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by Tim Jackson

蒂姆·杰克逊(Tim Jackson)

如何在小型初创企业中提供培训和职业发展 (How To Deliver Training and Career Growth In A Small Startup)

另外：您可以做七件便宜又简单的事情来满足员工的专业发展需求(Plus: seven cheap and simple things you can do to meet your employees’ need for professional development)

An interesting issue came up in a call last week with Lorraine, one of the CEOs I coach. A promising employee at her company had announced that he was leaving to join a strategy consultancy — not for the pay or the stability, but for the career development. The team member thought the consultancy would build his career more.

上周与我所执教的首席执行官之一洛林的电话中出现了一个有趣的问题。 她公司的一位有前途的员工宣布，他将离开加入战略咨询公司-不是为了薪酬或稳定，而是为了职业发展。 团队成员认为，咨询公司将为他的事业增光添彩。

“Should I push back?”, Lorraine asked me. “I don’t think career development is something people should expect in a startup.”

“我应该后退吗？”洛林问我。 “我认为职业发展不是人们应该在初创公司中期望的。”

You can see Lorraine’s point. Many of the benefits that come with a job at a big company — like long, structured training programs or big budgets to fly off to interesting conferences a few times a year — are expensive. And they’re things that startups that are losing money can’t afford. You can’t ask for that and also expect to become a millionaire from your stock options if the job works out.

您可以看到洛林的观点。 在一家大公司工作带来的许多好处(例如长期的结构化培训计划或庞大的预算，每年飞往几次有趣的会议上)非常昂贵。 而这些正是亏损的初创公司买不起的东西。 您不能要求这样做，而且如果工作顺利，还期望从您的股票期权中成为百万富翁。

So this presents Lorraine with a dilemma. Should she increase her company’s costs, when I already have a limited runway? Or should she resign herself to losing good people who want career development that she can’t provide?

因此，这给洛林带来了困境。 当我已经有有限的跑道时，她应该增加公司的成本吗？ 还是她应该辞职去失去想要她无法提供的职业发展的好人？

Everyone who thinks about their own future wants to learn new skills and to get more senior jobs in the future. But remember, mature companies have both scale and profitability. It’s much cheaper for them per head to build a structured training program. They can afford to wait longer for the returns. Investors in a startup that may not be around in two years have to think shorter term. But even really confident startups have a little incentive to sink cash into training in their early months.

每个考虑自己未来的人都希望学习新技能，并希望将来获得更多高级职位。 但是请记住，成熟的公司既有规模又有盈利能力。 建立一个结构化的培训计划对他们而言，人均便宜得多。 他们有能力等待更长的时间才能获得回报。 一家可能在两年左右就不在的初创公司的投资者必须考虑更短的期限。 但是，即使是真正有信心的初创公司也有一点动机在他们的前几个月将现金投入培训。

The route to professional growth in startups is different from the route in big companies

初创公司专业发展的途径与大公司的途径不同

To run the numbers, think about a startup that raises its first finance from friends and family at a valuation of $2m. Spending $20,000 on training promising employees will cost 1% of the company’s value. But if this cost can be put off until the business raises a seed round a year later, at a valuation of $10m, then the training cost will fall to one-fifth of a percent. And if it can be put off until a Series A two years later, when the business is worth $40m, then the cost will be only one-twentieth of a percent of the company’s value. No wonder startup CEOs want to delay spending, no matter how strongly they believe in training and professional development.

要计算这些数字，请考虑一家以200万美元的估值从朋友和家人那里筹集了第一笔资金的初创公司。 花2万美元培训有前途的员工将花费公司价值的1％。 但是，如果可以推迟这一成本，直到该企业在一年后以1000万美元的估值筹集到种子资金，那么培训成本将下降到百分之五分之一。 而且，如果能够将其推迟到两年后的A轮融资(当时该公司的价值为4,000万美元)，那么成本将仅为公司价值的百分之二十。 难怪新兴公司的首席执行官们都希望延迟支出，无论他们对培训和专业发展的信念有多强烈。

Turn your lack of hierarchy into an advantage

将缺乏等级制度转变为优势

But there’s a catch in the lavish programs offered by big business. More training comes with more structure. They’re often also more rigid and hierarchical. If you’re a young and ambitious new employee, good luck debating a business decision with a partner who has been at the organization ten years. In startups, by contrast, many good founder-CEOs follow Paul Saffo’s principle of ‘strong opinions, weakly held.’ They’re willing to consider new ways of doing things, even if those new ways come from someone who joined last week.

