一般来讲，每年年底我们人力部门就要启动下一年度的培训计划。那么如何制定好明年的培训计划，让我们的培训更有针对性和实效性，以下六步助力2023年的培训计划制定工作。
第一步：有效分析
要想制定好培训计划，核心的关键是精准分析培训需求，这样制定的培训计划才能够准确支撑公司战略，保证培训方向的准确性，所以首先要从三个方面做好精准分析。
1．从企经营战略分析
公司的战略目标能否实现，发展和速度能否达到预期，都与公司的资源和能力息息相关。组织的能力需要通过不断的培训来提高。因此，企业培训经营战略首先要从企业战略体系中进行解读和承担责任。
企业战略目标关联着业务目标，而业务目标是否能够达成，也关系着战略目标是否达成，它们之间是相辅相成的。而业务目标能否达成则取决于其能力水平、企业文化等因素。这些因素，也是作为培训管理者必须考虑的。
2．从人才发展培养方面分析
任正非曾经说过：企业最大的浪费就是人才和经验的浪费。经验对于企业来说是一笔财富。企业想要可持续发展，必须有能力培养与输出人才。企业通过培训建立员工对企业文化的认同感，同时让员工不断提高自己的能力，这个过程可以通过系统性的培训得以实现，让员工通过培训提升岗位胜任度。
3．从培训预算合理分析
培训预算怎么做，对于很多人来说比较困难，困难的是很难说服老板。我们可以从两个维度来做预算合理性。第一，人均学习时间，也就是人均课时；第二，人均费用，也就是说平均每人的学习费用。我们能从这两个维度算出我们的预算标准。另外也要考虑培训方式的因素，培训方式有三种：企业内训、外聘内训、外出培训。如果涉及到外出培训，那么培训费用就会比较高，这点在制定年度计划的时候需要考虑到。
第二步：培训调研
如果企业规模较大，一般建议用问卷的方式调研，大而广，覆盖面全；二是要用访谈的方法进行调研，两者接合使用，效果最佳。
1.问卷设计
问卷设计前，需要与各业务部门负责人沟通，初步了解年度目标，一般通过问卷直接调研，设计以选择题的形式为主，也要有一两个开放题。但千万要记住不要给所有人发同样的调查表，你一定要分部门，分岗位，结合他的工作职责、工作内容以及所具备的知识和技能以及工作能力，把它梳理出来，列在培训需求调查表上，然后再发给员工去填写，让他找到自己欠缺的地方。
2．发放问卷
将问卷发放给业务部门，由员工进行填写，然后提交给培训部门。
3．问卷回收
收回来的问卷，由培训部门进行统计，针对调研数据进行有效分析。
4．访谈调研
找公司高层、各部门经理做培训需求的访谈。访谈时，有三个核心问题是必须要问到的：第一个问题你一定要问他下一年度的重点工作和业绩目标是什么；第二个问题你一定要问他，支撑这些重点工作顺利完成，以及业绩目标能够达成的关键岗位有哪些；第三个必须要问的就是一定要问到现有这些关键岗位人员，他们的能力在哪些方面是不足的，是欠缺的。通过这三个问题的访谈就能保证你的培训需求调研更有实效性，然后进行有针对性的调整，才能保证你的培训计划能够有力支撑下一年度公司的重点工作和公司战略。
注意：问卷调研和访谈调研只是培训调研中的两种方式，另外还可以用观察法、绩效分析法、关键事件法、小组讨论法等方式进行。
第三步：制定培训计划
1．确定年度目标
年度目标的确定就是明确全年的培训方向，可以从人力资源、生产研发、采购物流、财务管理、战略管理、领导艺术、综合技能、绩效考核、 胜任力模型等多个维度确定培训目标。
2．培训对象及类型
培训对象及类型即确定谁接受培训和进行何种类型的培训，这项内容一般在培训需求分析中通过对工作任务的调查和综合分析确定。
3．确定培训内容
具体培训内容，需要做目标分解。每个季度做哪些培训，每个月做什么方面的培训，需要有规划。
4．重点培训项目
这里是重中之重，可能是老板比较关心的，我们可以作为项目重点，全年的培训项目要分主次，只有这样才能清晰培训重点方向。如对重点培训项目的确定感到迷惑，可以联系项策教育EFV.CN顾问人员。对其中感兴趣的课题和项目也可索要详细课纲进行深入了解。
5．培训时间
培训时间的安排与培训内容、费用、培训对象等因素相关。如专题报告一般安排半天或一天即可；较为复杂的培训，一般则要集中培训，其时间因培训内容而定；有些以提高岗位技能为特点的培训常常安排在双休日或分阶段进行。
6．培训地点
关于岗位技能的培训，一般安排在工作场所或车间；少数人参加的公开课可以安排在特定城市；专题培训可以安排在公司或酒店会议室举办。
7．培训方式、方法
采用何种培训方式、方法主要是由培训目的、目标、内容、经费及其他条件决定。如不同部门的个性化培训，常采用分散的、单个部门的方式进行；高层培训、管理培训、员工文化素质培训、某些技能培训等常采用集中的方式进行；专业技能培训主要采用边实践、边学习的方法。
8．培训讲师
通常，企业培训能否找到合适的讲师，直接关系到培训效果的好坏。因此，制定培训计划一定要根据培训目的、目标、对象等选择讲师。如员工自我发展训练，请有经验的同事或上级作为指导讲师即可。其他培训一般要请专职讲师或经验丰富的管理者、相关专家作为讲师。项策教育EFV.CN拥有实战型专家授课导师，感兴趣的可索要具体讲师介绍。
第四步：有效实施
培训是否能够有效推进，关键是负责人的推进。培训实施有个关键点就是课程开发与设计，这个非常关键，不管是请进来，还是内部讲师分享，都需要有一个好的课程为依托，只有这样才能有效实施。
第五步：培训评估
一次培训项目结束后，需要从四个维度评估培训效果。
反应评估：也就是学员学习后的现场反应，比如培训结束时的学习情况问卷调查。
学习评估：通过测试、角色扮演的形式来判定学习情况。
行为评估：也就是通过培训后行为是否有改变，是否在工作中运用。
结果评估：从绩效的角度，看是否通过培训提升绩效。
第六步：年度培训复盘总结
复盘也就是对整个年度的一个总结，也是为下一年培训计划做良好的铺垫。
回顾目标：针对年度目标进行回顾，也可以将单个培训项目进行拆解回顾。
分析原因：针对年度目标反看效果如何，好的地方与不足有哪些，可以进行原因分析。
评估结果：就是对于我们最后的结果来进行一个分析，得到这个结果的原因是什么，这个结果有哪些亮点。
总结经验：我们需要时常地进行反思，静下来思考，总结一下我们的成功或者失败的经验与问题，对下一年度的培训进行规划和调整。
最后想告诉大家，培训计划是系统工程，不是为了制定而制定，一定要精准满足企业需求，才能将培训计划最终高效落实。
邮箱：Service@efv.cn 网址：https://www.efv.cn 项策教育 注：部分资料参考相关资讯。
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