How to build the core technology talent learning path
Source: | Author:lichengcn | Publish time: 2017-08-25 | 22 Views | Share:

      It takes six years to grow from a normal technician to a core technical person, and the use of a learning map in that process can cut that time in half.
      It is not easy for enterprises to cultivate technical experts, especially the core technical talents who can work on their own.Compared with the Internet industry, the core technical talents of communication enterprises have the characteristics of high degree of professionalism and long training cycle, and there is a huge gap in the core talents.How to train the novice to become the core technical talent as soon as possible?This is the core problem of technical line personnel training.
      What is the core technology talent?
      We might as well define what a core technical person is.Take guangdong mobile as an example, the technical staff can be divided into five development stages according to their ability requirements, which are new employees, long-term employees, mature employees, technical specialists and network experts.And growth of new staff employees need to have the basic operation and maintenance, fault handling ability, and the highest order of cyber experts need to stand in the Angle of the entire network optimization technology to complete the depth between the integrated use of various fields, and key projects for strategic issue.Of course, there are a few experts at this stage, and a lot of operational work requires mature employees and technical experts.They account for the vast majority of core technical talent.The path from technical expertise to network expert is different, which requires the accumulation of projects and relatively different growth cycle.Therefore, the focus of the core technology talents cultivation should focus on the learning and growth from the novice to the technical expertise.The current technical talent structure also confirms this view from one side.
      From the point of view of the job demand, the optimal proportion of technical talent echelon is "olive-shape".
      But at present, most of guangdong mobile's talent structure still presents the traditional pyramid structure, the core technical talents are weak, and a large number of new or prospective couples need to grow up.
      Why build a study map of core technology talent?
      So how long does it take for a new person to mature into a core technology talent?The author, as an external consultant, interviewed the expert on the internal technology of guangdong mobile.Network d professional, for example, a communications professional graduates enter the company generally need to work in the control room 1 year or so, after the familiar with equipment will enter each professional chamber is responsible for the daily maintenance and data configuration, this one phase takes about 1 ~ 2 years.It will take two to three years for the team leader to help deal with the troubleshooting and complaint handling.It will take at least three to four years to truly become a core technical person who can handle difficult problems and identify potential pitfalls, up to six years.
      What is the difference between three and six years, apart from personal talent and hard work?"Opportunity" seems to be an important factor in the interview with many of the core technical talents who have come along the way.Have the opportunity to contact with all sorts of equipment troubleshooting, for example, have the opportunity to receiving system in a certain period of time of training, have the opportunity to meet a good teacher in a timely manner to give directions, a chance to as a key member to participate in the optimization project, etc.In fact, these seemingly accidental "opportunities" in the final analysis is the ability of technical talents growth path ascending node, but the lack of system scientific planning, making it all became "seemingly by accident".Since "early" 3 years to become the core technical personnel or "in advance" for the enterprise output 3 years a large number of core technology talents are attractive for individuals and businesses, so, to build the core technical personnel learning path is imperative.Maps or Learning Path diagram (Learning Road/Path Map), refers to members of the organization of vocational skills development as the core and design a series of Learning activities, is the direct embodiment of organizational Learning growth Path.For technical line, in this series of learning activities, which include the traditional internal training, and other various learning methods, such as on-the-job training, manufacturer sponsored, technical project and technological competition, etc.
      To learn the concept map is not strange, for guangdong mobile market line, manage all jobs of the line map of learning planning project started many years ago, has received the certain effect.And the technical line because of its professional strength and the training and the manufacturer's close characteristic, has been in the lag state., there are many in the industry may ask, technical line have been combing resource integration, according to various types of internal training at various stages, the manufacturer cultivates, goldmax also continuously, why is the cultivation of the technical line is still in the stage of relative lag?
      Because in essence, the development of technology line is still a map of learning resources, not a learning path map.The former aims to plan and utilize the learning resources. The latter includes not only the matching learning resources, but also the ability to shorten the training cycle and achieve rapid growth, which ultimately maximizes the training benefit.
      How to build a learning map of core technical talents?
      The ultimate goal of learning maps is to guide the direction of learning and to locate the most efficient learning path for the target talents.The common method is to combing the work process based on the ability of the post, refining the competency elements of the job, and matching the corresponding learning resources and learning methods.
      But the same set of theories, the same set of practice methods in different types of job applicability have a big difference.Take, for example, operations, sales, management, and technology.The common workflow-based learning map construction method is very applicable to sales positions in practice, because the classic sales management mode is also centered on sales process management.Class post operation, such as a bank teller, the work is based on a specific scene, scene and the scene is not necessarily exist between flow on the logical order, so process driven learning map applicability is relatively low, need to adopt the task-based learning map.Similarly, leadership learning maps for management positions.
      The most important feature of technical line capability requirements and other types of positions is the clear technical pass, which we call "Milestone".In other words, the ability to work in other types of jobs is a "bad" problem, and the ability to work on a technical line is "no good."Group, for example, the demand of customer manager mining capacity does not pass, but this does not affect his interpersonal communication ability, so although he sign the bill rate is low, but can occasionally take one or two customers;But if network maintainers don't even know the basic maintenance principles, they can't handle higher order fault processing at all.
      This type of learning map is based on the milestone ability map construction method (m-c-l).Imagine, based on the position analysis it is concluded that the ability of a large number of elements or technical requirements, and these requirements and obvious restrictions between subsequent logical relationship, ability to comb through inductive formed a tree map, this is the technical talented person ability at the core of building the map tool - "tech tree".
     To apply the concept of "upgrade" popular in online games, low-grade posts need to break through the technical barrier to advance to a higher level.This breakthrough process is similar to that of the game.
      For example, how can a new person on the grid work for a period of time in the control room and how to determine whether he can enter the professional room for specific maintenance work?The current approach is based on experience.That is, although there is no official assessment, experts can make clear judgments based on whether the new person is qualified for specific tasks.After learning map guidance, the assessment mode will be changed into a number of core working scenes and tasks. If the new person can judge accurately, the new person can pass the assessment.
      With a clear goal guide, the new person will consciously learn about different types of devices rather than passive accumulation of experience.Different stages in the same way, all by clear technical barrier, or scenario simulation or the practice of specific tasks, and the employee can clearly understand the promotion to the next technical requirements for technical barrier need to be targeted.In addition, through the "technology tree" map, employees can also see their professional development direction and early selective learning and preparation.All kinds of advantages can effectively shorten the growth cycle of core technical talents.
      The "tech tree" atlas is only part of the core technical talent map.The original learning resources and learning methods are effectively matched to the technological level of each stage.Imagine, training mode of the future should be: if you want to become experts in core network maintenance, should exercise for half a year in a job first, through the internal training courses which technologies, for a manufacturer of intermediate after training, after gradually lifted the next jobs content.
      Therefore, the ability map of core technicians has goals, paths, technical points, learning content and methods, and more ways to learn resources.From the previous menu, the learning resources catalog has evolved into a path growth guide, which is actively explored and studied by the periodic passive participation learning.Here, in the traditional sense of the subject technology training is just the tip of the iceberg for the entire map learning, how to design the path, how to assess professional level, how to combining professional level talent strategy and performance evaluation, is professionals in the field of technical line personnel training in the new period need to think and work on the problem.