Recently, a friend called me to write company training for her company. My friend's company is a decoration company. To tell the truth, I know nothing about their company, and it is even more difficult to write company training, so I told him truthfully, "I can't finish this task because I don't know your company at all." I thought this was the end of the matter, but I didn't expect him to say with a smile that it is not difficult to write a few slogans in the style of your editor-in-chief. Don't shirk it. I was speechless for a moment. I knew I couldn't explain it to him clearly, so I vaguely said, "I'll think it over" and hung up the phone in a hurry. In fact, among the managers of many small and medium-sized enterprises (even some large enterprises), there are not a few people like my friend. In their view, training is the slogan that employees collectively read, just like "one, two, three, four" shouted during military training. It's no big deal, just listen and remember. In the past, in contact with business people, topics such as company training were occasionally involved, and many people's understanding of company training was limited to the level of "fashion, let employees have a cold back every morning and improve their spirits". First of all, training is an intuitive embodiment of the core values of a company's corporate culture. It, like other standard models in modern enterprise scientific management system, is one of the management means for enterprises to obtain unanimous recognition of corporate culture under the background of western contractual relationship society. The emergence of discipline training stems from the long-term exploration and practice of "standardized management mode" in western enterprises, and is the embodiment of the characteristics of management mode with "law" as the focus of western enterprises. Western culture, represented by European and American cultures, pursues the realization of self-worth and highlights independent personality. Western humanism emphasizes that the individual is the center of the universe, and everything around him is "prepared for me". In the western society formed on the basis of independent personality, the relationship between people is not based on patriarchal ethics and hierarchical constraints, but on equal contracts. When social development needs to regulate this contractual relationship in some legal form, western society has evolved into a legal society. The management characteristic of a society ruled by law is to achieve organizational goals through orderly and effective management based on norms, systems and regulations. Therefore, in the history of management development, American western modern management embodies all the contents of "independent person" in behavioral science management, embodies modern scientific ideas such as mathematical statistics, cybernetics and system theory, pays attention to conformity, risk prevention, quantitative management and divide and conquer, overcomes the defects of traditional management such as confusion, extensiveness and difficulty in quantification, and is conducive to improving management efficiency. Therefore, the influence of this humanistic background is reflected in the cultural construction of enterprises, and a standardized "slogan" similar to the nature of "enterprise convention" is also needed for everyone to agree and abide by. This is what we call training. Secondly, as far as a single company is concerned, the formation of enterprise training should be gradually summarized and refined with the maturity and perfection of corporate culture. As an intuitive embodiment of "the core value of corporate culture", it is not as simple as finding an outsider to write some seemingly "noble and inflammatory" slogans. In addition to fully and properly summarizing the core demands of corporate culture, it should also become a "convention" of the company and a "dogma" that all employees of the company jointly abide by. Of course, emphasizing the westernization of ideological training does not deny its role in eastern enterprises. If used well and properly, it can also blossom and bear fruit in enterprises with oriental cultural background. Like other modern management models in the west, as a key link in the construction of corporate culture, the "takenism" of ideological training must also undergo a change and evolution of environmental adaptation. In a word, it is what kind of environment you manage the enterprise. If your business is mainly operated locally and the employees are mainly from China, then your management mode will more reflect the oriental management culture. If you can combine the two management cultures, combine the actual situation of your own business, and highlight your personality and operability, training can help you improve your economic benefits. In many domestic enterprises, enterprise managers generally have the idea of "quick success and instant benefit" in the construction of corporate culture. They often spend a lot of money to hire some so-called consultants or consulting companies, "airborne" a set of seemingly "noble and fashionable" culture, and then forcibly instill it into enterprises from top to bottom. As for whether these "cultures" are in line with their own reality and can promote the development of enterprises themselves, they become "distant things, as if they can be ignored." What is even more ridiculous is that some enterprises "designed" their own "culture" even before the establishment of the enterprise. It's really puzzling. In fact, as a member of "corporate culture", the role of company training must be based on the identity of employees. Without the unanimous approval of all employees, company training can only be a decoration. If company managers force "indoctrination", it may cause resentment and resistance of employees, and may even affect the healthy development of enterprises. Therefore, the key to the training effect lies not in the activity itself, but in the content of the training, that is, whether the training itself can properly and concisely cover the core values of the enterprise and whether it can be recognized by employees.