How to make a training plan

Training plans are records arranged in a certain logical order. It is a pre-set training content, training time, training place, training personnel, training objects, training methods, training fees and other systems on the basis of comprehensive and objective training demand analysis.

budget

1, budget determination When making a training plan, we should first consider the budget issue.

2. Budget allocation Although the per capita training budget may be adopted when determining the training budget, it is often not shared equally.

3. Solving the conflict between budget and plan Training budget often conflicts with training plan. The main conflict is that the training budget can't complete the training involved in the training plan, and of course there will be cases where the training budget can't be spent.

classify

1, training types According to the different training contents, we can divide different training items into different training types, which is more conducive to the unified arrangement and management of training and saves enterprise resources. Internal training for teachers in the company, internal training for teachers outside the company, and participation in public training organized by external enterprises.

2. Training methods For different training programs, we can adopt different training methods. Generally speaking, we can divide the training methods into the following categories: lecture, demonstration, discussion, audio-visual method, role-playing method and case teaching method, simulation and game method. Various methods of education and training have their own advantages and disadvantages. In order to improve the training quality, it is often necessary to combine them.

3. Training level According to the different training scope, we can divide training into company-level training and department-level training.

plan

1. According to the responsibilities (key responsibilities), key achievement areas (KRA), required skills (skill requirements) and performance of each position, interview with the training and development committees of various vocational departments to confirm the training needs of each position at all stages during its on-the-job period (3 months, 12 months, 24 months), and set the personal training needs for working in the company.

The design of on-the-job training courses should also consider the management system or specific customer requirements. According to the training needs, the education and training functional committees of vocational schools design and develop training courses, determine the content of training courses and train internal lecturers.

2. Based on the functional training needs of employees, the supervisor of the employer sets a personal training development plan for employees according to their personal ability characteristics and performance, and generates a personal training schedule for employees, including courses that individuals should attend, training methods (compulsory/compulsory/elective/exemption) and course expiration time (new entrants, 3 months, 12 months, 24 months, etc. ).

Verb (abbreviation for verb) Steps to make a training plan

The first step is to confirm the training and human development budget.

The best starting point for making a training plan is to confirm how much budget the company will allocate for training and human development. It is meaningless to make any comprehensive training plan without knowing whether there is enough financial support. Usually, the training budget is decided by the decision-making level of the company, but HR should show the "proposal" of training investment to the decision-making level to explain why the company spends money on training and what the company will get in return. The training budget of companies may vary greatly in different industries, but usually the training budget of foreign-funded enterprises is 1% ~ 65438+ 0.5% of the turnover. What HR needs to manage is that the training budget is effectively used and brings benefits to the company.

The second step is to analyze the employee evaluation data.

The company's evaluation system should require managers to discuss personal training needs with employees. If your company's evaluation system can't do this, it shows that the company's evaluation system is not scientific enough and needs to improve this function. This is the main information source of "Who needs what training". Of course, sometimes it may be designated by the company to conduct all-staff training to implement a new quality or production system. The responsibility of HR is to collect all the training needs, and sometimes it may be asked by the department manager to give some suggestions, pointing out what kind of training is most suitable for the subordinate employees of the department manager at present.

The third step is to make a list of course requirements.

According to the training needs, list all kinds of training courses used to match the training needs. This may be a long list, including the personalized training needs of a few employees (even a single individual), and of course, the personalized training needs that many people want to participate in.

The fourth step is to modify the list that meets the budget.

Usually, the total training demand will exceed the training budget. In this case, we need to determine the priority and decide which courses can be run and which can't. The best way is to consult department managers and give them a chance to say what kind of training is most important. He Shouzhong, a training expert, believes that the most basic consideration is to let the training input achieve the best performance output for the company. Which courses may have the most positive impact on the performance of the employees involved, and then improve the overall performance of the company. If some training with needs can't be arranged, the employees who propose to change their needs should get a response. Human resources should consider whether there are other ways to meet the demand, such as transferring knowledge through job guidance or job rotation.

Step 5: Determine the training supplier.

When we have the final version of the course list, then we need to decide how to find the suppliers of these trainings. The first is to decide whether to use internal lecturers or hire external lecturers. The advantage of internal lecturers is that the cost is lower, and sometimes they are better than external lecturers (because internal lecturers know more about organizational conditions and processes). But sometimes when there is no expert in-house to teach the course, we have to find an external lecturer. In addition, for many types of management training (especially executive training), external lecturers are often more credible than internal lecturers, which is what we usually call "foreign monks like to chant Buddhist scriptures". This may not be fair, but it does exist.

The sixth step is to work out and distribute the schedule of classes.

The human resources department should make a timetable for all planned operation training, indicating the time and place of the course. It is common practice to make a booklet containing relevant information, such as a course description. This manual will be distributed to all departments as a reference document (in some organizations, it will be copied to all employees).

Step 7: Arrange logistics support for training.

