Analysis of the characteristics of each stage of the pulse furniture enterprise training

Although most companies pay more and more attention to training, the various problems in corporate training seem to be very difficult to solve. These problems make some training managers feel at a loss. Some problems exist, but they are not solved and need to be solved by enterprises at this stage. The really effective way is not to try to solve all the problems at once, but to take the stage of the current situation of corporate training, and then solve the problems that should be solved at this stage.

Enterprises are in different stages of development, and the needs and requirements for training vary. The training can be divided into four different phases - the initial enlightenment phase, the normative development phase, the integrated resource phase, and the fine division of labor.

The first stage: the initial enlightenment stage

Enterprise management is in the early stage of entrepreneurship, and all management is not standardized. At this time, enterprises take survival as their primary task. Therefore, the characteristics of this stage of training are: what kind of training is required to make decisions based on the sense of leadership. Without a clear budget, the training may be determined or cancelled at any time. At this time, the leadership will pay more attention to the company's business, sales and technology. The training is mainly based on the internal lecturer's experience. There is no standardized training system and requirements. The leadership will informally make certain work experience rich or achieve certain performance. People teach. Generally speaking, there is no special training person in charge, but a human resources manager or supervisor is directly responsible for the training work.

At this stage, if the training manager tries to let the leaders put the emphasis on training into tangible actions, I hope that the company will come up with a lot of training budgets and funds to organize very formal training, and let the heads of various departments have anything to do. It is a big mistake to ask the employees in your department to participate. It is not only helpful to your training work, but also has the counterproductive effect. It makes the company and the leaders feel that they are too high and far from practical. think.

The problem that the training manager needs to solve at this stage is to mobilize the enthusiasm of the experienced people inside, to become an internal lecturer, to carry on the experience inheritance; sometimes to download the learning materials or buy CDs for collective learning; there will also be company leaders Train the company's employees based on the experience of training outside. In short, this stage of training to achieve such an effect, the first to ensure the minimum cost of training, and second, let everyone feel the atmosphere of training and learning. As for the effect of training, it is usually to let the participants write some experience.

If you really want to do a lot of business training, you can try to find some in-house lecturers who have not spoken outside the big business. Such a lecturer belongs to the actual combat group in terms of effect. From the price point of view, it is K grade or below, which basically meets the requirements of company training, and the price is easy to accept. However, such a lecturer is not easy to find, and it is necessary to use some platform to do some resource accumulation (such as the forum module of some human resources or training websites).

The second stage: the integration of resources

After a period of development, the scale of the enterprise has begun to expand rapidly, and management has gradually moved toward formality. Enterprises have begun to enhance their strength through various integrations, especially resource integration. At this time, the enterprise management training will focus on management and all-staff training. The management of the scale and the weak management quality, the professionalization of employees, and the career development issues are the concerns of the company and employees. At this stage of the company, the internal strength of the training is relatively weak, and the internal forces cannot complete the requirements of the company's standardized management, so more external forces (external training institutions and external lecturers) will be used. Generally speaking, at this stage of the company, there is already a person responsible for corporate training, and there is a certain training budget and funding.

At this stage, if the training manager feels that he can sit back and relax with the help of external forces, he hopes that all the problems of the company training will be solved through external training institutions and training instructors. I hope that they can bring about tremendous changes to the company, and the employees after the training have obvious changes. That is impossible. If the company outsources the training work at this stage, it would be even more wrong. Because many training institutions are an information platform for lecturers, it is impossible to carry out customized development of courses according to the actual situation of the enterprise; the training instructors are even more mixed, wearing a variety of auras on their heads with impunity. In fact, there are a lot of people who have heard the lectures of several lecturers and entered the ranks of lecturers. Therefore, the training manager at this time should be cautious in the choice of institutions and lecturers.

At this stage, for the training manager, the two issues that need to be addressed are the effectiveness of the selection of training institutions and lecturers, and the effectiveness of the training content. For the selection of training institutions, preliminary judgments can be made through some indicators at the beginning of contact with various training institutions, such as the size and strength of the company, the resource platform, and the team of lecturers (note that there are many lecturers who are freelancers) and value-added. Service, etc., because each training institution has its own main direction, so in the end, we must choose 2-3 long-term partners to meet the needs of all aspects of enterprise training. For business training instructors, the first choice is to compare with the nature of the company. Similar, management and development are more standardized corporate lecturers. Second, the relevant personnel responsible for the training of the instructors can understand the status and effectiveness of the training as a preliminary judgment; regarding the effectiveness of the course content, because the company does not have a standardized curriculum system. The content is usually provided by the lecturer, so it is best for the lecturer to work in other companies with similar nature to the company, or to conduct multiple trainings, and to conduct pre-school surveys before the training, and then feedback the results to the lecturer. As a basis for adjusting the content of the course.

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