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得益于T-Mobile的幫助，伊凡·貝爾特恩在紐約生活得不錯。

貝爾特恩是美國電信服務(wù)商T-Mobile在時代廣場旗艦店的總經(jīng)理，這家門店是公司全國最知名的幾家零售店之一。

貝爾特恩出生于墨西哥城，在堪薩斯州威奇托城外長大，他一直夢想著能到紐約市生活。大概16年前，他在威奇托T-Mobile的一個呼叫中心工作，當時他決定要搬去“大蘋果”（紐約市的別稱——編注）。 T-Mobile公司把他轉(zhuǎn)崗到紐約的一家零售店，讓他實現(xiàn)了這個夢想。從此之后他一路晉升，最終在差不多三年前，擔(dān)任這家旗艦店的總經(jīng)理。貝爾特恩沒有人力部門想要的那種主管經(jīng)驗，“但是，”他說，“我有對公司品牌的熱情與摯愛?！?

這家不走尋常路的電信公司給了他一個機會——這是個明智的決定。T-Mobile以把手機業(yè)務(wù)和公司文化結(jié)合起來而聞名，如今，貝爾特恩和他80人的團隊經(jīng)常在這個4000平方英尺的場地里舉行公共活動，比如最近的LGTBQ驕傲集會。

貝爾特恩說，他很感激T-Mobile公司決定把他安排在全美最大城市的活動中心。

“對我而言，我是在為一家真正重視員工價值的公司工作?！必悹柼囟髡f，“這是一家愿意冒險的公司?！?

貝爾特恩并不是唯一一個對公司心懷感激的T-Mobile員工。該公司成功當選2018年紐約最佳雇主之一。我所在的組織——研究和公眾分析公司卓越職場剛剛和《財富》雜志共同公布了這一名單。該名單基于各公司雇員對卓越職場的“信任指數(shù)”員工參與度調(diào)查的回答，評出了紐約州及紐約大都會區(qū)的最佳雇主名單。

卓越職場通過評估雇員的經(jīng)歷，表彰那些在各類人群和工作層級都展現(xiàn)出高度信任文化的公司。我們把這些單位稱為“適合所有人的好公司”，我們的研究表明，這類公司更有利于公司業(yè)務(wù)和員工的發(fā)展，也更有利于世界的發(fā)展。比如說，和包容性沒那么強的公司比，“適合所有人的好公司”的收入是前者的三倍。

要想成為紐約的最佳雇主，關(guān)鍵在于公司領(lǐng)導(dǎo)要樂于傾聽本地員工的聲音，因為紐約人可是以直言不諱而著名。

“紐約人毫不羞怯?！盩-Mobile公司的零售渠道執(zhí)行副總裁喬恩·福萊爾說?！叭绻袉栴}，他們會告訴你的。”

福萊爾還說，公司會定期安排紐約及全國的管理層和雇員開會。會議上，福萊爾和公司其他領(lǐng)導(dǎo)會傾聽大家的意見，當場據(jù)此調(diào)整政策、做出回應(yīng)，或者在24小時內(nèi)作出決定?！斑@樣團隊能充滿活力?！备ＨR爾說，“這能讓大家明白，‘這個公司不是一個僵化的公司，和我說話的人也不是穿著西裝革履的臉譜。’”

看重員工的熱情是T-Mobile在顧客服務(wù)領(lǐng)域打敗競爭對手的戰(zhàn)略之一。福萊爾總說，T-Mobile只有兩種雇員，“一種是為顧客服務(wù)的，另一種是為服務(wù)顧客的人服務(wù)的?！惫驹谌ツ甑拇笠?guī)模全國招人季里，專門尋找熱情有活力的求職者。去年一年，T-Mobile新開了1500家門店，招收了1萬名新員工，年收入增長8.3%，達到406億美元。

公司的服務(wù)導(dǎo)向戰(zhàn)略似乎成功了。最近Tom’s Guide研究公司的報告表明，T-Mobile在顧客服務(wù)上僅次于威瑞森，排名第二。而J.D. Power今年的研究表明，T-Mobile的顧客滿意度在所有全方位無線網(wǎng)絡(luò)供應(yīng)商中獨占鰲頭。

福萊爾認為，T-Mobile成功的一大原因是公司能夠尊重每一個員工的獨立人格?！拔覀兏嬖V大家：‘我們希望你能做自己?！彼f，“我們認為，人們只有在做自己的時候，工作才能做得最好?！?

