Let employees learn how to learn !（里面英双语）

s are available.

Employees are moving from job to job more often than ever. Organizations that can capture the heart and minds of their employees will be the winners. A recent poll revealed what employees are looking for at work. They will be more likely to stay with a company that offers:

Opportunities to learn and grow.Meaningful work in a positive workplace.A flexible workplace that is concerned with employees’ health and wellbeing.

Creating a workplace that is mindful of employees’ preferences is called the employee experience. All employees care if you take a genuine interest in their future. Managers who take a personal interest in employees and their development build loyalty and loyalty increases productivity. Talented employees want to be appreciated; they want to advance; they want to gain skills to be more valuable to their organizations.

As a trainer your role is to inspire employees to value life-long learning. That happens when you ensure that a learning environment is in place confirming that your organization respects and emulates a learning organization. You will also be called upon to recommend learning opportunities such as IDPs and mentoring. You will emphasize the employees’ responsibility in meeting their own learning needs. Finally, you will help your employees learn to learn. Make learning easily accessible.

The workplace is changing so rapidly that even full-time employees may feel more like consultants and parttime workers as they face unpredictable work schedules and changing rewards and purposes. It means that the most important thing employees can learn is how to learn. They also need to excel at flexibility, adaptability, and resilience. How can you do that? How can you help all employees learn how to learn?

期许日本公司员工非常重视研习

人物形象有利的研习中国文化

日本公司员工非常重视研习的秘密组织握有强悍的研习基础，即我们上个月讨论过的有利的研习中国文化。只需要设法日本公司员工建设愿景正职拓展方向的研习型秘密组织则会借此日本公司员工积极投身于研习，这是对日本公司员工非常重视研习的调谐。

然而，在许多秘密组织之前，期许日本公司员工非常重视研习这一犯罪行为偶尔遭到违法的执行，或是立即才借此到，甚至直接被无关。自已，秘密组织更进一步日本公司员工对自己的拓展专责，而作为培训班岗位者应提供者赞同并确保安全资源可用。

现今，日本公司员工换岗位的频率比以往任何时候都要较低，只需要抓住日本公司员工的“悲”和“思借此”的秘密组织将是赢家。最近，一项清查揭示了日本公司员工借此在岗位之前握有研习和扎根的机则会、积极的岗位环境与有含意的岗位，以及瞩目日本公司员工健康和有益于的灵活性岗位环境，他们也更是有确实转到提供者以上公共服务的日本公司。

创建人瞩目日本公司员工比方说道的岗位娱乐活动被称做“日本公司员工尽情”，所有日本公司员工都关怀你是不是真正非常重视他们的愿景。对日本公司员工及其拓展投入感兴趣的管理人员则会使日本公司员工造成了忠诚度，而忠诚度也则会提较低生产力。有才能的日本公司员工借此给与赞赏，给予进步，并习得对秘密组织更是引人注目的习得。

作为一名培训班岗位者，你的职责是期许日本公司员工非常重视终其一生研习。当研习环境已就位，秘密组织只需要负罪责并借鉴研习型秘密组织时，终其一生研习就确实愈演愈烈。同时，还勉强为日本公司员工推荐研习机则会，如提供者与生俱来拓展蓝图（IDPs）和恩师制（ mentoring），并忽略日本公司员工在受限制与生俱来研习只需求总体恪守的罪责。最后，你将能设法日本公司员工学则会研习，让研习越发更是容易。

同侪变化如此之较慢，即使是全职日本公司员工也则会觉得自己更是像顾问和助理日本公司员工，因为他们比方说道面对着不可预知的岗位顾及、不停变化的报酬和远距离。这反之亦然日本公司员工能教给的不可忽视的一定会就是如何研习。并且，他们还勉强在弹性、适应性和柔韧总体默默无闻。怎样好好才能设法他们发挥作用这些远距离，又该如何设法所有的日本公司员工学则会研习？

Start with a Growth Mindset

Help them Become Agile Learners

Carol Dwek is the author of Mindset: The New Psychology of Success. Her research encourages people to believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishments. Virtually all great people have had these qualities that create a love of learning.

Dweck refers to people who view talent as a quality they either possess or lack as having a “fixed mindset.” People with a “growth mindset,” in contrast, enjoy challenges, strive to learn, and consistently see potential to develop new skills. Yes, it takes dedication and hard work, but it also leads to success and profits for an organization.

