想要在职业生涯给社会带来积极影响？听听 80000 Hours 的建议吧
科技行业的人士都喜欢讨论 如何成就一番事业 。但怎样才能让你的职业生涯更有意义呢？如果你真的想对这个世界带来积极影响，你究竟是该为创业公司工作呢，还是说为非营利机构服务呢？抑或是远离创业公司和非营利组织？
80000 Hours 便是一个帮助你做出上述决定的组织。这是一家非营利组织，成员包括当前孵化自 Y Combinator 的一批创业公司，由本·托德（Ben Todd）和威尔·麦克斯基尔（Will MacAskill）创建于 2011 年。托德目前担任 80,000 Hours 的执行董事，而麦克斯基尔则担任总裁。
麦克斯基尔是英国牛津大学研究哲学的副教授，他说在遇到托德时，后者还是一个学生，正面临事业上的艰难选择。他俩最终成立了一个讨论组， 讲授有关这个话题的课程 ，直至最终创建 80000 Hours，用以传播他们的想法（这一组织的名称是指一个人职业生涯的全部工作时间）。
80000 Hours 的工作涉及一对一职业培训，但重点已转向 80000 Hours 网站上的文章和其他相关内容——毕竟，这样一来，他们可以覆盖更多的受众。托德表示，80000 Hours 的内容更具交互性和个性化，比如包含一些小测验，现在它上面还有 职业规划指导 和 大量相关文章 ，（更新： 这就是 80000 Hours 上面的一个测验 ，最终建议我应该参考智库研究。）80000 Hours 目前还在围绕此类内容打造一个社区。
80000 Hours 的目标不是向所有人都推荐相同的职业，而是确保他们拥有做出正确职业决定的理想框架——他们要问自己一些合适的问题。
顺便说一句，80000 Hours 的建议有时与我们的直觉完全相反。例如，它明确反对盲目遵从托德所说的“常见的职业规划建议”，即追随你的内心。
相反，80,000 Hours 会告诉读者，“ 不要追随内心 ”——这是让人相当吃惊的做法。“追随内心”不会让你变得更具上进心，从而更成功吗？
托德反驳说，热情“并不是成功的保证，也不能确保你一定就可以对社会做出积极贡献。”他还指出，大多数人都说他们对体育、艺术等领域充满热情，但这些领域的职业机遇十分有限。
托德指出，最为重要的是，研究表明追随内心只会“让事情出现倒退”，相反，你应该把精力放在“熟悉有意义的事情上，然后再慢慢形成对这些事情的兴趣。”
麦克斯基尔（他写了一本有关“有效的利他主义”的书）还怀疑另一个看似显而易见的情况——要为非营利机构工作，尤其是将它作为你大学毕业后的第一份工作。他并没有轻视所有这些机构的意思，他说只有少数非营利机构会真正起作用。此外，如果某个非营利机构没有提供帮助你发展专业技能的资源，那么为它服务可能会限制你今后的工作能力。
所以，为什么 80000 Hours 本身是一个非营利机构？麦克斯基尔表示，“我们有必要避免利益冲突，有必要避免对‘给出帮我们赚钱的建议’而有压力。”
“如果我们认为我们可以克服那个困难，我们就要解放思想，朝着营利性的模式发展，”他补充道。无论如何，关键是“专注于拥有尽可能最大的社会影响，”既为了读者，也为了 80000 Hours 自己。
Want To Make An Impact With Your Work? Try Some Advice From 80,000 Hours
People in the tech world like to talk about doing great things. But what does that actually mean for your career? If you’re serious about making a positive impact on the world, should you go work for a startup? A nonprofit? Or none of the above?
80,000 Hours is an organization aiming to help with those decisions. It’s a nonprofit in the current class of startups incubated by doing great things, but it was founded back in 2011 by Ben Todd (the organization’s executive director) and Will MacAskill (its president).
MacAskill is an associate professor of philosophy at Oxford University, and he said that when they met, Todd was a student wrestling with many of these questions. They ended up forming a discussion group and giving lectures on the topic, then eventually creating 80,000 Hours to spread their ideas. (The name refers to the number of hours in your career)
Part of their work involves one-on-one career coaching, but the focus has shifted toward articles and other content on the 80,000 Hours site — which, after all, can reach a broader audience. Todd said the content should get more interactive and personalized through things like quizzes, but for now, there’s already a career guide and plenty of articles. (Update: Here’s one of those quizzes, which suggested that I look into think tank research.) 80,000 Hours is also working to build a community around that content.
