What kind of job investigation method was used in the above case to find problems in enterprise management?

How companies can improve employee capabilities

One afternoon in November, the gloomy weather turned sunny, and the two-day 2008 budget meeting at the headquarters of a group company in Hangzhou finally came to an end. Zhang Qiang, manager of the human capital department, seemed a little tired, but he still seemed particularly happy because at the budget meeting, the company's top management unanimously decided to increase the budget for employee training next year, increasing the previous training budget from 5% of total wages to 8%. %, which is a great support and affirmation for the human resources department and training work. While happy, Wang Wei also felt a lot of pressure. He felt that although the company's training work was in full swing and had received praise from many departments and employees, he knew in his heart that even the human capital department had little regard for training. The value brought by the company and its actual impact on employee performance still lacked sufficient confidence. He fell into deep thinking. What was the problem?

I believe this confusion is a common problem for many domestic companies. A large number of domestic enterprises believe that training is very important and have been sparing no effort to pursue employee training. Although they do not know what actual effects these investments can bring to the enterprise, they believe that training is obviously much more cost-effective than no training;

Why are companies so vague about training? The key reason is that, as the human resources management department, it has been unable to accurately present the return on investment of a single or series of training courses to the senior management of the company. Many times, as HR, we also wonder: What value will this course bring?

The reason is that it is not difficult to find that existing training only focuses on "training and learning" itself, and employee training is simply understood as the lecturer's teaching of knowledge, skills and confusion. Enterprises hope that through training Improve the overall quality level of employees and fully apply these "qualities" (including knowledge, skills, experience, traits, etc.) in actual work to improve work performance, ultimately provide guarantee for the development of the enterprise, and win the advantage of market competition Location. But in fact, training itself cannot achieve this goal. Training in this narrow sense has a fatal problem: it cannot solve the contradiction between the coordinated development of people and organizations.

Existence of contradictions This article was published in Boraid|boraid|The two main subjects of training, enterprises and employees, have their own understanding and requirements for training. Employees hope that through training, they can increase their knowledge and skills, improve their competitiveness, and contribute to their long-term career development in the future. Their main concern is their individuality; for enterprises, the ultimate goal of the enterprise is to obtain profits. This is also the responsibility of the enterprise, so all the investment of the enterprise must ultimately serve this goal, and training investment is no exception. Enterprises hope to improve the quality of employees through training and help employees improve their personal performance, thereby improving the performance of the entire enterprise. But this is only a good wish from one side of the company. First, many companies are not sure whether training can significantly improve the quality of employees. Second, employees have improved their self-quality through training, but whether they can fully apply it to work in the end and It is also difficult for us to verify the effectiveness of training; the effectiveness and evaluation of training and the promotion of employees' application of training results at work have always been a common and difficult issue in the field of corporate training; third, after employees gain knowledge and skills, We are still not sure whether we have been serving the company. During the exchange with HR colleagues, we have heard too many cases of employees having conflicts with the company because of training service agreements.

If a company carries out training just to improve the overall quality of employees and then apply it to the company, this is just wishful thinking of the company. In the training demand link, you can see the specific manifestation of this contradiction. When we collect the training needs questionnaire, we often find that employees’ choices for training are based on their own individual needs. However, from the perspective of the enterprise, it is necessary to consider training investments that will actually help the development of the enterprise. Due to the limited training resources, many companies adopt a compromise approach to deal with this contradiction, selecting some course content that the company expects, and then selecting some courses that employees expect. The result is that neither requirement is met, but instead It is a waste of resources and has not achieved the desired effect at all.

Solution ideas

The contradiction between the needs of employees for personal development and the needs of the enterprise exists objectively, and neither party can be eliminated. The solution lies in this: To organically unify these two contradictions, we should adopt some methods to let them promote and influence each other. As mentioned earlier, many times companies place wishful thinking on training. As HR, we have the responsibility and obligation to promote the realization of this wish. The solution ideas mainly focus on the following three aspects:

How training can significantly improve the quality of employees

In today's world, knowledge, skills, and values ??are changing faster and faster. Learning is no longer a matter of a certain stage of life. There are two main ways for people to acquire knowledge and skills: one is to accumulate knowledge and skills through their own practice and become experiential knowledge that they have mastered; the other is to quickly master the required knowledge by learning knowledge, skills and the experience of others and skills.

Obviously, the second method occupies a major position in personal development, because we cannot all acquire knowledge and skills by practicing on our own, so training has become the most widely used method.

