????大家可能早就聽(tīng)說(shuō)過(guò)Facebook公司的工程師訓(xùn)練營(yíng)。這是一個(gè)為期六周的上崗培訓(xùn)項(xiàng)目,，主要是讓新員工深入學(xué)習(xí)公司的代碼庫(kù),，同時(shí)了解公司文化。過(guò)去幾個(gè)月里,，這個(gè)社交網(wǎng)絡(luò)巨頭還悄悄地推出了另外一個(gè)項(xiàng)目,，它不是專門面向工程師的——而是要教所有員工學(xué)會(huì)使用大數(shù)據(jù)工具,。

????Facebook的數(shù)據(jù)分析部門主管肯?魯丁說(shuō)：“我們的確希望每個(gè)人都覺(jué)得自己有能力運(yùn)用數(shù)據(jù),。這樣一來(lái)，數(shù)據(jù)分析師（又稱數(shù)據(jù)達(dá)人）就不會(huì)成為完成任務(wù)的瓶頸了,。分析師是專門待命去執(zhí)行特種部隊(duì)式的任務(wù)的,，就是那些不管規(guī)模，還是深度都非一般人所能企及的任務(wù),?！?/p>

????Facebook旗下約有100名這類分析師（并且分析師隊(duì)伍還有大量職位正虛位以待）。不過(guò),，曾任社交游戲公司Zynga分析師與平臺(tái)技術(shù)副總的魯丁表示,，他想在公司推廣這樣一種文化，使每個(gè)人都能用數(shù)據(jù)測(cè)試,、并最終推出新產(chǎn)品,、設(shè)計(jì)修改和其他改進(jìn)。為此,，魯丁和他的團(tuán)隊(duì)已經(jīng)嘗試推出了各種教授如何運(yùn)用數(shù)據(jù)分析工具的輔導(dǎo)課程,。去年11月，他們推出了首個(gè)為期兩周的大數(shù)據(jù)課程,，現(xiàn)在正在持續(xù)不斷地授課,。而后續(xù)還將推出各種課程。每次為期兩周的課程最多能容納25名員工——包括產(chǎn)品經(jīng)理,，客服人員,，公司基礎(chǔ)架構(gòu)團(tuán)隊(duì)成員,。他們?cè)谶@兩周里每天都要上課，上午是三小時(shí)集中授課,，下午完成自選項(xiàng)目,。每個(gè)學(xué)員這兩周中都會(huì)有一位專職導(dǎo)師輔導(dǎo)，公司希望他們每個(gè)人都能解決一個(gè)公司面臨的實(shí)際問(wèn)題（比如如何運(yùn)用數(shù)據(jù)提供更好的客戶服務(wù)）,。

????Facebook本來(lái)就一直靠數(shù)據(jù)進(jìn)行決策,，同時(shí)依靠真實(shí)用戶來(lái)測(cè)試新產(chǎn)品。它開(kāi)發(fā)了自己的大數(shù)據(jù)工具,，幫助所有員工——而不僅僅是分析師——方便快速地在其它龐大的數(shù)據(jù)庫(kù)中進(jìn)行查詢,。比如，HiPal就是一個(gè)旨在讓公司所有員工都能方便地分析高達(dá)拍字節(jié)數(shù)據(jù)的工具,。Gatekeeper是另一個(gè)工具,，管理Facebook每天開(kāi)展的成百上千個(gè)用戶測(cè)試項(xiàng)目，它能確保這些測(cè)試提供“從統(tǒng)計(jì)角度而言有意義的結(jié)果,?！?/p>

????不過(guò)魯丁強(qiáng)調(diào)，開(kāi)展這種培訓(xùn)絕不僅僅是為了推廣合適的工具——它的根本目的還在于培養(yǎng)員工的思維能力,。公司的大數(shù)據(jù)訓(xùn)練營(yíng)負(fù)責(zé)教員工如何進(jìn)行探索性分析并得出假設(shè),，還訓(xùn)練他們有效溝通并演示自己的分析成果。魯丁說(shuō)：“我認(rèn)為,，如果我們堅(jiān)持現(xiàn)在的做法,，最后就能達(dá)成目標(biāo)，那樣就能培養(yǎng)一種特有的公司文化,，每個(gè)人都會(huì)感到數(shù)據(jù)是他們開(kāi)展工作必須運(yùn)用的一部分,。每個(gè)人都應(yīng)該具有數(shù)據(jù)分析的能力?！?/p>

