Problems that should be paid attention to when making annual training plans

Usually, every enterprise is making annual training plans, but due to the different management level, the quality of human resources cadres and the different views of enterprises on training, the annual training plans of each enterprise are quite different.

A common practice is that the human resources department designs a training demand questionnaire and sends it to all departments, and then the human resources department summarizes it into an annual training plan, which is discussed and approved by the general manager's office meeting. This program is basically not much different, as is the case in most enterprises.

Among them, the difference lies in the content and structure of the demand questionnaire. Some enterprises do it simply, and list some popular courses in the demand questionnaire for departments to choose according to their needs, and the introduction of courses is often just a name. As for the training objects, training objectives, class hours, course syllabus, providers and other contents of the course, it is impossible to know accurately. Therefore, when the demand questionnaire is sent to the department, the work that the department is responsible for is only to check the name of the course according to the requirement of "limited selection of 3-5 items" by the Human Resources Department, and they don't care about what kind of training they need, who to train and what training the Human Resources Department can provide. In their view, this is a routine.

Enterprises that do better will not only list the names of some courses, but also design some open-ended questions, such as "What training is needed", "Why is it needed" and "How do you want to train?" However, department heads who are busy with business have no mind and time to care about these puzzling questions, so they still tick the back of the courses.

Therefore, when making the annual training plan, we need to pay attention to the following three issues:

First, grasp the real demand and describe the source of the demand. Grasping the real needs means knowing the most needed training needs of each department's current work, not what the most popular courses and the most famous lecturers are. Many enterprises are prone to make a mistake, that is, when conducting a training demand survey, they start from the training providers instead of the company's business, instead of considering what training employees need for their jobs, they start from the courses listed in the introduction of some training institutions' letters and letters, and rearrange these courses as the content of the demand survey.

It is easy to mislead the department heads who are unfamiliar with and good at training, thinking that training is to listen to the lessons of teachers with good reputation. No matter what the teachers say, as long as they are famous teachers and well-known training institutions, they are the best choice. Therefore, they regard well-known teachers and well-known institutions as the source of training needs and make training plans for their departments.

in fact, the demand for training comes from performance. This is the only source of training. All training activities are to help employees improve their performance, and to help employees keep pace with the enterprise and unify their goals.

Therefore, only the training demand based on employee performance is the most real demand, and it is also the most needed by enterprises. From this point of view, when designing the training demand questionnaire, the human resources department should design a structured training demand questionnaire based on the performance of employees. We will elaborate on this issue later.

second, the objectives of the annual training should be clear. The so-called training goal is actually very simple and clear, which is to help employees improve their performance. On the basis of this big goal, we can determine the targeted training objectives according to the employees' job responsibilities and performance appraisal in the last performance cycle. For example, in the last performance cycle, employees had weak links in their work plans, their work lacked planning, or their plans were unreasonable. We can design a course on how to do a good job in planning management. The training objectives are: to master the theory of planning management, learn to make plans, and learn to check plans.

Third, write a high-quality annual training plan. In order to make the annual training plan more effective, the human resources department should compile a high-quality annual training plan, which mainly considers the following aspects:

training demand survey

formulation of annual training plan

organization of annual training plan

training summary

training effect evaluation

five steps to formulate annual training plan

search. Training needs include two levels, one is the requirements of the annual work plan for employees, and the other is the promotion that employees need to make in order to complete their work goals. Through the analysis of two levels, the annual training needs of the company are obtained.

In fact, the training demand is closely related to the employee's performance, so when designing the structured table of employee training, it should be combined with the employee's performance. Specifically, we can design the following dimensions: knowledge, skills and attitude. What are the differences between employees' knowledge, skills and attitude and the company's requirements in the past performance cycle? Find out these differences and put them into the training demand plan as an employee improvement plan (see Figure 1).

selecting requirements

after each department submits the training requirements, the human resources department should organize to summarize the training requirements, and then compare them with the training requirements in combination with the company's annual objectives and tasks, find out the matching parts, and summarize them to form a training requirements summary table. The person in charge of training should select the classification standard, classify the training needs, and determine the training topics on the basis of the classification. Classification can be made according to the content of training, such as finance, human resource management, marketing, execution, management and strategy. It can also be divided according to the training objects, such as pre-job training for new employees, training for ordinary employees, training for middle managers, training for senior managers and so on.

