Untrained employees are the cost of the enterprise

Training is very expensive, but not training will be more expensive!

In my 12 year career in the air compressor industry, I have experienced five companies, including Ingersoll Rand, Quincy, Sullair, Unitex and Lida. My working experience in different manufacturers and the experience of accompanying agents of different manufacturers to visit customers together have led me to find that there are three common puzzles for employees of manufacturers and agents:

1. Sales staff are difficult to recruit and unstable, with high turnover rate;

2. The potential salesmen who had been recruited with difficulty lost confidence and left because they could not make orders for a long time;

3. After the company's key salespeople leave, they not only take away the customers, but also the key knowledge and skills. The follow-up personnel cannot reach the level of their predecessors.

Why did this result? Comparing my experience in several different companies, I think the main reason is the talent training mechanism.

Is training really that important for enterprises? Why do enterprises need training? What kind of training system should enterprises establish? What qualities should a good lecturer have? Let me share with you my feelings over the years.

Why do enterprises need training?

When it comes to training, what reminds me first is not the scene of a group of people sitting in a classroom listening to a lecturer. It's the scene when I just entered the air compressor industry for half a year and independently operated a nearly 4 million project for the first time. It was also the first time that I independently operated such a large project. Fortunately, shortly after I joined Ingersoll Rand, I participated in the induction training provided by the company for each employee. Using the professional knowledge and sales skills just learned in Ingersoll Rand's induction training, when the bidding parameters were not favorable to us, and the equipment department manager was settled by the competitors and was to bid the next day, it took only one afternoon's technical exchange time to persuade the customer to change the parameters unfavorable to us to those favorable to us, and finally won the bid. It can be said that I could not have won this project without the induction training of Ingersoll Rand. This is also the first time I realized the powerful role and importance of training.

Therefore, training is very important and necessary. Its importance is reflected in the following four aspects:

1. Training is to be competent. In current China, the professionalization of talents is far from enough, and it is difficult to directly find employees suitable for the enterprise. The alternative is to accept potential people to enter the enterprise and provide necessary training to enable them to work better.

2.?  Employees who have not received systematic training have no productivity because they can find the reason from the training for any problems that occur in their work; Where? The money saved from training will eventually flow out of the waste.

? 3.?  If you do not guide employees in a positive way, employees will be affected by negative factors. If employees are not filled with positive and positive forces, they may be occupied by complaints, negativity and complaints, or affected by the complaints or gossip of colleagues. Therefore, we can only guide employees through training, let them have a positive attitude, and equip them with skilled skills, so that the company can successfully stand on the market. 4.?  Untrained employees are a big cost for the enterprise. Untrained employees may cause the following problems:

(1) The operators are not proficient in the job and technology, which leads to the decline of the company's product quality and the low pass rate. This increases the production cost of the company and reduces the reputation of the company's products;

(2) The unskilled service and technical operation make customers lose confidence in the company and lose orders, resulting in low order rate and rising business costs;

(3) The salesperson's lack of coping skills leads to the expansion of customers' questions and complaints. In addition to the loss of money, the process of pacification leads to higher processing costs for personnel;

(4) Lack of awareness and methods of crisis management. In the event of an emergency, the company will not handle it or miss a good opportunity, resulting in an increase in processing costs and a decrease in the company's profits;

(5) The dissatisfaction of old customers will easily lead to the reduction of customer loyalty and the loss of second order opportunities;

(6) Employees have no learning direction, which is easy to lead to the loss of excellent talents and increase of human cost.

In foreign enterprises, training is not regarded as an expense, but as an investment. Bill wigenhorn, director of the Training Department of Motorola, said: "we have reliable data to show that the input-output ratio of training is 1:30, which is why we pay attention to personnel training." This is why Ingersoll Rand pays so much attention to employee training.

Therefore, training plays an extremely important role in both enterprises and employees

How should enterprises establish their own training system?

For enterprises, training is a long-term investment with a high rate of return and a disguised welfare. However, it is not easy to do a good job in training and achieve the expected results in the actual operation process. Because what determines whether the training can achieve the expected results is not only whether the training course setting is reasonable or whether the lecturer performs well on site, but also whether the training is systematic and well planned.

To achieve the desired results, training planning is undoubtedly the key first step. Here are six simple steps that enterprises can use to make training plans.

Step 1: strategy / goal interpretation is to understand what the company wants to achieve in the future, what it wants to achieve, and what capabilities it should have in order to achieve this goal. In this step, sometimes the corresponding ability requirements interpreted include not only classification but also degree (grade).

Step 2: personnel status assessment after determining the competency items and competency levels based on the strategic / objective requirements, it is necessary to assess the capabilities of the existing personnel of the enterprise to determine whether and how many corresponding capabilities the employees have. Through the bottom-up test, the company's employees can be checked for their abilities, and the ability items with obvious weaknesses can be found. After the ability items with weaknesses are locked, the human resources department can start to formulate targeted training plans.

Step 3: course selection training courses in enterprises are generally divided into three categories: attitude courses, professional skills courses and knowledge courses. Attitude courses are compiled to let employees understand the history and culture of the enterprise, mainly to improve employees' sense of identity and belonging to the enterprise; Professional skills courses are suitable for employees in different positions, so that employees can have the necessary skills to complete their own work; Knowledge courses are usually knowledge reserves that enable employees to continuously improve their professional skills. Through knowledge training, employees can constantly improve their abilities, so that they can fully competent and surpass their work, and lay a solid foundation for their promotion.

Dalian paipulu Technology Co., Ltd. is an integrated company specializing in the research, development and production of aluminum alloy pipes, super pipes and compressed air pipes.