Logistics support is needed to ensure training: we have places to operate courses (whether indoors or outdoors), students' accommodation (if necessary) and all equipment and facilities, such as flip charts, markers, projectors, etc. We also need to make sure that every participant can get the teaching materials. This sounds normal, but it is often these aspects that make mistakes. The best thing to do is to assume that there will be mistakes and reconfirm our logistics arrangements, especially if we use hotels or other external locations for training.

Step 8: Arrange the students corresponding to the course.

Even seemingly simple tasks, sometimes it may be difficult to arrange the corresponding students to attend the course. Basically, we should inform the trainees of the training places they have booked, send them to the training, tell them where to go and when to arrive, and maybe suggest them to bring calculators or complete a questionnaire before training. Generally, the company will notify the training registration two or three months in advance, so that students can arrange their schedules and have time to attend the training on the day. It is common for some students to cancel their registration at the last minute (usually because of work pressure), so there must be alternate students to reserve spare training places.

Step 9: Analyze the after-class evaluation and take corresponding actions.

We hope that our training investment will be as effective as possible. Like any other investment, we should evaluate what we have achieved. The most obvious method is to ask participants to fill out the course evaluation form after each course. All evaluation forms should be checked by HR as a lecturer's teaching quality. The continuous praise represents that this course has achieved results. If a course has a poor continuous evaluation, we should use these data to decide what needs to be changed (content, duration or host, etc.). ) and take action to change it so that the course can be optimized and upgraded for participants. Another way to evaluate the course can be to ask the front-line manager to ask the trainees to hold a training summary meeting after each training. Participants give feedback on how they will use what they have learned in after-school work. This is a very effective method, but HR needs to convince front-line managers to do it.

implement

After the training plan is made, how to implement it is undoubtedly the most critical. According to the long-term research and practice of the expert team of China Business School of International Management, an authoritative training institution in China, this paper summarizes several aspects involved in how to implement the training plan well:

1, determine the trainer. It is not easy to find a suitable coach. It is very expensive for an enterprise to train a qualified trainer, and the quality of the trainer directly affects the training effect. An excellent trainer should not only have extensive theoretical knowledge, but also have rich practical experience, solid training skills and attractive noble personality.

2. Determine the teaching materials. Generally, trainers determine the teaching materials, and there are four main sources of teaching materials: teaching materials sold abroad, teaching materials inside enterprises, teaching materials developed by training companies and teaching materials compiled by trainers. A good set of teaching materials should focus on the goal, be concise, illustrated and fascinating.

3. Determine the training place. The training place will also affect the training effect. Generally, there are the following training places: internal meeting rooms of enterprises, external meeting rooms of enterprises and internal meeting rooms of hotels. Training places should be arranged according to the training content.

4. Prepare training equipment. For example: TV, projector, screen, etc.

5. Decide the training time. Need to consider whether it is day or night, working day or weekend, peak season or off-season, when to start and when to end.

6. send a notice. Make sure that everyone who should come has received the notice, so there is one last follow-up to let everyone know the time, place and basic content of the training.

plan

Long-term projects/plans

(1) Establish training objectives-Through the investigation and analysis of training requirements, the general training requirements will be transformed into the overall training objectives of the enterprise, such as achieving various production and business objectives through training and improving the management level of the enterprise. Through the summary of last year's training plan and the analysis of the special needs of training, we can establish a special goal of improving the status quo through training, which is this.

Example of Siemens training plan

Key projects of annual training. (2) Study the development trend of the enterprise-the enterprise training department will study the production and marketing plan of the enterprise together with relevant key management personnel to determine how to complete the annual production and operation objectives of the enterprise through training. The achievement of a production and operation goal often depends on whether one or several employees complete the task correctly; Correctly completing the task depends on whether employees have the knowledge, skills and attitude needed to complete the task. By examining each business goal, identify the areas that need training. Enterprise training departments should also study the production and operation status of enterprises together with relevant personnel, find out the shortcomings that need to be improved, and seek what kind of training can improve the status quo and achieve the special purpose of training.

(3) Classification by training objectives-training around the production and operation objectives of enterprises should be included in the business training plan; Training activities around improving the management level of enterprises should be brought into management training program. Therefore, the formulation of training plan is to design the arrangement process of various training activities according to the training objectives. Business training activities of enterprises can be divided into quality training, language training and specialized business training. The management training activities of enterprises are mainly the training of managers above the team leader, including systematic supervision and management training and special training of trainers.

(4) Decide on the training course-the course is the theme of the training, and the employees participating in the training are required to master and use the contents of the training project after studying and discussing some topics. In the annual training plan, it is necessary to arrange the courses of various training activities, mainly listing the details of training activities, usually including: training subjects, training time, training place, training methods and so on. Pay attention to the scope of training courses not to be too large, so as to avoid too much overlapping of training courses in various projects; But the scope should not be too narrow, so as not to really understand the knowledge and skills of the project, and should be mainly limited to the courses necessary to be familiar with the training project. After the training course is determined, it is necessary to compile the teaching materials for each course, which should include the following parts: (1) briefly describe the purpose of the training materials; A chart listing related teaching materials; Explain the expression method of teaching material content; Textbooks are compiled in the following order: textbook name, textbook outline and time plan, main contents, implementation methods and methods, discussion questions, review methods and materials used.

