Operation Practice of Cup Theory

There are two cups filled with liquid on the desktop, one is water and the other is oil. How to pour oil into a cup full of water? The normal explanation is that it can only be accepted if the water is poured out and turned into an empty cup. This theory is called empty cup theory, also called cup theory. But any careful person will find that when you pour the water out of the cup and then pour the oil in, there is always a layer of water at the bottom of the original cup, and the newly poured oil always floats on the water and can't touch the bottom of the cup. If you pour it, it is impossible to clean the water in the cup! Later oil is always lighter than the original water, and finally it can only float on the water. For many enterprises, the training of new employees is almost based on the original cramming method. However, after training, knowledge and skills have been imparted, and the efficiency of employees has never been improved as expected. In fact, there is no clean "water" at work. Here "water" is divided into two parts, the easy and the difficult. The "water" that is easy to pour out is often old knowledge and skills, because new things bring obvious improvement and are easier for you to accept; The "water" that is not easy to pour out is an old attitude and thinking. After all, it is hard for people to accept a brand-new mode of thinking. However, new knowledge and skills are often associated with new thinking. There are two ways to solve the problem: 1. Dry the cup after pouring; While pumping water from the bottom of the cup, slowly pour oil into the mouth of the cup. In other words, enterprises should establish the viewpoint of combining long-term training with short-term training, shaping attitudes and thinking, and training knowledge and skills. Dr. Yu Shiwei, a famous scholar in Taiwan Province, once said that attitude is the decisive factor for a person to do things, and it is also the most difficult thing to shape. Attitude and thinking can't be changed in one or two short-term trainings, but must be shaped for a long time, supplemented by short-term knowledge and skills, in order to achieve the ideal training effect. Only in this way can the original "water" in the cup be completely drained and new "oil" can be really replaced.

So, how to train new employees of enterprises?

First, the training of new employees should be fully prepared in the early stage.

1. Corporate culture is integrated into the system-prepare the oil.

The cultural construction of many enterprises only stays in the stage of concept propaganda and cannot be deeply shaped. On the one hand, it is because the leaders lack the determination and courage to systematically build corporate culture, on the other hand, they misunderstand the shaping of corporate culture and think that corporate culture is mainly based on concept shaping. If it becomes a system, it will weaken the cohesion of corporate culture. Excellent culture is actually to fall on paper, so that everyone has laws to follow and rules to find. Especially for the human resources system, including recruitment, training, assessment, salary, appointment and dismissal, rewards and punishments, etc. It should profoundly reflect the corporate culture of the company.

2. Be prepared before training-weigh the cup.

Enlightenment before training, like kindergarten, is a prelude to formal learning and a very important part. Before entering formal study, everyone knows the importance of kindergarten enlightenment education to a person's growth. Similarly, before entering formal employee training education, enlightenment training is equally important. Enlightenment training is also a kind of guidance, which subtly guides employees' tendency to corporate culture. Cisco, a well-known IT company, pays special attention to the induction training of new employees. Every new employee must first receive a 30-day training called "New Employee Workstation" after entering Cisco. In addition, 90 days before starting work, all new employees must attend corporate culture training in the Asia-Pacific region. Once a new employee enters the company, the company will tell him everything he has to do in the first three months in detail. In the first month, he needs a report on his supervisor's understanding of his work and gives the report formal approval. In this way, after three months, the company's summary of employees' work is well-founded. If this new employee has some shortcomings, his supervisor should know them. If the supervisor fails to improve the new employees in this respect by the third month, he will bear the relevant responsibilities. Good enlightenment is the basis of further training.

Two. The training process should adhere to the principles of equality, strictness and long-term.

