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為了編制這份榜單和類似的其他榜單，我們卓越職場研究所（Great Place to Work）每年要調(diào)查來自50多個(gè)國家的幾百萬名員工，了解是什么讓他們熱愛自己的工作，雇主又是如何營造堪稱典范的工作環(huán)境。我們還會(huì)開展文化審查，研究各家公司的福利和人文關(guān)懷項(xiàng)目，例如健康保險(xiǎn)、培訓(xùn)和發(fā)展、獎(jiǎng)金、帶薪休假、退休計(jì)劃和慈善事業(yè)等。我們要確保那些上榜公司對(duì)所有人而言都是卓越職場，機(jī)構(gòu)中的任何群體在我們的調(diào)查中都愿意給出高分。

1998年起，我們與《財(cái)富》雜志合作，編制了一年一度的“最適宜工作的100家公司榜單”。二十年來，關(guān)于適合所有人的卓越職場中員工的工作體驗(yàn)，以及領(lǐng)導(dǎo)者如何打造這類公司的經(jīng)驗(yàn)，我們積累了大量數(shù)據(jù)。從中我們發(fā)現(xiàn)，那些職場之所以卓越，并不是因?yàn)樗鼈兊母＠麅H有特定行業(yè)才能提供，或是僅限于公有或私有機(jī)構(gòu)、大公司或小公司。相反，一般來說，適合所有人的卓越職場是那些員工互相信任、互相欣賞，并以自己的工作為豪的地方。

二十多年前，我們著手研究時(shí)的目標(biāo)，是了解并表彰那些被員工認(rèn)為“卓越”的工作經(jīng)歷類型。而在分析的過程中，我們甚至有了更具影響力的發(fā)現(xiàn)。員工認(rèn)為卓越職場的特質(zhì)——信賴、自豪、友愛——也會(huì)提高公司的業(yè)績。我們的研究顯示，《財(cái)富》最適宜工作的100家公司榜單中，上市公司股票的市場回報(bào)要比主要股指的平均水平高出兩到三倍。在收入增長、員工保留度、生產(chǎn)力、創(chuàng)新力、韌性、靈敏度、客戶服務(wù)、員工敬業(yè)度等多項(xiàng)指標(biāo)上，卓越職場都要優(yōu)于競爭對(duì)手。

全新的評(píng)判機(jī)制

從那時(shí)起到現(xiàn)在，我們的評(píng)判方法基本沒有過改動(dòng)，然而，原來的公式只注重信賴、自豪和友愛程度，現(xiàn)在無法適應(yīng)時(shí)代了。人們經(jīng)營和工作的方式已經(jīng)變了。我們意識(shí)到自己需要重新發(fā)掘其中的奧秘——適合所有人的卓越職場怎樣將機(jī)構(gòu)文化作為成功的關(guān)鍵要素。所以，我們?cè)谥谱鹘衲甑呐琶麜r(shí)增加了一些新指標(biāo)，借以更準(zhǔn)確地了解卓越的職場文化將如何轉(zhuǎn)化為增長率，塑造出杰出的企業(yè)。

一些基礎(chǔ)的商業(yè)知識(shí)經(jīng)歷了幾十年，在當(dāng)今依舊是金科玉律。一家成功的公司必須擁有健全的商業(yè)模式，明智地選擇策略，精明地做好財(cái)務(wù)管理。但這些商學(xué)院教導(dǎo)的基礎(chǔ)知識(shí)已經(jīng)不夠用了。商業(yè)領(lǐng)袖通往成功的道路在不斷發(fā)展。事物的變化越來越快，信息傳播的速度和透明度都更勝從前，科技讓所有消費(fèi)者和員工的聲音都能傳遍全球。這些都是我們這個(gè)時(shí)代獨(dú)特的挑戰(zhàn)。而最好的領(lǐng)袖正在做出回應(yīng)。

