行业观察:培训市场为什么会萎缩
Industry observation: training market why atrophy
文/舒化鲁
Text / Shu Hualu
电力安全生产标准化管理网首席专家
Electric power standardization of safety production management network chief expert
到目前为止，很多企业都反映出这样的问题，企业的培训需求在下降，因为企业的老板，高层管理人员感觉到培训所取得的效果始终不尽如人意。在现实中也遇到类似的情况，某些企业的老总说每年投入的培训费用、人力不少，但给企业带来的效果寥寥，所以在这个方面的投入要重新进行思考，预算，结果导致培训需求显得萎缩，培训市场变得越来越小。
So far, a lot of enterprises reflects this problem, enterprise training needs in the fall, because the boss of the enterprise, senior management staff feel the training result always not just as one wishes. In reality also encountered a similar situation, some enterprises Mister said the annual investment in training costs, the human lot, but gives an enterprise brought effect is very few, so in this effort to re-think, budget, resulting in training demand is atrophic, training market become more and more small.
要回答“哪种培训方式更加适合企业的需要？效果更好？”这个问题，就要弄清楚这样一个前提，企业内部培训效果不佳的原因是什么？必须把这个问题弄清楚。企业培训需要花钱，如果花了钱之后不能给企业的效益带来改变，那么企业在这方面的投入肯定是没有意义的，而企业在这方面减缩开支也就是正常的。
To answer" what kind of training mode is more suitable for the need of the enterprise? Better?" This problem, we need to figure out such a premise, internal training effect of what is the reason? We must make it clear. Enterprise training needs money, if the money can't give the benefit of the enterprise to bring about change, so the enterprise in which the input is certainly meaningless, and enterprises in this aspect of reduce expenditure is normal.
现在分析一下企业内部培训效果不佳的原因。概括起来有六个方面：
Now analyze internal training effect not the reason of beautiful. Summed up six aspects:
一、培训实施找名嘴，内容不实。
One, implementation of training for a mouth, it is not the content.
从上一个世纪九十年**始到2005年之前，有一种倾向是只要嘴巴会说就可以成为一个很优秀的培训师，他们觉得培训只要讲一些很激动人心的事件，很幽默的笑话，课堂的气氛弄的很活跃就行了，但实际上问题就出现在这里。培训是要解决问题的，任何企业投入这些钱都是要达到能够提升企业管理水平这样一个目的的，如果达不到这样一个目的，那么在这个上面投入就是一种浪费。而有些培训师或培训公司往往在这个方面又有一个错误的导向，培训结束之后，就让参加培训的人填个表，给培训师ABCD的打个分。而打分的过程当中，每个听课的人都是站在自己的角度来看待这个问题，而不是站在企业的角度来思考问题。企业投入钱是希望能够带来改变的，而这听课的人更多的满足于这课听得很开心，听的很轻松，至于学的内容是否与工作相关，没人关心这个问题。企业所需求的和听课的人员所寻求的东西往往是不一致的。所以通过这种方式来评价的话最好找的都是名嘴，而这些名嘴对专业方面的东西往往了解的就很有限。
From the last century ninety years * * was prior to 2005, there is a tendency for as long as the mouth will say you can become an excellent teacher training, they feel the training just talk about some very exciting event, very humorous jokes, the atmosphere of the classroom get very active on the line, but in fact here's the problem. Training is necessary to solve the problem, any enterprise invested the money is able to enhance the management level of enterprises to achieve such a goal, if not up to such a purpose, so in the above investment is a kind of waste. Some trainers or training companies often in this respect and have a wrong orientation, groom after the end, let the participants fill out a form to the training division, a division of ABCD. The scoring process, each class people are standing on their own perspective on the issue, rather than stand in the angle of the enterprise to ponder the question. Enterprise investment money is to hope to be able to bring about change, but this class people more satisfied with this lesson happy, listen very easily, as the content is associated with work, nobody cares about this problem. The enterprise needs and attending staff seeking something is often inconsistent. So by this way to evaluate the best looking for are talking heads, and these critics of professional things often understanding is limited.
