Working with Impact Factory

People Skills

It's Not Training!

People development has long been recognised as a primary need for any growing and developing organisation.

但是，似乎对人们的发展确切都很少。

往往发生的是，一旦他们决定需要某种东西（通过年度评估，个人发展评审，绩效管理评论，改变计划等），就会拨打培训，而无需真正了解它与其之间的区别发展。

The Right Way

然后他们背负着“训练”培训“人们的课程的程序（宣传，演示，疑问等）并发现事情似乎没有太大的方式。

For instance, we often hear of presentation training designed to get everyone giving a consistent message.

So people get trained in the right way to deliver the company message, rather than having their individual capacity developed to present in their unique style.

One Size Fits All

One company we spoke to had put an entire department of 400 people through a 'training' programme (prestigious and expensive!) and plaintively asked why nothing had changed a few months down the line.

It wasn't even that the training was bad; it simply had a different, more proscriptive perspective on the issue at hand (indeed, the outcome was one of conformity) and the organisation ended up not getting what it needed.

It's not called sheep-dip training for nothing!

人们开发

Impact Factory has been at the cutting edge in the field of people development for over ten years and we think we know what we're talking about.

To start with, it's not training. Training presupposes that the people involved need to acquire some new skill. They need to become good at doing something that the organisation needs. This may be part of someone's development but it isn't all there is by a long shot.

真实的人应由体育发展rson being "developed". Think of it as learning to use new words within a language rather than learning a new language. In hard skill terms, it is rather like a good computer programmer developing his ability to write better programmes. He doesn't need to learn to programme, he's already a long way down that road.

这不仅仅是训练

In just the same way, people development issues such as influencing, negotiating, assertiveness, presenting, time management, etc, begin with people who already have a good foundation of skill in the area.

For instance, an organisation may identify that a group of managers need to communicate better and therefore look for programmes to address that. But the reality is that these managers already do communication or they wouldn't have their jobs in the first place.

因此，试图让他们在沟通中“训练”不会这样做。必须尊重和尊重人们已经拥有的东西。

培训或发展？

这是我们如何看待培训和发展之间的区别的一个很好的例子。

Let's take appraisals. If managers get any appraisal training at all, it tends to be along the line of: how do appraisals work and what procedures you need to follow.

From a development perspective, we'd be far more interested in developing a manager's skills so they could handle a difficult appraisal well.

我们遇到的一个问题是时间管理之一：

“我们需要这个人在管理时间内变得更好。你能做些什么来解决这个问题？”

Well, we can't, and here's why. If, after a whole life of managing their time (however it is that they do it), someone is still unable to work to a time table, it is highly unlikely they will 'develop' into a well-regimented, routine-driven person, no matter how much 'training' they are given.

这个过程无法修复它

Unfortunately, what can happen is that they are sent on time-management training courses that end up making them feel bad.

首先，他们了解清晰的办公室政策，以正确的方式组织，保持最新的filofax并制作“待办事项”列表，并且可能会在这个新的常规上消失 - 大约一周。

Then, their real and true personality asserts itself and they revert to type by doing exactly what they've always done. Except now they have the added burden of not having done it the right way, and the 'time-management' problem still exists.

That's tackling the situation from a training perspective: this is the problem; give me the solution.

人们开发

A people development perspective is completely different: it looks at what people actually do, rather than at what companies wish they would do.

So with our time management 'problem' person, the aim would be to identify what they can do, not what they can't. With this approach, we would turn things on their head. Perhaps this person works best under pressure and their best skill lies in not missing deadlines. Someone who does work well under pressure tends to leave things to the last minute and appears disorganised and chaotic, which makes colleagues very uneasy.

This person could now be developed into someone who is skilled at allaying the concerns of colleagues and has a reputation for calm in the midst of chaos. Far easier than trying to get them to start projects earlier or to miraculously become organised. We can't fix any of that.

Start With What Each Individual Already Does Well

All effective people development starts with an assessment of what each individual already does well. And more importantly, avoids any reference to weaknesses or things that need 'fixing'. At first look, this may seem wrong, and against a lot of current management thinking: surely you should look at strengths and weaknesses. We don't think so. A sure-fire way to undermine someone's confidence is to tell them what they're weak at.

你也可以看看将感知的弱点变成人类可以使用的东西。例如，如果有人很年轻，缺乏经验，往往渴望让他们有更多的权威。

虽然如果你转过身来，你可以在年轻的年轻，能量和新的前景中培养这个人的自豪感。