在商業(yè)的新前沿，成功的要素是什么呢？適合所有人的卓越職場如今有六項(xiàng)評(píng)估指標(biāo)：價(jià)值觀、創(chuàng)新力、財(cái)務(wù)增長、領(lǐng)導(dǎo)效率、員工潛能最大化程度和信賴度。商業(yè)成功的關(guān)鍵是最大化人的潛能，再通過領(lǐng)導(dǎo)的效率、價(jià)值觀和信賴度來實(shí)現(xiàn)。有了這些要素，創(chuàng)新和財(cái)務(wù)增長也就隨之而來。為了確定今年《財(cái)富》最適宜工作的100家公司榜單，我們仔細(xì)審閱了對(duì)每家公司的員工調(diào)查和文化審查情況，對(duì)這六項(xiàng)指標(biāo)進(jìn)行了打分。

全新評(píng)估方法的重點(diǎn)是員工潛力的最大化程度：如今，我們?cè)u(píng)估了公司在為所有員工持續(xù)營造積極體驗(yàn)上的表現(xiàn)，無論這些員工是誰，他們?cè)诠境袚?dān)什么工作。我們希望借此反映當(dāng)今全球的現(xiàn)實(shí)，表彰那些起到帶頭作用的包容性機(jī)構(gòu)，并向他們學(xué)習(xí)。這不是出于道德考慮，而是由于商業(yè)原因。我們最新的研究表明，那些在 “適合所有人”的新標(biāo)準(zhǔn)上得分最高的公司，收入的增長率比那些包容性不那么強(qiáng)的競爭對(duì)手快三倍。換言之，如果信賴是卓越職場取得優(yōu)秀業(yè)績的燃料，那“適合所有人”就是它的加速劑。

另一項(xiàng)研究中我們發(fā)現(xiàn)，比起僅考慮信賴、自豪和友愛程度的舊機(jī)制下得分最高的機(jī)構(gòu)，在“適合所有人”的新機(jī)制下得分最高的機(jī)構(gòu)的收入增長速度要快10%?！斑m合所有人”的機(jī)構(gòu)趕在了發(fā)展的最前列，這是情有可原的。因?yàn)樵诋?dāng)今時(shí)代，商業(yè)的成功依賴于發(fā)掘員工的所有潛力。在重視互聯(lián)互通、創(chuàng)新和諸如激情、品格與合作等人文素質(zhì)的經(jīng)濟(jì)中，每位員工都很重要。結(jié)果就是，在新興經(jīng)濟(jì)體中，卓越職場的表現(xiàn)會(huì)更好，而且要好得多。他們必須如此。他們不得不采用新的工作方式，新的處事方法，營造適合每個(gè)人優(yōu)秀文化，無論他們是誰，在公司中承擔(dān)什么工作。為了在未來生存和發(fā)展，這些機(jī)構(gòu)必須打造適合所有人的卓越職場。

To create this list and others like it, each year, we at Great Place to Work survey millions of employees in more than 50 countries to glean their insights on what makes them love the work they do, and to learn how their employers have created an exemplary work environment. We also conduct a culture audit to review each company’s benefits and people programs, such as health insurance, training and development, compensation, paid time off, retirement plans, and philanthropic efforts. For a company to be one of the best, we ensure that it must be a Great Place to Work for All—that every demographic group in an organization has consistently high scores on our survey.

Since 1998, we’ve partnered with Fortune to compile its annual list of the 100 Best Companies to Work For. Over the past two decades, this has amounted to a trove of data on what employees experience when their company is a Great Place to Work for All—and how leaders can build one. We have learned great workplaces are not created through a particular set of benefits that are unique to a particular industry, limited to public or private organizations, or the advantages of large or small organizations. Instead, universally, a Great Place to Work for All is one where employees trust the people they work with, have pride in the work they do, and enjoy the people they work with.

When we started our research more than 20 years ago, our goal was to understand and celebrate what type of work experience was considered “great” by employees. In the process of that analysis, we discovered something even more powerful. The same qualities employees report make a great workplace—trust, pride, and camaraderie—also fuel business performance. Our research shows that the publicly-held companies that appear on the Fortune 100 Best Companies list have delivered stock market returns two to three times greater than major stock indices. Compared to their competitors, great workplaces win when it comes to revenue growth, employee retention, productivity, innovation, resilience, agility, customer service, employee engagement, and more.