举一个很典型的例子。我的一个朋友，当然他是一个培训大师，而这个培训大师是非常有名的名嘴。有一次，一个企业邀请他去培训两天，他说这个方面他不是很了解，第一次接触。晚上就给我打电话：“舒大哥，我现在接到一个课程，但课程内容我并不是很了解，你能不能给我提供一些指导？”我说没问题，就把这个问题要从哪几个方面，12345的给他说了一通。然后我问他还有什么问题再说一说，他把几个不清楚的问题反过来又问了一下。这个电话当前前后后加起来也就个把多小时，但他就拿着跟我谈的这个把小时的内容到这个企业给讲了两天，别人也很满意。这说明这些培训的组织者把培训内容搞偏了，他不知道企业需要什么，听课的人需要什么，不明白这二者之间是有差距的，有矛盾的。所以，只让员工满意，让听课的人满意，但是老板不满意，不能给企业带来效益，那这方面的投入当然要逐渐降低。所以培训效果不佳的第一个原因就是找名嘴来做培训，内容不实。
As a typical example of. One of my friends, of course, he is a master, and the master is very famous cadillac. Once, a company invited him to training for two days, he said that he does not know, the first contact. Night gave me call:" Shu brother, now I got a curriculum course content, but I didn't know, can you give me some?" I said no problem, the problem of where to several aspects, 12345 gave him a pass. Then I asked him what add, he put some unclear issues in turn asked about. This phone current and also add up to an hour, but he had a talk to me about the hours of content to the enterprise to speak for two days, others are very satisfied. This shows that these training organizers put the training content of partial, he does not know what the enterprise needs, the people need to listen what, do not understand that there is a gap between the two, there are contradictory. So, just let the employee satisfaction, letting the lectures were satisfied, but the boss was not satisfied with, can bring benefits to the enterprise, the investment of the course to reduce gradually. So the poor training of the first reason is to find a mouth to do the training, it is not the content.
二、培训没有针对性，为了培训而培训。
Two, training not targeted, for training and training.
这两年这个问题好了一点，前几年这个问题却是很明显。很多企业想是不是应该给中高层管理人员做一个培训，但是找谁来呢？为了显示一下对培训的重视，找国内的大腕的专家，但他们就没想找的专家研究的问题与企业要解决的问题有没有一致性，能不能对应，能不能吻合。所以，找那些所谓的讲要解决企业内部管理问题的知名专家来讲这个问题，钱花了很多，但是员工听不下去，即使听了记住了，也不能解决企业任何一个方面的问题。在这种情况下，企业为了培训而培训，似乎是通过培训寻求培训之外的东西，就是让别人知道，你看我们请了某某这样的大牌专家来给我们做培训，而没有想到培训是只有针对企业内部问题来进行组织，那才有意义。
These two years this problem better, a few years ago this problem is obviously. Many enterprises want to is it right? Should give in the senior management staff to do a training, but for who? In order to show on the attention training, looking for domestic heavyweight experts, but they don't want to find experts to study the problem and the problem to be solved have consistency, can the corresponding, can match. So, for those about to solve internal management problems of renowned experts in terms of the problem, a lot of money, but the staff do not listen to it, even to remember, will not solve any problems of enterprises. In this case, the enterprise in order to training and training, appears to be through training for training outside the thing, is to let others know, you see we have a such major suit expert to give us a training, but had not thought that training is only aimed at enterprise interior to organize, it is meaningful.
三、内容缺乏连贯性，没有讲透。
In three, the content of the lack of consistency, not through.
