Three common models of corporate training: AMAP, Zhihu, and MeituXiuXiu

Foreword

At this stage, the three common modes of corporate training are:

1. Course matrix menu selection

— —Lei Gaode Map

2. Employee experience extraction and enjoyment

—Lei Zhihu

3. Students participate in experience creation Style

- Similar to Meituxiuxiu

What are the characteristics of these three modes?

In what situations are these three modes applicable?

Why are these three models similar to the three types of APPs?

Let’s explore together.

Course matrix menu selection - similar to Amap

Converting the business goals of the company into training goals is actually to upgrade the actual state of employee capabilities to "ideal state".

That is, training needs = ideal ability - actual ability

Any training activity aims to eliminate or narrow the ability gap.

There are usually two types of capability gaps: static gaps and dynamic gaps.

——They are represented as static training requirements and dynamic training requirements respectively.

Static training requirements: refers to the training courses corresponding to the competencies required to complete job requirements. It is generated based on the organization and job requirements and is the result of organizational analysis and task analysis.

Dynamic training needs: refers to the training courses corresponding to the gap between employees' existing abilities and job requirements after they arrive at the designated position.

Dynamic training needs are related to employee performance or rank. Employees at different ranks in the same position will have different dynamic needs.

How to balance static training needs and dynamic training needs?

A more pragmatic approach is to focus on static needs, combined with the dynamic needs of key positions, and meet them in stages according to the principle of organization first and then individuals.

In the early stage, a "Job Knowledge and Skills Decomposition Table" for each position can be designed based on the organizational development requirements and the job competency model, including the key ability elements, behavioral elements, key behavioral standards, and required knowledge of the position. /Skill.

The curriculum framework planned according to the "Job Knowledge and Skills Decomposition Table" is a static requirement.

In the later stage, based on the "Position Knowledge and Skills Decomposition Table", the ability deficiencies of employees at different ranks in key positions are judged and dynamic needs are derived.

From this, a "Competency Improvement Path Map" for employees in key positions is designed, including improvement goals, improvement content, corresponding courses, assessment methods, and the job level corresponding to each ability improvement.

With such a road map for improving job capabilities, the foundation for training work is relatively solid.

From a practical perspective, it is recommended to gradually build a curriculum matrix from core positions to non-core positions, that is, to design and implement courses based on the sequence of positions at the beginning.

After maturity, it will be gradually refined to core positions, and then extended to all positions. The smallest case can be targeted at a certain incumbent.

After the course matrix framework is established, employees only need to enter their department, position, and rank into the system, and the system will automatically display the "Competency Improvement Path Map" for that position.

At the same time, you can also see the ability gap between this rank and the next rank.

Employees can select the course they want to learn from the course menu of the "Competency Improvement Path Map" based on their current situation. The system will display the course's improvement content, learning duration, assessment method, and the results after learning and assessment. , the improvement rate of employment level.

In this way, employees can plan their growth path in a targeted manner, and at the same time, every time they log in to the system, they can see how far they are from the next rank.

This is like a learning map, which allows employees to clearly see which stages they have to go through to get to where they want to go.

This mode is somewhat similar to the Amap Map APP.

As soon as you log in to the Amap Map APP, enter the address you plan to go to and the current address, and then select the mode of transportation (such as driving, taxi, bus transportation, etc.), the system will match it for you. Several lines.

Each route has the time and kilometers. The driving mode will also display the number of traffic light intersections on the way. The taxi mode will display the prices of different routes.

Moreover, during your journey through your destination, this map changes dynamically in real time, allowing you to see how far you are from your destination at any time.

A map app like this can clearly point you in the direction.

The learning map can clearly tell employees what content they should learn at each stage, what the direction and goal of their efforts are, and what abilities they should have for promotion, thus drawing a blueprint for employees' conscious learning. .

Employee experience extraction ***enjoyment-like Zhihu

Many companies will achieve the dynamic dissemination of corporate knowledge and experience through organizational experience extraction.

Organizational experience extraction is to extract the successful practical experience, tacit knowledge and insights of experts in specific scenarios, and form processes/steps, tools/methods, techniques/know-how, etc. that can be replicated and promoted, thereby improving A set of approaches to individual or organizational performance.

Let’s look at two scenarios:

Scenario 1: The leader asks for a planning project

Inexperienced employees: Search the Internet to see if there is any information You can refer to similar plans, combine them with some of your own ideas, and then piece them together into a plan.

Experienced employees: First understand the relevant information (purpose of the event, customer needs, company resources, market conditions, competitive product trends, etc.), and then analyze the information to find the entry point for event planning. After coming up with the idea, make several different versions of the plan for leaders to refer to for decision-making.

Think about it, if you were the boss, which approach would you prefer?

Scenario 2 Communicating with customers at a bank branch

Inexperienced employee: mustered up the courage and launched an "offensive" against a customer who came to the branch according to the method taught in the company's training ”. As a result, the customer did not act according to common sense like the “customers” in the training, and he was put aside in just three sentences.

Experienced staff: Enthusiastically helped a customer to handle business at the self-service terminal, and soon chatted happily with the customer, learning about the customer’s family situation, asset planning, and income during the chat Situation, etc., and naturally introduced a financial product suitable for the customer, aroused the customer's interest, and successfully completed the sale.

In the first scenario, benchmark employees consider more factors than ordinary employees and make more targeted plans;

In the second scenario, benchmark employees Employees are better at chatting with customers and arousing their interest than ordinary employees.