Our New Methodology

Until now, our methodology has remained relatively unchanged, but the original formula of only focusing on trust, pride, and camaraderie doesn’t work anymore. The way we do business—and work—has changed. And we realized that we needed to re-discover the magic—how each Great Place to Work For All uses its organizational culture as a key ingredient for success. So for this year’s ranking, we’ve added a few new metrics to help us take a more accurate reading of how a company’s great workplace culture translates to its growth and corporate excellence.

Some business basics remain as true today as they have for decades. A successful company must have a sound business model, a smart strategy, and savvy financial management. But these fundamentals of a business school education are no longer sufficient. Business leaders’ paths to success are quickly evolving. Changes happen faster, information moves rapidly with more transparency than ever before, and technology gives any customer or employee the power to be heard worldwide in an instant. These are the unique challenges of our times. And the best leaders are responding.

So what’s needed to succeed in the new business frontier? A Great Place to Work For All has six components we now measure: Values, Innovation, Financial Growth, Leadership Effectiveness, Maximizing Human Potential, and Trust. The key to business success is maximizing human potential, accomplished through leadership effectiveness, values, and trust. Get those pieces right, and you will see innovation and financial growth. To determine the rankings for this year’s list of the Fortune 100 Best Companies to Work For, we scored each company on these six components after reviewing their employee surveys and culture audit.

Central to our new approach is Maximizing Human Potential: we now assess how well companies create a consistently positive experience for all employees, no matter who they are or what they do for the organization. We did this to reflect the reality of the world today, and to recognize and learn from the inclusive organizations that are setting the pace. Not just for moral reasons, but for business reasons. Our most recent research shows companies that rate most highly according to our new “For All” standard grow revenue three times faster than their less-inclusive rivals. In other words, while trust fuels business performance at great workplaces, “For All” accelerates it.

In a separate study, we found the organizations scoring highest using our new “For All” methodology grew their revenue about 10 percent faster over the same period than the companies that scored best according to our old methodology, which simply measured average levels of Trust, Pride, and Camaraderie. It makes sense that “For All” organizations race ahead. Because now, business success relies on developing all your human potential. Every employee matters in an economy that is about connectivity, innovation, and human qualities like passion, character, and collaboration. The upshot is, in the emerging economy, the Best Workplaces can do better–much better. And they must. They have to work in new ways and with new behaviors to create an outstanding culture for everyone, no matter who they are or what they do for the organization. The same is true for all organizations. To survive and thrive in the future, organizations have to build Great Places to Work For All.

新的榜單冠軍

將這種“適合所有人”的評(píng)判機(jī)制應(yīng)用到《財(cái)富》最適宜工作的100家公司榜單上，也就導(dǎo)致了各公司的排名變化。由于Salesforce努力為所有人營造優(yōu)秀的工作環(huán)境，致力于慈善事業(yè)（例如，員工每年可以獲得56個(gè)小時(shí)的帶薪志愿活動(dòng)時(shí)間），在全球營造具有凝聚力的文化（在這份榜單之外，該公司也登上了我們制作的澳大利亞、印度、愛爾蘭、日本、新加坡和英國最適宜工作的公司榜單），該公司七年來第一次占據(jù)榜首。

Salesforce的董事長和首席執(zhí)行官馬克·貝尼奧夫表示：“我們價(jià)值觀中的重點(diǎn)——信賴、成長、創(chuàng)新和平等——以及我們的行動(dòng)，營造了家庭般的文化。這種文化是我們的一切行為——包括慈善、工作場所、活動(dòng)、產(chǎn)品和在線學(xué)習(xí)平臺(tái)Trailhead——的核心?！?