很多企业的老板、高层人员往往对培训给予很高的期望，希望一天、两天或三天就可以把企业所有的问题都解决掉，实际上这是不可能的。通过培训不可能解决企业所面临的所有问题，培训只能告诉一个思路，一个方法，而这个思路，这个方法怎么用，能不能达到效果，往往是带有很多不确定因素的。所以组织了几天培训就想达到很高的要求是不现实的。更重要的原因是企业找一个人做培训，三天时间甚至是一天时间，希望讲很多很多的内容，导致的结果是任何一个问题都讲不透，而内容不能讲透，培训师讲的思路，讲的技术，讲得方法不是一个完整系统，想用也用不了，也就没有效果。在这种情况下，企业安排的培训好像也很连贯，这次找谁来讲，下次找谁来讲，再下次又找谁来讲，给人感觉培训计划做的很完美，规划做得很严密，效果应该很好，但事实是效果仍然不好，因为不同的人讲的是不同的观念，即使讲一个问题，观念、思路、方法仍然不一样，这样这个问题就不好衔接了。更主要的是一次讲一个问题，任何一个问题都没有讲透，导致任何一个问题都没有解决好，最后培训效果就下降了。
Many business owners, senior staff tend to the training given high expectations, hopes one day, two days or three days can make enterprise all the problems are solved, it is actually impossible. Through training can not solve all the problems faced by the enterprises, training can tell an idea, a method, and the train of thought, the methods how to use, it can achieve the effect, often with many uncertain factors. So the organization a few days training to achieve very high demands are unrealistic. The more important reason is the enterprises to find a person to do training, three days or one day, hope tells many of the content, the result is a problem from any tell do not appear, but can't speak through content, training teachers talk about the train of thought, technology, speaks is not a complete system, think you can't use it, there would be no effect. In this case, the enterprise to arrange training seems very consistent, the who, the next to find who is speaking, and then the next time and who, give a person the feeling training plan to do it perfectly, planning to do well, the effect should be very good, but the fact is that the results are still not good, because different people speak different ideas, even about a problem, concepts, ideas, methods are still not the same, so this problem is not well connected. More important is a about a problem, a problem did not speak out, leading to any problem that did not solve good training effect, finally dropped.
四、有理论宣传没有方法传授。
Four, there is no method to impart theoretical propaganda.
我遇到过这样的情况，有个企业想做培训了，请一个专家去讲，但是时间有限，专家也只能简单的讲一个理念。理念讲完了，那就走人了，因为没有更多的时间来具体传授方法，最后理念贯彻不到实处。最后企业倒过来指责，你看我们搞了培训，讲了一通，不能解决任何问题。企业没有思考为什么不能解决任何问题，因为时间短，只给了专家讲思路的时间。所以，这样不可能带来任何改变，要改变现实是要有针对性的，能够解决企业内部问题的必须是方法，必须是技术，必须是系统的措施。如果企业没有在这个方面做出安排，让别人知道讲这个东西，当然也就达不到这样一个目的。更主要的是很多培训师也只有一些空洞的理论理念，不能够针对企业的问题讲出方法，讲出技术，讲出措施来，因为他们的阅历，研究都有限，深入不到这个层次，所以讲了一通后，你当然回去用不了。给企业的10个人，20个人，80个人，100个人都听了，听了之后，仍然贯彻不了，这是一个很普遍的问题。
I encountered such a situation, an enterprise wants to do training, ask an expert to speak, but with limited time, experts can only tell simply a concept. Philosophy finished, then leave, because there is no more time to the specific teaching methods, finally implement the concept to real point. Finally enterprise upside down blame, you see we had training, lecture, cannot solve any problem. Enterprises do not think why can not solve any problems, because time is short, only to the expert thinking time. So, it may not bring any change, to change the reality is to be targeted, can solve the problem of enterprise interior must be, must be, must be a system of measures. If the enterprise does not have in this respect make arrangements, to let others know about this thing, of course also not to such a purpose. More important is a lot of trainers and only some empty theory concept, not to the problem of the enterprise to speak, speak out, speak to, because of their experience, research is limited, further to this level, so the lecture, of course you can't go back. To the 10 person, 20 person, 80 person, 100 person listened, and after listening to, still carry out no, this is a very common problem.
五、杂听百家无所专，不知所从。
Five, listen to the special miscellaneous hundred, from the unknown.
