Strengthen Training Awareness and Improve the Competitiveness of Printing Enterprises

With the advent of the new century, the rapid growth of the new economy has brought Xu home opportunities for the development of the printing industry. However, the deepening of institutional reforms and fierce market competition have also brought a lot of difficulties to printing companies. Our business leaders, struggling to find a way out in the plight, came up with many ways to solve their problems. For example, the conversion of business management mechanisms, the increase in manpower and material resources, and the continuous improvement of production processes have yielded many good results. As an author of educational work, the author thinks that it is very important to improve the quality of staff and workers and pay attention to on-the-job training for the survival and development of the company.

I. Basic status of employees in service

Recently, the total number of employees in state and secondary printing and printing enterprises is approximately 360,000, including about 40,000 professional technicians, accounting for 11%, and about 280,000 workers, accounting for 80%. There are about 27,000 college graduates, accounting for 7.5%. There are about 332,000 junior college graduates, accounting for 92.2%. The proportion of low-quality personnel in small and medium-sized printing companies is even greater.

The new challenge faced by modern printing companies is to satisfy the society's high quality requirements for products and services. Employees in the printing industry must not only have a good professionalism, but must also have superb skills and sense of innovation. They can be employees in the current printing industry. Skills are lagging behind. In the past, our teacher Fu Shangcan printed higher standard printing products on the old printing equipment. This has made experts convince them. Today, young technical workers print products before new techniques and new printing equipment. The quality is embarrassing. Some printing companies are no longer "a smart woman can not be without rice," and enough "with rice" is difficult to find "cheat." The printing companies lack sufficient stamina, lack of competitive power, fully reflect the overall improvement of the quality of employees in service, and attach importance to the importance, necessity, and urgency of in-service employee training.

II. Factors Affecting Staff Training

1. Lack of leadership

    Some corporate leaders believe that training is the study of organizational theory or the learning of certain skills. It is optional and does not need to be linked to the company's long-term development goals. Corporate training is guided by this old concept, and it is impossible to use training as a driving force for business development. In addition, in recent years, the mobility of talents in printing companies is relatively large, which has caused corporate leaders to face such an embarrassment: a lot of manpower, material resources, and financial resources have been used to train people who need them, but they have been unable to retain talents. Others do wedding dresses, not worth the candle. This will reduce the investment in training work even if it recognizes the special significance of training for the company. In order to solve the problem of talents, many enterprise managers believe that they must be resolved through personnel adjustment rather than through training. This has caused a fatal blow to the training work.

2. The purpose of the training is not clear

For many managements, the training work is "important and bleak". The fundamental problem lies in the fact that the training needs of enterprises are not clear but they are aware of the importance of training. The lack of scientific and meticulous analysis of the company’s training needs for its employees, and the fact that some companies have employees’ participation in training is a word for the CEOs, which makes the company’s training work with a great deal of self-identity and reciprocity.

Many companies often regard training as a kind of welfare, which will not play the role that training should have. Some companies only train low-educated or low-level employees, neglecting the renewal of human resources development, and ignoring the need for continuous improvement and improvement of employees in all positions in the company. There are also many companies that are forced to conduct training in order to cope with superior inspections. This kind of bias to training understanding and impact on the company is also very unfavorable.

3. Unreasonable training methods

Unreasonable training methods are mainly manifested in the following aspects:

One is that training time is not effectively guaranteed. According to reports, the printing training in the 1980s was usually more than two months. Now it is only about half a month. It is also a half month that it will not be affected by the work. There is no effective guarantee of time and the training effect can be imagined.

The second is that some of the instructors have grown up in the enterprise and have sufficient practical experience. However, they lack the theory and teaching methods. Part of the teachers of universities and colleges have enough theoretical knowledge but lack practice.

Third, in terms of training methods, most companies use the traditional mode of teaching, "teachers speak, students listen, test test", resulting in boring, bad effect, so that employees lose interest in training.

Fourthly, the students in the same training class also often suffer from uneven levels, making it difficult to coordinate the progress of the training class and the effect is not significant.

Fifth, the training unit is not responsible. Training courses are rarely updated. Most of the courses are based on courses from the previous year or even previous years. They lack explanations on new technologies.

4. The training results are not ideal

For many companies, once training begins, few people ask questions until the training period. The test of training effectiveness was limited to the training process and was not carried out in actual work, resulting in a disconnect between training and actual production. This further creates the idea that "training is not of much practical use".

