最近,我们对一些国有大型企业的培训工作开展了一次比较深入的调研。本次调研主要采取问卷调查和个别访谈的方式进行,走访了某大型国有制造企业的技术质量部、火工品研究所、热电池研究所、一分厂、三分厂、五分厂、机械加工厂、冲压件厂、试验站、检验处、计量理化中心等十一个基层单位,共发放调查问卷100份,收回有效问卷82份,并与公司副总工程师、部分单位领导、管理技术骨干等60多人进行了探讨。经过对调查结果的仔细分析,公司培训实效性不强的主要原因是培训的针对性和知识转化的力度不强。一、培训针对性不强1、员工对培训的重要性和自身的培训需求不明确。员工未能充分认识自身存在的“短板”和改进的目标,以及自身素质的提升所能带来的积极作用,没有从内心真正产生培训需要,从而导致培训需求调查的结果不全面 Recently, we conducted a more in-depth survey on the training of some large state-owned enterprises. The survey was mainly conducted by means of questionnaires and individual interviews and visited the technical quality department, the research institute of pyrotechnics, the thermal battery research institute, the first branch, the third branch, the fifth branch and the machinery of a large state-owned manufacturing enterprise Eleven grass-roots units such as processing plants, stamping parts factories, test stations, inspection offices and physical and chemical measurement centers distributed 100 questionnaires in total and collected 82 valid questionnaires. They also worked with the deputy chief engineers, leaders of some units and key management technicians More than 60 other people discussed. After careful analysis of the survey results, the main reason for the weak effectiveness of the company’s training is that the training is targeted and the knowledge transformation is not strong. First, the training is not targeted 1, the importance of staff training and their own training needs is not clear. Employees fail to fully understand their own “shortcomings” and improvement goals, as well as the positive effect of their own quality improvement, not really generate training needs from the heart, resulting in incomplete results of the training needs survey