听课，一个内容找几个人来讲，你说你的，我说我的，他说他的，各自说各自的理论，各自说各自的思路，各自说各自方法，而企业听完之后那才麻烦了，企业听谁的，按照谁的去做，没有选择的依据，每个人都说的头头是道。这时候难题就变为企业老板、高层人员的了，如果他们无法做出选择，最后所有的东西也就无法贯彻。也就是说不之所从就无所从，培训了和没培训一样。现在很多管理人员，往往在这个问题上都有这样的问题，用心不专。实际上真正一套完整的管理学体系理论，在理论上又有技术方法的，这套东西都是有用处的。但是，企业没有把专家的系统的弄清楚，弄到能够操作这个层面，却又在寻求别的有价值的东西，最后结果只能是不好。因为好的东西没贯彻下去，没有把所学到的东西转移过来，当作应该按照这个实施的思路去贯彻，而是今天听别人说这好，他觉得这个东西可取，第二天又听别人说一个新的思路和方法，觉得也不错，又按照别人的思路去想，就不断的在新的思路新的方法当中游来游去，结果是找不到方法去贯彻落实，最后就没有效果了。
Attend a lecture, a content for a few people, you said your, my, his, said respective respective theory, each of said respective train of thought, each said respective methods, and the enterprise after hearing that trouble, the enterprise who listen to, according to the who to do, have no choice on the basis of, everyone said closely reasoned and well argued. This problem becomes business owners, senior officers, if they can't make a choice, then all the things could not carry out. That is to say not from nothing from, training and no training. Now many managers, often in this issue have this problem, not only heart. In fact, a complete set of management theory, in the theory and technology, this stuff is all useful. However, the enterprise does not have a expert system clear, to get to this level, but in the search for other valuable things, the final result is not good. Because of good things not to implement, not to learn things moving, as be in accordance with the implementation of train of thought to carry out, but today, listen to others to say that good, he feel this thing is desirable, the very next day and listen to others to say a new thought and method, feel is good, again according to the thinking of others to think, to continue the new idea and new method to swim to swim, the result is to find ways to implement, and has no effect.
六、有学无习，理念不深不全，知技而不能。
Six, there is no concept of learning, not deep insufficiency, knowledge ability and not.
要改变企业现有的状况，管理是谋求改变，培训也是要谋求改变的。要真正能够实现改变，必须掌握特定的技能和方法，不但必须有学，还要必须有习。学是为了练习，当企业了解这个理论了，了解这个思路了，也知道这个方法了，如果不练习一下方法掌握没有，能不能系统的用，那都是不可知的。听了别人讲得课，搞得一个培训，就只是知道这样一个技能，知道这样一个技术，最后就形成知技而不能。知道有这样一个东西，但是不会操作，而这种情况一发生，培训效果不佳的状况也就屡屡的发生。所以，带来培训市场的萎缩，带来培训需求的下降。
To change the existing status of enterprises, management is to seek change, training is to seek change. To really be able to achieve the change, must master certain skills and methods, not only to have to learn, but also must have the habit of. Learn to practice, when the enterprises to understand this theory, to understand this idea, know the way, if you do not practise method mastery, can a system, it is unknown. Listen to others speak lesson, get a training, just know that such a skill, know that such a technique, finally forming technology and cannot know. Know there is such a thing, but not operating, and this situation occurs, poor training condition is also frequently occur. Therefore, to bring the training market atrophy, bring the training needs of the fall.
要改变这个问题，就要针对这六个方面的原因，最关键的是针对企业现在急需要解决的问题来组织培训。不只是简单的讲一个理论，而是要讲到方法措施。怎么才能够真正的把问题解决掉的，针对问题进行培训，针对问题分析方法措施，针对问题进行方法措施的训练，最后保证这种方法措施在管理事件中的运用。做到了这一点，管理培训的效果肯定能够得到提升。
To change this, it is necessary for these six reasons, the key is to enterprises are now urgently needed to solve the problem to the organization of training. Not simply a theory, but to be mentioned measures. How can true to solve the problem out, aiming at the problems of training, problem analysis method measures, the problem of training methods, finally to ensure this method measures in the management of events in the application. To this point, the effectiveness of management training is sure to get promoted.