員工愛崗敬業(yè)，公司日進(jìn)斗金
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????具有吸引力的企業(yè)文化不僅有望使公司入選《財(cái)富》雜志100家最佳雇主（Fortune's 100 Best Companies to Work For）榜單，還是一筆極具競爭力的資產(chǎn)。蓋洛普公司（Gallup）2009年的一項(xiàng)研究發(fā)現(xiàn)，員工敬業(yè)度排名前十位的公司，其每股收益率約是得分較低公司的四倍。然而，創(chuàng)造能夠吸引和留住員工的工作環(huán)境卻并非易事，尤其是這種投資的回報(bào)并不總是顯而易見。安?羅德斯認(rèn)為，公司必須將價(jià)值觀直接融入到經(jīng)營計(jì)劃當(dāng)中。她曾分別在美國捷藍(lán)航空公司（JetBlue Airways）與西南航空公司（Southwest Airlines）擔(dān)任首席人力資源官，目前在經(jīng)營一家名為People Ink的咨詢公司，其客戶包括瞻博網(wǎng)絡(luò)（Juniper Networks）與大通銀行（Chase）零售銀行業(yè)務(wù)部。如何創(chuàng)建強(qiáng)大的公司文化？羅德斯提出了下列建議。 踐行公司價(jià)值觀 ????在捷藍(lán)航空，有一個(gè)重要的價(jià)值觀——誠信。幾年前，由于冰暴襲擊，跑道結(jié)冰，多架飛機(jī)滯留機(jī)場數(shù)小時(shí)。我們非常清楚，這是我們的工作失誤，因此主動(dòng)承擔(dān)了責(zé)任。為了解決此次事故，我們損失了大量資金。但如果我們?cè)诿襟w前推諉責(zé)任，而公司的墻上卻還標(biāo)榜誠信是我們的價(jià)值觀，這會(huì)給員工傳遞什么樣的信號(hào)？要明確自己希望其他人堅(jiān)守的價(jià)值觀與行為方式。不要只是把它們掛在墻上，而要記在心里，隨時(shí)在公司各個(gè)層面踐行這種價(jià)值觀。 扼殺一切不良苗頭 ????如果新員工第一天上班，有人告訴他，我們的行事原則如何如何，結(jié)果卻有一半的人做不到。在這種情況下，他們又怎么會(huì)信任公司的文化？如果有人無法融入公司，不必猶豫，還是讓他卷鋪蓋走人吧。在西南航空公司，IT部門錄用了一位專業(yè)素質(zhì)極其出色的技術(shù)人員。入職30天后，他便來找我抱怨：“這地方真讓我無法忍受。所有人都相處得那么融洽——他們?cè)诖髲d里暢所欲言。可我只想回到自己的工位，埋頭干活?！蔽医o他的建議是，馬上更新自己的簡歷，另謀高就。 招聘以價(jià)值為核心 ????我們有一個(gè)合作伙伴，是美國規(guī)模最大的醫(yī)療機(jī)構(gòu)之一。開始合作時(shí)，我們調(diào)查了這家機(jī)構(gòu)的病患輸送人員?；颊叩结t(yī)院首先見到的便是他們，他們負(fù)責(zé)把患者抬上擔(dān)架或輪椅。我們對(duì)其中的一些優(yōu)秀員工進(jìn)行了分析，總結(jié)了他們脫穎而出的原因所在，比如他們寧可丟掉工作也要堅(jiān)持說真話。之后，我們便開始在面試中提出一些有針對(duì)性的問題，確定求職者是否具備這些優(yōu)秀員工們的素質(zhì)。自從實(shí)行這種招聘方法，該公司的人員流動(dòng)率從兩位數(shù)直接下降到了個(gè)位數(shù)。 ????翻譯：劉進(jìn)龍/汪皓 |
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????Having an attractive corporate culture will do more than just land you on Fortune's 100 Best Companies to Work For list. It's also a competitive asset. A 2009 study by Gallup found that companies in the top decile for employee engagement boosted earnings per share at nearly four times the rate of companies with lower scores. But growing an environment that attracts and keeps employees is tough, especially because the return on investment is not always clear. Companies must build their values directly into their business plan, says Ann Rhoades, the former chief people officer at JetBlue Airways and Southwest Airlines. She now runs consultancy People Ink and works with the likes of Juniper Networks and Chase's retail banking division. Here are her tips on creating a strong culture in your company. Live what you preach ????One of the big values at JetBlue (JBLU) is integrity. A few years ago we had issues with planes sitting on the runway for hours. We were very clear it was our mistake and took ownership. It cost us a great deal of money to fix. But if we had gone to the press and blamed everyone else and we had integrity as a value on our wall, what would that have signaled to our people? Be specific about the values and behaviors you expect from people. Don't just put them up on a wall. Live and breathe them at all levels. Don't let bad seeds germinate ????If employees show up the first day and are told that people will behave a certain way and only half do, they're not going to believe in the culture. Don't be afraid to let someone go if he doesn't fit in. At Southwest (LUV) we hired someone in the IT department with great technical expertise. He came to see me 30 days into the job and said, "I can't stand it here. People are friendly -- they want to talk in the hall. I just want to get to my cube and do the job." My recommendation to him was that he start updating his résumé. Hire around values ????When we began working with one of the country's largest health care systems, we took a look at its transporters. They're the ones you first meet when you come to a hospital, the people who take you in on a stretcher or wheelchair. We analyzed the A players to figure out what set them apart, such as their willingness to risk their job by telling the truth. We started asking interview questions to see whether a potential hire had those A player qualities. Once we began hiring to those behaviors, we cut turnover from high double digits to single digits. |
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