建立成功团队idp_成功团队支持的关键因素
建立成功团队idp
The enablement team plays a key role in the initial and ongoing success of employees. When training is set up properly, the company starts receiving value from the new employee much sooner.
支持团队在员工的初期和持续成功中扮演着关键角色。 正确设置培训后，公司会更快地从新员工那里获得价值。
So what are the key factors that have directly affect how quickly and efficiently new team members get onboarded? For a first-person account, we decided to speak with Adler Chan, the head of the Customer Enablement team at Wrike.
那么，哪些直接影响新团队成员入职速度和效率的关键因素是什么？ 对于第一人称帐户，我们决定与Wrike客户支持团队负责人Adler Chan交谈。
Artem: So first tell me about the role of the enablement team in the organization’s success in general. I’ll just tell you my opinion — please correct me if I’m wrong. I think there are 2 main goals here: to enable new team members and to educate existing if the need arises. Am I correct?
Artem：因此，首先请告诉我授权团队在整个组织成功中的作用。 我只告诉你我的意见-如果我错了，请纠正我。 我认为这里有两个主要目标：使新的团队成员成为可能，并在需要时教育现有的成员。 我对么？
Adler: In brief, yes. In practicality, there’s a lot that goes on with enablement. And that word “enablement” has a couple of meanings: a noun, as in a team focused on enablement, and the function of “enabling,” which is a verb. The verb is actually much more generic. A lot of people use it in a lot of different ways. It’s synonymous with “training.” But really enablement, at least from my experience, is more than just training. It’s also coaching, documentation, sometimes facilitation, process improvement, process understanding — because you have to understand the process to be able to teach it.
阿德勒：总之，是的。 实际上，启用方面还有很多事情要做。 “启用”一词具有多种含义：一个名词(如专注于启用的团队)和“启用”的功能，即动词。 该动词实际上更加通用。 很多人以许多不同的方式使用它。 它是“培训”的代名词。 但是，至少从我的经验来看，真正的支持不仅仅是培训。 它还是辅导，文档编制，有时甚至是简化手续，流程改进，流程理解-因为您必须了解流程才能进行教学。
And on top of all that, just contextually being able to connect the dots. So, if it’s Sales to Customer Success and Professional Services, you need to be able to understand and teach the two sides to that. You can teach Sales, “Hey, this is what you need from a PS/CS side.” And, CS/PS, “This is what you need from the Sales side.” Oftentimes people are very myopic and kind of only focused on what they need to do.
最重要的是，在上下文上能够连接各个点。 因此，如果这是对客户成功的销售和专业服务，那么您需要能够理解和教导这两个方面。 您可以教Sales，“嘿，这是PS / CS方面的需要。” 而且，CS / PS，“这是您从销售方面所需要的。” 人们通常非常近视，只专注于他们需要做的事情。
So the role of enablement (the noun) is — from my understanding — to be part of the glue, Enablement is a connector between teams. You not only enable the people to do what they need to do, but you also act as the squishy middle between the dots. And that’s usually really dependant on the organization — how effective the enablement team is. If it’s not very effective, they’re going to be relegated to pretty much just onboarding and training.
因此，据我所知，赋能(名词)的作用是粘合的一部分，赋能是团队之间的连接者。 您不仅使人们能够做他们需要做的事情，而且还充当了点之间的泥泞中间。 通常这实际上取决于组织，即启用团队的效率如何。 如果不是很有效的话，他们将被降级为仅入门和培训。
And, in fact, enablement teams oftentimes are in the HR department like L&D (learning and development). And most of the training and enablement happens there because HR, as of kind of general function, is often the glue in between departments.
而且，事实上，使能团队通常像L＆D(学习和开发)一样在人事部门工作。 而且大多数培训和支持都在那儿进行，因为人力资源(作为一种一般职能)通常是部门之间的粘合剂。
When you talk about functional enablement, specifically Sales and Client Success, it is enablement from the functional-specific perspective of that gluey middle. So the person responsible for Sales enablement is going to look at all the stuff that touches Sales from a Sales lens and will want to make sure that the Sales team is enabled to work with all the other people.
当您谈论功能支持时，特别是销售和客户成功时，从胶粘中间层的特定于功能的角度来看，它是指实现。 因此，负责销售支持的人员将从销售的角度查看涉及销售的所有方面，并希望确保使销售团队能够与所有其他人员一起工作。
For me, I’m going to look at all the teams that we, the Client Success Organization, deal with and teach them how to work with us from a CSO perspective. It works really well when Sales Enablement and CSO Enablement get together and collaborate: “So hey, what’s the best way to get our teams talking?” And understanding each other so they can do things.