(5) Training budget planning-Training budget is an estimate of the total cost of various training projects and management training projects when the training department of the enterprise formulates the annual training plan. The budget is estimated according to the funds required for various training activities in the project, the cost of equipment and materials, teaching AIDS, outings and professional activities.

Short - term plan

Short-term plan refers to the specific plan for each training activity or course with different subjects and contents. The steps to make a detailed training activity plan are as follows:

1. Establish the training purpose-define the effect that trainees should achieve after completing the training plan.

2. Design the outline and duration of the training plan-provide the basic structure and time schedule of the training plan.

3. Draft the training course schedule-provide the trainees with a specific schedule and implement it in a detailed schedule, that is, training weeks, days and hours.

4. Design the learning form-provide students with an effective way to complete the whole learning plan, and adopt different learning forms such as observation, internship, meeting, report, homework and test at different learning stages.

5. Formulate control measures-use control measures such as registration, regular meeting report and mobile inspection to supervise the progress of the training plan.

6. Determine the evaluation method-comprehensively evaluate the training effect of students according to their performance evaluation, proposition work, written test and training report.

principle

The training plan must meet the needs of both organizations and employees, consider the resource conditions of the organization and the quality foundation of employees, and fully consider the advancement of personnel training and the uncertainty of training results.

Principle 1: the training plan should start from the company's operation, and be "good-looking" and "useful";

Principle 2: more people will get more support;

Principle 3: Training needs must be investigated when making training plans;

Principle 4: In the process of planning, we should consider designing different learning methods to meet the needs of employees and individual differences;

Principle 5: Get as many commitments and sufficient resources as possible from the company's senior management and department heads to support various specific training plans, especially the commitment to the training time of students;

Principle 6: Some positive measures should be taken to improve training efficiency;

Principle 7: Pay attention to the details of training;

Principle 8: Pay attention to the training content;

Principle 9: Pay attention to the effectiveness of training.

influencing factor

When making a training plan, the following factors must be considered:

1. Employee participation allows employees to participate in the design and decision-making of training plans, which not only deepens employees' understanding of training, but also increases employees' interest and commitment to training plans. In addition, the participation of employees can make the curriculum design more in line with the real needs of employees.

2. Managers' participation. The heads of various departments are usually more aware of the abilities of employees in their own departments and what kind of training they need, so their participation, support and assistance are of great help to the success of the plan.

3. Time When making a training plan, it is necessary to accurately predict the training time and whether the transfer of personnel during this period may affect the operation of the organization. Course arrangement and training methods must be carried out in strict accordance with the pre-established timetable.

4. The cost training plan must meet the resource constraints of the organization. Some plans may be ideal, but if huge training funds are needed, not every organization can afford them. Whether the source of funds can be guaranteed and whether the funds can be allocated and used reasonably is not only directly related to the scale, level and degree of training, but also related to whether trainers and trainees can have a good training attitude.

step

1, company first, department later.

When making a training plan, you can first make a company-level training plan and then make a department-level training plan. Company-level training plans mainly include pre-job management training, pre-job technical training, quality management training, enterprise management training and other training plans.

The department-level training plan is formulated according to the training needs of the department.

The development department can include technical management training, applied technical training and technical foresight training.

Technical support departments can include applied technology training, company product knowledge training, agent product knowledge training, project management training, network certification training, etc.

The sales department can include product knowledge training, sales strategy training, business knowledge training, etc.

The marketing department can include the company's product knowledge training, marketing knowledge training and marketing strategy training;

The information management department focuses on network technology training;

Through the company-level training plan, organizing training with * * * can effectively reduce training costs. When making departmental training plan, we should combine the gap between departmental staff and post knowledge and skills requirements. After the company-level training plan is made, it will be more targeted to make departmental plans according to the company-level plan. When the discussion of departmental plan is delayed, it will not affect the implementation of company-level training plan.

2, clear training information.

Training project information includes training month, training type, training name, training method, range of trainees, main trainees, expense budget, etc. For key participants, they should be evaluated after training.

Step 3 discuss with the department

The department-level training plan should be discussed with the department manager. During the discussion, the department manager may propose to increase the training content and training budget. The training budget should be strictly controlled, but the training content can be increased, mainly through internal training. In addition, the training manager should make it clear to the department manager that the department-level training is conducted by the training manager to assist the department, not by the training manager. Otherwise, management disputes will easily occur in the process of training implementation.

Step 4 tell the parties

In the training demand survey, we will find some employees whose work ability does not meet the post requirements (mainly employees in the third district who have good work attitude and do not meet the work skills). In addition to focusing on them in the training plan, it is best for the company to tell the parties that their work skills are unqualified, so that they have a training pressure. This will enable them to participate in the training more actively.