從公司高層就開始踐行“做自己”這條金科玉律。T-Mobile的CEO約翰·雷格里打破了傳統(tǒng)CEO溫文爾雅的形象，他會毫不留情地攻擊競爭對手，會把公司領(lǐng)導(dǎo)層召開的季度營收會議向全部員工保持透明，還會主持每周一次的廚藝展示活動。

T-Mobile把自己打造成時髦的“去運營商化”（“un-carrier”）公司，也需要在多元化這個主題上保持堅定立場。公司今年超級碗的廣告令人側(cè)目，廣告使用了不同種族的嬰兒照片，畫外音展示了公司堅定維護文化包容的立場：“可能有些人看到了你的不同之處，而且被嚇到了。但是你不可阻擋?！?

貝爾特恩認為自己的例子證明了公司不只是說說而已。他在轉(zhuǎn)崗紐約這件事上得到了公司的大力支持，而且上級多年來一直鼓勵他支持他，一路從副經(jīng)理晉升到店鋪經(jīng)理再到地區(qū)經(jīng)理。出人意料的是，公司冒險任命他擔(dān)任旗艦店經(jīng)理這一重要職位。這不僅意味著他將在公司全國六家旗艦店之一擔(dān)任重要的領(lǐng)導(dǎo)崗位，還意味著他要管的人數(shù)翻了一番。

貝爾特恩打理的商店一部分用作零售，一部分是展廳。當然要主推產(chǎn)品，但此外它還有總面積達4000平方英尺的大屏幕和自拍站這類互動式展示區(qū)，進店的客戶可以通過自拍站把自己的形象投放在時代廣場上。這個店鋪還是舉辦“軍人星期一”（“Military Mondays”）等活動的場地，T-Mobile利用該活動吸引退伍老兵，推廣公司專門為退伍軍人及其家人量身打造的服務(wù)產(chǎn)品。

讓貝爾特恩置身于這些浮華與光鮮的中心正合適。他學(xué)過三年表演，參演過紐約獨立電影，還有可能會慢慢回歸演藝圈。

但目前，他在紐約的演藝事業(yè)就是這個商店。他說自己最自豪的時刻是和團隊一起在2016年1月打開商店大門的那一刻。

這和百老匯的首演之夜并無二致?！澳莻€時刻非常特別，因為我可以看到人們在背后付出的無數(shù)心血。”貝爾特恩回憶道，“這些記憶我將永遠銘記于心。”（財富中文網(wǎng)）

艾德·弗豪恩海姆是卓越職場的資深內(nèi)容主管，《財富》雜志長期和卓越職場合作研究評選最佳雇主名單，其中包括適合千禧一代最佳雇主清單。艾德也是《適合所有人的好公司》的合著者。

譯者：Agatha

Start spreading the news: Ivan Beltran is making it in New York, thanks to some help from T-Mobile.

Beltran is the general manager of T-Mobile’s “Signature Store” in Times Square, one of the most prominent retail locations for the mobile carrier nationwide.

Beltran was born in Mexico City, grew up outside of Wichita, Kansas, and always dreamed of living in New York City. Some 16 years ago, he was working at a T-Mobile call center in Wichita when he decided to make the move to the Big Apple. T-Mobile eased the transition, giving him a job at a retail store. Since then, he’s worked his way up the ladder and landed the Signature Store general manager position nearly three years ago. Beltran didn’t have the director-level experience company recruiters were looking for. “But,” he recalls, “I had that passion and love for our brand,” he says.

The maverick telecom firm gave him a chance—and the decision has been a hit. The company is known for blending mobile phone commerce with corporate cool, and today, Beltran and his team of 80 staffers regularly host public events in the 4,000-square-foot space, such as recent LGTBQ Pride gatherings.

Beltran says he’s grateful T-Mobile made the call to put him at the center of the action in the largest city in the U.S.