Workday（榜單排名第7）的共同創(chuàng)始人和首席執(zhí)行官安尼爾·布斯里，是上榜公司中“適合所有人”的領(lǐng)導(dǎo)者中的最佳榜樣。他請(qǐng)我們查詢?nèi)驍?shù)據(jù)庫，并根據(jù)這種新評(píng)判機(jī)制下全球排名前10%的優(yōu)秀領(lǐng)袖設(shè)立一個(gè)標(biāo)準(zhǔn)。他并非想了解內(nèi)部排名，而是要用這個(gè)極高的門檻來評(píng)估他的領(lǐng)導(dǎo)者，并獎(jiǎng)勵(lì)那些超過了這一頂級(jí)水準(zhǔn)的人。沒有獲獎(jiǎng)的領(lǐng)導(dǎo)者的反應(yīng)則令人驚訝：他們當(dāng)場站起來，為這些得到認(rèn)可的人鼓掌慶賀?，F(xiàn)在，這里是適合所有人的卓越職場了。

文化潮流正在涌動(dòng)

借助社交媒體，更多不同背景的人開始大聲發(fā)表自己的意見，并得到了人們的傾聽。千禧一代是美國勞動(dòng)人口中占比最大的一部分，他們希望雇主展現(xiàn)出決心、公平，并提供職業(yè)發(fā)展路徑。女性員工與來自各種人種與民族團(tuán)體的人士也發(fā)出了自己的聲音，分享了他們經(jīng)歷的職場歧視，要求被公平對(duì)待。#MeToo行動(dòng)就曝光了一批人力資源政策失敗的公司，帶來了立竿見影的變化，隨著越來越多的女性要求公平，呼吁薪酬平等的聲音變得更加強(qiáng)大。

這些變化意味著公司在打造人人歡迎的文化上，必須達(dá)到更高的標(biāo)準(zhǔn)。例如，我們的研究顯示，那些感覺自己無法與領(lǐng)導(dǎo)展開坦率交流的女性員工，工作體驗(yàn)可能會(huì)下降，跳槽可能性會(huì)增加。另一方面，千禧一代的員工如果認(rèn)為自己的公司是個(gè)很棒的工作場所，他們計(jì)劃留下并據(jù)此長期規(guī)劃的可能性是那些不這么認(rèn)為的員工的20倍。

去年，高管們提出了“首席執(zhí)行官多元與包容行動(dòng)”（CEO Action for Diversity & Inclusion），來自埃森哲（Accenture）、波士頓咨詢公司（BCG）、德勤美國（Deloitte US）、高管領(lǐng)導(dǎo)委員會(huì)（The Executive Leadership Council）、安永（EY）、泛大西洋集團(tuán)（General Atlantic）、畢馬威（KPMG）、紐約人壽保險(xiǎn)（New York Life）、寶潔（P&G）和普華永道（PwC）的首席執(zhí)行官和領(lǐng)導(dǎo)者還組建了關(guān)于該行動(dòng)指導(dǎo)委員會(huì)。我們要為委員會(huì)中上榜公司的高管們喝彩，他們分別是：普華永道美國區(qū)總裁和高級(jí)合伙人蒂姆·瑞恩、埃森哲北美區(qū)首席執(zhí)行官朱莉·斯威特、德勤首席執(zhí)行官凱茜·恩格波特、波士頓咨詢公司北美區(qū)董事長喬·戴維斯、安永美國區(qū)董事長和美洲管理合伙人小史蒂芬·豪，以及畢馬威美國區(qū)董事長和首席執(zhí)行官林恩·道泰。

毫無疑問，上榜的優(yōu)勝者都是推進(jìn)職場平等的先鋒。因此，我們將在2018年3月7日至9日舊金山舉辦的“適合所有人的卓越職場”年度峰會(huì)上表彰這些公司的女性高管。獲獎(jiǎng)?wù)甙ㄟ_(dá)美航空（Delta Air Lines，今年榜單第98位）的首席人力資源官喬安妮·史密斯。她通過推動(dòng)公司簽署白宮同工同酬承諾（White House Equal Pay Pledge，這份承諾鼓勵(lì)美國公司采取措施促進(jìn)男女薪酬平等），讓達(dá)美航空的工作環(huán)境更具包容性。還有美國運(yùn)通（American Express，今年榜單第23位）的副總裁和銷售總經(jīng)理莫妮卡·辛格。她的業(yè)績創(chuàng)造了歷史紀(jì)錄，帶領(lǐng)的小組中，員工對(duì)于工作體驗(yàn)給出了頂級(jí)的評(píng)價(jià)。另外還包括馬里奧特國際（Marriott International，今年榜單第35位）的首席商務(wù)官史蒂芬妮·林納茨，她負(fù)責(zé)了這家宴會(huì)公司營銷、數(shù)字技術(shù)和品牌管理部門的轉(zhuǎn)型工作。在我們表彰上榜公司的多位女性領(lǐng)導(dǎo)者時(shí)，歡迎讀者們加入到我們和《財(cái)富》編輯的隊(duì)伍中一起喝彩。

