Construction Of Evaluation Index System For Employee Training Of R Retail Enterprise

With the continuous development of the market economy,the competition of enterprises is becoming more and more intense.The competition of human resources in the increasingly brutal corporate competition is the focus of the competition of enterprises,and training is an important means to realize the development of human resources and help the sustainable development of enterprises.In recent years,more and more companies have paid attention to the training of employees,enriched the content of training,established a training team of teachers,and training has achieved certain results.However,due to the lack of training effect evaluation system and ignoring the relationship between training effect evaluation and training management,many companies in the actual training of enterprises have caused various links in the enterprise training work to fail to achieve good convergence,and thus cannot fully evaluate effect of each training.As a result,companies often fall into the quagmire of low-level repeated training.Therefore,it is especially important to establish a training effect evaluation system in order to standardize the training and management work and improve the training results.This article takes Nanning R retail enterprise as an example to study the problem of training effect evaluation system.Nanning R retail company was born in a period of rapid development of retail enterprises.With the continuous maturity of Internet technology and the continuous rise of online shopping,the company's performance has been affected.In the face of an increasingly complex competitive environment,the company attaches great importance to talent training in order to continue its development and improve its competitiveness.In the past three years,an average of more than 800,000 training funds(not including internal and external lecturer welfare salaries)have been invested each year,and employees have been trained.However,due to the lack of a set of training effect evaluation indicators,the training process cannot be effectively managed,and the effectiveness of training and the implementation of training goals cannot be effectively evaluated.This often results in the dilemma of “expensive training and high costs without training”.Therefore,how to improve the training processmanagement and how to effectively improve the training results is a difficult issue facing the company's top management and HR.Evaluation of training effectiveness is a very important part of the company's training process,and it is also a difficult part of the operation.The evaluation results of training effects directly affect the selection of training programs in the enterprise.The evaluation of training effects requires both qualitative evaluation and quantitative evaluation.The article is divided into seven parts.The first part of the introduction,put forward questions,explain the value and significance of research,research content and methods,etc.;Part II,the theoretical basis.First,the basic concepts are defined,then the research results of the training effect evaluation system at home and abroad are reviewed,and then the basic theory needed for this research is elaborated.The third part is the investigation of Nanning R retail company's training status and the analysis of existing problems.Through questionnaire survey,we understand the status quo and existing problems of R retail enterprise staff training.The fourth part is the influence factors of R retail employee training effectiveness.Investigate the collected data,in-depth analysis of the factors influencing R retail employee training effectiveness,and then combine the literature and actual training of the enterprise,comprehensively use the level analysis method and expert interview method to refine the key factors affecting R company's training effect.The fifth part builds a three-level index evaluation system for corporate training effectiveness.Based on the Kirkpatrick Assessment,a three-level index evaluation system was constructed through expert interviews,analytic hierarchy process,and questionnaire surveys,including four first-level indicators,15 second-level indicators,and 28 third-level indicators.That is,the four first-level indicators are the response layer,the learning layer,the behavioral layer,the results layer,etc.The 15 secondary indicators are the training needs analysis,training plan arrangement,training objectives,teacher status,student status,and training notes(teaching materials),training methods,corporate culture atmosphere,mastery of theoretical knowledge,mastery of skill operation knowledge,changes in employee behavior,changes in employee attitudes,personal satisfaction,organizational goals,customer satisfaction,etc.;28 third-level indicators refer to training hardware preparation,software preparation,teacher experience,teaching level,interactive communication,ease of teaching materials,compatibility of teaching materials and training objectives,richness of teaching materials,adaptability of training methods,participation of training methods,familiarity with basic system of the company,store operation Management methods familiar with the situation,knowledge of logistics distribution knowledge,business promotion knowledge,welcome etiquette,product display skills,forklift use,execution,teamwork,communication skills,work enthusiasm(proactive),sense of responsibility,loyalty,resignation Rate,sales growth rate,cost savings rate,customer complaint rate,and customer growth rate and so on.Then use AHP and percentage weight method to determine the weight of the evaluation criteria and each index.The sixth part provides corresponding supporting suggestions for better implementation of the evaluation system.Finally,it summarizes the achievements of the research content of the article and some deficiencies,and proposes the direction of follow-up research.