is an important goal and way for the training and development of human resources in modern organizations. This paper focuses on the effective ways to optimize the training and development design, hoping that through the active implementation of training and development, the individual value can be realized, the development of the organization can be promoted, and the optimization design of strategic oriented training and development can bring common development to the organization and the individual.
2. Problems in human resources training and development of enterprises
2.1 imperfect system and inadequate training planning
A complete training system includes a thorough personnel training demand plan, the practical implementation and implementation of the training design scheme, and the evaluation of the training work at the end of the training work. It should also make the human resources training and development objectives highly consistent with the overall objectives of the enterprise from the perspective of the enterprise's development strategy or medium and long-term development strategy. At present, most enterprises in Pingliang City regularly or irregularly carry out various trainings for their employees. However, due to the neglect of the systematic planning for training development, the lack of overall consideration, the lack of overall awareness and long-term vision, and the lack of strategic planning, especially the failure to combine with the medium - and long-term development goals and development strategies of the enterprise, the training is mostly formalistic and attaches importance to short-term interests, While ignoring the construction of system and effective and reasonable planning.
2.2 insufficient demand research and training pertinence
Various differences of employees exist objectively, such as gender differences, age differences, knowledge background differences, work role differences, knowledge and skills differences, etc. these objective differences determine that they have different training needs and career development plans. For example, some of the training objectives are to improve work efficiency and hope to receive knowledge and skills training, some are to successfully complete their own tasks and hope to receive work ability training, and some are to achieve personal career planning and hope to receive planning guidance and opportunity creation training. However, the current training of enterprises is mostly a mere formality or generalization, lacking of targeted demand research and analysis of training demand. There is a certain blindness in training development.
2.3 the training mode lags behind and the use of modern means is insufficient
According to the survey data, most of the human resources training organized by some enterprises use the traditional teaching mode. The training teachers mainly use imported textbooks, traditional classroom indoctrination and concentrated listening "cramming" teaching. This one-way and passive training mode will make the trainees feel boring and lose their interest in training, At the same time, it also separates the organic connection between theory and practice and the rational transformation of "knowledge ability". Due to time constraints, the training often conflicts with daily work, resulting in the situation that trainees cannot participate.
2.4 poor transformation of training results, affecting the training effect
Peter Drucker, the father of American management, said: "the essence of management lies not in knowing, but in doing". The transformation of training results is to apply the knowledge, skills and behaviors learned in the training to the actual work, so as to achieve the effect of learning for application. The trainees should not only fully master the knowledge and skills required by the training project, but also continuously and effectively apply the learned knowledge to the work flexibly, so as to transform the "learned" into "used". If no one tracks and feeds back the training effect after the training, the training will fail. Therefore, no matter how strategic the design planning and how modern the development methods and means are, if there is a lack of full and smooth transformation of achievements, it is undoubtedly to grasp the small and enlarge, abandon the basics and forget the end, and have nothing to find. In the current training development system of some enterprises, although a questionnaire survey has been designed and the training effect has been evaluated and summarized, on the whole, the evaluation is a mere formality to a certain extent and cannot play an objective role in measuring or observing the degree of transformation of results.
3 countermeasures for the above problems
3.1 establish and improve the system to improve the systematization and foresight of training development
The significance of formulating the human resources training strategy and paying attention to the strategic orientation of training and development lies in avoiding the disorder and disorder in human resources training such as emergency training, blindly following the trend training or the absence of necessary training, improving the training efficiency, making the training investment have a greater return, and making the human resources training and development really play a due role in the development of the enterprise. The training and development of human resources should be integrated, systematic, forward-looking and game oriented, and should be based on the comprehensive research and analysis of the internal and external environment and phased development objectives of the enterprise. It is suggested that the enterprise should put the training and development of human resources under the changing background of enterprise reform and market competition, combine it with the medium and long-term development planning of the enterprise, strengthen the top-level design, strengthen the overall planning, establish and improve the training system, clarify the purpose of strategic oriented training and development design, strengthen the goal orientation, and establish a supporting training system.
3.2 strengthen demand investigation and analysis, and improve the guidance and pertinence of training development to work
Before the training, it is necessary to analyze the training needs and determine the training contents and training objects suitable for the training objectives. Training needs analysis aims to systematically identify and analyze the objectives, knowledge, skills, etc. of various organizations and their members, so as to determine whether training is required and the training content. Through investigation, diagnosis, key factor analysis, trend prediction and other links, we can find the gap between objective reality and ideal goals, find out the causes of these problems, and find out the key influencing factors, so as to find the potential training needs. When determining the training content that conforms to the actual situation, the ability improvement and comprehensive quality training should be combined. The training department should adjust the training content pertinently to ensure that the training content is classified. Such a principle should be followed and clearly defined. All personnel need training, whether they are grass-roots personnel, middle and senior managers, or leaders of decision-making levels.