For example, employees in a growth mindset are 47 percent more likely to say that their colleagues are trustworthy; 34 percent more likely to feel a strong sense of ownership and commitment to the company; 65 percent more likely to say that the company supports risk taking; and 49 percent more likely to say that the company fosters innovation. This is good for the company and the employees. You can foster a growth mindset in your organization by:

Believing that everyone can succeed.Celebrating mistakes.

Last month I noted that most changes require that employees learn more skills, faster, and more effectively to do their jobs. The future requires that employees learn continuously and that they become agile learners. Agile learning refers to development that focuses on speed, flexibility, and collaboration. As you might imagine, it begins with a growth mindset – believing that you can learn and grow.

As a trainer you can help people become more agile learners by encouraging them to:Seek feedback and try new behaviorsLook for new ways of doing thingsTake time to reflect on their experiencesBecome creative problem solvers who are curious Willingly accept change and challenge the status quoTake risksRemain resilient through adversityDemonstrate self-awareness

培养出来扎根型悲态

借此灵活性研习

弗朗西斯·德莱斯（Carol Dwek）是《终其一生扎根:重另行并不一定失败的认知模式》（Mindset: the New Psychology of Success）一书的原作者。她的研究课题借此人们认为，大多数的基本上能力可以通过尽悲尽力地岗位给与拓展，因为脑和天赋只是起始。这种观念唤起了人们对研习的热衷和柔韧，这对给予无与伦比成就至关不可忽视。或许上，所有无与伦比的人物都只需有热衷研习的实用性。德阿克指出，有些人把天赋视为一种自己若未能握有就勉强考虑到的实用性，这是一种死板、死板的悲态。无关，握有扎根型悲态的性状爱好下一场，努力研习，并始终能比如说道拓展另行习得的发展潜力。这虽然勉强日本公司员工奉献自我、努力岗位，但能为秘密组织带给失败和利润。例如，只需有扎根型悲态的日本公司员工认为自己的同多事值得信任的确实性要较低于其他日本公司员工47%，34%的人则会对日本公司造成了极端的归属感和罪责感，而认为日本公司赞同寻宝、借此革另行扎根型日本公司员工分别占多数65%和49%，这对日本公司和日本公司员工都有理论上。你可以通过这两种观念来培养出来日本公司员工的扎根型悲态，即认为每与生俱来都能失败，以及安慰扯误。上个月我比如说道，大多数变革都承诺日本公司员工研习更是多的习得，更是较慢、更是最大限度顺利完成岗位。而愿景还承诺日本公司员工不停研习，视为灵活性的研习者。何为灵活性研习？即瞩目研习的速度、弹性和互不合作的合作开发。正如你所现实的一般，它始于扎根型悲态，认为自己可以研习和扎根。身为培训班岗位者，你可以确实利用这些方法借此人们视为更是具弹性的研习者。

寻求调谐，更进一步另行犯罪行为；

寻找岗位的分析方法；

兰花时间反思自我经历；

视为兼具好奇悲和建构性的问题解决者；

不愿放弃发生变化，下一场片面；

敢于寻宝；

在逆境之前保持坚韧；

示范偏好。

Introduce them to EQ

What Else Should Employees Learn to be Better Learners?

Emotional Intelligence (EQ) has been a key topic for several years. And that is for good reason. It is an important skill for all employees who want to learn. Why? Because EQ influences how you think. The last bullet in the previous section “demonstrate self-awareness” is only one thing it can do. Emotional Intelligence helps individuals:

Become more self-aware of the effect they have on themselves and others.Collaborate more effectively which is key to learningShare their ideas in a more compelling and persuasive wayThink flexibly

A good book to read to learn more is Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves. Try these sections first – especially to help your learners:

Self-Awareness Strategy

Notice your feelings, and don’t judge them as good or bad. Remind yourself that they are there to help you understand something important.

Social Awareness Strategy

Invite your fans as well as your critics to candidly share their perceptions of what you’re good at and where you could use some help. Whether they are right or wrong, try to learn.

Relationship Management Strategy

Always clearly communicate your intent, feelings, and wishes by explaining the “whys” behind your actions and words.

After the pandemic, it seems that soft skills are more important than ever. Everyone wants to change the name, Bersin calls them “power” skills. Harvard Business Review is calling them “human” skills. I call them “essential” skills. No matter what you call them they are:

Communication

This is not new and shouldn’t surprise anyone. We’ve been communicating since we were born, and we should be good at it. But we are not. I’ve often said that if all my clients communicated perfectly – I would not have a job! Your employees need to be good communicators to learn.