The point isn’t to just direct everyone to the same type of career, but rather to make sure they’ve got the right framework for making their decisions — that they’re asking themselves the right questions.
The advice, by the way, can be pretty counter-intuitive. For example, it pushes back against what Todd calls “the paradigm career advice of our time,” namely following your passion.
In contrast, 80,000 Hours tells readers, “Don’t follow your passion” — which is pretty surprising. Isn’t following your passion supposed to make you more motivated, and therefore more successful?
Todd countered that passion is “not anywhere close to a guarantee of being successful or having an impact.” He also noted that most people say their passion is in areas like sports and the arts, which offer very limited career opportunities.
Most importantly, he said that research suggests that following your passion “gets things backwards.” Instead, you should focus on “getting good at something that’s meaningful, and then passion develops from that later on.”
MacAskill (who wrote a book about “effective altruism”) was also skeptical of another seemingly obvious track — going to work for a nonprofit, especially as your first job out of college. He didn’t dismiss all such organizations, but he said only a small number of them have a real impact. In addition, working for a nonprofit might limit your ability to do good later on, if the organization doesn’t have the resources to help you develop your professional skills.
So why is 80,000 Hours a nonprofit itself? MacAskill said it’s necessary to avoid conflicts of interest and feeling pressured to “give the sorts of recommendations that make us money.”
“We’d be open to the idea of moving to a for-profit model if we think we could overcome that difficulty,” he added. Either way, the key is being “laser-focused on having the biggest social impact,” both for individual readers, and for 80,000 Hours itself.
来自：techcrunch
硅谷
2015年08月05日
硅谷
解决科技行业多元化问题的关键在于留住员工
科技行业的多元化对话往往更关注于“交流途径”，让更多少数族裔的员工跨过这道门槛。不过，这只是第一步。第二步、也是最为关键的一步是，让他们留下来。如果具有不同背景的员工不能给公司创造一种包容性和友好的环境，那么公司就没有必要耗费资源来聘请这样的员工了。
“这并不是说你不应该重视招聘，而是说你不仅要重视招聘，还要把精力放在留住员工上面，这就像你正在填满漏水的水桶一样。”Paradigm 的首席执行官乔利·埃莫森（Joelle Emerson）告诉我。
Paradigm 是一个专注于多元化问题的咨询公司。目前 该公司正在与一些高速发展的公司合作 ，例如 Pinterest 和 Slack，用以培育并保留多样化的工作场所。这是因为，如果企业不能有效留住背景不同的人才，那便是对金钱和资源的大量浪费了。事实上，根据美国进步中心（Center for American Progress）的 研究 ，招聘和雇佣新员工的成本通常在员工年薪中占到 20%。
Twitter 工程部经理莱斯利·米莱（Leslie Miley）是位黑人，他告诉我：“我认为，即便不是更重要的一个问题，但留住员工也很重要，因为你不想挖掘具有不同背景的员工。因为如果你拥有了背景不同的员工，这便和你的文化有很大关系了。不想拥有这种员工的企业，将永远无法增强自身的多元化。这听起来很简单，但是真的很有趣，有些公司还没弄清楚这一点。”
米莱谈到，流失这样的员工可能意味着几件事。一是表明公司的企业文化没有意识到员工多元化的重要性，二是说明公司有“害群之马”，让员工在这里呆不下去了。
“事实上，我之前遇见过这样的情形，在我的职业生涯中，有人只会给有色人种创造让人寒心的环境，”米莱说道。“例如有这样一家公司——但我不会说出这个公司的名字——当他们意识到问题的时候，一切都太晚了。”
虽然米莱并未指名道姓提到 Dropbox，但我敢打赌，他指的就是 Dropbox 前员工安吉利卡·科尔曼（Angelica Coleman）遭遇的情况。科尔曼称，由于 Dropbox 工作环境对女性不友好，她最终离开了这家公司。
根据《哈佛商业评论》实施的 一项调查 ，女性离开科技公司的比例是男性的两倍。最常见的原因就是工作环境，例如得不到晋升、工作时间长以及工资低等。
埃莫森表示，若想解决员工留存问题，一个办法就是确定你的公司是否可能存在这种问题，做到这一点并不难，通过对员工进行调查即可。这种调查应该问员工几个问题，如他们打算在公司工作多长时间，他们如何看待公司的多元化和包容性问题，他们是否看到获得晋升的机会等等。若想让具有不同背景的员工们明白他们会有晋升的机会，那就是确保公司有少数族裔背景的人在领导岗位上。