3.3 enrich organizational forms and actively use modern and information-based means. In recent years, with the rapid development of information technology, network technology, communication technology and third-party services, some emerging technical means can be used for reference to assist in training. According to the specificity of training objects, contents and objectives, diversified training courses and training methods are designed to break through the restrictions on traditional face-to-face teaching, Stimulate employees' interest and internal demand for training. In addition, in the selection of training methods and means, the psychological and physiological structural characteristics of the training objects should be fully considered, and different training methods or different training combinations should be determined according to the actual situation. First, traditional teaching. Through systematic teaching, employees can master theoretical knowledge, get inspiration from it, guide students to actively participate, and change one-way communication into two-way communication. Second, situational experience. Situational experience is to arrange a certain realistic situation for the students, so that the students can carry out simulated exercise or operation through role play according to the learned knowledge and background information, so that each student can learn new methods, skills and concepts in different role experiences. Third, the new technology training method. Including multimedia audio-visual, case studies, adventure learning, Internet courses, virtual teaching, etc. these methods should be fully designed in the early stage based on the results of demand investigation and analysis, combined with the requirements of enterprise development and positions on employees' ability and employees' own expectations and needs. Integrate training into employees' daily work and life, turn receiving training into employees' spontaneous internal needs, and stimulate employees' enthusiasm to participate in training.
3.4 build training achievement transformation mechanism to improve training quality and effectiveness
To promote the transformation of training achievements, it is necessary to clarify the role of key factors in the transformation of training achievements, establish a working environment to promote the transformation of training achievements, overcome the factors that hinder the transformation, and improve the working environment and management tasks for the transformation of training achievements.
First, the content of the training course should be transformed into the participants' understanding and experience. After learning each lesson, participants are required to write their learning experiences according to their own understanding and comprehension, refine the key words and key concepts of the training content, sort out and summarize the key course content, and urge participants to deeply understand the purpose and significance of the training through these means. The second is to translate the participants' experience into a work improvement plan in combination with the current work situation. The participants are required to find their own gaps by comparing the extracted keywords, key concepts and key training contents, formulate a work plan suitable for their own growth, list it in writing, clarify the crux of the work and the problems, and form a written improvement plan in combination with their daily work, which will be implemented with the help of the trainers, supervise the participants' continuous improvement and improvement in their future work, so as to achieve the effect of integrating the training contents with the actual work, Improve the participants' personal quality and working ability. Third, transform the work improvement plan into a sustainable working mechanism. The trainees are required to take active actions according to the written work improvement plan, organize training for the departments and personnel related to the improvement plan, mobilize the enthusiasm of the staff of each department, so as to test the trainees' understanding and application ability of the training content. The managers should actively participate in the whole process of achievement transformation and inspection, and on the one hand, supervise and inspect the actual performance of the trainees in their daily work, On the other hand, the progress made by the participants shall be recognized and praised in time, and the necessary conditions for the participants to continuously improve their work situation shall be created. Fourth, transforming the work mechanism into work performance requires participants to flexibly apply the knowledge, ideas and skills they have learned to their work in the process of work improvement actions, mainly considering the participants' ability to digest and understand the training content and their ability to transform performance in actual work, focusing on refining from the dimensions of work quantity, quality, cost, time and speed, and doing a good job in performance evaluation, Confirm the corresponding dimensions of job performance improvement, and further test the effectiveness of training results transformation. Fifthly, actively play the active role of participants in the process of performance transformation. The manager shall analyze and evaluate the work performance of the trainees by stages, feed back problems that need to be improved to the trainees by means of performance interview, put forward suggestions, guide the trainees to write training reports, actively create conditions for the trainees to transform work performance, provide opportunities for the trainees to apply new skills, and evaluate the work performance of the trainees. At the same time, the trainers should also regularly strengthen, evaluate and follow-up the participants, guide the participants to develop plans for applying new skills to transform the training results, and help the participants enhance their ability to review the evaluation results and formulate future self-development plans. Sixth, the recognition and summary of training results.
The human resources department and other departments of the enterprise shall hold a summary and commendation meeting for the training results of the enterprise. The participants with obvious training effect and high conversion rate of work performance shall be affirmed, commended and rewarded at the meeting. The participants with significant contributions shall be promoted and paid a raise. The training results shall be amplified by setting an example of the enterprise and establishing a demonstration leader, so as to form a system of full participation, learning and A good atmosphere for all employees to share the results, so as to actively mobilize everyone's enthusiasm and enthusiasm to participate in the training, and provide a strong talent guarantee for the development, growth and progress of the enterprise.
At the same time, we should use the incentive strengthening theory and effective measures to promote the transformation of training results, comprehensively analyze the influencing factors such as trainees' training motivation, cultural level and basic skills, reasonably use the incentive means such as setting goals, setting expectations, and mining to meet people's achievement needs, and take effective measures such as helping trainees prepare for training, setting reward and punishment items, and linking with salary promotion, so as to promote the internalization transfer of training results. At the same time, it is also necessary to create a working environment conducive to the transformation of training results, give full play to the guidance and promotion role of human resources management departments, improve the support of managers for training, and create opportunities for trainees to apply their learned skills in practice; Track and investigate the training effect in time, establish a supervision and feedback system, timely remind and urge managers at all levels to continuously track the trainees for investigation and evaluation according to the training evaluation indicators and standards; Carry out the whole process communication before, during and after the training. Take multiple measures to comprehensively promote and optimize training development, so as to truly become an effective driving force and strong guarantee for the sustainable development of enterprises.