The training analysis report is based on the research before the training, the communication observation during the training and the feedback after the training. The analysis and evaluation results can be used as the reference for senior leaders to implement management for their subordinates, and also can be used for the training needs analysis of human resources department.
The analysis report will make an overall analysis and elaboration of the training from five aspects as follows:
1. Student leadership style and fitness distribution
2. Team diagnosis
3. Problems identified in training and areas for improvement
4. Further training needs analysis
I. Students' leadership style and fitness distribution
Figure 1 Distribution of leadership patterns
The figure above shows the distribution of the major leadership styles of students after statistics. The horizontal axis of the table represents the four leadership styles. S1 represents imperative, S2 represents coach, S3 represents support, and S4 represents authorization. The ordinate of the table represents the total number of times the corresponding leadership style was selected under different circumstances (total number of teams =37* number of people).
According to the distribution of the figure, most managers tend to adopt the management style of coach and support in their daily management, and seldom adopt the imperative style and rarely adopt the authorization style.
From figure 1: the vertical leadership style and leadership style 2 3 style of longitudinal value is much higher than 1 and 4 style, and the 12 questions in the questionnaire is evenly distributed, the four kinds of situation of three questions respectively, from figure 1 distribution can be seen, MY habits of managers of all employees with a standard management mode, support type or coach, while ignoring the diversity of staff development level.
Figure 2 leadership style fitness distribution
The figure above shows the fitness of MY leadership style after statistics. The abscissa of the table is the same as the figure above (Figure 1), representing the four leadership styles. The ordinate of the table is the overall score of the team.
As can be seen from the figure above, MY managers have the highest fitness (highest score) when adopting the supportive management style, meaning that most managers can identify when is the best time to implement the supportive management style. Secondly, leaders also score higher when adopting a coaching management style, that is, managers are more appropriate when identifying coaching opportunities. It can also be seen from the above table that the score of managers in the implementation of imperative management style is positive, indicating that the adaptability of this management style is good, which means that employees can roughly know when is the time to implement imperative or coach management and can take actions to achieve better results.
However, in terms of authorization management style, there is a condition of low fitness (negative), indicating that members do not know when to authorize in daily management, or authorize when it is inappropriate or not.
Style by figure 2 shows, S2, S3 longitudinal value is much higher than other longitudinal, namely when managers use coach and support management style, leadership style is suitable for higher degrees, from figure 1 and figure 2 shows, managers tend to coach and support type management style (S2, S3) as a panacea for problem solving, rather than in some situations, the authority or may be the best solution.
Due to the management team is relatively young, junior team of many managers in management, in the management process in the groping stage, don't know how to identify the subordinate level of development, training of subordinates in when, when to the motivation of subordinates in, don't know how to make reasonable and effective evaluation system, causing no separate management levels, the management of the subordinate is relatively passive, frustrating some enterprising subordinates to grow, ability of higher employee cannot cast, willingness and ability are not strong employees enjoy equal treatment ", in the case of don't even know it management environment caused by the lack of transparency of punishing "better", As a result, outstanding employees find it difficult to stand out and their overall motivation is not high.
Ii. Team diagnosis
Figure 3. DISC personality profile
A total of 38 valid questionnaires were collected in this survey, among which S-type employees accounted for the largest proportion (47%). Type D accounts for 21%, Type I 16%, and Type C 16%.
As can be seen from Figure 3, there are four types of members in the training team, of which Type S members account for the largest proportion. In the case study, we can observe four types of members, among which members of D, I and C are obviously manifested in their behaviors and case study results. Compared with their own personalities, type S members showed more extroversion and positivity in the case study. The possible reason is that as the group with the largest number of participants, their superposition makes their performance more positive and extroverted. Or as a result of job requirements, type S members show more positive and extroverted side.
3. Problems found in training and areas for improvement
Through the research before training and the interactive observation during training, MY is faced with many problems in its rapid development. Through priority assessment, the following core problems are listed as high-priority problems due to their direct and far-reaching impact on enterprise performance:
Frontline staff are not very motivated
In the survey process, more than 70% of the supervisors reported that the enthusiasm of front-line employees was not high, the work lacked a sense of responsibility, and there was no spirit of ownership. In the process of identifying the core factors that cause low enthusiasm, we found several core causes of the problem:
A. Insufficient authorization; Managers do not discriminate between employees at different stages of development.
Based on the analysis of the recovered LASI management style scale, 95% of the managers in the team are good at adopting imperative, coach and support management styles. Many managers do not implement authorization management or do not know when to implement authorization management due to their initial involvement in leadership positions or their team is in the construction period. Due to the lack of effective authorization, it is impossible to establish a sense of trust between middle managers and subordinate supervisors, as well as between supervisors and front-line employees, resulting in a weak sense of responsibility and low enthusiasm of employees.
B. Job burnout of professional managers
After years of work, some professional managers are prone to breed negative emotions and negative thinking due to their own development or the company system, resulting in job burnout and complaining mentality, which will affect the enthusiasm and initiative of work, further transmit negative emotions downward and affect the enthusiasm of other employees.