In terms of training methods and methods, the company adheres to the principle of applying what is learned, teaching on demand, and focusing on practical results, showing a diversified development trend. In terms of training organization structure, companies have set up dedicated personnel to be responsible for training, and set up special training centers, departments and even corporate universities to carry out training work to effectively ensure the implementation of training; in terms of training needs analysis, companies are paying more and more attention to Discover real training needs and use training resources wisely; in terms of training methods, combined with the characteristics of adult education, we have innovated many effective teaching methods, including on-the-job training, entrusted training, career guidance, on-site training, case analysis, Group discussions, scenario simulations, job rotation, work enlargement, etc.;

Nowadays, as training is widely accepted as an effective means to achieve corporate goals, and training activities are widely carried out, training work is becoming more and more popular. Professionalism. This is mainly reflected in the following: training has developed its own set of theoretical systems; it has developed a group of managers and training experts who specialize in training, and has been recognized with professional training knowledge; it has formed working standards for training ( ISO10015), and gradually formed a professional culture of training; the training process has been improved and optimized, and many effective practical methods have been produced in terms of curriculum development, teaching skills and training results transformation, fully ensuring the effectiveness of training and the training can significantly Improving employee quality has been widely recognized.

Faced with the first problem, companies need to improve their professionalism in all aspects of training, so that needs analysis and planning before training, on-site control during training, and transformation of results after training can fully play a role. , to ensure the effectiveness of training and to ensure that the overall quality of employees can be significantly improved in terms of training technology.

After training, whether the trainees are willing and able to fully apply their knowledge and skills in actual work

Employees gain knowledge and skills through training. In this sense, it is the employees themselves who Value-added has been obtained, but whether employees are willing to apply these knowledge and skills to work, or whether they can apply them to work, requires further measures from the enterprise.

An enterprise is a system. Employees in this system are not independent individuals, but are placed under a certain group. His performance not only leads to his personal performance, but also affects the team he works for. Cause or even affect the normal operation of the enterprise system. Whether the results of training can ultimately be transformed into corporate performance, the key is that the organization needs to provide a set of mechanisms so that trainees after training are willing and able to apply their knowledge and skills in actual work.

The first is to solve the problem of "willingness". When employees apply the knowledge they have learned to actual work, it can bring them actual benefits, so that they will be willing to do it. Qualification management system and performance management system are two of the more effective mechanisms to promote the application of employee training knowledge.

On the one hand, the qualification management system starts from the needs of job planning, establishes the qualification standards for positions at all levels, and designs corresponding training courses based on the qualification standards, focusing the training content on the needs of the position. knowledge and abilities, and to meet the long-term development needs of employees. After employees obtain corresponding skills through targeted training, the organization will provide further job development space for employees' growth. On the contrary, if employees do not meet the qualification standards for the corresponding job, their development space will be limited. Therefore, employees will participate in training to improve their functional abilities in order to gain room for job development.

On the other hand, no one wants to be in the ranks of low performers all the time. Obtaining recognition is the most subconscious pursuit of people.

The second is to solve the problem of "being able". The transformation of knowledge is a science, and the key is to master the ability to apply the knowledge learned. After the training is completed, employees are willing to apply the knowledge and skills they have learned in actual work. At the same time, the company needs to help employees apply it smoothly in the process of transformation of results, including employee supervisors, human resources departments, training instructors and employees themselves. , to achieve the transformation of learning results.

Whether the trainees after training will serve the company for a long time

When deciding whether to arrange training, the boss of the company usually worries that his investment is likely to benefit other companies. Made a wedding dress. There is still a lack of confidence in whether investing considerable resources in cultivating talents will have a long-term effect on their own enterprises. The main purpose is lack of confidence in the long-term service of employees. Moreover, today's market competition is intensifying, and the competition for talents has become the key to the development and even survival of enterprises. It is normal for employees to feel trembling when they face more opportunities from the outside world. Faced with these problems, what we have to solve is how to enable employees to serve the company for a long time. In addition to the long-term salary incentive policy generally understood, employee career planning is a good solution.

Career planning usually involves individual employees choosing appropriate career development channels based on their own personality characteristics and constraints from the external environment, and making long-term development plans within the company. When it comes to concrete steps, the multi-channel model of employee development is one of the important measures.

Many companies have implemented multi-channel employee career development models such as administrative sequence, professional sequence and skill sequence to provide employees with different career development options and provide ample room for advancement in terms of job positions and salary packages. Employees can use their own development plans and learn from scientific evaluation systems, such as personal aptitude tests, quality assessments, skills assessments and other technologies, to help them rationally understand and evaluate what they can do and what they are suitable for, so as to choose the appropriate development channel and achieve success. Long-term development with the company.