首席執(zhí)行官要成為社會(huì)活動(dòng)家

我們看到，如今有越來越多的商界領(lǐng)袖涉足社會(huì)和政治問題。由于之前所述的千禧一代社會(huì)意識(shí)強(qiáng)烈，如今的首席執(zhí)行官意識(shí)到了發(fā)聲的重要性，尤其是在這個(gè)時(shí)代，許多政府領(lǐng)導(dǎo)人缺乏道德權(quán)威，公眾對(duì)美國企業(yè)的信任度不足。在這個(gè)競爭激烈的勞動(dòng)力市場，領(lǐng)導(dǎo)者需要表明自己的公司是良好的世界公民，借以吸引最優(yōu)秀的人才。

有一句俗語叫“改變始于上層”，但這并不完全準(zhǔn)確。即使你不是商業(yè)領(lǐng)袖，也可以在文化轉(zhuǎn)型的浪潮中起到積極的作用。無論你是首席執(zhí)行官、中層領(lǐng)導(dǎo)還是小時(shí)工，我們都邀請(qǐng)你幫助公司成為適合所有人的卓越職場。我們堅(jiān)信，這對(duì)于公司、員工，乃至于世界都大有裨益。為此，我們甚至更新了自己的使命：幫助各機(jī)構(gòu)成為適合所有人的卓越職場，從而構(gòu)造一個(gè)更美好的世界。我們還設(shè)立了實(shí)現(xiàn)目標(biāo)的最后期限，希望在2030年之前幫助全球的每一家公司做到這一點(diǎn)。加入到我們的使命中來吧！無論激勵(lì)你前進(jìn)的是什么，我們殊途同歸。

本文作者邁克爾·C·布什和莎拉·路易斯-庫林是卓越職場研究所的首席執(zhí)行官和副總裁。該公司是《財(cái)富》最適宜工作的100家公司年度榜單和其他優(yōu)秀職場榜單的長期合作研究伙伴。卓越職場研究所也在六大洲的超過50個(gè)國家為企業(yè)、非營利機(jī)構(gòu)和政府機(jī)構(gòu)提供高管顧問和文化咨詢服務(wù)。（財(cái)富中文網(wǎng)）

本文源自將于2018年3月由貝雷特-科勒出版社（Berrett-Koehler Publishers）出版的作品《適合所有人的卓越職場》（A Great Place to Work For All）。本文的縮減版將登載于《財(cái)富》2018年3月1日刊。

A New No. 1

Applying this new “For All” methodology to the Fortune 100 Best Companies list has produced somewhat different results in the rankings. For the first time in 7 years, there’s a new No. 1. Salesforce tops this year’s list, thanks to its efforts to create a Great Place to Work For All, its commitment to philanthropy (employees get paid 56 hours per year to volunteer, for example), and for creating a globally-cohesive culture (in addition to this list, it also ranks on each of our national best workplaces lists in Australia, India, Ireland, Japan, Singapore, and the U.K.)

“The intersection of our values—trust, growth, innovation, and equality—and our actions creates our Ohana culture,” said Marc Benioff, Chairman and CEO, Salesforce. “This culture of family is at the core of everything we do—including our philanthropy, spaces, events, products and Trailhead, our online learning platform.”

The best example of “For All” leadership among our list companies was demonstrated at Workday (No. 7) by co-founder & CEO Aneel Bhusri, who asked us to query our global database to establish a benchmark based on the top 10 percent of the best leaders in the world using our new methodology. Rather than a relative internal ranking, he used this extremely high bar to assess his leaders and then he gave awards to those who surpassed this Olympic-like benchmark. Most amazing was the response of the leaders in the room who did not receive an award: They gave the recognized leaders an impromptu standing ovation. Now that’s a Great Place to Work for All.