埃莫森指出，企业还必须意识到，具有不同背景的员工留存率高，并不意味着企业做的任何事情都是对的。员工有可能会出于经济方面的考虑被迫留在公司里，而不是因为他们真的很享受在那里工作。“如果人们并没有离开，企业有时可能自我感觉不错，但事实并非如此，”埃莫森说。
团队任务管理平台 Asana 是与埃莫森有合作关系的另一家高增长型创业公司，该公司已经认识到多元化员工的留存重要性，但它并没有试图通过建立一套有效的机制，将员工留在公司里。
Asana 人力资源部门主管安迪·斯托（Andy Stoe）说：“我们并不是依靠我们作为‘北极星’的自我价值，让我们各司其职，相反，我们还试图打开‘黄手铐’（golden handcuff），这样员工会出于合理的考虑留在 Asana。”
斯托所说的“金手铐”是指各种公司福利，比如说股票期权及其他丰厚的奖励等，旨在鼓励员工不要离开公司。Asana 尝试放松“金手铐”的束缚，改变标准的劳资协议条款，令其适用于公司新的股票期权规定。
以前，Asana 员工离职后，只有三个月时间来执行股票期权，过后即丧失期权。如今，从 Asana 授予其股权之日起，员工将有 10 年时间来执行期权，即便他们任职未满 10 年就离开了公司。
最终，科技公司必须对两个问题进行深入思考，一是创造哪种工作环境，二是如何能让背景多元的员工寻找和获得晋升的机会。此外，企业还必须要知道激励员工留下来的原因是什么。是企业包容、健康的工作环境，还是说员工手腕上的“金手铐”？如果是因为后者他们才留了下来，那么企业就必须做出改变了。
Hacking Diversity In Tech By Emphasizing Retention
Conversations around diversity in tech often focus on the “pipeline” and getting more people from underrepresented groups through the door. But that’s just a first step. The next, most critical step is retention. There’s no point in a company using its resources to hire a diverse people if they’re not going to offer them an environment that is both supporting and nurturing.
“It’s not to say that you shouldn’t focus on [hiring], but to focus on that and not focus on retention, it’s like you’re filling up a leaky bucket,” Paradigm CEO Joelle Emerson tells me.
Paradigm is a consulting startup that focuses on diversity. It’s currently working with high-growth companies like Pinterest and Slack on fostering and retaining a diverse workplace. That’s because if companies can’t effectively retain diverse people it’s a huge waste of money and resources. In fact, the cost of recruiting and hiring a new employee is typically 20 percent of the annual salary for that person, according to the Center for American Progress.
“I think that [retention is] as important if not more important because you don’t want to churn out diversity,” Twitter Engineering Manager Leslie Miley, who is black, tells me. “Because if you churn out diversity, that says a lot about your culture. Companies that do churn out diversity will never be able to increase their diversity. It sounds very simple, but it’s really interesting to see that some companies haven’t figured that one out.”
Losing diverse employees could mean a couple of things, Miley says. It could mean either that it’s a culture that doesn’t recognize diversity matters, or it could be that there’s just a bad apple driving people out the door.
“I have actually seen that previously in my career where one person can create an environment that is just chilling for people of color,” Miley says. “There’s one example, but I won’t name the company, by the time they realized that there was a problem, it was too late.”
Even though Miley didn’t specifically call out Dropbox, my bet is that he was referring to the situation with former Dropbox employee Angelica Coleman, who says she left the company because of its unsupportive environment.
Women leave tech companies at twice the rate of men, according to a study by the Harvard Business Review. The most common reason is the working conditions (e.g. no advancement, number of hours, low salary).
