眾所周知悠垛，如果軟實力培訓(xùn)的方式得當(dāng)线定，何愁不能幫助任何一個組織培養(yǎng)出最高效的員工，更好的團(tuán)隊成員鼎文、溝通者渔肩、問題解決者呢？大多數(shù)公司在開展軟實力培訓(xùn)時拇惋，只是聘用外部培訓(xùn)師和顧問引進(jìn)核心能力培養(yǎng)項目周偎。這正是問題開始的源頭——90%的顧問和外部培訓(xùn)師是怎么進(jìn)行核心能力培養(yǎng)的呢抹剩？他們會從開始到結(jié)束，對你的公司和所有的員工蓉坎，采取一刀切政策澳眷，這條路顯然是死胡同，走不通蛉艾。畢竟軟實力的培訓(xùn)必須得因人而異钳踊！例如，能夠通過自己的技巧談判讓老板獲利的經(jīng)理勿侯，他真的需要學(xué)習(xí)基本的溝通技巧嗎拓瞪？或者，辦公室里最有條理的人需要時間管理課程嗎助琐？答案顯而易見祭埂，當(dāng)然，總是有改進(jìn)和采用更好做事方法的余地兵钮，但這絕對不應(yīng)是任何培訓(xùn)方案的最初重點蛆橡！然而，90%的顧問會使用“一刀切”的方法掘譬，對這些人進(jìn)行同樣的培訓(xùn)泰演，因此，盡管他們是提供內(nèi)容以提高軟實力的專家葱轩，他們在理解雇員究竟需要什么來提高他們的軟實力方面可以說是非常糟糕睦焕！你的員工因為參加與他們技能提高無關(guān)的課程而十分沮喪，而雇主沒有看到任何良性變化同樣感到無比沮喪酿箭，這難道就是你要的結(jié)果复亏？

這就給我們留下了少數(shù)——剩下的10%趾娃，那么他們到底是怎么做到的呢缭嫡？正確的做法是他們診斷每個員工需要改進(jìn)的地方，他們將員工視為員工抬闷，而不僅僅是一個數(shù)字妇蛀。這種方法將通過解決員工技能短缺問題，從而為公司帶來明顯的好處笤成，即財政收入大大增加评架，這樣這種培訓(xùn)才是真正有效的！當(dāng)然炕泳，困難在于評估纵诞，因為要準(zhǔn)確有效地進(jìn)行評估是極其困難的——但是，所謂的一分錢一分貨培遵，公司們要為這種優(yōu)質(zhì)服務(wù)付費浙芙，沒有付出談何收獲登刺？因此，任何外部培訓(xùn)師如果使用老派的評估方法嗡呼，比如過時的人格測試纸俭，這種培訓(xùn)師對你來說有什么用呢？早該解雇尋找新方法啦南窗！

你或許已經(jīng)看出評估員工的重要性揍很，這點十分重要！說實話万伤，隱藏在許多培訓(xùn)項目之后的是“哦窒悔，培訓(xùn)不能立馬看到明顯效果，但是我們要保持信心”這種想法是外部培訓(xùn)者推卸責(zé)任所找的可悲借口敌买！我不是說培訓(xùn)成果一夜之間就能看到蛉迹，被培訓(xùn)者的評估結(jié)果也會因為開始的不適應(yīng)而不理想。但我們務(wù)必要從長遠(yuǎn)來看放妈，實施這種評估的培訓(xùn)計劃可以讓員工的軟實力有顯著的提高北救。絕對要撕裂外部培訓(xùn)師和顧問一直披著“結(jié)果不能立馬看到”的偽裝！你必須要求你的外部培訓(xùn)師和顧問在員工能力提升方面能給出可量化的成果芜抒，即使由此產(chǎn)生的商業(yè)收益是間接的珍策，比如更多優(yōu)秀的員工導(dǎo)致收入增長這種情況，再次強(qiáng)調(diào)宅倒，這點非常重要攘宙！

我一直都在反復(fù)強(qiáng)調(diào)，必須制定更有效的拐迁、有針對性的軟實力培訓(xùn)計劃蹭劈，并提高他們的軟實力，這樣才能夠培養(yǎng)出最高效的員工线召！而且在此我也要說明的是铺韧，內(nèi)部的培訓(xùn)師有責(zé)任提高軟實力，但我個人認(rèn)為缓淹，內(nèi)部培訓(xùn)師其實不想承擔(dān)太多的負(fù)擔(dān)和風(fēng)險哈打。所以顯而易見的是，更好配合外部顧問讯壶，才是他們應(yīng)該有的作用料仗，而不是承擔(dān)這種類型的風(fēng)險，負(fù)責(zé)求有效的外部幫助來滿足培訓(xùn)的需求伏蚊，這才是他們最重要的責(zé)任立轧。

英文原文：

Why 90% of?external trainers and consultants are delivering useless training and how this?can be fixed.