但是，大型企业提供的大量程序中有很多。 更多的培训伴随着更多的结构。 它们通常也更加僵化和分层。 如果您是一个年轻且雄心勃勃的新员工，请与在该组织工作了十年的合作伙伴就业务决策进行辩论。 相比之下，在初创企业中，许多优秀的创始人兼首席执行官都遵循保罗·萨福(Paul Saffo)的“坚强意见，持弱态度”的原则。 他们愿意考虑新的做事方式，即使这些新方式来自上周加入的人。

Startups have another advantage, too. In a successful venture-backed business, the size of the team can double or triple within a year or two. Then do the same again two years later. Since hiring is so hard, a known insider with proven ambition and determination can have a big advantage.

创业公司还有另一个优势。 在成功的风险投资支持的企业中，团队的规模可以在一两年之内增加一倍或两倍。 然后两年后再做一次。 由于招聘工作如此艰巨，因此具有公认野心和决心的已知内部人员可以拥有很大的优势。

This presents a choice for employees. For people who think they need to learn a defined body of expertise — especially stuff that requires long, continuous work with an experienced practitioner — a mature company has the advantage. But for those who are open to more opportunistic career development — training on the job, picking up stuff as they go, learning by doing, and simply volunteering for projects — then a startup may have an advantage.

这为员工提供了选择。 对于认为自己需要学习确定的专业知识的人(尤其是需要与经验丰富的从业人员长期，连续工作的事物)的人，成熟的公司将具有优势。 但是对于那些愿意接受机会主义职业发展的人(在职培训，随身携带物品，边干边学，干脆自愿参加项目)，那么初创公司可能会占优势。

So if you’re a startup CEO like Lorraine, then start by explaining this to everyone you hire before they join. And if an existing employee complains about the career development you offer, then have an honest chat. Help them figure out whether they’ll be happy and fulfilled in this structure. If not, you should put this down to a hiring mistake, and make a mental note to be more upfront in future recruiting.

因此，如果您是洛林(Lorraine)这样的初创CEO，那么首先请在您雇用的每个人加入之前向他们解释。 如果现有员工抱怨您提供的职业发展，那么请进行诚实的交谈。 帮助他们弄清楚他们是否会在这种结构中感到幸福和充实。 如果没有，您应该将其归因于招聘错误，并记下要在将来的招聘中更先行的想法。

Make sure both sides understand the bargain that’s being struck

确保双方都了解所达成的交易

But there’s also stuff you can do, without loading costs on to the business, to make career development less random, more structured, and more helpful to the team. A good start is that employees take the lead on their own career development, not the HR department. If they want the company to invest money in their future, they need to start investing their own time first. They can identify and take advantage of opportunities that are free, like reading blogs, watching TED talks, taking online courses — and proving that they’re more valuable to the business as a result. This gives a company a good reason to think that investing more in them will produce great returns.

但是，您也可以做一些事情，而又不增加业务成本，从而减少职业发展的随机性，结构化程度并为团队提供更多帮助。 一个好的开始是员工在自己的职业发展中起带头作用，而不是人力资源部门。 如果他们希望公司在未来投资，则需要首先开始投资自己的时间。 他们可以发现并利用免费的机会，例如阅读博客，观看TED演讲，参加在线课程，并证明它们因此对业务更有价值。 这使公司有充分的理由认为，对它们进行更多的投资将产生可观的回报。

So if you’re the CEO of a startup, what can you do to encourage and support this? Here are six approaches that I’ve seen succeed in different companies.

因此，如果您是一家初创公司的首席执行官，您可以采取哪些措施来鼓励和支持呢？ 我看到了六种在不同公司成功的方法。

1.使专业发展成为评估过程的一部分。 (1. Make professional development part of the evaluation process.)

Ask people to report what they’re doing outside work to develop their skills. Give recognition and reward to the strongly positive signal of people investing in themselves. When employees know they’re going to be asked about this, they magically start noticing opportunities that might otherwise have floated by.

要求人们报告他们在户外工作中正在做什么以发展其技能。 对人们自我投资的强烈积极信号给予认可和奖励。 当员工知道他们将被问到这个问题时，他们会神奇地开始注意到原本可能会流失的机会。

2.不要仅仅评估员工自我管理的专业发展。 (2. Don’t just evaluate employees’ self-managed professional development.)

Support it, too. Make it part of one-on-ones. Use your experience and knowledge to give feedback on which topics people work on, and which content in those areas.

也支持它。 使它成为一对一的一部分。 利用您的经验和知识就人们从事哪些主题以及这些领域中的哪些内容提供反馈。

3.提供具有公司资源的低成本工具。 (3. Provide low-cost tools with company resources.)

Even startups on a shoestring can afford books. Rather than just declare open season and let people buy whatever they want — often a recipe for a shelf full of shiny titles that never get read — invite people to ask others what they’ve found most useful, and buy the books that are upvoted most.