One way to combat retention issues is by determining if your company is at risk of them, which can be accomplished through surveys, Emerson says. These surveys should ask employees things like how long they plan to be at the company, how they perceive diversity and inclusion in the company, and if they are aware of opportunities for advancement. And one way to signal to diverse employees that there are opportunities for advancement is to ensure there are people from underrepresented backgrounds in leadership roles.
Companies also need to recognize that a high retention rate of diverse employees doesn’t necessarily mean the company’s doing anything right, Emerson says. People might be forced to stay on at a company because of financial reasons, not because they actually enjoy working there. “If people aren’t leaving, companies sometimes make the assumption that everything is fine, and that’s not always the case,” Emerson says.
Productivity startup Asana, another high-growth company that Emerson works with, recognizes that retention of diverse employees is really important, but it tries not to create mechanisms just to keep people at the company.
“Instead we rely on our own values as the north star, and literally hold ourselves accountable, Asana Head of Recruiting Andy Stoe says. “We also try to remove the ‘golden handcuffs’ so people want to stay at Asana for the right reasons.”
The “golden handcuffs” Stoe is talking about are the benefits, like stock options and other deferred payments, that aim to discourage people from leaving the company. Asana has tried to loosen the handcuffs by changing the standard terms that apply to the company’s new stock options.
In the past, employees had just three months after leaving Asana to exercise their options before they were forfeited. Now, employees have 10 years to exercise those options from the date Asana grants them, even if they leave the company before that time.
Ultimately, tech companies need to be thoughtful about the kind of work environment they create, and how they enable diverse employees to seek and attain opportunities for advancement. Companies also need to be aware of what is incentivizing people to stay. Is it because of the company’s supportive, nourishing environment? Or, are employees staying because of the golden handcuffs around their wrists? If it’s the latter, something needs to change.
来源：techcrunch
Captain401： 希望帮助企业更简单地创建 401K 计划
周四，从创业孵化器 Y Combinator 毕业的 Captain401 正式上线，这是一项帮助小型企业创建 401K 计划（译注：一种由雇员、雇主共同缴费建立起来的完全基金式的养老保险制度）的服务。Captain401 的目标是让管理 401K 计划像运营公司其他业务一样简单，而且像 Zenefits 或 Zenpayroll 一样更加聚焦于数字技术。
该公司首席执行官罗杰·李（Roger Lee）说，Captain401 寻求创建一套流程，避免投资那些收取高额手续费和跑不赢市场的基金。他表示，Captain401 的投资服务是自动化的，能够帮助员工做出更好的投资决策，并且对最佳选择拥有更深入的认识。
“像 ADP 和 John Hancock 那些老牌公司，它们要求大量的文书工作、缓慢的信件邮寄、各种文件填报和签名。”李说，“一些公司，比如富达投资集团（Fidelity），根本不跟小型企业合作。我们认为，我们可以在那方面做得更好，我们的解决方案是网络和无纸化。企业只需要 10 分钟就能创建自己的计划，我们让持续管理实现了自动化。对员工来说，他们免除了搞清楚自己该怎么做的麻烦。”
尽早创建 401K 计划是很重要的，这有几方面的原因，如果说哪个最重要，那就是展示雇主关心自己员工的未来。李此前曾运营一家创业公司，他的员工问起了 401K 计划的事情。李想创建一套，但整个过程缓慢而又过时。举例来说，那些提供此项计划的机构仍然需要大量的文书工作，需要签名、邮寄和传真文件。
“它看起来是一个麻烦，花的时间很长，我们认为，我们可以利用更加现代化的技术做得更好。”李说，“多年来，我个人帮助过 100 多名亲朋好友检查他们的 401K 计划，并协助他们进行投资。我意识到，他们 401K 计划的投资分配都不够理想。他们不知道该如何选择自己的投资对象，我们希望在 401K 领域引入 Wealthfront 那样的在线理财平台。”
与此同时，Captain401 的另一位联合创始人保罗·萨瓦亚（Paul Sawaya）是来自 Mozilla 基金会的一名软件开发者。该公司创建了一套 401K 计划，但整个流程很难管理，员工也没有被教授最佳的投资方式。“我只登进过系统一次，当时我还是那里的员工。”萨瓦亚说道。两人通过一个共同的好友——Clever 的泰勒·博斯米尼（Tyler Bosmeny）——结识，他们最终谈到了 401K 计划，他们觉得自己可以提供一种更好的体验。
Captain401 的 401K 计划跟数十个先锋指数基金进行了对接，李表示，此举将能带来高于其他基金的业绩表现。“那是人们喜欢的沃伦·巴菲特（Warren Buffet）式做法，经济学家认为，这是员工的最佳选择，能够取得最多的投资回报。”
Captain401 毕业于今夏的 Y Combinator 培训班，有趣的是，Y Combinator 自己将成为该公司的客户。
“员工能够在自己的养老金计划中得到更好的投资选择，并能够就个人情况制定合适的投资策略，如果我们能够朝着那样的世界迈进，那么比之单打独斗的做法，效果能够好得多，而且能够为员工提供更多的帮助。”李说，“显然，这里面还有大量的工作要做。”
YC-Backed Captain401 Wants To Make Creating A 401k Easier For Businesses
Captain401, a service that helps small businesses set up a 401k, is launching out of Y Combinator today. The goal of Captain401 is to make managing 401ks as simple as other services are for other functions within companies — and in a more digitally focused manner like Zenefits or Zenpayroll.