对我而言，我将研究客户成功组织与我们合作的所有团队，并从CSO角度教他们如何与我们合作。 当Sales Enablement和CSO Enablement相互协作时，它的工作效果非常好：“所以，让我们的团队交流的最佳方法是什么？” 互相了解，以便他们做事。
Whenever you’re talking about enablement, it’s really fostering the capabilities of an individual in their role and connected to the role.
每当您谈论启用时，它实际上是在培养个人在其角色中的能力并与该角色建立联系。
Artem: So the next question is very short: How many folks are currently a part of the enablement team, and how long has the enablement team in its current state existed in Wrike?
Artem：所以下一个问题很简短：促成团队目前有多少人参与其中，而在Wrike中，目前处于启用状态的促成团队已有多长时间了？
Adler: We utilize the divide and conquer approach — we layer advanced (function-specific) training on top of basic (product) training and currently have 3 enablement teams working together focused on each of those areas: Product, Client Success, and Sales. There are 9 people across all functional areas. We’ve been consolidating product training since 2014 and functional training layered on it since late 2017. Before our (enablement) teams, every manager was onboarding their new recruits however they wanted. It wasn’t consistent and it wasn’t comprehensive.
阿德勒(Adler)：我们采用分而治之的方法-我们在基础(产品)培训的基础上进行高级(特定于功能的)培训，目前有3个使能团队共同致力于以下各个领域：产品，客户成功和销售。 所有职能领域共有9人。 自2014年以来，我们一直在巩固产品培训，从2017年末开始对其进行功能培训。在我们的(启用)团队之前，每位经理都随心所欲地招募新员工。 它不一致，而且不全面。
Artem: What would you call the 3 main challenges that stand before your team? You can name 2, or maybe even you have 1 super-main challenge. Because I know the 1 that we have been continuously discussing — with different offices and different time zones, how do you interact and gather everyone involved? Maybe you don’t consider this the main challenge.
Artem：您将团队面临的三大挑战称为什么？ 您可以命名2，甚至可能有1个超级主挑战。 因为我知道我们一直在与不同的办公室和不同的时区进行不断讨论的1，您如何进行互动并聚集参与的每个人？ 也许您不认为这是主要挑战。
Adler: The hardest thing from an enablement perspective is really to keep the car running while making new cars. Does that make sense?
阿德勒(Adler)：从实现角度来看，最困难的事情实际上是在制造新车的同时保持汽车的行驶。 那有意义吗？
Artem: Yeah.
Artem：是的。
Adler: Because especially with our product, it doesn’t stop developing, which means the training and stuff need to happen constantly. But then there are new people coming at the same time we’re training existing staff, and we have to make sure that the newcomers are up to speed as well. Balancing current training and new training is probably one of the biggest challenges — to make sure that everybody is up to date.
阿德勒：因为特别是对于我们的产品，它不会停止开发，这意味着培训和工作需要不断进行。 但是，在培训现有员工的同时，还会有新的人才涌入，我们必须确保新员工也能与时俱进。 平衡当前培训和新培训可能是最大的挑战之一-确保每个人都处于最新状态。
The second challenge, I would think, is not only to maintain all the input of information but also maintain the quality. Just because we develop and deliver training doesn’t mean that it’s effective or that people are putting what they learn into practice. So part of enablement is also making sure that what we teach is effective and people are executing it. That’s how we make sure that we have a world-class team.
我认为，第二个挑战不仅是保持所有信息输入，还要保持质量。 仅仅因为我们开发并提供培训并不意味着它有效或人们正在将他们学到的东西付诸实践。 因此，实现能力的一部分还在于确保我们所教的内容有效且人们正在执行。 这样我们才能确保我们拥有一支世界一流的团队。
A part of that is ongoing checks with either direct managers or even peers. And a part of that is spot-checking from a training perspective how are they doing. I will check in with PS consultants and CSMs even after they are out of training, because I feel responsible for them, and if they screw up, that’s a reflection of my onboarding as well.
