Because of this, most training companies are far away from SMEs. The so-called "respect" is a large number of small and medium-sized enterprises, which is really attractive fat from a distance; However, a closer look reveals that it is actually chicken ribs, which are tasteless to eat and a pity to abandon. Is the so-called "far".
According to normal logical reasoning, the more chaotic management is, the more training of the third party is needed. However, the opposite is true. The customers in the training market are more large and medium-sized enterprises with considerable management ability and scale, rather than small and medium-sized enterprises that urgently need external brain training.
Who abandoned the training companies and SMEs? Faced with the owners of white blank houses who refuse to pay more for decoration, designers are faced with a dilemma: Is it to persuade the owners to do fine decoration? Or is the designer changing his thinking angle and re-examining the blank white house? In fact, there is only one choice, and that is the latter, because you can't change SMEs, so you can only change yourself.
So, how to do the training of small and medium-sized enterprises?
1. On the training system: Is it comprehensive and rough? Or more "professional"?
This involves judging the current situation of management problems of small and medium-sized enterprises: are most management problems of small and medium-sized enterprises systematic or individual? Is it comprehensive or specific? In reality, entrepreneurs or managers of small and medium-sized enterprises are mostly individual lonely heroes without any management theory literacy. Through their own struggle, they formed their own unique "four unlike" management mode and method.
There is no doubt that the problems of small and medium-sized enterprises are systematic and comprehensive, not a single problem. Approaching small and medium-sized enterprises, we will find that its management disorder is so "systematic and comprehensive": from enterprise owners to total quality management, there are problems almost everywhere.
The "comprehensive and systematic" problem of small and medium-sized enterprises is in sharp contrast with the increasingly specialized and refined direction of training companies. China has no tradition and history of market economy, and the management theory and training derived from it are also "imported" from the west. In today's increasingly segmented market, management training is also subdivided in the direction of specialization, focusing on strategy, human resources, process reengineering and marketing.
However, the careful cultivation of these majors has become "out of order" in small and medium-sized enterprises. When you think that the problem of a small and medium-sized enterprise is a problem of human resources and try to make a plan in this respect, you find that it is actually not this problem, but the strategic problem of the enterprise, which in turn leads to a series of problems such as organizational structure and market strategy. At this time, we will sigh that the problems of small and medium-sized enterprises are so "comprehensive and messy".
The problem is. Even if a small and medium-sized enterprise is really a human resource problem, when you try to solve the problem, you will find that your mature problem-solving system and process can not be fully utilized and implemented. Perhaps as long as the mature consulting system and process are half or even less, the problem can be completely solved.
It is very painful for training companies to change the curriculum system and process. Just like a designer, who has the ability to design skyscrapers, but wants to design a thatched cottage, its pain is indescribable. This does not mean that SMEs need "low-level" curriculum plans, nor does it mean that training companies "lower" their own standards, but they should re-examine and formulate curriculum systems, processes and standards from the perspective of SMEs.
2. In terms of training methods: Do you start from the "beginning" and have no assumptions? Or start with a hypothetical "result"?
Most mature training systems abroad start with "hypothetical results". That is, assume the existence of a problem, and then prove this assumption by means of investigation and data collection; After fully proving the existence of the hypothetical problem, the author gives a solution with his own system and method. At present, some excellent training companies in China mostly refer to foreign experience and methods.
It's like going to the west hospital to see a doctor. If you have a cold, the doctor will "prove" that you really have a cold through excessive body temperature and blood tests, and then prescribe a prescription for treating a cold. This is the way to make a diagnosis through "hypothetical results" first. Traditional Chinese medicine is a diagnostic method from scratch, without any assumptions. No matter whether you have a cold or not, you always take your pulse and confirm what disease you may have according to your pulse condition.
So where should we start with the "hypothetical results" for the training of domestic small and medium-sized enterprises, such as western medicine? Or, like Chinese medicine, where to start? Because the problems in small and medium-sized enterprises are systematic and comprehensive, the judgment of existing problems should be based on facts and there should be no preconceptions. The diagnosis and treatment of western medicine is to treat foot pain and headache; Chinese medicine can cure your headache with the soles of your feet, which is incredible to westerners.
3. Training results: Did you pay attention to brainwashing during the training? Or focus on the final result plan?
The "products" of the training company are finally reflected in the daily work of employees. In the process of training, most training projects are completed in strict accordance with the process. There are customers involved, but it is basically based on the subjective training of the company, rather than the theme of "brainwashing" by customers. This is like a process of seeing a doctor in western medicine. The doctor only needs to tell the patient the diagnosis result and prescribe a prescription, without telling the patient the detailed process of "why and how to test".
There is a saying that the whole thinking process and analysis method are not handed over to the customer, which is the job of the course lecturer. The lecturer gave the customer the "rice bowl" for eating, and he smashed his own rice bowl. In fact, this problem does exist. The courses of training companies are mostly standardized and quantifiable, which are easy to be imitated and used for self-training.
However, in the face of small and medium-sized enterprises, it is necessary to solve the problem of unified thinking. It is an indisputable fact that the comprehensive quality of small and medium-sized enterprises is not high and management is chaotic. Thought guides action, which is a basic common sense. If the process of "brainwashing" SMEs is not carried through the whole training process, the consequences of the final implementation of the course results can be imagined-even if the course plan is wonderful and perfect.
From "course plan" to "implementation plan", the result can be said to be a world of difference. According to one statistic, less than 20% of the programs are completely faithfully executed. From this perspective, the "brainwashing" of SMEs before training is far greater than the final solution of the problem; Direct communication and consultation between SMEs and course instructors (equivalent to "jointly" completing this training program) is more conducive to the operability and practicability of the final enterprise solution.
The training of small and medium-sized enterprises is essentially different from that of large and medium-sized enterprises that have matured and formed scale. The problems of small and medium-sized enterprises are comprehensive and systematic, which often affect the whole body. Never try to use a professional and profound curriculum system to build a "long board" for small and medium-sized enterprises; Don't try to find that "short board" either, because if measured by management standards, you will find that SMEs are short boards in almost every aspect.
The essence of sustainable development of enterprises is actually the balance and coordination among various resources of enterprises. It is the right way for the development of small and medium-sized enterprises to make up for the shortcomings and "hard-hearted" to cut the long board and make the resources of enterprises harmonious. Only in this way, the "wooden barrel" of SMEs will not waste enterprise resources because of that long board, and will not let the water drain slowly because of the short board.
To provide training for small and medium-sized enterprises, I personally think it should be a "systematic, fast, simple and cheap" eight-character training system. System refers to the integrity of training, fast refers to the shortening of training cycle, simple refers to the simplification of course tools, and low refers to the reasonable acceptability of fees. The core of this system is taking facts as the entrance, brainwashing as the process and practicality as the result.
Among them, unifying thoughts is more important than training!