“What it means to me is I work for a company that truly values their employees,” Beltran says. “A company willing to take risks.”

Beltran isn’t alone in appreciating T-Mobile as an employer. The company ranks as one of the 2018 Best Workplaces in New York. My organization, research and people analytics firm Great Place to Work, just announced the list in partnership with FORTUNE. The list recognizes the top workplaces in New York state as well as the New York City metropolitan area, and is based on employee responses to Great Place to Work’s Trust Index employee engagement survey.

Great Place to Work’s methodology assesses the employee experience and honors companies with high-trust cultures that are consistent across demographic groups and job levels We call these organizations Great Places to Work For All, and our research shows that they are better for business, better for people, and better for the world. For example, Great Places to Work For All enjoy revenue growth three times that of less-inclusive organizations.

Key to being a top workplace in New York is having leaders who are willing to listen to a local workforce that is known for being outspoken.

“People in New York are not shy,” says Jon Freier, T-Mobile’s executive vice president of retail channels. “If there’s a problem, they’re going to tell you.”

Freier cites a rolling series of employee meetings with company executives in New York and throughout the country. At these events, Freier and other leaders take in feedback and aim to respond with policy changes on the spot or a decision within 24 hours. “That energizes the team,” Freier says. “It shows, ‘I’m not coming to a stiff corporation where I’m talking to the suits.’”

This emphasis on an enthusiastic workforce is part of T-Mobile’s strategy to beat rivals on customer service. Freier likes to say there are only two kinds of employees at T-Mobile: “those who serve customers and those who serve people who serve customers.” During a massive nation-wide hiring spree last year, the company explicitly sought passionate and energetic job candidates. Last year, T-Mobile opened 1,500 stores, brought on 10,000 new employees and saw revenue climb 8.3 percent to $40.6 billion.

The service-focused strategy seems to be working. T-Mobile ranked second only to Verizon in customer service according to a recent report by research firm tom’s Tom’s Guide, and was ranked first in customer satisfaction among full-service wireless carriers by J.D. Power this year.

A big factor in T-Mobile’s success, Freier says, is the company’s embrace of employee individuality. “We tell people, ‘we want you to be you,’” he says. “We think people do their best work when they can be themselves.”

The be-yourself mantra starts at the top. T-Mobile’s CEO John Legere has shattered the mold of the buttoned-down CEO, brashly attacking competitors, making quarterly earnings meetings with his leadership team totally transparent to all employees and hosting a weekly cooking show.

Framing T-Mobile as the hip “un-carrier” also has involved taking a bold stance on diversity themes. The company’s Superbowl ad this year turned heads with a montage of babies of different races and a voice-over that positioned T-Mobile as a defender of inclusion: “Some people may see your differences and be threatened by them. But you are unstoppable.”

Ivan Beltran sees himself as proof the company is walking this talk. He felt supported by T-Mobile when he moved to New York City, and in the way his supervisors encouraged his promotions over the years from associate manager to store manager to district manager. The kicker was when the company bet on him with the Signature store leadership position. That move more than doubled the number of people he managed besides put him in an important role as leader of one of just six T-Mobile Signature Stores nationwide.

Beltran’s store is part retail shop, part showroom. It features products, of course, but also 4,000 square feet of flashing screens and interactive displays such as a selfie station that allows visitors to broadcast themselves to Times Square. The store also doubles as an events space, for occasions like “Military Mondays” when T-Mobile brings in military veterans and touts the company’s service plans tailored to vets and their families.

It’s fitting for Beltran to be at the center of all this glitz and glamour. He studied acting for three years and has been part of New York City’s independent film scene. He may return to acting eventually.

For now, New York show biz for him is within the theater of his store. He says his proudest moment was when he and his team opened the store’s doors in January 2016.

The event wasn’t that different from a Broadway opening night. “That was so special, because I saw the amount of work that went into it,” Beltran recalls. “It’s something that stays in my heart forever.”

Ed Frauenheim is senior director of content at Great Place to Work, FORTUNE’s longtime research partner for Best Workplace lists, including the Best Workplaces for Millennials. Ed also is co-author of A Great Place to Work For All.