Captain401 seeks to create a process that avoids funds that have higher fees and fail to beat the market, CEO Roger Lee said. The investing service is automated, helping employees make better decisions about their investments and become more educated about the best choices, he said.
“Incumbents like ADP, John Hancock, they require tons of paperwork, snail mailing, filling out and signing,” he said. “Some companies like Fidelity don’t work with small businesses. We think we can do a lot better there, our solution is online and paperless. “It takes companies 10 minutes to set up their plan, we automate the ongoing administration. For the employees it’s that education and investment experience where the existing 401k companies leave employees to figure out what to do on their own.”
401ks are important to set up early for a number of reasons, if only is to show that employers care about the future of their employees. Lee had previously run a startup where his employees were asking about a 401k. Lee wanted to set one up, but the whole process was slow and outdated. Institutions, for example, still required stacks of paperwork that required signatures and had to be mailed and faxed in.
“It seemed like a hassle, it took way longer, and we thought we could do a lot better with more modern tech,” he said. “I personally over the years helped more than a 100 friends and family look at their 401ks and help with their investments, and realized without fail that each was sub-optimally allocated. They didn’t know how to choose their investments. We wanted to bring a Wealthfront into the 401k space.”
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Meanwhile, his co-founder Paul Sawaya was a software developer at Mozilla. That company had a 401k instituted, but the whole process was difficult to manage and employees weren’t given education on how to best invest, he said. “I only logged in once when I was an employee there,” he said. The two met through a mutual friend — Tyler Bosmeny at Clever — and eventually came to the topic of 401ks, which they decided they could offer a better experience.
The 401k is tied to dozens of Vanguard index funds, which Lee says ultimately leads to higher performance than other funds. “That’s the approach that people like Warren Buffet, economists [consider], it’s the best approach for employees and get to the most returns.”
Captain401 came out of this year’s summer Y Combinator class. Interestingly enough, Y Combinator will be a customer of Captain401.
“Any step closer to a world where employees can get better investment options in their plan and they can diversify and get a suitable investment strategy that makes sense for them and their personal situation, that can just be so much better and help them so much more than the go it alone approach,” Lee said. “Obviously there’s a lot of work to do here.”