Adaptability and Resilience

Things are moving so fast employees need to be prepared to make changes gracefully.

Creativity and Innovation

organizations need employees to think bigger and better for a successful future. And learning to think creatively to solve problems is an important learning skill too.

情商&较厚习得学则会研习的不可忽视手段近年来，情商（EQ）以前是一个不可忽视的公众人物，这是有确实理由的。对于所有借此要研习的日本公司员工来说道，它是一项不可忽视的习得，因为情商只需要制约你的认知方法，前文提到的“示范偏好”只是它能制约的其之前一件多事。情商对与生俱来还有四大设法：

面对自己和他人的制约，只需要握有更是多的偏好；

促进最大限度互不合作，这是研习的关键；

借助更是有说道服力的方法社交借此法；

灵活性思考。

特拉维斯·布拉德罗宾逊（Travis Bradberry）和婉·格里夫斯（Jean Greaves）撰写下的《情商2.0》（Emotional Intelligence 2.0）是一本可以让你教给更是多科学知识的好书。你可以首先更进一步请肯定几个部分，尤其能帮到你的日本公司员工。

偏好策略

肯定你的悲里，不要用好或坏来评判。提醒自己，他们的共存是为了设法你理解一些不可忽视的一定会。

社则会意识策略

邀请赞同和指责你的人倒是社交他们对你的都能和勉强设法之处的观念。无论他们是对是扯，都更进一步去研习。

的关系管理策略

通过解释犯罪行为和自然语言背后的“为什么”，相符地同上达出来你的意图、借此像和愿望。与此同时，SARS横行过后，较厚习得比以往任何时候都更是为不可忽视。不过，其实每与生俱来都借此发生变化这种习得的称谓，伯尔辛（Bersin）称它们为“力量”习得，《哈佛商业评论》（Harvard Business Review）称其为“生命体”习得，我则叫作“基本上”习得。不管人们怎么指代，它们都包括请肯定习得。

连系

有人认为，自我们长大起就以前在连系，所以我们应该善于连系。但或许并非如此。我偶尔说道，如果所有的客户在连系总体都很令人难忘，我就没有人岗位了！因此，你的日本公司员工勉强善于连系，才能更是好地研习。

适应性和柔韧

一切拓展得如此之较慢，日本公司员工勉强同在地好好好随之发生变化的准备好。

建构力和革另行

秘密组织勉强日本公司员工现实一个更是大更是好的、失败的愿景，并学则会建构性地思考以解决问题，这也是一项不可忽视的研习习得。

Show Employees Social Learning Opportunities

There are not enough trainers for everyone to learn what they need to learn. How do you help employees learn developmental techniques? How do you help them see learning opportunities? Introduce them to social learning and encourage them to learn from others. Social learning can occur online, for example with LinkedIn or Twitter, or offline during group discussions, over coffee, or during conferences. Social learning is not dependent upon social media tools, although many organizations rollout a platform that features groups, blogs, news feed, games, and easy uploading and sharing of content.

The goal is to engage employees and to share information. Some organizations encourage collaboration through games. Employees complete missions, contribute and share information, and other gaming activities. They might, for example, upload content or share their own ideas and have others interact with them. These collaborating and learning behaviors earn points and status badges, such as guru or rock star.

That’s exciting, but what if your organization doesn’t have a social technology platform? There are other ways you can enable social learning in your team and organization. Your role is not about designing and delivering social learning—but you should consider how you can enable social learning and how you can ensure that all employees know what’s available.

Look for ideas to spark excitement about how employees learn from others. Here are several ways you can show your employees how they can learn without attending a training session.

Encourage everyone to be a mentor and to get their own mentor.Start a blog tag in which you write a short content piece first and then “tag” someone in the content to respond and add to the learning topic. Keep them short.Create accountability partners to learn from each other.Organize personal learning groups to share best practices.Create a round robin needs assessment where all learners share what they need to learn. Those who can help another person follow up. Introduce the idea of having a team of learning advisors, much like an organization’s board of directors.Develop a list of questions learners can ask each other about topics of importance to the organization or their departments. The goal is to create a dialogue. Assign learning buddies following a formal learning event.Start a “my one big thing” group where each person garners ideas about the one big thing they need to achieve or improve.Encourage employees to create their own career path and work with someone to achieve the plan.Implement peer coaching circles.Initiate a LinkedIn or Facebook group.Encourage employees to visit each other’s workspace and learn about what they do.Encourage the use of posting videos about how to do something. Create opportunities for employees to talk to those at other locations to share what they know and what they learned using Zoom or Skype.Encourage learners to volunteer in their community and to share what they learned from the experience.

