Development of annual training plan [recommended reading]

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.

Third, to guide the development of training policies and their programs:

There are often many options for implementing training activities. What is the basis for the selection? It is the right approach to make decisions based on the contribution of the activity to the training objectives.

Fourth, it is used to define the tasks that must be completed by the person conducting the training :

The goal is to define the tasks that the moderator must complete in order to serve as his guide. Just doing a good job of training methods is not enough, often leading to deviations from the original intention.

Designing specific training programs, frankly, this is a weakness of business managers. It is quite difficult for managers to scientifically plan the system structure of the training , the modules to be taught, the tasks of each unit, the necessary materials and props, and the length of the completion time.

In order to avoid the limitations caused by personal ability and knowledge, the manager has a good and ready-made helper, that is, professional training institutions. In general, reputable training institutions can help companies with the scientific design of training programs. At this point, the manager's work translates into an audit of the submitted design. In this way, by taking advantage of both aspects, the training program is both advanced enough to ensure that it is tailored to the actual situation of the company.

The difficulty and complexity of the training courses all affect the effectiveness of the training , so no matter which side, you have to pay attention. To design a reasonable and appropriate course, you should do the following:

First, the characteristics of the course requirements.

This must be grasped from four aspects, namely

◆Integrity: Refers to the content, conduct and program of the course to match the training objectives, so that it is complete and uniform;

◆ Motivation: The curriculum is not only a changing life experience and activities, but also a dynamic experience, not a static knowledge; it is a participatory activity, not a forced alternative learning;

◆ Connectivity: The linkability of the curriculum includes vertical connection and horizontal connection. The former refers to the connection of the same discipline, and the latter refers to the cooperation between different disciplines;

◆ Balance: A good course must pay attention not to focus on a certain field, so that it cannot help the trainees to develop in a balanced manner.

Second, the curriculum development program.

The curriculum development curriculum can be roughly divided into four parts: curriculum decision, curriculum design, curriculum improvement and curriculum evaluation. The order between them is the prior decision, then the design is based on the decision, the research is discussed and then improved. Finally, The effect of a suitable standard assessment course.

Third, the scope of the course.

The scope should not be too large or too small. If it is too large, it will cause overlapping between courses and it is difficult to grasp the key points. If it is too small, the overall content of the training cannot be understood.

Fourth, the scheduling of the course process.

The course schedule should pay attention to the order of the relevant courses. The students should have a systematic understanding of the overall training content in a step-by-step manner.

Auxiliary data procurement plan

Of course, training aids are not absolutely necessary, you can carry out a training program without any tools. However, it is very unreliable, and it is hard to imagine that a good training effect can be achieved with a single lecture. Training and learning are essentially an ongoing process, and personnel managers should provide conditions and facilities for continuous learning.

Why use training aids? One of the reasons is that each of us is different and is learning in different ways. Some people can learn by listening to a lecture, others can learn by reading; Others may have to understand and master through diversified stimuli. You obviously can't expect too much from the learner's single learning ability.

Auxiliary materials include software and audio-visual products, books, models and props, experiments and internships, of which the former two categories are more feasible and cost-effective. Books are the most common training aids. You can purchase 500 targeted books for a total of 10,000 yuan, which is enough to form a small library.

Training software and audio-visual products are the recent boom. It uses modern technology as a carrier and uses many novel training methods to help trainees achieve their training goals efficiently. It also provides superior conditions for self-help training and greatly eases training. The pressure of the supervisor. Take "Golden Code Training Treasure" (share inspirational life experience)