The emergence of talent development

It is not difficult to see that the above three solutions correspond to the three aspects of human resources development: training and development, organizational development and career development.

Human resource development (the author is used to calling it "talent development", the same will apply hereafter), referred to as HRD, is a management strategy and activity that emerged in the 1980s to improve the quality of an organization's human resources. It is also an ongoing A career field and science that continues to evolve.

The American Association of Training and Development believes that HRD is: "The integration of training and development, career development, and organizational development to enhance individual and organizational effectiveness." The focus is to improve the knowledge, skills, attitudes, creativity, ideals and other characteristics of organizational members. It is hoped that more organizational members will have the above-mentioned characteristics needed by the organization. It is hoped that the characteristics of members can meet the needs of the organization and continue to be supplemented and improved. To assist in the management and development of the organization.

The focus of training and development is to "identify and determine the abilities and related skills necessary for employees to be competent for their current or future jobs through planned learning, and to help improve these knowledge and skills." In In this definition, the key words are "learning" and "individual", which aims to improve the comprehensive quality of employees. Organizational development aims to "ensure healthy relationships within and between teams and help individual teams initiate and master change." "Team" is the key word in this definition, and the main goal of organizational development is to create a system that is conducive to employees' full function within the team. And achieve a mechanism for efficient cooperation between teams. Career development focuses on ensuring that individual career goals are aligned with the career management system of the organization as a whole, with the goal of achieving the ideal alignment between individual and organizational needs. Career development does not directly target employees' personal abilities and their work, nor does it focus on the relationship between individuals or teams like organizational development. Its purpose is to ensure the coordination between individuals and organizational needs.

It can be seen from the definitions of the above three aspects that talent development is not limited to improving the quality of employees through training and development, but also focuses on the long-term coordinated development of organizations and people, so that the cultivation and development of talents Development is more effective and systematic. Therefore, at this stage, companies should expand the scope of employee training. In addition to improving the professionalism of training and development and effectively improving the training effect, more efforts need to be made to fully apply employee learning results and achieve long-term coordinated development of employees and the company. It is implemented in conjunction with the training and development process to realize the transformation from Training to HRD to ultimately enhance personal and organizational efficiency.

One afternoon in November, the gloomy weather turned sunny. The two-day 2008 budget meeting at the headquarters of a group company in Hangzhou finally came to an end. Zhang Qiang, the manager of the human resources department, seemed a little tired, but he Still seemed particularly happy, because at the budget meeting, the company's top management unanimously decided to increase the budget for employee training next year, increasing the previous training budget from 5% of total wages to 8%, which is very important for the human resources department and training work. , is a great support and affirmation. Although he was happy, Wang Wei felt a lot of pressure at the same time. He felt that although the company's training work was in full swing and had been praised by many departments and employees, he knew in his heart that even the human resources department had little regard for training. The value brought by the company and its actual impact on employee performance still lacked sufficient confidence. He fell into deep thinking. What was the problem?

I believe this confusion is a common problem for many domestic companies. A large number of domestic enterprises believe that training is very important and have been sparing no effort to promote employee training. Although they do not know what actual effects these investments can bring to the enterprise, they believe that training is obviously much more cost-effective than no training;

Why do companies have such a vague attitude towards training? The key reason is that, as the human resources management department, it has been unable to accurately present the return on investment of a single or series of training courses to the senior management of the company. Many times, as HR, we also wonder: What value will this course bring?

The reason is that it is not difficult to find that existing training only focuses on "training and learning" itself, and employee training is simply understood as the lecturer's teaching of knowledge, skills and confusion. Enterprises hope that through training Improve the overall quality level of employees and fully apply these "qualities" (including knowledge, skills, experience, traits, etc.) in actual work to improve work performance, ultimately provide guarantee for the development of the enterprise, and win the advantage of market competition Location. But in fact, training itself cannot achieve this goal. Training in this narrow sense has a fatal problem: it cannot solve the contradiction between the coordinated development of people and organizations.

Existence of contradictions This article was published in Boraid|boraid|The two main subjects of training, enterprises and employees, have their own understanding and requirements for training.

