Training, as one of the human resource management functions to cultivate corporate culture, improve work efficiency and employee satisfaction, has been paid more and more attention by the top management of enterprises. Managers of many companies have allocated a large amount of budget, hoping that the human resources management department can have enough funds to carry out training work and provide sufficient support for the company's business activities. However, because China's training market is still in the development stage, many aspects are not perfect and mature, and there are few perfect training mechanisms for enterprises themselves, which makes it difficult for enterprises to achieve the expected results. Misunderstanding and backward views on training have become misunderstandings that hinder the development of enterprise training. The specific analysis has the following points: Misunderstanding 1: Compared with foreign countries, the training cost in China market is relatively low at present, and most of the money is earned by trained lecturers, whose salary may be. The main reason for this phenomenon is that everyone embodies the value of training in a trainer, but ignores that a successful training should be completed by a team. Some training companies are often like this: hire a teacher, find a classroom and complete a training, no matter how many chapters are useful to customers, so they rely heavily on training lecturers. Professional training institutions will generally give customers a training framework first, and the content will be formulated according to the specific needs and reality of customers. Trainers are only part of the implementation here, and they are concerned with the cooperation of the whole training team. Myth 2: Introduce popular courses in an all-round way. No course is suitable for all companies, because courses should be formulated according to the actual situation of enterprises, the quality of personnel and the company's goals. Similarly, the introduction of foreign courses should not be scripted. At present, many courses in China are relatively old, mainly academic courses, and the courses of enterprise training are very scarce. As far as the popular MBA courses in China are concerned, foreign MBA courses are mainly used to improve personal quality, ability and thinking method; However, enterprise training is not aimed at individuals, but at the whole company, and is committed to improving the overall quality of enterprise teams. The enterprise training system is mainly composed of three elements: training courses, trainers and training processes, of which the most important is the training process. Through the integration of training courses and trainers, through the understanding of customer needs, through the personalized customization of courses, through the evaluation and tracking of the effect after training, the maximum effect of training can be achieved. Myth 3: Training is not fire fighting. Another significant difference between domestic enterprises and foreign enterprises is that domestic training is often for training, with a certain degree of suddenness and randomness, or like fire fighting, training is remembered only after an accident. However, the training of foreign excellent enterprises has strong planning and foresight, which is combined with the strategic culture of enterprises. How do excellent foreign companies do training? Basically, the purpose of their training is very clear, and the company also has certain ideas and operation methods. They hope to unify these contents through training, so that every employee of the company has a unified value direction. Every year, they will have a relatively complete definition of the training plan. For example, this year, they will improve the overall sales staff in consulting sales and customer relations ... these contents will be clearly listed in the training plan at the beginning of the year. Training is not fire fighting. You can't wait until it burns. Training should be regarded as a long-term enterprise human resource management project, and training courses and processes should be determined according to the characteristics of enterprises. Myth 4: Training is not a cure. Many enterprises in China like to compare training institutions to doctors. In fact, the most suitable role of training institutions is the team coach, because to some extent, patients are very passive, while players have great subjective initiative. After all, a coach can't play football instead of a player. High-level training experts can not replace the daily management responsibilities of customers, but conduct in-depth analysis for enterprise personnel based on facts, put forward convincing specific suggestions and training programs, and assist enterprise personnel to implement them. At present, domestic enterprises are more and more aware of the importance of training, but there are still some misunderstandings in understanding the value. For example, domestic enterprises can generally understand and actively cooperate with the previous training work, but when they see the quotation, they often feel very expensive, so they will not accept this price at this time. Good training is a set of services provided by a team as a whole, which contains a lot of content. In this case, the cost and price will naturally be higher. In the evaluation of the effect, we should insist on checking the effect of training from different levels, avoid the minefield of training, and identify the key points of training (such as whether the trainees have increased their knowledge, whether they have really applied what they have learned to work after training, and whether they can use it clearly and properly). In this way, enterprise training can take fewer detours and achieve practical results.