来源：techcrunch
硅谷
2015年07月31日
硅谷
企业营销自动化企业Radius完成Peter Thiel领投的5000万美元D轮融资
由 Facebook 的第一个实习生 Darian Shirazi 创建的企业营销自动化企业 Radius获得由Peter Thiel 的 Founders Fund 领投的 D 轮 5000 万美元的融资。 截止到这次融资，Radius 已经获得了总共 1.25 亿美元的投资。但他们没有公开透露目前公司的估值，Radius 的一位发言人表示，该公司价值 5 亿美元。
Radius 围绕大数据分析技术为客户展开 B2B 营销自动化服务。Radius 的“智慧云（Intelligence Cloud）” 可以对客户的众多渠道（社交媒体、合作伙伴数据、销售系统数据、政府公开数据等）的数据进行分析。再利用不同的模型为客户制定营销策略。据称Radius跟踪的企业数达到了 3000 万，可实时收集500亿个数据点，通过公开数据和专有数据的结合为企业生成其最终客户会不会最终购买产品的“信心指数”。
Radius 计划将本轮融资继续用于其“智慧云（Intelligence Cloud）”的开发。而长远的目标就是上市，投资机构也用实际行动表明了对它的信心。Radius 去年 10 月刚刚完成了 C 轮 5470 万美元的融资。上一轮的老朋友 AME Cloud Ventures，BlueRun Ventures Formation 8，Glynn Capital Management，Salesforce Ventures，Yuan Capital 等多家机构都参加了 Radius 本轮的融资。
B2B 的营销工具 Radius 活得不错，B2C 的企业营销自动化工具也开始风生水起，前沃尔玛、高朋高管出来做的 B2C 的企业营销自动化工具 BlueShift 也开始受到关注。
过去的企业营销自动化工具主要围绕 B2B 业务展开。做 B2C 的难点在于，B2C 的商品种类比 B2B 领域多得多，B2C 要做营销自动化，要求服务商提供更多个性化的服务。
BlueShift 和 Radius 一样围绕大数据为客户提供营销服务，他们目前定位在电商客户群。动态分割和动态内容相结合，使得用户的身份数据和操作内容可以更加准确的匹配，以满足商家个性化营销的需求。他们通过利用用户的实时操作数据来建立用户档案，而传统的做法是根据历史操作数据建档。
BlueShift 目前获得了 Nexus Venture Partners 领投的 260 万美元的种子轮融资。
Marketing intelligence firm Radius raises another $50 million
Radius, the marketing intelligence software startup founded by Facebook vet Darian Shirazi, has raised another $50 million led by Peter Thiel's Founders Fund.
With the latest investment round, the six-year-old San Francisco-based company will have raised $125 million to date, following a $54.7 Series C round that closed last September.
Radius is not disclosing its exact valuation, but a company spokesperson says it's north of $500 million. The company has doubled its valuation with every round raised.
Radius investors include Formation 8, Glynn Capital Management, Jerry Yang's AME Cloud Ventures, Salesforce Ventures, BlueRun Ventures and Yuan Capital. That's in addition to former Morgan Stanley chairman John Mack and actor/entrepreneur Jared Leto, who participated in Radius's previous investment rounds.
Radius pegs itself as data science company for B2B marketers. Its platform revolves around a predictive marketing software suite and its proprietary data science engine, the Radius Intelligence Cloud, which tracks more than 50 billion data points on 30 million businesses.
The platform connects to a company's CRM platform, and then uses public, government and other partner sources of data to analyze and refine a client's marketing strategy, helping them generate lead lists of their ideal prospects, increase sales or scale to a national campaign. Beyond prospect data, Radius also provides social media activity from the likes of Facebook, Yelp, Twitter, Google and Foursquare, all in one centrally configured place.
Radius clients include office supply chain Staples and POS maker Revel Systems. Its most prominent competitors include Infer, Lattice Engines and Six Sense Media.
Radius plans to use the new capital for continued development of its Intelligence Cloud. As for the company's long-term roadmap, a home on Wall Street is certainly in the cards.
In an interview last September, Sharazi said he ultimately sees Radius as a publicly traded company.
"We want to build a public company," Sharazi said. "You need freedom to build something incredible. We built this practice around data science and the appreciation for data science, and in order to do this right and solve the problems of such a large market, we felt like we had to stay independent."