即使是步履蹒跚的初创企业也买得起书。 与其说是开放季节，不如让人们买他们想要的东西(通常是装满一本没被读过的闪亮标题的书架的食谱)，而是邀请人们问别人他们发现最有用的东西，并购买最受好评的书。 。

4.鼓励人们分享他们所学到的东西。 (4. Encourage people to share what they’ve learned.)

Surgeons have a phrase for it: ‘see one, do one, teach one.’ When someone has just finished studying something, they’re in a great position to give a 30-minute presentation on it to colleagues. This can become a regular fixture, where the company provides the tools and the drinks, and the team provides the learning.

外科医生对此有一个说法：“看一个，做一个，教一个。” 当某人刚完成某件事的学习时，他们处于有利位置，可以向同事进行30分钟的演讲。 这可以成为常规工具，由公司提供工具和饮料，由团队提供学习知识。

5.在公司内部建立指导关系。 (5. Create mentoring relationships inside the company.)

There are often things that more experienced people can do in their sleep that newer hires can benefit hugely from observing. To avoid adding a big burden to employees who are already busy, be realistic about how much time you can reasonably ask them to spend on helping others. Start by halving it.

通常，经验丰富的人可以在睡眠中做一些事情，新员工可以通过观察获得很多好处。 为避免给已经忙碌的员工增加沉重的负担，请切实考虑您可以合理地要求他们花费多少时间来帮助他人。 首先将其减半​​。

6.使用SAAS平台进行教育。 (6. Use SAAS platforms for education.)

There’s an amazing range of online content available for hundreds of dollars, compared with the thousands of dollars the same content used to cost when taught in offsite training seminars. Learning for twelve minutes a day isn’t just less disruptive than disappearing for a week a year to take a full-time course; it can also produce better learning.

与数百美元的在线内容相比，在离线培训研讨会上讲授相同内容的费用高达数千美元。 一天学习十二分钟不仅比一年中消失一周学习一门全日制课程的破坏性要小。 它也可以产生更好的学习。

7.鼓励团队成员接触公司以外的地方进行学习。 (7. Encourage team members to reach out beyond the company to learn.)

It’s not just CEOs that benefit from coaching. Almost everyone in the company — sales and marketing, product, engineering, finance — can learn a lot from other people in the industry. As CEO, you can prompt people to identify outsiders they can learn from, and help them figure out how to make the relationship work.

受益于教练的不仅仅是首席执行官。 公司几乎每个人-销售和市场营销，产品，工程，财务-都可以从业内其他人那里学到很多东西。 作为首席执行官，您可以提示人们确定可以向他们学习的局外人，并帮助他们弄清楚如何使这种关系有效。

结语 (Wrapping up)

You may fear that none of these seven suggestions can match what might be offered by McKinsey, Procter & Gamble, or Goldman, Sachs. And you’d be right. But if you spend a couple of hours putting them together, they can combine into a career development program that isn’t expensive but delivers real learning and real personal growth. And that’s something you can tell people about during the hiring process. It’s also something that will draw in talented employees with strong self-motivation and keenness to learn.

您可能会担心这七个建议中的任何一个都无法与麦肯锡(McKinsey)，宝洁(Procter＆Gamble)或高盛(Goldman，Sachs)提供的建议相匹配。 而且你会是对的。 但是，如果您花几个小时将它们组合在一起，它们可以组合成一个职业发展计划，该计划并不昂贵，但可以带来真正的学习和真正的个人成长。 那就是您可以在招聘过程中告诉别人的东西。 这也将吸引具有强烈的自我激励和学习热情的才华横溢的员工。

关于我 (About me)

I’m Tim, and I run a seed fund out of London that invests in SAAS, platforms, marketplaces, and tools. I’ve backed 50 companies and sat on 19 boards, and I also coach Series A and B CEOs introduced by VC firms in Europe, America, and Asia. Previously, I founded a startup and took it to an IPO on the NASDAQ, and before that worked for The Economist and the Financial Times.

我是Tim ，我在伦敦经营着一个种子基金 ，用于投资SAAS，平台，市场和工具。 我已经支持了50家公司，并在19个董事会中任职，我还指导了欧洲，美洲和亚洲的风险投资公司介绍的A系列和B系列首席执行官。 之前，我创办了一家初创公司，并在纳斯达克进行了首次公开募股，在此之前，他曾在《 经济学人》和《 金融时报》工作 。

关于本出版物 (About this publication)

Lessons From Startup CEOsis a series of blog posts covering nine of the most important skills I’ve seen in founders who are most successful in scaling their companies. If you’d like to read more of them, please follow.

创业者的经验教训CEO撰写了一系列博客文章，内容涵盖了我在成功扩展公司规模的创始人中所见过的九项最重要的技能。 如果您想内容，请关注。

翻译自: /news/how-to-deliver-training-and-career-growth-in-a-small-startup-8ddfe3afead2/

初创企业购买企业邮箱