京东商城,拥有6万员工,其中8成是基层蓝领员工。如何培训这样的员工群体?移动互联网时代,该如何利用互联网思维开创人才培养新模式?有两组数据可以印证京东的变化:过去我们用60%或更多的时间为管理者服务,开发他们喜欢的课程;如今,我们对管理者的服务可能只需要20%的精力,而把更多的时间、精力、力量放到了员工上。这就要求我们对员工的服务必须接地气,否则员工不买账,我们的工作就没有价值。京东目前有6万多名员工,有上千名的中高层,仅培训800名经理层就用 Jingdong Mall, with 60,000 employees, of which 80% of grass-roots blue-collar workers. How to train such a workforce? In the mobile Internet era, how to use Internet thinking to create a new mode of personnel training? There are two sets of data to confirm the change in Jingdong: In the past we spent 60% or more time for managers to develop their favorite Of course; now, our service to managers may only need 20% of the energy, and put more time, energy and strength on the staff. This requires that we must be grounded in the staff’s service, or employees do not buy it, our work has no value. Jingdong currently has more than 60,000 employees, there are thousands of high-level, training only 800 managers to use