????當(dāng)然,，魯丁和他的團(tuán)隊(duì)自己也正在運(yùn)用數(shù)據(jù)弄清楚如何改進(jìn)下一屆訓(xùn)練營(yíng)——哪些課程最有效，如何才能確定課程的最佳規(guī)模,。要找到天賦出眾的分析師本身就夠困難的了（更別說(shuō)高昂的費(fèi)用）,，而要讓Facebook近5,000名員工自愿參加數(shù)據(jù)分析培訓(xùn)也不那么容易。其他公司會(huì)效法嗎,？對(duì)Facebook的公司文化來(lái)說(shuō),，這種兩周的強(qiáng)化課程很有意義，因?yàn)檫@種訓(xùn)練營(yíng)式的項(xiàng)目早就是新晉工程師的必經(jīng)儀式,。不過(guò),，訓(xùn)練員工學(xué)會(huì)運(yùn)用大數(shù)據(jù)工具——同時(shí)培養(yǎng)數(shù)據(jù)分析的意識(shí)，對(duì)其他公司來(lái)說(shuō)也頗有裨益。（財(cái)富中文網(wǎng)）

????譯者：清遠(yuǎn)

????You may have heard of Facebook's engineering bootcamp, a six-week onboarding program for new hires to learn the ins and outs of the company's code base and culture. But over the last few months, the social networking giant has quietly rolled out another program that's not just for engineers -- rather, it's focused on teaching big data tools to all employees.

????"We really want everyone to feel like they are capable of using data," says Ken Rudin, head of analytics at Facebook (FB). "Then analysts [a.k.a. data crunchers] aren't a bottleneck to getting things done. They're there for doing the SWAT team type of things, things that take a little extra scale and more depth than your average person would have."

????Facebook employs about 100 so-called analysts (and lists plenty of open positions for its analytics team). But Rudin, formerly VP of analytics and platform technologies at Zynga (ZNGA), says he wants to promote a culture in which everyone uses data to test and ultimately roll out new products, design changes, and other improvements. To that end, Rudin and his team have experimented with different kinds of tutorial sessions on using data analytics tools. Last November, they launched the first two-week session on big data and are now running courses back to back; there is a wait-list for upcoming sessions. Each two-week course consists of up to 25 employees -- product managers, customer service workers, and members of the company's infrastructure team, for example. They come in every day for two weeks, sitting in on about three hours of lectures each morning and then taking the rest of the day to work on self-selected projects. Each employee is assigned a mentor for the duration of the two weeks and is expected to work on a real company problem (such as how to use data to provide better customer service).

????Facebook has a history of data-driven decisions and running tests on real users to try out new products. The company has developed homegrown big data tools to help all sorts of employees -- not just analysts -- quickly and easily run queries on its immense data sets. HiPal, for example, is a tool that aims to make analyzing petabytes of data easy for anyone in the company. Gatekeeper is another tool that manages the hundreds of user tests Facebook runs each day and makes sure that they provide "statistically meaningful results."

????But Rudin stresses that it's not just about having the right tools -- it's about the right mindset. The company's big data bootcamp teaches employees how to conduct exploratory analysis and come up with hypotheses. It also trains them to effectively communicate and present their findings. "If we continue down the path that we're going, and I think we'll get there, then we'll have a culture where everyone feels that data is something they should be using as part of their job," says Rudin. "Everybody should be doing analysis."

????Of course, Rudin and his team are also using data to figure out how to evolve their new bootcamp -- what type of curriculum is most effective and how they can best scale the courses. While finding talented analysts is hard (not to mention expensive), putting Facebook's nearly 5,000 employees through a voluntary boot camp on crunching numbers isn't easy either. So will other companies follow suit? A two-week intensive course makes sense for Facebook's culture, where a bootcamp-style program has become a rite of passage for incoming engineers. But other companies could benefit from training employees to adopt a big data toolset -- and mindset.