其中一部分是与直接经理或同伴进行的持续检查。 其中一部分是从培训的角度对他们的表现进行抽查。 即使PS顾问和CSM都没有接受培训，我也会向他们咨询，因为我对他们负责，并且如果他们搞砸了，那也反映了我的入职情况。
Artem: Yeah, that actually takes to the next question. So how do you measure if a team member has been enabled successfully, and what are the metrics for your team?
Artem：是的，这实际上涉及下一个问题。 那么，如何衡量团队成员是否已成功启用？您团队的指标是什么？
Adler: A lot of it is qualitative, and one of it is quantitative. I evaluate the ability of a trainee to execute a given task. The rubric on which I grade them is: First of all, did they get the job done? Did they cover in the call or whatever it is everything that I expected them to? This is more or less quantitative — a scoring system of pass/fail. Secondly, how well did they do? What were their wins and opportunities to improve?
阿德勒：其中很多是定性的，其中之一是定量的。 我评估受训者执行给定任务的能力。 我对它们进行评分的原则是：首先，他们是否完成了工作？ 他们在电话会议中涵盖了我想要的一切吗？ 这或多或少是定量的-通过/失败的评分系统。 其次，他们做得如何？ 他们的胜利和进步机会是什么？
And the qualitative part helps me communicate with the functional managers' areas of strengths and improvement. Let’s take one of our recent trainees who just finished, for example. She is a really strong deployment consultant, but I see that there are some areas that she can still refine, specifically with the product and the polish of her delivery. How she juggles technology and areas like that.
定性部分帮助我与职能经理的优势和改进领域进行沟通。 例如，让我们以刚刚完成培训的一名学员为例。 她是一位非常强大的部署顾问，但是我看到她仍然可以在某些方面进行完善，特别是在产品和交付方面。 她如何兼顾技术和类似领域。
I pass that assessment on to the managers, and it’s up to them to kind of come through and work with her on those areas, so that she can continue to operate on a high level.
我将评估结果传递给经理，这取决于他们能否在这些领域与她一起工作并与她合作，以便她可以继续在高层工作。
Artem: Alright. Can you briefly describe how the enablement process is organized? Are the stages always the same or can they vary from role to role?
Artem：好的。 您能否简要描述启用过程的组织方式？ 各个阶段是否始终相同，或者角色之间可以有所不同？
Adler: It depends. The enablement process is pretty broad, so I’d break it up into onboarding and ongoing. The process for ongoing oftentimes comes like this — Product or PMM or someone will come to me and say we have something we need to train CSO on. And depending on this, I would sit down with them and figure out the scope. How big is this, how much time do you need, who needs to be on the calls — all the logistic stuff. And at that point in time, I will make a call to say what’s the best way to do this.
阿德勒：这要看情况。 启用过程非常广泛，因此我将其分为入门阶段和后续阶段。 持续进行的过程通常是这样的-产品或PMM，或者有人会来找我，说我们需要一些培训CSO的知识。 并以此为基础，我会与他们坐下来，找出范围。 这有多大，您需要多少时间，谁需要接听电话-所有后勤工作。 在那个时候，我会打电话说最好的方法是什么。
If it’s a simple update, maybe it’s better to combine it with another meeting. If it’s a kind of long thing, maybe we need to book a specific time and that would require a much longer time frame because we want to make sure everybody can attend. Or maybe one of these things just needs to be an update in Guru or something like that — some sort of documentation and we will push it forward. So we kinda discuss it with the people who’re either requesting or asking for help and figure out what the best medium is and then we will just execute.
如果是简单的更新，最好将它与另一个会议结合起来。 如果这是一件漫长的事情，也许我们需要预订一个特定的时间，这将需要更长的时间，因为我们要确保每个人都可以参加。 或者也许其中之一只是需要在Guru中进行更新或类似的更新—某种文档，我们将继续进行下去。 因此，我们与正在寻求或寻求帮助的人员进行了讨论，找出了最佳的媒介，然后我们将执行。
Onboarding is a lot more complex because it starts with an interview and hiring process. We need to know when people are coming in so we can kind of get ready for them. Onboarding has two major components — product training and functional training. Product training everybody gets, regardless of who you are. It’s a little bit different with product training. With Sales, it’s much simpler. Marketing gets a little bit more complex but still not very complex depth of product. CSO gets probably one of the most complex, and then Customer Support is even deeper because they have to troubleshoot.
