7 вещей, которым обязательно нужно учить сотрудников в 2025 году / Колосок

🎥 7 вещей, которым обязательно нужно учить сотрудников в 2025 году / Колосок

⏱️ Duration: 37:04
🔗 Watch on YouTube

📚 Video Chapters (8 chapters):

Overview

This video offers a comprehensive examination of effective employee learning and
development strategies within organizations, drawing particularly on the
author’s experiences at McKinsey and in the Scandinavian healthcare sector. Each
chapter addresses a specific facet of what, how, and why companies should invest
in their people, progressively building a holistic view: from foundational
philosophies on training, through practical program examples, to actionable
recommendations for modern businesses, including emphases on AI skills, mental
health, sales, coaching, and leadership. The chapters are interlinked, with each
subsequent section expanding on or deepening the principles introduced earlier,
ultimately culminating in a clear, actionable argument for making employee
development a business imperative.

Chapter-by-Chapter Deep Dive

Чему учить сотрудников (00:00)

Core Concepts & Points: The speaker introduces her experience at McKinsey, where a rigorous, global training system was in place, mandating regular attendance at tailored learning programs for all staff, often abroad and with unfamiliar colleagues to foster psychological safety and openness.
Key Insights: The McKinsey system not only imparted practical and psychological skills but also prompted self-reflection—so much so that up to 30% of participants would decide to leave the company after certain trainings. This was intentional: only those truly committed to McKinsey’s demanding environment should remain.
Actionable Advice: Companies should design training not just for skill development but also as a mechanism for self-selection—helping employees (and the company) clarify fit.
Examples: The 2008 crisis example highlights McKinsey’s research: those who attended training stayed longer and performed better, justifying continued investment in learning even during downturns.
Connection: Sets the stage for the rest of the video by framing training as both a retention and selection tool, and introduces the idea that strategic investment in people pays off.

Классные компании инвестируют в людей (03:50)

Core Concepts & Points: The best companies consistently invest significant resources in their people, even knowing some will leave.
Key Insights: The risk isn’t investing in employees who might leave, but in not investing and having underdeveloped employees stay.
Actionable Advice: Prioritize ongoing learning as a core business practice, accepting attrition as part of maintaining a high-performing, engaged workforce.
Examples: Anecdote of an executive who jokes about the dangers of not investing in people; reinforces the value of investment despite turnover.
Connection: Reinforces and generalizes the McKinsey example, universalizing the principle of people investment for organizational health and success.

Как обучали в McKinsey (04:45)

Core Concepts & Points: Detailed description of McKinsey’s “cult of training”—from luxurious, international settings to mandatory onboarding and skills tracks.
Key Insights: Training at McKinsey is not only about hard skills (negotiation, presentations, Excel) at junior levels, but shifts to personal growth, self-awareness, and relationship-building at senior levels. There’s a strong emphasis on company values and creating a sense of elite identity.
Actionable Advice: Even if a business can’t replicate McKinsey’s resources, it can adopt core elements: systematic, role-based learning, elite culture, and embedding company values in training.
Examples: The “formula of trust” used at McKinsey, avoidance of the word “sales” in favor of “impact,” and the use of coaching for senior leaders.
Connection: Deepens the practical understanding of how world-class companies operationalize their people philosophy, and introduces nuances (such as the delayed introduction of sales training) that inform later chapters.

Обучайте работе с искусственным интеллектом (12:07)

Core Concepts & Points: In today’s rapidly changing business landscape, AI literacy is no longer optional, especially in innovation-driven roles.
Key Insights: Training in AI should be mandatory—even enforced to the point of making employment conditional upon it—because the pace of change requires workforce adaptability.
Actionable Advice: Companies must proactively and rigorously upskill employees in AI, particularly those in cutting-edge or analytical departments.
Examples: The speaker relates recent consulting experiences, emphasizing that those not embracing AI will be left behind.
Connection: Updates the traditional training approach with a modern, future-proofing imperative, illustrating the dynamic, evolving nature of organizational learning needs.

Инвестируйте в ментальное здоровье сотрудников (13:56)

Core Concepts & Points: Employee mental health and resilience are critical in today’s volatile world, with burnout and loss of meaning on the rise.
Key Insights: While offering free therapy sessions is valuable, uptake is low; thus, organizations should supplement with group resilience practices, coaching, and regular exercises for internal stability.
Actionable Advice: Invest in programs and culture that support psychological well-being and self-understanding, using accessible, group-friendly practices to foster internal resilience.
Examples: The speaker’s company paid for therapy for all employees, but only 1–2% used it; recommends embedding well-being into everyday practices and training.
Connection: Expands the definition of employee investment to include psychological safety, not just skill-building, tying personal sustainability to organizational success.

Учите продавать (16:23)

Core Concepts & Points: Sales skills are critical, but in post-Soviet contexts, “selling” is often seen as shameful—even among professionals like doctors.
Key Insights: Sales training should focus on building trust and relationships, not just transactional techniques; only a tiny fraction of companies truly excel at this, but those that do achieve outsized success.
Actionable Advice: Implement targeted, systematic sales training, tailored to the company’s sector and culture, and frame it in terms of trust and long-term relationships if necessary.
Examples: Contrasts the sales culture in McKinsey (impact-driven) and BCG (sales-focused), and describes metrics like patient return rates as proxies for trust in healthcare.
Connection: Bridges the earlier themes of training and culture with a practical, business-critical skill, advocating for reframing and demystifying sales in various professional contexts.

