Annual training program

The most basic content of the training program is: Why should we train? Who receives training? What to train? Who implements the training? How to train? How much resources do you use? These problems have been clarified, and the success of the training has been tangible.

The first is “why to train”, which is to determine the goals to be achieved in the training. The role of the training objectives is as follows:

1 can be combined with the needs of trainees, managers, etc.: The needs of the above two aspects are always different, but the training objectives must be properly matched to achieve the overall satisfactory results;

2 Management needs: use training to improve management, increase sales and profits;

3 Trainee needs: Use training to gain the following benefits, such as superior feeling, more salary income, higher job skills, greater job satisfaction, stronger self-confidence, promotion opportunities, and so on. Regarding the goal setting, one thing to pay special attention to is to coordinate the goals that the training needs to achieve with the corporate goals. The training objectives must be subject to the corporate goals. This is theoretically unquestionable, but in practice it is often Forgotten.

In addition, training objectives are used to guide the development of training policies and their programs. There are often many options for implementing training activities. The choice is based on the size of the activity's contribution to the training objectives and then making decisions that are the right approach.

Generally speaking, in the current internal training of enterprises, the determination of training objects is often easier and clear. It is more difficult to determine the content of training. We will discuss the topic next week.

The annual training plan also stipulates the tasks that must be completed by the person conducting the training. The training objective is to stipulate the tasks that the moderator must complete in order to serve as his guide. Just grasping the training process is not enough, and often leads to deviations from the original intention.

The final loop is the determination of the training budget. The main considerations for the training expense budget are: lecture fees, classroom fees, teaching materials, and course design fees. Of course, the training cost budget should determine the specific cost budget based on the source of the trainer. If the trainer is an internal employee, you do not have to consider the cost; if the training course is an expatriate training or a professional company is required to do internal training, then the budget should be based on the local market price. Then the annual expenses are distributed proportionally. Each enterprise generally has a certain training fee. The training planners should combine the enterprise planning and various training needs, and allocate the annual expenses proportionally according to the importance of the problem. Therefore, it not only satisfies the training necessary for the long-term development strategic planning of the enterprise, but also highlights the current training focus. For example, in the current year, the training of middle-level management personnel in the level of training and the improvement of the marketing staff in professional training will be tilted, and the cost will be highlighted.

Once the annual training program is fully completed, the next step is to report to the leader for approval and then begin implementation.

In general, the annual training program is not very difficult to establish. As long as the scientific methods and processes are followed, an effective and satisfactory plan can be successfully completed and will provide a solid foundation for the successful implementation in the future. .

With the beginning of the new year, the preparation and planning of each unit's work on human resources will be launched one after another. One of the most important ones is the annual training program. Annual training programs should generally be considered in four main areas: the definition and validation of training needs, the design of annual training programs, aided data procurement plans, and budget control. If the training activities have never been carried out in the unit, the planning work will be relatively complicated, and there is still a need to add persuasion and competition.

Definition and confirmation of training needs

The secret of the success of the training is: What is the basis for determining the training? If the development of the training plan is based on what the manager thinks is the "should" of the employee's interest, then basically can predict with certainty, The attitude of participating in the learners must be quite cold. On the contrary, if the training plan is based on the needs and interests of the trainees, it must be a prosperous and successful project.

Many people often use the set of children's education to transfer to adult education. If the object is a child, you can order them to learn these, "otherwise, you have a good look!" Adults are “having” things that need to “learn” so that they can survive, find employment, happiness, etc. Children are basically compulsory learners. If they don’t learn what they should learn, society will punish them. However, adults are voluntary learners, which means that if they don't learn what they should learn, society will not punish them. The key differences between child education and adult education are also here, and these differences will greatly influence the content and methods of learning.

However, many training managers always ignore the importance of this link, and they often act on their own. A very typical situation is that sensitive and responsible human resource managers feel some weaknesses in their own business and see the necessity of training; then, without clearly defining the training needs, Discuss with the training organization the specific content of the training, such as the curriculum, time schedule, etc., and use their own experience and understanding as the main criteria for choice. This too impetuous practice often leads to poor training results.

These managers tend to say with certainty: I certainly know what our needs are, otherwise they will not ask for training. If you analyze this confidence, you will find that the problem lies in the following points:

First, the understanding of the need for content:

“We” must have “the need for training”, but in terms of effect, it is more important to have “the need for specific training”, that is, “clear training objectives that need to be triggered”. There is no deep analysis of these specific contents. The so-called: "need" is just a general feeling. Need to be concrete, clear, and targeted, this is a logically essential link.

Second, speculation, rather than in-depth research to achieve the needs of the specific:

These managers make judgments without scientific research on the internal deficiencies of the company, and select some things that they think should be trained. Here are a few mistakes that are easy to make:

◆ limitations in their own knowledge, vision, and experience;

◆ misjudgment of the situation;

◆ incorrect assumptions;

◆ wrong reasoning process and so on.

It is difficult to effectively meet the actual needs of the enterprise in the design of the training project, and the effect is inevitably greatly reduced. Therefore, whether it is based on theoretical requirements or from common mistakes in correcting practice, we are required to attach great importance to this step, and we cannot treat it rashly, and we cannot omit it.

Design annual training program

The most basic content of the training program is: Why should we train? Who receives training? What is training? Who implements training? How to train? After the year-round training project is fully planned, the training can be implemented.

The first step is to determine the goals to be achieved by the training.

The role of the training objectives is as follows:

◆ It can be combined with the needs of trainees, managers, etc.: The needs of the above two aspects are always different, but the training objectives must be properly matched to achieve the overall satisfactory results;

◆ Management needs: use training to improve management, increase sales and profits;

◆ Needs for trainees: Use training to gain the following benefits, such as superior feeling, more salary income, higher job skills, greater job satisfaction, stronger self-confidence, promotion opportunities, and so on.

Second, the consistency between the goals needed to coordinate the training and the corporate goals:

Training objectives must be subject to corporate goals, which is theoretically unquestionable, but often forgotten in practice. If so, the more successful the training, the more disruptive the overall management of the company.