入职要复杂得多，因为它始于面试和招聘过程。 我们需要知道何时有人进来，以便我们为他们做好准备。 入职培训有两个主要组成部分-产品培训和功能培训。 不管您是谁，每个人都会获得产品培训。 产品培训略有不同。 使用Sales，它变得简单得多。 营销变得有点复杂，但产品深度仍然不是很复杂。 CSO可能是最复杂的之一，然后客户支持会更深入，因为他们必须进行故障排除。
So depending on the role, the training will have a different level of depth of knowledge and on top of that, there is functional knowledge. So for Support, you need to know how to answer email, you need to answer Zendesk tickets, you need to be able to talk on the phone, you need to be able to troubleshoot those things. For CS, you need to be able to do EBR/ABR, health checks, demos, and really talk to customers about retention and growth. For PS, it’s the deployment process. Then we can go into the individual functions to be able to say, “OK, that’s how we train.” And depending on the role, it would determine the curricula that was developed by me and my team, alongside the managers.
因此，根据角色，培训将具有不同程度的知识深度，最重要的是，还有功能知识。 因此，对于支持人员，您需要知道如何应答电子邮件，需要应答Zendesk票证，需要能够通过电话交谈，需要能够对这些问题进行故障排除。 对于CS，您需要能够进行EBR / ABR，运行状况检查，演示，并真正与客户讨论保留和增长的问题。 对于PS，这是部署过程。 然后，我们可以进入各个功能以说：“好的，这就是我们的训练方式。” 根据角色，它将决定由我和我的团队以及管理人员共同开发的课程。
Artem: Yeah, all right. That’s pretty clear. The current process of enablement, according to a lot of feedback from my colleagues, has a good structure and is well organized. So from your perspective, how many iterations did it take to reach the current level of quality?
Artem：是的，好的。 很清楚 根据同事们的大量反馈，当前的启用过程具有良好的结构且组织良好。 因此，从您的角度来看，要达到当前的质量水平需要进行多少次迭代？
Adler: Just like Wrike, it’s always changing. It’s never-ending. I’m still making edits to it as we speak. And if you think that it can ever be done, you’re in a bad place, because as the business changes, your onboarding and training have to change. It needs to meet the requirements of the next step, not the current step. If you’re training for what is right now and you’re not looking ahead to what is coming, you’re already behind.
Adler：就像Wrike一样，它总是在变化。 永无止境。 在我们发言时，我仍在对其进行编辑。 而且，如果您认为可以做到，那么您就处在一个糟糕的境地，因为随着业务的变化，您的入职和培训也必须随之变化。 它需要满足下一步而不是当前步骤的要求。 如果您正在针对当前情况进行培训，而又没有对即将发生的事情进行展望，那么您已经落后了。
So actually I’m in talks with Product to understand when they are going to release something a little bit earlier because I need to know before the rest of the people know. Otherwise, how am I going to train them? I hate to tell you, but there is no iteration number because it just keeps going. The goal is to set up a structure that works. I would probably do the 80/20 rule. It’s probably good, and then based on it, keep iterating, keep evaluating. And one other thing I do pretty consistently is I get feedback during the onboarding and after the onboarding, and then also every once in a while, I’ll hit up people who’ve been onboarded for a while and say, “Hey, now that you’re fully wrapped, what do you think about the onboarding process?”
因此，实际上我正在与Product进行交谈，以了解他们什么时候要发布一些内容，因为我需要在其他人知道之前知道。 否则，我该如何训练他们？ 我不想告诉你，但是没有迭代号，因为它一直在继续。 目的是建立一个有效的结构。 我可能会执行80/20规则。 可能很好，然后在此基础上，不断进行迭代，继续进行评估。 而我所做的非常一致的另一件事是，我在入职期间和入职后都会得到反馈，然后每隔一段时间，我就会打招呼一阵子的人说：“嘿，现在您全神贯注，您对入职流程有何看法？”
So, kind of in progress, just after and then long after, and taking their feedback and saying, “Look.” Looking at it quantitatively, what’s good here, what is valid and not just personal preference. What is common? And then let’s take that and move forward, apply those changes to the front end so that people get a much better experience
因此，在进行中，不久之后，然后很长时间，并获得他们的反馈并说：“看”。 从数量上看，这有什么用，什么是有效的，而不仅仅是个人喜好。 有什么共同点？ 然后让我们继续前进，将这些更改应用到前端，以便人们获得更好的体验
I would say that people that I’m onboarding now probably have a much better experience than people that I’ve onboarded 6 months ago vs. 9 months ago. And I would think that the people that I’ll get to onboard in 3 months from now are also going to get an even better experience. And the goal is as I’m making it better on the front end as they come in, I’m also working on the people that didn’t get the niceness.
