departmental internal training and corporate culture

Many enterprises are engaged in cultural construction and learning organization construction. The human resources department plays a very important role and often engages in many activities, such as study exchange, work salon and so on. However, we often find a headache: manpower, material resources and financial resources are consumed a lot, but the effect is not satisfactory; Or the surface is red and fiery red, but after a while, it seems to be back to the original point. It took a long time, shouted a lot of slogans and spent a lot of resources, but it was too late to land, some helpless and some powerless.

I think there are many reasons for this situation. Through years of experience, I think the key reason lies in our narrow definition of human resources and the positioning of the main force of activity organization. The main force of various activities, such as staff management, organizational construction and cultural creation, is often located in the Ministry of Human Resources. In other words, the Ministry of Human Resources is the leading force. All departments of the company and their employees often hold this view, and even our human resources practitioners support this view. Therefore, we often see that the human resources department is overwhelmed, but the employees of the company are very dull, and even feel that the activities of the human resources department are too annoying and interfere with work, so our helplessness has deepened.

in fact, the real subjects of the company's cultural construction and learning organization construction are all business departments. In addition to organizing various key activities at the company level, the human resources department should put? Connotation? Expand, will cultural activities? Power? Decentralize, fully mobilize the learning enthusiasm of all business departments, and truly bring the internal training of departments into the unified training system of the company. After years of actual combat, I have a little experience in this respect, and share the following:

First, we should clarify the role and orientation of manpower. Some people think that the human resources department is service-oriented, others think that the human resources department is the leading department, and I think the real role of the human resources department should lie in direction and value? Guide? . The change of this concept has gone through three stages. During the training period of the last real estate company, the company's culture emphasized service, and the role of the human resources department was also positioned on service, so the starting point of training work was to serve all business systems. This concept has its correctness, but the excessive emphasis on service neglected the initiative of the human resources department, which often led to the difficulty in carrying out all the work, including training, and even undertook a lot of business work that the human resources department could not complete. The human resources department needed to pursue various coordination with the business department. Later, by chance, I joined a listed real estate company as the person in charge of training and recruitment, which is the company I am currently working for; The group operation of the company puts more emphasis on the authority of the human resources department, especially for the molecular companies. The advantage of this is that all the work of the human resources department is carried out very smoothly, and the business departments are also very supportive in the internal training of the department. The human resources department relies on the information after training to supervise whether the business departments have conducted internal training, which also creates a problem. What's wrong with what's right? For a period of time, the business department was perfunctory until a training fraud incident occurred in a business department. I was very shocked and began to reflect and summarize. Is this kind of post-event monitoring really good? Through the summary, it is found that this strong dominant orientation still can't really mobilize the learning enthusiasm of all departments, so it has gradually changed this working concept to the value and direction. Guide? Has made a change and adopted? Direction guidance? +? Process participation? +? Multiple incentives? The model is very effective, and the company's cultural atmosphere is changing in a positive direction.

the second is to change from post-monitoring to pre-guidance and process participation. In general, we tend to? Provide training programs? , the inherent idea of implementing the training plan and checking the implementation of the training, the usual practice is to check all the training materials retained after the training, and further, to follow up the internal training of the department to judge whether the training has been carried out. This way can't guarantee the training effect, and many of them are mere formality, and even there are extreme cases of false reporting and fraud. Based on this, I made the following changes. First, I changed monitoring into guidance, and put it in front. In addition to reporting the plan, every business department needs to submit the training courseware to the manpower in advance for review and give suggestions for revision from a professional perspective, so that we can clearly know whether the business department is fully prepared. The second is to encourage process participation. In the past, internal training was conducted by all departments behind closed doors. Whether they had studied or not, and what the learning effect was, it was impossible to know unless they followed up. While controlling the courseware, the Human Resources Department will inform other relevant departments to participate in the study held by the department according to the contents of the courseware and other related businesses and departments involved; In this way, the department will learn from it? Closed door? Transformed to? Open the door? Every internal training in the department has become a small multi-departmental study and exchange led by the department. Take? Direction guidance? +? Process participation? The way, can make the business department really pay attention to it, because he is not only facing this department, but also other colleagues in other departments. With the various incentives mentioned below, the internal training in the department can really run in the established direction.

Third, multiple incentive measures are taken in parallel, combining internal training with performance management and personnel training. When we carry out internal training in the department, we often pay attention to whether it is implemented, so the person in charge of the department is the first person to be assessed by manpower, who has implemented positive incentives and failed to implement negative incentives. There seems to be no problem in this way, but it ignores that the real implementation of training is the staff of the department, not the person in charge, such as the development of courseware and the teaching of courses. So I changed the single incentive object, and included the course developer and the course lecturer together. Different incentives are set for different objects. For example, department heads are mainly related to monthly training bulletin and monthly annual performance appraisal; The combination of course developers, course lecturers and the internal trainer system within the company, the combination of talent selection mechanism within the company, the combination of performance points, etc., and regular notification. The pertinence and expansion of the incentive object really mobilized the enthusiasm of employees at all levels in all business departments and with ideas, which made the internal training work fruitful.

Fourth, the internal training of the department should be truly incorporated into the training system of the company. Only in this way can we ensure the standardization and institutionalization of departmental internal training and promote all business departments to truly become the main force in cultural construction and learning organization construction.

yes? Direction guidance, process participation and multiple incentives? The improvement, at least from the current progress, is effective and very good, because the implementation of these measures has really turned the main body of training into various business departments, really mobilized the enthusiasm of employees at all levels in various business departments, and turned every internal training in departments into a small or even large-scale multi-departmental exchange and communication meeting. The construction of corporate culture and learning organization is also undergoing a qualitative change in a subtle way. However, the manpower needs to be well controlled from the direction before training to get out of the previous mire.

So when we really jump out of the role of monitoring authority and become a guide of direction and values, our work will gradually produce results, and the construction of culture and learning organization will gradually land. Of course, the implementation of various measures can not be separated from the support of the company's top management, but also from a relatively complete performance appraisal system and a relatively mature cultural ecology. ;