What are the learning modes based on the 7-2-1 principle?

7-2-1

" learning rule

The core content of Dell's training management is to focus on employees' development plans and creatively build a

"7-2-

1" employee development system. Dell's learning and development are based on the principle of "7

-2-

1".

7-2-1

7%

employees constantly learn and improve through work experience

2%

employees improve themselves through coaching and guidance

1%

employees take formal learning plans

Global computer direct selling company-Dell has many training methods that are worth learning and learning from other enterprises. Dell believes that in order to do better, we should not only focus on business results, but also constantly cultivate and develop knowledge-based employees, especially in the economic downturn, which is the best way to solve the crisis.

Training concept: Don't whitewash

Usually, when Dell interviews new employees, the first thing is to know how they handle information. For example, can they think from a business

point of view and really understand the business strategy of the real society? What is their definition of success? How much do they know about Dell's

strategy? Then, the Dell personnel in charge of recruitment will deliberately oppose their opinions, because Dell wants to know whether they have the ability to strongly question and are willing to defend their opinions.

The reason why employees' questioning ability is valued is because Dell needs people who have enough confidence in their own abilities and stick to their

beliefs, rather than employees who blindly maintain superficial harmony and avoid conflicts. Specific to the company's training concept for employees,

means

"Don't whitewash things", which means: Don't try to beautify bad things, problems will appear sooner or later, and it is best to face them directly.

In fact, this "self-criticism" spirit has been deeply rooted in Dell's culture since the training of new employees. Through

training, Dell will instill in every new employee the attitude of always questioning itself and always looking for ways to improve things. Dell tries to

establish this behavior pattern from top to bottom, hire people with open ideas and cultivate them into leaders. The company requires that these people must be able to accept the open opposition or correction of others when they make mistakes, so as to promote open debate and encourage the rational "capable people governance system".

accordingly, Dell tries to avoid being too proud of its achievements. If Dell starts to feel successful, it will

push itself into the light of others, and it will eventually be eclipsed. For this reason, when a company has a problem, it will

face the problem with a positive attitude, without denying the existence of the problem and never making excuses. Dell tried to face

all the mistakes with this firm attitude, and frankly admitted: "The company has encountered problems and must make corrections." Dell knows very well that if you don't do this, others will do it, and success will belong to others.