我要说的是，现在加入的人可能比6个月前和9个月前加入的人拥有更好的体验。 而且我认为，从现在起的3个月内，我将加入的人们也将获得更好的体验。 我的目标是，随着他们的加入，我会在前端做得更好，同时，我也在努力为那些没有得到好处的人们服务。
Artem: Just keep up to a certain level.
Artem：只要保持一定水平即可。
Adler: Yeah, and that’s why it’s never going to end, which I guess is good cause it’s job security. But it’s also bad because it’s never going to end. You need to know that this isn’t a project that you’ll finish. These processes need to keep going, otherwise what happens with a lot of e-learning and learning and development teams is that information grows stale. And then they have to go back and redo it, which takes even more time, effort, and resources.
阿德勒：是的，这就是它永远不会结束的原因，我认为这很好，因为这是工作安全。 但这也很糟糕，因为它永远不会结束。 您需要知道这不是您要完成的项目。 这些过程需要继续进行，否则，许多电子学习以及学习和开发团队会发生的事情是信息变得陈旧。 然后，他们必须返回并重做它，这需要更多的时间，精力和资源。
If you keep doing it and it’s always in a state of improvement, then you’ll never have to take the time to stop and go back and fix what’s broken. If you have the mentality that it’s always broken, it’s always incomplete, you’re always tweaking and fixing and improving. That’s my personal take on it. I’m pretty sure that other people have different takes on it. But that’s kind of how we keep a world-class status.
如果您继续这样做，并且始终处于改进状态，那么您将永远不必花时间停下来再返回并修复已发生的问题。 如果您有一种想法，那就是总是被打破，总是不完整，那么您总是在进行调整，修复和改进。 那是我个人的看法。 我很确定其他人对此有不同的看法。 但这就是我们保持世界一流地位的方式。
Artem: This question might seem a little bit weird, but still… Is there a backup plan if something goes wrong? For example, if you or your teammates feel that a certain team member needs some more time to process the materials and understand the product?
Artem：这个问题似乎有点怪异，但仍然……如果出了问题，是否有备用计划？ 例如，如果您或您的队友觉得某个团队成员需要更多时间来处理材料和理解产品？
Adler: Yep, absolutely. You should almost always start up with the backup plan. You shouldn’t start with plan A. You should actually start with a plan B, because if you plan for the worst-case scenario, then creating plans for other scenarios is going to be easy. So, yes, there is a contingency plan if people don’t do so well in training. Basically, the contingency plan is staged at different touchpoints.
阿德勒：是的，绝对。 您几乎应该总是从备份计划开始。 您不应该从计划A开始。您实际上应该从计划B开始，因为如果您针对最坏的情况进行计划，那么为其他情况创建计划将变得容易。 因此，是的，如果人们在培训中做得不好，则有一个应急计划。 基本上，应急计划是在不同的接触点上进行的。
The first contingency is after product training, and there is actually a report card that product trainers give to me to say how this candidate did. If the candidate doesn’t pass, we send them through another round of product training. Probably not the full curricula, but they have more time with the trainer, which will delay the functional training so that a trainee can catch up. If you don’t have a good foundation of the product, you’re going fail in the back when clients ask, “How do I do XYZ?” “Oh, I don’t know.” Oh, well, you should’ve learned product better. So, that’s the first stage.
第一个意外情况是在产品培训之后，实际上产品培训师给了我一张成绩单，告诉他该候选人的工作方式。 如果考生没有通过考试，我们将通过另一轮产品培训。 可能不是完整的课程，但他们有更多的时间陪伴培训师，这将延迟功能培训，使受训人员可以追赶。 如果您没有良好的产品基础，那么当客户询问“我如何做XYZ？”时，您将失败。 “哦，我不知道。” 哦，嗯，您应该更好地学习产品。 所以，这是第一阶段。
The second stage is really in the functional training, where we take them through mock scenarios. It used to be 4 different rounds of mocks that everyone went through. Now it’s 2, but again with contingencies — if you don’t pass the first mock, you have to do another and another till you get it right. In the final mock, I try to make it as challenging as possible to finish the mock easily and throw every sort of real life (past) difficulties all into one.