来源：ZDNet
YC旗下创业公司GO1，想要挑战企业传统合规培训
美国企业孵化器Y Combinator 2015年夏季主打公司GO1，一家成立于北美的员工培训企业，旨在用更有效更新潮的方法教育和培训员工。
想必在大公司工作过的人都应该体验过完成年度合规培训的挫败感。通常情况下，所谓的合规培训就是要你连续看几个小时的网络研讨会，会议的内容是教你如何成为公司团队的一员，如避免腐败等等。举个简单的例子，你要浏览每张幻灯片的信息，哪怕幻灯片上的内容非常浅显易懂。
GO1的培训教师团队由来自牛津大学的澳大利亚人组成，GO1运用的一些培训理念是经过育智科技企业（比如Coursera和Udemy）实践认证的。
GO1的创始人Andrew Barnes是一位罗德学者（猎云网注：罗德奖学金是一个世界级的奖学金，有“全球本科生诺贝尔奖”之称的美誉，得奖者被称为“罗德学者”。），是牛津大学的教育技术硕士。“对于很多公司而言，合规培训是特定的。”Barnes在采访中说道，“可是走形式的合规培训简直是在滥用员工的时间，造成员工对公司不满；真正的员工培训应该是让员工变得更有实力。”
GO1可为不同的组织机构定制不同的培训计划，它要么根据市场需求给组织机构增加培训课程，要么根据每个公司自身的材料制定计划；而不是随便放50页PPT就完事了，GO1的培训课程会请成功人士为你演讲，比如邀请一位将军，他会留给你两个有多项选择的问题，问题的内容是关于他所讲的故事对你的工作有何帮助。
公司可以上传任意PPT和网页文件到GO1上，它会自动将你上传的资料转换为超级文本标记语言（HTML）格式，以供员工下载。不管你是用笔记本电脑、平板电脑还是其它移动设备上传，员工都能看见这些文件；而且他们还能边看边做笔记，以备后续参考用。
“员工培训是个非常分散的市场，里面有很多小型提供商；这让人力资源管理者和员工很头疼。”Barnes说道，“我们的目标是就是帮管理者和员工解决这个问题，满足公司的培训和学习需求。”
在很多情况下，员工的合规培训是法律所需。比如，加利福利亚所有超过50名员工的公司根据法律要求，需为员工提供有关性骚扰的培训。Barnes在采访中说：“现在有很多公司根本不按法律办事，要么是因为他们没有意识到违法的后果，要么是因为他们觉得按法律办事有点困难。”
一年前，GO1在澳大利亚建立，从那时起，它一共为15万用户提供了培训计划，服务了近百家企业。
GO1为澳大利亚一家大的银行提供有关急救方面的培训，对银行员工和顾客进行应急急救教育。
GO1计划在参加YC项目期间打开在北美的市场，它对那些只有10名以下员工的公司提供免费的服务，对大公司也只收每用户1美元/每月。
YC-Backed GO1 Wants To Make Compliance Training Suck Less
GO1, an employee training startup out of Y Combinator’s Summer 2015 cohort, is launching in North America to help companies onboard and educate their employees in a more effective fashion.
Anyone who has worked for a large company knows the frustration of completing yearly compliance training. Generally this means watching a couple of hour-long web seminars about being a team player or avoiding corruption, for instance, which require you to click through slides of information that all seems rather obvious.
Founded by an Australian team of educators out of Oxford University, GO1 is applying some of the concepts proven by edtech startups, such as Coursera and Udemy, to employee training.
“For a lot of companies, compliance training is fairly ad-hoc,” says GO1 founder Andrew Barnes, who is a Rhodes scholar finishing up a masters in Education Technology at Oxford. “It’s a really bad use of people’s time and it creates a sense of resentment toward the company, when really, training should be empowering the staff.”
Organizations using GO1 can customize their own white-labelled training portal by either adding courses from GO1’s marketplace or creating their own with company materials. Instead of a generic 50-slide PowerPoint presentation about why listening is important, a GO1 course might feature a TED Talk by an Army general followed by two multiple-choice questions about how his story applies to your job.
Companies can upload any PowerPoint or web document to GO1, which automatically converts it into an HTML format that employees can download. Whether on a laptop, mobile device, or tablet, employees can view the documents and jot down notes that are saved for later reference.
“This is a very fragmented market, there are a lot of small providers and a lot of frustration for HR managers and employees,” says Barnes. “Our goal is to be the solution for both ends of that equation and provide a consistent single interface for all a company’s training and learning needs.”
In many cases, employee compliance training is required by law. All California businesses that employ more than 50 people, for instance, are legally obliged to provide sexual harassment training to their staff, according to Barnes. Currently many companies aren’t abiding by this law, Barnes says, either because they’re not aware of the legal consequences or because it’s too difficult to do so.
GO1 launched in Australia a year ago, and has since provided training for over 150,000 users spread across nearly a hundred companies.
Customers range from the largest ambulance training program in Australia to a major bank that’s using GO1 for both staff and customer education.
GO1 will focus on growing its business in North America for the duration of the YC program. The service is free for companies with under 10 employees, and currently costs $1 per user per month for larger companies.
Source:TC
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