The Cultural Tides Are Turning

Thanks to social media, more people of diverse backgrounds are speaking up and being heard. The millennial generation, which represents the largest segment of the U.S. workforce, expects their employers to provide purpose, balance, and career development. Female employees, as well as those from different racial and ethnic groups, are also speaking up, sharing workplace injustices, and demanding equality. The #MeToo movement has shined a spotlight on companies’ failed HR policies, resulting in immediate changes, and the call for pay equality gets stronger and louder every day as more women demand fairness.

All these changes mean companies must clear a higher bar in creating cultures that are welcoming to everyone. Our research, for example, shows female employees who don’t feel they can have honest conversations with leaders have a lower overall workplace experience, and are more likely to jump ship. And, on the flip side, among millennial employees, those who experience their company as a great workplace are 20 times more likely to plan a long-term future there than those who do not.

Also this past year, the CEO Action for Diversity & Inclusion was collectively formed and is led by a steering committee of CEOs and leaders from Accenture, BCG, Deloitte US, The Executive Leadership Council, EY, General Atlantic, KPMG, New York Life, P&Gand PwC. We’d like to applaud the steering committee’s 100 Best CEO’s: Tim Ryan, US Chairman & Senior Partner, PwC; Julie Sweet, Chief Executive Officer, North America, Accenture; Cathy Engelbert, Chief Executive Officer, Deloitte; Joe Davis, Chairman, North America, The Boston Consulting Group; Stephen Howe, JR. US Chairman and Americas Managing Partner, EY; and Lynne Doughtie, U.S. Chairman & Chief Executive Officer, KPMG LLP.

It should come as no surprise that the winners of the Fortune 100 Best Companies list are leading the march toward workplace equality. As such, we will be honoring their top women leaders at the annual Great Place to Work For All Summit in San Francisco from March 7 to 9, 2018. The honorees will include Joanne Smith, the Chief Human Resources Officer for Delta Air Lines (No. 98 on this year’s list), for helping the airline to build a more inclusive workplace by pushing it to commit to the White House Equal Pay Pledge, which encourages U.S. companies to take action to advance equal pay among men and women. Monica Singh, Vice President and General Manager of Sales and Marketing at American Express (No. 23), will be rewarded for achieving record business results while being recognized as best in class for her group’s employee experience, and Stephanie Linnartz, Chief Commercial Officer at Marriott International(No. 35) will be recognized for overseeing the transformation of the hospitality company’s marketing, digital technology, and brand management divisions. Join us and the editors of Fortune as we recognize dozens of women leaders of the 100 Best Companies.

The CEO as Social Activist

More and more, we’re seeing business leaders take a stance on social and political issues. Thanks to the aforementioned socially-aware millennial workforce, today’s CEOs realize the importance of having a voice, especially in an age in which many government leaders have squandered their moral authority and public trust in corporate America is low. And in this very competitive labor market, leaders need to show that their companies are good global citizens as a means to attract the best talent.

The adage that “change begins from the top” isn’t entirely true. Even if you’re not a business leader, you can still take an active part in a cultural transformation. Whether you’re a CEO, a mid-level manager, or an hourly employee, we invite you to help make your company a great workplace for everyone. We’re so convinced that it’s better for business, better for people, and better for the world that we’ve even updated our mission: to build a better world by helping organizations become Great Places to Work For All. And we’ve set a deadline for achieving it: we want every organization across the globe to be a Great Place to Work For All by 2030. Join us in our mission. No matter what spurs you on, the way forward is the same.

Michael C. Bush and Sarah Lewis-Kulin are CEO and vice president, ?respectively, at Great Place to Work, the longtime research partner for the annual list of the Fortune 100 Best Companies to Work For, and other best workplaces lists. Great Place to Work also provides executive advisory and culture consulting services to businesses, nonprofits, and government agencies in more than 50 countries on six continents.

This article was adapted from A Great Place to Work For All, coming March 2018 by Berrett-Koehler Publishers. A shorter version appears in the March 1, 2018 issue of Fortune.