第二阶段实际上是功能培训，我们在模拟场景中指导他们。 过去，每个人都经历了四轮不同的模拟。 现在是2，但又有意外情况-如果您没有通过第一个模拟，则必须做另一遍，直到正确。 在最后的模拟中，我试图使挑战变得尽可能容易，以轻松完成模拟并将各种现实(过去)的困难都融入其中。
Artem: It sounds challenging.
Artem：听起来很有挑战性。
Adler: Oh, yeah. And it should be. The reason why I do that is…there is a quote that I think Norman Schwarzkopf, a general in the U.S. military, said. He quoted Napoleon I think. But basically, “The more you sweat in peace, the less you bleed in war.”
阿德勒：哦，是的。 它应该是。 我这样做的原因是……我认为有一句话是美军将军诺曼·施瓦茨科普夫(Norman Schwarzkopf)说的。 他引用了我认为的拿破仑。 但基本上，“您在和平中出汗越多，在战争中流血就越少。”
That’s not saying that we’re going to battle with our clients, because it’s not the case. But if I can throw near-impossible challenges at our trainees and prepare them for the absolute worst-case nightmare scenario and they can get through it, then any trouble a customer who they deal with in the field has is going to be easy.
这并不是说我们要与客户抗争，因为事实并非如此。 但是，如果我可以向我们的受训者提出几乎不可能的挑战，并为他们做好应对最坏情况下的噩梦般的准备，并且他们能够度过难关，那么在现场与客户打交道的客户所遇到的任何麻烦都将变得很容易。
My goal is that they get off the really difficult client call and are like, “Wooh! That was rough but it wasn’t rough as rough the advanced mock!” That’s kind of where I think training should be. Because that way it gives the trainee the confidence to step into any situation and be able to say, “I got this. I trained for this. We went through boot camp. I’m ready for this”.
我的目标是让他们摆脱真正困难的客户来电，然后说：“哇！ 那很粗糙，但是不像高级模拟游戏那么粗糙！” 我认为应该在那种地方进行训练。 因为这样可以使受训者有信心进入任何情况，并可以说：“我明白了。 我为此进行了培训。 我们经历了新兵训练营。 我已经为此做好了准备。”
That gives them the confidence to do what they need to do, and it gives the clients the confidence because these guys come in and are like, “Yeah I can take care of you. I got this and here is why I got this: You never have to go through Wrike training.” If we challenge them in the training, when they get into real life, they are ready for anything.
这使他们有信心去做他们需要做的事，也使客户有信心，因为这些家伙进来时就像：“是的，我可以照顾你。 我明白了，这就是我明白这一点的原因：您不必经历Wrike培训。” 如果我们在培训中挑战他们，当他们进入现实生活时，他们将为任何事情做好准备。
So that’s another checkpoint. The backup plan is absolutely important, so if they don’t pass the beginner mock, we send them through another time. If they don’t pass the advance mock, we send them through another time until we get to the point where we could be like, “I trust that you can go and handle a client. Now go and handle a client.”
这是另一个检查点。 备份计划绝对重要，因此，如果他们没有通过初学者模拟，我们将把它们发送到另一个时间。 如果他们没有通过高级模拟，我们会将它们发送另一个时间，直到达到可能的状态：“我相信您可以去处理客户。 现在去处理一个客户。”
Artem: And the last one. It’s more from my experience. I have encountered a lot of companies and even worked in some that don’t have an enablement team. They don’t have a training team. They just provide the list of things newbies should learn by themselves. In your opinion, what are the negative consequences of this approach?
Artem：最后一个。 这更多是根据我的经验。 我遇到了很多公司，甚至在一些没有支持团队的公司中工作过。 他们没有培训团队。 他们只是提供了新手应该自己学习的事情清单。 您认为此方法的负面影响是什么？
Adler: There are pros and cons to that approach, so it’s not all negative. Pros: For people who are hungry, you speed up their onboarding time quick. You can just throw the dictionary at them and then say, “Hey, know the dictionary.” People who are hungry, they’ll take that content and read the dictionary within the week and they are ready to go. Cons: For most other people, though, you have a wide range of outputs from training because different people learn different ways.