implement the course

according to the determined training needs, select the appropriate course, and list the training objectives, course outline, training hours and implementation time. When designing training courses, we should pay attention to the logical relationship between courses, so as to achieve gradual and orderly progress. In the selection of training methods, we should also choose the most suitable method according to the different participants. For example, the training of middle managers focuses on the development of managers' ability. Through training, the individual potential of managers' employees is stimulated, team vitality, cohesion and creativity are enhanced, so that middle managers can deepen their understanding of modern enterprise management, understand the internal and external situation of enterprises, establish a long-term development perspective, and improve their planning and execution ability. There are several ways of training: choosing internal training or going out to participate in open classes, combining centralized discussion with self-study, and the department manager is responsible for providing learning and management opportunities for subordinates. Another example is the pre-job training for new employees. The pre-job training for new employees is mainly aimed at college graduates and social recruiters newly accepted by the company. The content is company-level training, followed by secondary training by each unit and tertiary training by the department or production workshop. For the training of newly recruited employees, the combination of classroom learning and outdoor experiential training is adopted, so that new employees can gradually get to know the company, deepen their understanding of the company's corporate culture and gain new feelings and motivation.

In addition, it is necessary to ensure the resources of lecturers. Should we invite professional lecturers from outside or trainers from within the enterprise? Or buy a lecturer's CD to save money and play it in the enterprise? These are all things that training supervisors should consider.

make a budget

make a training budget according to the determined training courses and the market conditions. The training budget should be approved by the corresponding leaders. In formulating the training budget, many factors should be considered, such as the company's performance development, the total training cost of last year, the per capita training cost, etc. On the basis of last year, the training budget should be increased or decreased proportionally according to the progress of training work.

To budget the training expenses, we should communicate with the financial department about the subjects. The general training expenses include lecturer fees, teaching materials fees, travel expenses, venue fees, equipment fees, tea and catering fees, etc. A training course should fully consider these expenses and make a rough budget. After the budget is obtained, it can be increased by 11-21% on the basis of the total amount, leaving some flexible space.

writing a plan

based on the above work, write an annual training plan (see chart 2).

approval and management of annual training plan

approval of annual training plan

The general manager's office meeting (or board of directors) is responsible for the approval of annual training plan. As a part of the annual plan, the approved annual training plan can be included in the work plan for next year and implemented.

the preliminary training plan is firstly reviewed internally, and the person in charge of the human resources department and the supervisor will analyze and discuss the enforceability of the annual training plan, find out the existing problems, make improvements, determine a final version, and submit it to the general manager's office meeting (or the board of directors), the highest decision-making body for training, for approval. The top leaders of the company should make a long-term plan for employee training from the perspective of the company's long-term development and write it into the company's annual plan.

Management of annual training plan

There are also many risks in training, such as the risk of the loss of employees studying abroad, the risk of increasing the difficulty of keeping professional and technical secrets, the risk of cultivating competitors, etc. Facing all kinds of risks, enterprises should take the following preventive measures: establishing the relationship between labor and training according to law; Establish an effective incentive mechanism; Encourage self-study and increase job training; Improve the training system and improve the quality of training; Use legal means to protect the company's patented technology, and reduce the risk of training as much as possible.

in addition, it is necessary to set up a project management team and determine the members of the project team. After the personnel are determined to be in place, each person will do his own job, clearly define their work contents and responsibilities in the project team, and inform the project team members in time and report to the vice president in charge. Secondly, the plan of the project team should be made, and the project team members should participate in the whole process until the plan is completed and approved. The leader of the project team should control the actual process of the training project so that it can complete the task on schedule within the budget target. In order to make the course meet the needs of the department's business and employees, the human resources department should issue the Pre-commencement Opinion Inquiry Form in advance and make the first record of course tracking-the Course Sign-in Form. Supporting employees' career development is an important aspect of motivating employees. At the same time of enterprise development, the company should give employees opportunities to improve their personal skills and get training and development, and have room to display their personal talents and expertise and personal promotion and development.

the training plan should be formulated in line with the principle of being conducive to the realization of the company's overall goal and the improvement of competitiveness, profitability and profitability, with employees as the center, and effectively improve and improve employees' attitudes, knowledge, skills and behavior patterns. A good plan is half the battle. When the training plan provides help for enterprise operation and business development and improves the overall performance of managers, training will play the greatest role.