Отправляйте на коучинг (18:47)

Core Concepts & Points: As leadership paradigms shift, especially with generational changes and increased volatility, top leaders must develop new, empathetic styles.
Key Insights: Coaching is a powerful tool for helping leaders adapt; it is safer and more actionable than therapy, and helps leaders develop empathy, self-awareness, and emotional intelligence.
Actionable Advice: Mandate individual coaching for top executives, tailoring programs to help them understand themselves and others, and to foster genuine team dynamics.
Examples: Describes both Russian and American corporate coaching protocols, including personality tests (Gallup StrengthsFinder, Hogan) and metaphorical exercises for team cohesion.
Connection: Elevates the conversation from individual skill-building to shaping leadership and team culture, closing the loop between personal development and organizational effectiveness.

Учить людей — обязательно (35:02)

Core Concepts & Points: Summarizes and reinforces the main arguments: never economize on training; today, focus especially on AI, mental resilience, and sales.
Key Insights: All companies, regardless of industry, benefit from intentional, ongoing learning programs, tailored to their unique workforce and business model, with measurable outcomes.
Actionable Advice: Build individualized, metrics-driven learning systems; invest in the most critical talent; and ensure leadership teams are genuinely cohesive.
Examples: Advocates tracking outcomes of learning programs (e.g., improved doctor effectiveness); stresses the need for leadership “glue” as for a healthy family.
Connection: Synthesizes all previous chapters into a clear, actionable mandate for organizational learning as a strategic, ongoing priority.

Cross-Chapter Synthesis

Recurring Themes:
- Investment in People: Every chapter reiterates that developing employees is a non-negotiable priority for high-performing organizations, whether through formal training, coaching, or well-being initiatives.
- Holistic Development: The focus shifts from hard skills (early career) to personal growth, relationship-building, and leadership qualities as employees advance—mirrored in both McKinsey’s model and the speaker’s own practices.
- Culture and Values: Training is not just functional but shapes company culture, identity, and values, fostering elite, purpose-driven environments.
- Adaptability: Chapters on AI and mental health underscore the need for organizations to constantly adapt learning content to meet new challenges.
- Measurability: Effective programs are outcome-driven, with clear metrics and feedback loops for continuous improvement.

Progressive Learning Path

Introduction & Philosophy: The video opens by framing training as both a selection and retention tool (Ch. 1), rooting the conversation in real-world corporate practices.
Principles of Investment: It then broadens to the universal need for people investment, regardless of attrition (Ch. 2).
Practical Models: McKinsey’s example (Ch. 3) provides a blueprint for systematic, value-driven development across career stages.
Current Imperatives: The focus shifts to urgent modern needs—AI skills
(Ch. 4) and mental health (Ch. 5).
Critical Skills: Sales training (Ch. 6) is positioned as a
business-essential, reframed to fit cultural contexts.
Advanced Leadership: Coaching and team cohesion (Ch. 7) become key for
evolving leadership demands.
Synthesis & Action: The final chapter (Ch. 8) distills actionable
priorities, urging organizations to systematize, measure, and continually invest
in their people.

Key Takeaways & Insights

Strategic training programs drive better retention, performance, and culture (Ch. 1, 2, 3).
High attrition post-training is not a failure, but a filter for true commitment (Ch. 1).
Best-in-class companies continue to invest in people even amid uncertainty (Ch. 2).
Learning should evolve: hard skills at entry, self-awareness and trust at senior levels (Ch. 3).
AI literacy is now essential—enforce it if necessary (Ch. 4).
Mental resilience must be intentionally cultivated, not just offered as an option (Ch. 5).
Sales skills are universally valuable and require systematic, culturally sensitive training (Ch. 6).
Top leaders need coaching for empathy and adaptability, not just traditional authority (Ch. 7).
Learning must be mandatory, ongoing, and measured for impact (Ch. 8).

Actionable Strategies by Chapter

Ch. 1: Use training as both a development tool and a mechanism for self-selection; design psychologically safe learning environments.
Ch. 2: Accept and budget for attrition as a necessary part of investing in people.
Ch. 3: Tailor training by role and career stage; embed company values and a sense of pride into learning experiences.
Ch. 4: Mandate AI upskilling for all relevant employees; do not treat it as optional.
Ch. 5: Implement regular, accessible mental resilience practices, not just optional therapy.
Ch. 6: Reframe sales training as trust-building and relationship management; measure effectiveness by repeat business and client engagement.
Ch. 7: Require coaching for senior leaders; use personality assessments and group exercises for team building.
Ch. 8: Build individualized learning programs with clear metrics; ensure leadership teams are cohesive and supportive.

Warnings & Common Mistakes

Ch. 1: Cutting training to save money during crises is a false economy; it harms long-term retention and performance.
Ch. 2: The real risk is keeping underdeveloped employees, not losing trained ones.
Ch. 3: Delaying sales training until too late (e.g., senior partner) can be counterproductive.
Ch. 4: Treating AI as optional or “nice to have” will leave both employees and the company behind.
Ch. 5: Relying solely on voluntary mental health programs leads to low engagement.
Ch. 7: Assuming traditional leadership styles will remain effective is risky; leaders must evolve.

Resources & Next Steps

Ch. 3: Reference to the “formula of trust” video; suggestion to adapt elite elements to local contexts.
Ch. 5: Speaker’s own videos with exercises for resilience; encouragement to use meditation and group practices.
Ch. 7: Recommendations for personality tests (Gallup StrengthsFinder, Hogan); mention of coach Svetlana Khomaganova and her metaphorical games.
Ch. 8: Advice to create internal sales training programs and individualized learning tracks; stress on monitoring and adjusting for impact.

This summary leverages the chapter structure to provide a clear, actionable
roadmap for organizations seeking to modernize and maximize their employee
learning and development practices.

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