My colleagues responded to "one of the suggestions my former colleagues gave us: Thoughts on personnel training"

In my opinion, it is not feasible for software companies that are out of office production to use babysites' eyes on children for staff guidance and training. The company's management (excluding project managers) cannot cope with so many "children" at the same time, nor should they treat "children" in that way ". It is estimated that it will be a little difficult and will not receive good results.

The Project Manager plays an important role as the organizer to grasp the personnel training level in the form of a project team. However, the primary task of some project managers is to complete the project tasks, and they prefer "Easy to use" in arranging assignments subjectively, especially when the project is urgent, it is very difficult to cultivate this article. This is a matter of time for personnel training.

What's more, the members of the project team are highly mobile, and some project team members may be pulled to other projects before the project is completed, which will lead to project managers being caught off guard, for the task of "training", there is a long way to go, and it can only be mixed with some points in daily work. This is a problem of environmental stability of personnel training.

In addition, in the current project team-based model, I think it is necessary for everyone to reach a consensus that personnel training must work together and work together to achieve success. This does not mean that only some people work hard, but some people do not. Here, I would like to emphasize that "we have learned a sequence and specialized skills", and personnel training should have a tone of equality and mutual assistance. This is why the project manager previously mentioned acts as the "organizer.

When time permits and personnel are relatively stable,I think the project manager should at least grasp the two aspects of the project team colleagues: first, the mentality of the project team colleagues, and second, their professional level..
In terms of mentality, we must first ensure that they have a stable mentality, are more keen on their work, and it is best to stimulate their curiosity and exploration spirit. For example, if you are a technician and do not add technical knowledge during off-duty hours, you can evaluate the knowledge breadth and depth.
The "Professional level", not "technical level" mentioned here, is to consider some colleagues doing "soft work" in the project team rather than engaged in technical development. It takes a long time to figure out how to accumulate experience, improve your professional skills, and improve work efficiency. The project manager should guide the project team's colleagues in their own direction based on their personal differences.

From the content mentioned above, we should be able to roughly feel a little depressed, at least I feel so. First of all, we must ensure sufficient time and relatively stable project teams. In addition, the project manager has certain organizational and guiding abilities and has sufficient time to look at each project team's colleagues. This premise is quite high, it is also the main reason I think it is difficult to implement personnel training.

As a result, I think that the Application Center's c colleague once proposed a "Personnel Hierarchy Management Mode" (the specific name is left blank-_-, which should be replaced with this term first) whether there are new solutions to the above conditions. In short, this "layered Personnel Management Model" divides only the personnel of different jobs into one layer, and works together for project work as needed. For example, the project manager layer, developer layer, and tester layer. When a project is up, the project team is selected as the project manager, developer, and tester to carry out the project work.

In a rough view, some may ask: isn't the mobility of the project team higher? This is indeed the case. However, after applying this model, I think that the project manager does not need to show a swollen face to act as the "all-powerful Superman". Instead, there is a role dedicated to training people on every layer. I think that will be more professional and targeted. We should be able to create an atmosphere and increase the effect of personnel training.

However, reform is risky and must be implemented with caution. Any social change will lead to social instability. I think this change in personnel models should also allow everyone to adapt for a while. We recommend that you use some projects for pilot purposes, view the results, and summarize the results to obtain a better solution.

In my work, I realized that there is no old book. In the future work and life, we will also constantly explore and adapt. To encourage each other.