Employees hope that through training, they can increase their knowledge and skills, improve their competitiveness, and contribute to their long-term career development in the future. Their main concern is their individuality; for enterprises, the ultimate goal of the enterprise is to obtain profits. This is also the responsibility of the enterprise, so all the investment of the enterprise must ultimately serve this goal, and training investment is no exception. Enterprises hope to improve the quality of employees through training and help employees improve their personal performance, thereby improving the performance of the entire enterprise. But this is only a good wish from one side of the company. First, many companies are not sure whether training can significantly improve the quality of employees. Second, employees have improved their self-quality through training, but whether they can fully apply it to work and achieve the goal in the end. It is also difficult for us to verify the effect; training effect and evaluation and promoting employees' application of training results at work have always been a common and difficult issue in the field of corporate training; third, after employees obtain knowledge and skills, whether We have been serving enterprises, but we still have no clear grasp. In the process of communicating with HR colleagues, we have heard too many cases of employees having conflicts with enterprises because of training service agreements.

If a company carries out training just to improve the overall quality of employees and then apply it to the company, this is just wishful thinking of the company. In the training demand link, you can see the specific manifestation of this contradiction. When we collect the training needs questionnaire, we often find that employees’ choices for training are based on their own individual needs. However, from the perspective of the enterprise, it is necessary to consider training investments that will actually help the development of the enterprise. Due to the limited training resources, many companies adopt a compromise approach to deal with this contradiction, selecting some course content that the company expects, and then selecting some courses that employees expect. The result is that neither requirement is met, but instead It is a waste of resources and has not achieved the desired effect at all.

Solution ideas

The contradiction between the needs of employees for personal development and the needs of the enterprise exists objectively, and neither party can be eliminated. The solution lies in this: To organically unify these two contradictions, some methods should be adopted to allow them to promote and influence each other. As mentioned earlier, many times companies place wishful thinking on training. As HR, we have the responsibility and obligation to promote the realization of this wish. The solution ideas are mainly reflected in the following three aspects:

How training can significantly improve employee quality

In today's world, knowledge, skills, and values ??are changing faster and faster. Learning is no longer a matter of a certain stage of life. There are two main ways for people to acquire knowledge and skills: one is to accumulate knowledge and skills through their own practice and become the experiential knowledge they have mastered; the other is to quickly master the required knowledge by learning knowledge, skills and the experience of others and skills. Obviously, the second method occupies a major position in personal development, because we cannot all acquire knowledge and skills by practicing on our own, so training has become the most widely used method.

In terms of training methods and methods, the company adheres to the principle of applying what is learned, teaching on demand, and focusing on practical results, showing a diversified development trend. In terms of training organization structure, companies have set up dedicated personnel to be responsible for training, and set up special training centers, departments and even corporate universities to carry out training work to effectively ensure the implementation of training; in terms of training needs analysis, companies are paying more and more attention to Discover real training needs and use training resources wisely; in terms of training methods, combined with the characteristics of adult education, we have innovated many effective teaching methods, including on-the-job training, entrusted training, career guidance, on-site training, case analysis, Group discussions, scenario simulations, job rotations, job enlargements, etc.;

Nowadays, as training is widely accepted as an effective means to achieve corporate goals, and training activities are widely carried out, training work is becoming increasingly Professionalism. This is mainly reflected in the following: training has developed its own set of theoretical systems; it has developed a group of managers and training experts who specialize in training, and has gained recognition with professional training knowledge; it has formed a working standard for training (ISO10015 ), and gradually formed a professional culture of training; the training process has been improved and optimized, and many effective practical methods have been produced in terms of curriculum development, teaching skills and training results transformation, fully ensuring the effectiveness of training and significantly improving training The quality of employees has been widely recognized.

Faced with the first problem, companies need to improve their professionalism in all aspects of training, so that needs analysis and planning before training, on-site control during training, and transformation of results after training can fully play a role. , to ensure the effectiveness of training and to ensure that the overall quality of employees can be significantly improved in terms of training technology.

After training, whether the trainees are willing and able to fully apply their knowledge and skills in actual work

Employees gain knowledge and skills through training. In this sense, it is the employees themselves who Value-added has been obtained, but whether employees are willing to apply these knowledge and skills to work, or whether they can apply them to work, requires further measures from the enterprise.

An enterprise is a system. Employees in this system are not independent individuals, but are placed under a certain group. His performance not only leads to his personal performance, but also affects the team he works for. Cause or even affect the normal operation of the enterprise system.

Whether the results of training can ultimately be transformed into corporate performance, the key is that the organization needs to provide a set of mechanisms so that trainees after training are willing and able to apply their knowledge and skills in actual work.

The first is to solve the problem of "willingness". When employees apply the knowledge they have learned to actual work, it can bring them actual benefits, so that they will be willing to do it. Qualification management system and performance management system are two of the more effective mechanisms to promote the application of employee training knowledge.