We all know that soft skills training can help any organization develop the most effective employees, making them better team players, communicators and problem-solvers, when done in the right way. When thinking about soft skills training most companies bring in external trainers and consultancies to introduce a core competencies program. Now this is where the problem begins - 90% of consultancies and external trainers is that they will stride in, take a one-size fits all approach to this whole process to your company and all your employees. As I’m sure you know this is the wrong way to be going about it as the soft skills needed to be developed will vary largely from one employee to the next. Take for example, the manager who can negotiate his way out of anything to benefit his employer, does he really need a lesson in fundamental mmunication skills?? Or, does the most organized person in the office need a lesson in time management? Sure there is always room for improvement and adoption of better practices, but it should not be the initial focus of any training program for them.? However, 90% of consultants would use the one-size fits all approach giving these individuals same training, so whilst 90% of external trainers are experts in delivering content to improve soft skills, they are atrocious in understanding what exactly the employee needs to improve their soft skills. The result is your employees frustrated, attending skills sessions that have no relevance to them and employers are overwhelmingly frustrated that you are seeing no positive changes.

That leaves us with the minority - that elusive 10% that we talked about, how on earth are they getting it right then? Well, the correct way of doing it is to diagnose specific areas of improvement for each employee, treating an employee as an employee and not just a number. This approach will provide obvious benefits to your company by tackling the skills shortages in of your employees head on so you will see big gains. Of course, the difficulty lies with the assessment because it is extremely difficult to conduct it accurately and effectively - but hey that's why organizations are paying for this type of premium service (一分錢一分貨), so any external trainer that cannot do this without using old-school methods, such as outdated personality tests, should be discarded immediately.

It is important that you see measurable gains, as most training programs hide behind a cloak of ‘oh training cannot be explicitly measured- we must put faith in training to deliver’ excuse but quite frankly, those are just pathetic reasons to minimise the external trainers’ responsibility. I’m not saying that training results and benefits will appear overnight. Training participants’ assessment results may even dip initially as they are moving out of their comfort zone but in the long run there must be a tangible improvement to keep this form of training sustainable.? We cannot allow consultancies and external trainers to keep up this ‘results are not directly measurable’ charade as you need your consultants and external trainers to deliver results that can be clearly quantified in terms of the employees' improvement in their skills, regardless if the resulting commercial benefits are indirect, such as inadvertently leading to revenue growth.

I'm harping on the need for more effective tailored soft skills training that produces measurable improvement in their soft skills performance, and although your internal trainers do bear responsibility for soft skills, I am certain that internal trainers don’t want to have too much burden and risk. Evidently, they should not assume this type of risk; their role is better served in facilitating the existence of external advisors, but it is up to them to look for external help to deliver on this.

Andy的簡介：

- Multicultural and multilingual: Grew up and lived in a number of countries, American-born Chinese -（Third Culture Kid）多文化和多語言:在多個國家成長和居住；美籍華人-典型第三文化人士(TCK)

-Leader in empowering corporate training and recruitment professionals with assessment methodologies and project-based learning andragogy為企業(yè)培訓(xùn)和招聘人士提供領(lǐng)先評估體系和游戲化的項目式學(xué)習(xí)的職場教學(xué)法的領(lǐng)袖

-Decade of experience in education and training, and expert in China十年以上的學(xué)生教育和企業(yè)培訓(xùn)的經(jīng)驗:并被很多本土和國外人士稱為“中國通”

-Regular community event organizer with expertise in workplace gamification for employees定期社區(qū)活動的組織者:游戲化員工體系的主題

- UC Berkeley Alumni Club Ex-Leader and Recruitment Ambassador畢業(yè)于世界名校加州伯克利大學(xué)并擔(dān)任校友俱樂部前任負(fù)責(zé)人和前任招生大使

- Third-party Interviewer for College Admissions美國第三方面試官(很多大學(xué)現(xiàn)在需要學(xué)生在提交申請書與第三方機(jī)構(gòu)進(jìn)行面試)

- Helped build a number of college admissions counseling departments負(fù)責(zé)搭建多個海外升學(xué)指導(dǎo)中心

- Unlike most “education experts”, personally attended more than a dozen schools growing up and personally went through the AP, IB, British, Singaporean and Hong Kong education systems相比其他所謂的“教育專家”氛改，從小上過十幾所學(xué)校匀借，親自體驗過AP、IB平窘、英國吓肋、新加坡和香港的教育制度

-Recently, created China’s first bilingual entrepreneurial and innovation educational events organization: Center for Youth Business Facilitation?在這一兩年間，建立了中國第一個雙語創(chuàng)新創(chuàng)業(yè)學(xué)習(xí)的活動平臺: CYBF創(chuàng)習(xí)國際交流中心