If we can refine the methods and ideas, tacit knowledge and insights of benchmark employees in these specific scenarios into processes/steps, tools/methods, sayings/mantras, etc. that can be replicated and promoted, can improve the performance of ordinary employees.

There is a saying in Huawei that the company’s biggest waste is the waste of knowledge and experience.

In its practice, Huawei has found a practical, effective, and executable method for managing experience and knowledge within an enterprise, which is the construction of a case library.

The dissemination of cases is actually the dissemination of knowledge and experience.

Huawei has a very large case library, which was built by Huawei through technical means.

Everyone can publish and share cases on it. Employees contribute cases to provide content, and then experts and the public comment, like, and engage in some social interaction.

After excellent cases are reviewed, managers will publish them internally, possibly through email, and some cases may even be selected into the teaching materials of Huawei University as teaching cases. use.

For those who have contributed to the case library, Huawei has designed a variety of incentives internally, including material incentives, spiritual incentives, etc., to promote everyone's submission and construction of the case library.

This is like Zhihu, where everyone can ask and answer questions.

When you answer questions, you are structuring and popularizing your knowledge and experience to solve other people's difficult problems.

When you ask a question, you are using other people’s experience to solve your own problem by learning from benchmarks.

Answering questions on Zhihu and writing cases for extracting experience require a step-by-step process of thinking in order to complete the refining from story to experience, and from experience to wisdom.

Student participation experience ***Innovation--like beautiful pictures Xiuxiu

Why is corporate training often criticized as "ineffective after training"?

Why sometimes, employees do improve and change at the training site, but then return to their original appearance after the training?

This involves whether there has been a change in mental models.

A good training must be able to achieve three goals - the first is to improve the students' knowledge and skills; the second is to change the students' behavior; the third is to improve the students' minds Model upgrade.

The essence of learning is the process in which people strive to continuously optimize their mental models and behavioral models. The effect of learning will ultimately be reflected in the changes in the students' own mental structures and behavioral patterns.

So what is a mental model?

Mental models are deeply ingrained in people's minds, affecting their understanding of the logic of the world and their habits of taking action.

Mental models are essentially a set of stereotypes about cognition, thinking, emotions, and values. They are our methods and habits for understanding things.

We are usually not aware of our mental models and their impact on behavior, but in fact, your life is based on your own mental models in making decisions, choices, and actions.

The process of improving your mental model is essentially to turn the mirror to yourself and try to see clearly how your thinking and behavior are formed;

And try to gain new insights with "new eyes" information, interpret it in new ways, think about it and make decisions.

This poses a new challenge for our current training: How to help students upgrade their cognition, improve their skills, change their behavior, and at the same time promote changes in their mental models?

If the same knowledge point is taught to students through lectures, the students will only "know" it;

If demonstrations are given and students are allowed to observe, students can have knowledge about it. Some "understanding" and "thinking";

If you use drills to allow students to practice, trial and error, reflect, and revise, you can go deeper and allow students to change their behavior;

If it is designed as an experiential activity, allowing students to naturally present themselves in a real environment, interact with each other, and bring about the exploration and reflection of the subconscious, it can be very deep and penetrate deep into the bone marrow.

This is why action learning and facilitative workshops are becoming more and more popular in corporate training.

This requires trainers/facilitators to allow learners to experience the following learning process through course design and implementation during the training process:

1. Learners can , be aware of the learning process, and be aware of their own behaviors, intentions and thinking at different stages in the classroom.

2. During the experience of the learning process, learners can broaden their "observation framework", update their "thinking paths", revise their own "value orientation", and even break through the solidified mental model.

3. The learning process involves the complete self - including body, thoughts, five senses and actions. When learning, the learner is fully engaged.

4. Learners can inquire and reflect, openly share their own opinions and understand each other's assumptions, and do not easily judge and deny various people, things, and things that are different from their own values ??and rules. See things through a prism.

5. The learning process will go from team collision to perspective conflict, from perspective conflict to frame-breaking experience, from frame-breaking experience to thinking extension, from thinking extension to perspective fusion, so everyone’s thinking level They will all become richer in the process.

This process is just like when you are retouching a picture with Meitu Xiuxiu. After various tests, various tinkering, and various experiences, the final picture will not only allow you to use your own efforts, "Produce" a new image that is better than the original image and contains your own ideas.

And in this process, your multi-perspective observation, aesthetic thinking ability, imagination and creativity are gradually turned on.

Ten years ago, Meitu Xiuxiu launched its first version, which featured functions such as easy photo retouching and one-click beautification. It significantly lowered the user threshold and made photo retouching accessible to everyone. All operations are possible.

Over the years, Meitu Xiuxiu has been iteratively updated, not only optimizing many interesting functions, but also starting to upgrade from a picture tool to a social platform, from heavy beautification to natural aesthetics, and from a thousand people One side is upgraded to thousands of people with thousands of faces, subtly allowing users to gain more emotional experience and thinking breakthroughs in the experience.

Therefore, some people say that corporate universities and corporate business schools can not only be renamed "Performance Improvement Research Institutes" and "Employee Momentum Gas Stations", they can also be called "Mental Model Reconstruction Pools" and "Corporate Culture University" Sauce jar".

Now, I believe you can understand why the three modes of corporate training are similar to Amap, Zhihu, and Meitu Xiuxiu, right?

By the way, today is Teachers’ Day. I wish all teachers who love sharing, like training, are willing to pass on knowledge, experience and ideas, are committed to helping others upgrade their cognition and skills, and continue to give sunshine to others. Happy holidays, everyone!