On the one hand, the qualification management system starts from the needs of job planning, establishes job standards for positions at all levels, and designs corresponding training courses based on job standards to focus the training content on the job requirements. knowledge and abilities, and to meet the long-term development needs of employees. After employees obtain corresponding skills through targeted training, the organization will provide further job development space for employees' growth. On the contrary, if employees do not meet the qualification standards for the corresponding job, their development space will be limited. Therefore, employees will participate in training to improve their functional abilities in order to gain room for job development.

On the other hand, no one wants to be in the ranks of low performers all the time. Obtaining recognition is the most subconscious pursuit of people.

The second is to solve the problem of "being able". The transformation of knowledge is a science, and the key is to master the ability to apply the knowledge learned. After the training is completed, employees are willing to apply the knowledge and skills they have learned in actual work. At the same time, the company needs to help employees apply it smoothly in the process of transformation of results, including employee supervisors, human resources departments, training instructors and employees themselves taking measures. , to achieve the transformation of learning results.

Whether the trainees after training will serve the company for a long time

When deciding whether to arrange training, the boss of the company usually worries that his investment is likely to benefit other companies. Made a wedding dress. There is still a lack of confidence in whether investing considerable resources in cultivating talents will have a long-term effect on their own enterprises. The main purpose is lack of confidence in the long-term service of employees. Moreover, market competition is now intensifying, and the competition for talents has become the key to the development and even survival of enterprises. It is normal for employees to feel trembling when they face more opportunities from the outside world. Faced with these problems, what we have to solve is how to enable employees to serve the company for a long time. In addition to the long-term salary incentive policy generally understood, employee career planning is a good solution.

Career planning usually involves individual employees choosing appropriate career development channels based on their own personality characteristics and constraints from the external environment, and making long-term development plans within the company. When it comes to concrete steps, the multi-channel model of employee development is one of the important measures. Many companies have implemented multi-channel employee career development models such as administrative sequence, professional sequence and skill sequence, providing employees with different career development options and giving them ample room for advancement in terms of job positions and remuneration. Employees can use their own development plans and learn from scientific evaluation systems, such as personal aptitude tests, quality assessments, skills assessments and other technologies, to help them rationally understand and evaluate what they can do and what they are suitable for, so as to choose the appropriate development channel and achieve success. Long-term development with the company.

The emergence of talent development

It is not difficult to see that the above three solutions correspond to the three aspects of human resources development: training and development, organizational development and career development.

Human resource development (the author is used to calling it "talent development", the same will apply hereafter), referred to as HRD, is a management strategy and activity that emerged in the 1980s to improve the quality of an organization's human resources. It is also an ongoing A career field and science that continues to evolve.

The American Association of Training and Development believes that HRD is: "The integration of training and development, career development, and organizational development to enhance individual and organizational effectiveness." The focus is on improving the knowledge, skills, attitudes, creativity, ideals and other characteristics of organizational members. It is hoped that more organizational members will have the above-mentioned characteristics needed by the organization. It is hoped that the characteristics of members can meet the needs of the organization and continue to be supplemented and improved. To assist in the management and development of the organization.

The focus of training and development is to "identify and determine the abilities and related skills necessary for employees to be competent for their current or future jobs through planned learning, and to help improve these knowledge and skills." In In this definition, the key words are "learning" and "individual", which aims to improve the comprehensive quality of employees. Organizational development aims to "ensure healthy relationships within and between teams and help individual teams initiate and master change." "Team" is the key word in this definition, and the main goal of organizational development is to create a system that is conducive to employees' full function within the team. And achieve a mechanism for efficient cooperation between teams. Career development focuses on ensuring that individual career goals are aligned with the career management system of the organization as a whole, with the goal of achieving the ideal alignment between individual and organizational needs. Career development does not directly target employees' personal abilities and their jobs, nor does it focus on the relationship between individuals or teams like organizational development. Its purpose is to ensure the coordination between individuals and organizational needs.

It can be seen from the definitions of the above three aspects that talent development is not limited to improving the quality of employees through training and development, but also focuses on the long-term coordinated development of organizations and people, so that the cultivation and development of talents Development is more effective and systematic.

Therefore, at this stage, companies should expand the scope of employee training. In addition to improving the professionalism of training and development and effectively improving the training effect, more efforts need to be made to fully apply employee learning results and achieve long-term coordinated development of employees and the company. It is implemented in conjunction with the training and development process to realize the transformation from Training to HRD to ultimately enhance personal and organizational efficiency.