Many enterprises are building culture and learning organizations. The human resources department plays a very important role and often engages in many activities, such as study exchange, work salon and so on. But we often find a headache: manpower, material resources and financial resources are consumed a lot, but the effect is not satisfactory; Or the surface is red and fiery red, but after a while, it seems to be back to the original point. It took a long time, shouted a lot of slogans and spent a lot of resources, but it didn't land, some were helpless and some were powerless.

I think this situation is caused by multiple reasons. Through years of experience, I think the key reason lies in our narrow definition of human resources and the positioning of the main force of activity organizations. The main force of staff management, organizational construction, cultural creation and other activities is often located in the human resources department. In other words, the human resources department is the leading force. All departments of the company and their employees often hold this view, and even our human resources practitioners support this view. Therefore, we often see that the human resources department is overwhelmed, but the employees in the company are very dull, and even think that the activities of the human resources department are too annoying and interfere with work, so our sense of helplessness has deepened.

In fact, the real subject of corporate culture construction and learning organization construction is all business departments. In addition to organizing various key activities at the company level, the human resources department should also put? Connotation? Expand, will cultural activities be held? Power? Decentralize, fully mobilize the learning enthusiasm of all business departments, and truly incorporate internal training into the company's unified training system. After years of actual combat, I have a little experience in this regard and share it as follows:

The first is to clarify the role and positioning of manpower. Some people think that the human resources department is service-oriented, while others think that the human resources department is the leading department. I think the real role of the human resources department should lie in the direction and value? A tour guide? . The change of this concept has gone through three stages. During the training of the last real estate company, the company's culture emphasized service, and the role of the human resources department was also positioned on service, so the starting point of training work was to serve all business systems. This concept is correct, but it overemphasizes the service and ignores the initiative of the human resources department, which often makes it difficult to carry out all the work, including training, and even undertakes many business tasks that the human resources department cannot complete. The human resources department needs to coordinate with the business department. Later, by chance, I joined a listed real estate company as the person in charge of training and recruitment, that is, the company where I currently work; The group operation of the company emphasizes the authority of the human resources department, especially for molecular companies. The advantage of this is that all the work of the human resources department has been carried out very smoothly, and the business department is also very supportive in the internal training of the department. The human resources department relies on the information after training to supervise whether the business department has conducted internal training, which also creates a problem. What is right and what is wrong? For a time, the business department was perfunctory until a training fraud incident occurred in a business department. I was so shocked that I began to reflect and summarize. Is this kind of post-event monitoring really good? Through summary, it is found that this strong leading orientation still can't really mobilize the learning enthusiasm of all departments, so this work concept has been gradually transformed into value and direction. A tour guide? Made changes and was adopted. Directions? +? Process participation? +? Multiple incentives? This model is very effective, and the company's cultural atmosphere is changing in a positive direction.

Second, from post supervision to prior guidance and process participation. Generally speaking, we tend to? Provide training programs? , the inherent idea of implementing the training plan and checking the training implementation, the usual practice is to check all the reserved training materials after the training, and further follow up the training situation within the department to judge whether the training has been carried out. This method can't guarantee the training effect, many of them are mere formality, and even there are extreme cases of false reporting and impersonation. Based on this, I made the following changes. First, I changed monitoring to guidance and put it in front. In addition to submitting the plan, each business department also needs to submit the training courseware to manpower for review in advance, and give suggestions for revision from a professional perspective, so that we can clearly know whether the business department is fully prepared. The second is to encourage process participation. In the past, internal training was conducted by all departments behind closed doors. Whether they have studied or not, and what the learning effect is, we won't know unless we follow up. While controlling the courseware, the human resources department will inform other relevant departments to participate in the study organized by the department according to the contents of the courseware and other related businesses and departments involved; In this case, will the department learn from it? Close the door? Into? Open the door? Every training within the department has become a small multi-departmental learning exchange led by the department. Take? Directions? +? Process participation? The way can make the business department really pay attention to it, because he is not only facing this department, but also other colleagues in other departments. With the various incentives mentioned below, the training within the department can really run in the established direction.

Thirdly, a variety of incentive measures are taken in parallel, combining internal training with performance management and personnel training system. When we carry out internal training in the department, we often pay attention to whether it is implemented, so the head of the department is the first person to assess the manpower, and has implemented positive incentives but failed to implement negative incentives. This seems to be no problem, but it ignores that it is the staff of the department, not the person in charge, who really implements the training, such as the development of courseware and the professor of the course. So I changed the single incentive object to include course developers and course lecturers. Set different incentives for different objects. For example, department heads are mainly related to monthly training bulletins and monthly annual performance appraisal; The combination of course developers, course lecturers and the company's internal trainer system, the combination of the company's internal talent selection mechanism, and the combination of performance points. , and notify regularly. The pertinence and expansibility of the incentive object really mobilized the enthusiasm of employees with ideas in all business departments, levels and made the internal training work fruitful.

Fourth, the internal training of the department is truly incorporated into the company training system. Only in this way can we ensure the standardization and institutionalization of internal training in departments and promote all business departments to truly become the main force in cultural construction and learning organization construction.

Pass? Direction guidance, process participation, multiple incentives? This improvement, at least from the current progress, is effective and very good, because the implementation of these measures has really turned the main body of training into various business departments, really mobilized the enthusiasm of employees at all levels in various business departments, and turned every internal training of departments into a small or even large multi-departmental communication meeting. The construction of corporate culture and learning organization is also undergoing qualitative changes in a subtle way. However, the manpower needs to be well controlled in the direction before training, so as to get out of the previous quagmire.

Therefore, when we really jump out of the role of supervision authority and become the guide of direction and values, our work will gradually bear fruit, and cultural construction and learning organization construction will gradually land. Of course, the implementation of various measures can not be separated from the support of the company's top management, but also from a relatively perfect performance appraisal system and a relatively mature cultural ecology. ;