????蓋洛普公司(Gallup)《2013年美國職場狀況報告》(2013 State of American Workplace Report)顯示，在美國1億全職員工當(dāng)中，積極投入現(xiàn)有工作的員工僅占三成。報告指出，工作熱情的缺失每年導(dǎo)致的生產(chǎn)力損失高達4500-5500億美元。

????那么雇主們，特別是從事多文化背景員工跨國管理的雇主，到底應(yīng)該如何應(yīng)對員工的這種倦怠情緒呢？為此，我們向最佳職場研究所（Great Place to Work Institute）首席執(zhí)行官齊娜?格曼尋求幫助，以更好地了解將公司打造成為最佳職場的秘訣。格曼在幫助雇主思考改善工作環(huán)境以及提升雇員滿意度方面尤為勝任。格曼曾在人力資源管理協(xié)會（Society for Human Resource Management）擔(dān)任過多年的首席運營官，而且她目前供職的機構(gòu)曾參與過財富100家最適宜工作的公司（Fortune's 100 Best Companies to Work For）以及最近的全球最最適宜工作的25家公司（The 25 Best Global Companies to Work For）的評選工作。

????打造“統(tǒng)一的文化”

????格曼表示，“全球各大最佳職場面臨的艱巨任務(wù)是：在充滿多種本土文化的運營環(huán)境中打造‘統(tǒng)一的職場文化’?！彼谐晒Φ臋C構(gòu)或企業(yè)都已經(jīng)掌握了打造這種文化的藝術(shù)。這些機構(gòu)在吸納人才之后就會去塑造他們的認同感，用企業(yè)的文化來同化他們。對于洋基 ( Yankees )這支歷史上最為成功的棒球隊來說，這種文化被稱之為“洋基作風(fēng)”。作為一個洋基人意味著在場下要有職業(yè)素養(yǎng)，在場上要發(fā)揮關(guān)鍵作用。全美籃球男子職業(yè)聯(lián)賽（NBA）圣安東尼奧馬刺隊（San Antonio Spurs）和美國橄欖球職業(yè)聯(lián)盟（NFL）新英格蘭愛國者隊（New England Patriots）也擁有類似的競賽運作模式。加入這些隊伍意味著接受其文化洗禮，以及接受其塑造和培養(yǎng)，從而融入整個組織體系之中。

????格曼指出，谷歌（Google，全球最適宜工作的25家公司排名第一的公司）的文化圍繞“谷歌式”這一理念展開：“不管身在何處，員工或所謂的‘谷歌人’都在兢兢業(yè)業(yè)地工作。他們都知道，“谷歌式”文化就是要做到獨一無二，忠于自我，具有合作精神而且能夠與比自己更有才干的人和睦相處?！贝蛟臁敖y(tǒng)一的職場文化”還包括制定每名員工都為之努力奮斗的個人目標(biāo)。

????聯(lián)邦快遞（FedEx，排名第20位）會向在客服方面表現(xiàn)突出的25位員工頒發(fā)Purple Promise Rewards獎。公司在頒獎儀式上將授予這25名員工胸針和獎品。格曼說：“The Purple Promise代表了聯(lián)邦快遞的愿景和策略，然而更為重要的是，它代表了每一位雇員的承諾，即一如既往地提供卓越的客戶體驗?！?/p>

????According to Gallup's 2013 State of American Workplace Report, only 30% of the 100 million American workers who work full-time are actively engaged in their work. This lack of engagement can lead to lost productivity to the tune of $450 billion to $550 billion annually, the report states.

????How can employers, especially those managing workers in multiple countries and cultures, combat the ennui? We asked China Gorman, CEO of the Great Place to Work Institute to help us understand, well, what makes a company a great place to work. Gorman is especially qualified to help employers think about improving their workplaces and bolstering employee satisfaction. Gorman spent many years as the chief operating officer of the Society for Human Resource Management, and her current organization helps produce Fortune's 100 Best Companies to Work For, and more recently, The 25 Best Global Companies to Work For.

????Creating "one culture"

????"The world's best workplaces face the daunting task of creating 'one workplace culture' from the myriad of local cultures in which they operate," Gorman says. All successful organizations or companies have mastered the art of creating this culture. These organizations take in talented people, mold their identities, and assimilate them into their organization's way of life. For the Yankees, the most successful baseball franchise in history, it's called the "Yankee Way." To be a Yankee means to be professional off the field and clutch on it. Similar sports models include the San Antonio Spurs in the NBA and the New England Patriots in the NFL. To be a part of these teams is to be welcomed into their culture, shaped and enhanced to fit into the larger framework of the organization.

????At Google (GOOG) (No. 1 on the 25 Best Global Companies ranking), Gorman says culture is the idea of being "Googley": "No matter where in the world, employees, or 'Googlers' as they are called, work. They universally understand that to be 'Googley' is to be unique, true to yourself, collaborative, and comfortable being around people that may be smarter than you." Creating "one workplace culture" also extends to setting individual goals, toward which every member strives to achieve.

????At FedEx (FDX) (No. 20), Purple Promise Rewards are handed out to 25 FedEx employees who go above and beyond in providing customer service. At a ceremony, the 25 employees are recognized with a lapel pin and trophy. "The Purple Promise encompasses FedEx's vision and strategy, but is, more importantly, the promise from every employee that they will consistently deliver an outstanding customer experience," Gorman says.