How to conduct on-the-job training

The CEOs of printing companies are determined to invest in millions of printing equipment and tens of millions of printing equipment. Their actions are also decisive. However, it is sometimes very vocal in the training of employees. In fact, investment in employee training is also an investment. Of course, training does not mean that spending more is better. The training method is not the more advanced the better, the key to the training work is to be able to achieve a planned and systematic expansion from the perspective of the professional, with the purpose of satisfying the interests of both individuals and organizations. The training must meet the actual needs of the company, especially the printing companies have many types of work, equipment miscellaneous, high technological requirements, but also to organize practical training. To this end, companies should pay attention to the following aspects:

1. Carefully develop employee training plans

The analysis of the demand situation of corporate training is mainly carried out in the following aspects: First, changes in job requirements and changes in customer needs; second, changes in personnel in the company, promotion, demotion, advance and retreat, new and old alternations will generate training needs Third, changes in performance, lack of performance naturally generate training needs. Defining the demand not only requires the management to decide that employees in the middle and lower levels need to participate, because these employees can feel the need for training.

The main contents of the overall training plan should include: clearly point out the necessity and purpose of the training; create the atmosphere and environment for the implementation of the training; establish training guidelines and implement it completely within the company; clearly identify the responsible trainers and determine the training organization system; Detailed planning and preparation of the content The preparation and promotion of the necessary training materials; evaluation and review of the effectiveness of the implementation. The method of drawing up a training plan should pay attention to the "7W" element: Why, what is the goal of training? What is the content of the training? Who, who is responsible for training? Whom, what kind of person is trained? When, training time and time required? Wher, training facilities? How, how to conduct training (including training methods, methods, materials, tools, teaching materials, etc.)? In addition, it is also necessary to consider the quality of training, evaluation method guidance, and working business relationships.

2. Start multi-level training

Some western HR experts believe that students who graduated from universities account for 70% of available knowledge in the first year, 30% in the second year, and 10% in the third year. By the fourth year, if this student does not continue to accept new knowledge, New information, then the knowledge he had mastered was already largely obsolete. Therefore, under the guidance of the concept of human resources development system, the training of printing companies should carry out multi-level and comprehensive human resources development in order to improve the overall efficiency of the enterprise.

Corporate leadership training. As a carrier for business leaders to survive, enterprises have even more irresponsible responsibilities in cultivating and bringing up corporate leaders that meet the requirements of the times. In addition to introducing MBA learning at institutions of higher learning in China, printing companies must take training and creation of corporate leadership as an important strategic goal, and develop and implement a set of sound and feasible plans to cultivate and create knowledgeable corporate leadership. people.

Middle and backbone training. The middle layer and backbone are the backbone of printing companies. Enterprises should regard education as the process of creating knowledge value rather than the consumption process. Provide employees with the opportunity to continuously update their knowledge and skills so that employees can be satisfied and feel fulfilled, thus maximizing their potential. This level of training should pay attention to the appropriate professional.

General employee training. Printing companies should pay attention to the development of ordinary employees so that they can adapt to the requirements of knowledge-based economy and technological development. Enterprises should constantly update the concept of ordinary employees to keep up with the pace of the times. At the same time, they must combine the interests of ordinary employees with the interests of the enterprise and establish a sense of ownership and pride. This level of training emphasizes more careful training in different types of work and sub-levels, with an emphasis on skills improvement and training.

Strengthening the training of serving employees is an advantageous tool for printing companies to gain competitive advantage and is also a concept. “If a worker wants to do something good, he must first sharpen his tools.” How to use his tools? This requires that we must implement the concept of human resource development as the organization's action plan, so that it can be combined with corporate goals and ultimately improve corporate performance. As the future focus of the company's work.

3. Reform training techniques and methods

The methods of training are off-production and semi-production, regular and irregular. Our printing companies tend to think only of out-of-production and regular training, while ignoring semi-production and occasional training. In fact, on the job training, employees help each other, learn from each other, and promote each other. It is not only simple in form, but also more practical and direct. Of course, this level of mutual assistance training is low. For out-of-production or regular training, attention must be paid to:

Before the training, the training teacher should communicate with the training supervisor and the trainee, understand the tasks to be completed during the training, what the trainees are lacking in the training and hope to be improved in this training, and study the relevant information in the enterprise or practical application. Problems, participate in training with questions.

In training, companies should train teachers and trainees in the training class to discuss and study. Most of the students in the class come from different companies or departments with different qualifications, experiences and backgrounds, and each has its own specialty. After the training, there should be a training session where employees who attend the training will report or give lectures. Aiming at the content of training, how to formulate a plan for how to translate the theoretical method into something that can be practical, organize the training records and the results of the communication before and after the training to form a training file, which will serve as a reference for future training.

In teaching, teachers must pay attention to training in the training class rather than full-time teaching. To be a training worker, you can't teach like a schoolteacher, and you shouldn't fall into the “teaching” misunderstanding. This requires that in our teacher training, it should be noted that knowledge is discovered through the efforts of the trainees; it should be centered on the trainees, not the trainees; and it should promote its own training courses in the perspective of treating customers.