What's wrong with learning first and getting immediate results?

1. The urgent and immediate training mode lacks the correct training concept. Because training can't directly produce economic benefits, enterprise managers treat training casually, can't treat training from the perspective of enterprise strategic management, and overemphasizes short-term effects, which makes training lack long-term and systematic strategic support and often become a mere formality.

2. The training mode of learning first, then being anxious, and getting immediate results lacks a systematic and hierarchical training system. At different stages of enterprise development, different levels of enterprise organizations have different requirements for personnel's skills, knowledge and ability, so training should be carried out systematically and orderly to meet the needs of different stages and levels, so as to ensure that the input of training can maximize the performance of individuals and organizations. However, this point is often neglected in domestic enterprise training, which often leads to unnecessary waste of resources.

3. The training mode of "learning first, then rushing, and getting immediate results" is highly utilitarian, and the training content and form are monotonous and inefficient. From a practical point of view, Chinese enterprises simply regard instilling knowledge and improving skills as all or most of the training, which can not correctly analyze whether employees lack knowledge and skills or need to change their concepts, resulting in poor training pertinence. The lack of pertinence in training has a negative impact on the content and methods of training, which makes the form and content of training relatively simple and affects the training effect. For example, training often takes the form of "attending a large class", which leads managers to repeatedly learn concepts that are very basic to them, while lower-level employees are learning content that is divorced from job requirements.