1. Students should be open equally-every cup should be empty.

First of all, equality and openness should be a principle. Equality is more about equality of opportunity. The famous "Kannikin's Law" says that a wooden barrel is made up of many boards. If the length of the boards that make up a barrel is different, the maximum capacity of the barrel depends not on the long board, but on the shortest board. This "wooden barrel" composed of many boards can not only symbolize an enterprise, a department, a team, but also an employee. The maximum capacity of the "wooden barrel" symbolizes the maximum overall strength and competitiveness of enterprises, departments, teams and employees respectively. The essence of employee training is to increase the capacity of each "barrel" through training. If the training is not equal, then employees who have not received training are likely to become shortcomings in the enterprise. Openness is the openness of content, not a rigid plan. Take Cisco as an example, Cisco's employee training is really very open, unlike many companies that make plans at the beginning of the year and then sign them by the competent manager and implement them within one year. Cisco has always insisted that the speed of the Internet determines that it is impossible for enterprises engaged in the Internet to make a one-year plan. Cisco has to make assessments at least three times a year and constantly redraw its plans. A Cisco executive once said that in the company, there is no strict limit on the training time of employees, and employees are fully responsible for their own work and training. It's a bit like putting an employee in a driving position and letting him make all the decisions himself. The company never takes an employee as the key training object, but thinks that everyone is a potential manager and can achieve extraordinary success when conditions are ripe. In fact, this embodies the basic principle that everyone is equal in the Internet world. Cisco doesn't want to keep employees when they are ready to leave, which is one of the characteristics of open training. Cisco believes that helping employees' departments succeed is the first way to make individuals feel successful. Therefore, as long as the team performance continues to rise, we can successfully retain talents. Cisco executives once admitted that although the company's assets have increased a lot in the past decade, the most valuable gain is to retain a large number of talents.

2. The training of new employees should not be sloppy or lost. Moreover, every employee should strictly require training. The cup must be empty, although it is a pity to pour some water.

At present, enterprises introduce talents through headhunting companies with high salaries for one-time use, or recruit ordinary talents for training in the traditional mode. However, many companies have spent a lot of money to invite the so-called elites in the industry. As a result, they either toss the company to pieces and the chickens are ineffective, or let the boss do this and let the boss do that. As a result, investment has become a bottomless pit, and income has become a castle in the air. Either the boss is fired or the boss is fired. This kind of situation is not uncommon, why can't it be effectively played? The fundamental problem is that enterprises ignore the cultivation of talents, resulting in the collision between talents' own culture and corporate culture. This kind of collision is not a technical opposition, but always a difference in thinking. Every enterprise has its own characteristics and corporate culture, and these professional managers have many years of practical experience, rich theoretical knowledge and unique self-thinking mode, but these are not necessarily used by every company. The result of discordant collision is natural.

Therefore, whether it is a 10,000-person enterprise or a one-person small enterprise, whether it is a talent or a fledgling talent, in order to give full play to everyone's potential and serve the enterprise, it is necessary to strictly control the pre-job training of talents from the beginning. Let every new employee know about the company's own culture, let them forget all the scenery of the past and devote themselves to the new working environment, starting from scratch.

3. Create a long-term positive training environment for enterprises-slowly remove residual moisture.

If the training of employees is long-term, it is necessary to create a good learning environment and a long-term training system. For an enterprise, employees are like children. They will fall behind if they don't study for one day, and lose their way if they don't train for two days. In our reality, many companies are always eager to recruit people, and they are full of enthusiasm. They worked out a weekly meeting study plan and a daily performance appraisal model, but the result was like a new official taking office for three minutes. In less than a month, the cow belongs to the cow and the horse belongs to the horse. The author found a strange phenomenon in many years of enterprise brand management consulting. More than 90% of the people who destroyed the enterprise system were those who formulated the enterprise system. This phenomenon is more common in some private small and medium-sized enterprises and complex domestic joint ventures. Usually, the people who make rules and form corporate culture are the so-called bosses and general managers, but our bosses and general managers always have some things to leave the company early and sleep until 10 in the morning, making an excuse for themselves: "I had a drink with customers last night until 12." Our enterprise system is always trampled on again and again in such an environment, and it has become a dead letter again and again.

So how to establish an effective, long-term and positive training system and environment is also a topic that many enterprises and training institutions are discussing and studying now. Many enterprises are deeply aware of the importance of this issue and have established long-term cooperative relations with some professional training institutions. Some enterprises link the training and promotion of employees with the assessment, bonus, honor and position of the enterprise, while others actively participate in some outdoor social activities to increase their interest in learning. These activities are all good ways to cultivate employees' correct outlook on life and improve enterprise cohesion.