I’m interested in your thoughts about creating a learning culture and how you ensure that your employees know how to learn. Contact Training Magazine with your ideas. Next month we will examine how you can help employees take control of their own career development. It’s been a key issue for us in the U.S.

提供者MySpace研习

释放出来培训班压力

秘密组织之前的培训班岗位者存量、积蓄是局限的，只能设法每位日本公司员工研习并提供者他们所只需研习的请肯定内容。所以，我们该如何设法日本公司员工研习拓展性的习得，并助力他们寻找研习的机则会？我认为，可以向日本公司员工简介MySpace研习，借此向他人求教。MySpace研习既能在网上顺利顺利完成，例如通过领英（LinkedIn）或推特（Twitter），也可以因特网下工作组讨论、酒吧或开则会时顺利顺利完成。MySpace研习并不缺少MySpace媒体工具，不过还是有许多秘密组织推出了以一个网站、另行浪、另行闻动态、单人游戏以及可轻松上传和社交请肯定内容为特色的的平台。MySpace研习的目的就是让日本公司员工投身于进来，社交文档。有些秘密组织则会确实利用单人游戏的方法来借此合作。日本公司员工既能顺利完成目标，还能贡献和社交文档以及其他单人游戏社则会活动。例如，他们可以上传请肯定内容或社交自己的借此法，并让其他人投身于互动性。这些合作和研习犯罪行为只需要给予积分和身份徽章，比如“专家”或“金属乐明星”。这不行起来很引人入胜，但若秘密组织没有人MySpace技术的平台怎么办？你可以通过请肯定方法，让团队和秘密组织发挥作用MySpace研习。不过，勉强肯定，培训班岗位者的角色并非设计者和提供者MySpace研习，而是应考虑如何才能发挥作用MySpace研习，以及确保安全所有日本公司员工都明白哪些研习方法是可用的。因此，你勉强寻找能让日本公司员工从他人身上研习的点子，向他们示范如何在不参加培训班的情况展开研习。

借此每与生俱来视为恩师，并寻找自己的恩师，以及推展同伴助理教练圈。

转用研习顾问团队，就像一个秘密组织的董多事则会；按照同年的研习社则会活动调配研习伙伴。

写下一个简短的请肯定内容片断，并在其之前添加另行浪标签；然后，在请肯定内容之前“圈之前”某人来回应，同时将其补充到研习主题之前。请肯定内容只需简练。

与负罪责的同多事建立伙伴的关系，互相研习；借此日本公司员工建构自己的正职道路，并与他人合作发挥作用远距离。

秘密组织与生俱来研习工作组来社交最佳系统化；创建人“我的一件国多事”工作组，每与生俱来都可以收集关于他们勉强发挥作用或改进的一件国多事的借此法。

列出研习者可以互不问起的问题，且这些问题对他们的秘密组织或政府部门兼具不可忽视含意。这一好好法的目的是建构对话。

创建人周而复始的只需求评核前提，所有的研习者都可以提供者他们勉强研习的请肯定内容。同时，只需要为他人提供者设法的研习者可以停滞加入。

建立领英或脸书（Facebook）一个网站，借此日本公司员工发布关于如何顺利完成某项岗位的录像。

赞同日本公司员工到访彼此的岗位空间，理解他们的岗位；利用Zoom或Skype，为日本公司员工建构与其他以外日本公司员工交流活动、社交各自理解的科学知识的机则会。

借此研习者在新社区好好志愿社则会活动，并社交他们从之前教给的经验。

此外，我对你关于如何创建人研习型中国文化，以及确保安全日本公司员工明白怎样研习的观念很感感兴趣。你可以紧密联系《培训班》杂志，社交借此法。同一天，我们将探究如何设法日本公司员工实质上自己的正职拓展路径，这在美国也是一个近期。

培训班人科学知识大礼包

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本文叫作《培训班》杂志2022年4周刊，文章仅代同上原作者与生俱来观念，不代同上“培训班杂志”立场。

编辑部请紧密联系：editor@trainingmag.com.cn

往期回顾

在同侪和00后讲道理，你得明白他们借此什么？

“单人游戏化研习”项目设计者全攻略

另行日本公司员工恩师带教模板，较易、见效较慢视为模范领导者的4个偏好，你占多数几个？

。

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