Areas of Improvement:
图2中的团队授权风格的得分为负数，这是组织中大多数管理者的弱项。部分管理者也许尝试过授权，但效果不好，由此对授权产生抵触或畏难心理。而MY正在不断的发展壮大当中，因此无论是从业务量增
Grow long, or personnel, and the sense of responsibility to build, will be the authorization request, i.e., the authorization is organizational problems must be solved in the short term, if will focus on management responsibility and decision making, the limitation of time and energy, is bound to form more loopholes in management rules, and lead to more conflicts and contradictions, especially when the traffic didn't have the energy to rise to management the implementation of careful management, will make more and more managers struggle to cope with various emergencies, rather than focus on the management.
Trying to create an atmosphere of authorization and trust within the organization can help managers to conduct appropriate authorization. Pre-authorization evaluation and post-authorization tracking can effectively avoid failed authorization, thus helping the authorizer to build confidence. The encouragement and reward of authorization behavior within the organization can also effectively stimulate employees to try and think about authorization.
For the new supervisors, they should consciously provide guidance and guidance on management skills. Organize supervisors and managers to communicate and share problems in management regularly, or try to hire an external coach to provide psychological support and skill training for management through group coaching.
For employees with job burnout, we can arrange tutors internally or invite business psychological consultants externally to help them adjust their mentality by means of hotline, telephone and interview.
The introduction of new management tools and methods, such as teleconferencing system, customer management CRM system, and conference management system, can help managers improve their efficiency in remote management, customer database improvement, customer refinement management, and time management.
In addition, knowing the weaknesses of each department's professional skills and adopting targeted professional skills training can help front-line employees grow faster, so that supervisors and department managers don't have to struggle with specific tasks and have their hands free to deal with more important things.
Iv. Further analysis of training needs
In combination with the needs of the above employees and the needs of enterprise development, the enterprise may consider providing training for employees in the following fields in the future:
1. Leadership training program for middle and senior managers -- "MBTI knows Yourself and The Enemy" training program
This training program is popular among fortune 500 enterprises. It helps many middle and senior leaders to understand themselves and others in the organization. The accuracy of its behavior analysis is recognized worldwide and enjoys a high reputation in the world. As an extension of primary and secondary leadership training, the programme will arrange for each trainer to complete MBTI prior to the training and provide a detailed personality analysis report.
The two-day program explores and trains managers' personal strengths in character and ability, aiming to achieve more effective management and control by improving managers' insight into others and themselves. And help managers see their strengths and build a leadership style that suits them.
Day 1:
Know your own and others' strengths and blind spots
Use effective ways to build good relationships with people
Improve your ability to communicate effectively
Day 2:
Master effective methods for solving problems (conflicts)
Understand your personality type's contribution to the team and identify areas where you can develop
Understand and develop your leadership style
2. Team building
With interactive index is higher for the training program and popular with trained students, import a large number of cases in the training process analysis and scenario simulation, the autonomy of students through experiential understanding team training, team thought-provoking and collaborative team, and learn to create a good competition in the team management to inspire staff, at the same time grasp the team internal conflict of principles and procedures and methods of building high performance teams.
A day (or the training program can be split into two half a day), can be flexible to summary commendation congress or the end of the period, and the commendation congress into incentive culture teaching, by way of learning, let students learn happily in the relaxed atmosphere, and gradually master the core of the team building in the interactive elements.
3. Stress and emotional management
This training program will make an in-depth analysis of the emotions of human factors from the perspective of psychology, and help employees to understand the direction behind each emotion while helping them to have a deeper understanding of themselves and others, so as to effectively manage and channel pressure and emotions at the source.
The training program benefits not only the employees' workplace partners, but also the employees' families. It will help employees effectively relieve stress, manage negative emotions, and curb the erosion and damage of negative emotions to the organizational culture. At the same time, it can help the organization to create an internal peaceful atmosphere in which the employees can work peacefully.
On the other hand, because it can effectively help employees to deal with the problems of marriage and parent-child relationship, so that employees can bring as few family problems as possible to the workplace, which is of great benefit to improve employees' performance.
4. Authorization management
This training program is mainly aimed at the management level to cultivate their awareness of authorization and authorization methods. The training adopts experiential teaching, and a large number of case analysis and scene simulation are added in the course, so that the trainees can apply to the real management based on the actual situation.
The advantage of authorized management lies in training more management reserve talents for the company, so that employees can have the ability to take charge.
Authorized management can save the management more time and energy, so that the manager has more time and energy to improve the management, improve the work efficiency of the manager.
Authorized management can give full play to employees' abilities, increase their sense of responsibility and enhance their work enthusiasm.
5. Time management
The training program aims to increase employees' time management skills and improve their work efficiency.
During the training, it was found that many new supervisors lacked systematic planning and arrangement in time management, so that they had no time for important work and were tired of dealing with unimportant and urgent matters. Time management allows students to learn how to use their time wisely, get out of busy, stressful work, and use their time wisely.
The course starts with the time management analysis of the students, and makes use of case analysis and scenario simulation to enable the students to do experiential learning, so that the students can fully grasp the concept and method of time management and reasonably apply it to the actual work.