阿德勒(Adler)：这种方法各有利弊，因此并非全都是负面的。 优点：对于饥饿的人，您可以快速缩短入职时间。 您可以向他们扔字典，然后说：“嘿，知道字典。” 饿了的人，他们会在一周内拿走这些内容并阅读字典，然后就可以开始了。 缺点：但是，对于大多数其他人来说，您会从培训中获得广泛的成果，因为不同的人学习不同的方法。
So you can’t expect that one person who is really hungry and really book-savvy and someone who is not so hungry but is really good at client management…you can’t compare them on the same scale because they’re coming out of training completely different. What companies do with learning teams and training teams, or even enablement teams, is to take the understanding that everybody coming in is different and put them through a regiment so that everybody going out is going to be the same or the output that they do is the same.
因此，您不能指望一个真正饥饿且精通书本的人和一个不那么饥饿但真正擅长客户管理的人……您无法以相同的规模比较他们，因为他们来自于训练完全不同。 公司与学习团队，培训团队，甚至赋能团队一起做的是，要理解每个人都不同，并让他们参加一个团，这样每个人的出场将是相同的，或者他们的输出是相同。
The way we do this is we adapt our training to be learner-centric. Rather than giving you a dictionary, we’re giving you a textbook. Then you can read this textbook from cover to cover and you’ll know everything in the dictionary, but it’s tailored to be more learner-centric. If I’m a reader, I can read a lot of stuff and go through the curriculum and have what I need. If I’m not a good reader and I need some help, we still have some trainers that help coach you through that. Everybody who comes in, no matter your background, the output will be the same. You’ll be a Wrike Consultant or Wrike CSM or Wrike Support agent who’ll be able to handle everything that life throws at you.
我们这样做的方法是使我们的培训适应以学习者为中心。 与其给您词典，不如给我们一本教科书。 然后，您可以从头到尾阅读这本教科书，您将了解字典中的所有内容，但是它是专门为以学习者为中心而设计的。 如果我是一名读者，我可以阅读很多东西，并通过课程学习并拥有所需的知识。 如果我不是一个好的读者，但我需要一些帮助，我们仍然有一些培训师可以帮助您进行培训。 不管您的背景如何，进入的每个人都将是相同的。 您将成为Wrike顾问，Wrike CSM或Wrike支持代理商，他们将能够处理生活给您带来的一切。
The cost is that you need resources — people who understand how to develop learner-centric content, people who actually can do the training, people who can actually build the e-learning. You actually need people who will sit down and understand the process from start to finish. That’s not easy. And I think that’s why a lot of companies don’t have that because they’re just like, “Hey, we just have what we have. Go and figure it out.” And the goal is by investing in the front end, we get a lot of efficiency on the back end.
代价是您需要资源-懂得如何开发以学习者为中心的内容的人，实际上可以进行培训的人，可以实际建立电子学习的人。 您实际上需要的人会坐下来，从头到尾了解整个过程。 那不容易。 我认为这就是为什么许多公司没有这样的原因，因为它们就像：“嘿，我们只有自己拥有的。 去弄清楚。” 目标是通过在前端进行投资，我们在后端获得了很多效率。
Traditionally (for organizations without proper L&D/training), people would have a week or 2 or whatever of reading then get thrown into the wild to do their jobs. If they encounter a situation they are not prepared for, they would have to slow down and figure out the process before they go on. However, if we’ve done the due diligence ahead of time and prepared them for pretty much anything, they won’t have to stop and slow down and figure it out. When approached with different situations, they will have already figured that out during training. So it depends on resources and how you want to approach it.
传统上(对于没有适当的L＆D /培训的组织)，人们会花一两个星期或两周之久的阅读时间，然后被扔到野外去做他们的工作。 如果遇到未做好准备的情况，他们将必须放慢脚步并弄清楚该过程，然后再继续。 但是，如果我们提前完成了尽职调查，并为几乎所有事情做好了准备，那么他们就不必停下来，放慢速度并弄清楚它。 当遇到不同的情况时，他们将在训练过程中弄清楚这一点。 因此，这取决于资源以及您想如何使用它。
For us in a growth mindset, it makes a lot more sense to invest in training and enablement, because it’s scalable. Our methodology of training is to not only to teach them what they need to know, but teach them how to think, so they can figure out problems that we didn’t train them to handle.
对于我们的成长心态而言，投资于培训和支持更有意义，因为它具有可扩展性。 我们的培训方法不仅是要教他们需要知道的知识，还要教他们如何思考，以便他们找出我们没有训练他们要解决的问题。
Artem: Yeah, totally. Well, that’s everything I had, and that was very insightful.
Artem：是的，完全是。 好吧，这就是我所拥有的一切，而且非常有见识。
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