新冠疫情令員工心力交瘁，該怎么破？
Danielle Abril
2021-03-01
新冠疫情讓許多雇主付出巨大成本后才意識(shí)到：?jiǎn)T工工作倦怠問(wèn)題確實(shí)存在，并且亟需解決。
因此，咨詢(xún)機(jī)構(gòu)Thrive Global的首席執(zhí)行官阿里安娜·郝芬頓和IBM的高級(jí)副總裁兼首席人力資源官尼克爾·拉莫羅都認(rèn)為，雇主應(yīng)該重新思考在疫情之后如何運(yùn)營(yíng)公司。他們將雇主需要做出的調(diào)整歸結(jié)為兩點(diǎn)：更靈活處理員工的工作地點(diǎn)和工作時(shí)間，并為員工創(chuàng)造掌握新技能的機(jī)會(huì)。
在《財(cái)富》雜志于2月24日舉辦的“職場(chǎng)重構(gòu)峰會(huì)”（Reimagine Work Summit）上，郝芬頓說(shuō)：“我們從工業(yè)革命至今，從來(lái)沒(méi)有真正重新思考過(guò)職場(chǎng)。現(xiàn)在，我們開(kāi)始意識(shí)到，人類(lèi)的操作系統(tǒng)已經(jīng)變得截然不同。人類(lèi)操作系統(tǒng)停機(jī)并不是故障，而是一種特性。”
疫情徹底改變了許多人的工作方式。許多雇主因?yàn)橐咔槎鴽Q定允許員工居家辦公。但疫情也模糊了家庭生活與工作之間的界限，導(dǎo)致員工既要完成工作，又要面對(duì)育兒等挑戰(zhàn)，因此出現(xiàn)了工作倦怠。
但郝芬頓和拉莫羅表示，這種狀況讓雇主有機(jī)會(huì)制定新政策，在后疫情時(shí)代幫助改善員工的身心健康。這意味著雇主需要認(rèn)識(shí)到，如果員工有時(shí)間給自己充電和恢復(fù)精力，他們就能夠有更好的工作效果和更高的效率。
郝芬頓稱(chēng)：“這與我們以往運(yùn)作職場(chǎng)的方式和我們贊揚(yáng)的工作方式截然不同。我們贊揚(yáng)那些每天24小時(shí)工作的員工，他們會(huì)隨時(shí)待命，盡管所有數(shù)據(jù)都證明，如果你一直在工作，就很難達(dá)到最佳工作狀態(tài)。”
而拉莫羅認(rèn)為，在兩年內(nèi)，朝九晚五的工作時(shí)間將成為歷史。她還指出，雇主必須調(diào)整對(duì)工作的看法，更專(zhuān)注于最終結(jié)果。她說(shuō)：“如果你可以開(kāi)始把工作視為一個(gè)結(jié)果，關(guān)注團(tuán)隊(duì)真正努力實(shí)現(xiàn)的結(jié)果，而不是事無(wú)巨細(xì)地管理實(shí)現(xiàn)這個(gè)結(jié)果過(guò)程中的各種細(xì)枝末節(jié)，那么你就能夠從根本上為員工帶來(lái)一定的靈活性。”
拉莫羅認(rèn)為，雇主還“有責(zé)任”提供實(shí)用的學(xué)習(xí)機(jī)會(huì)，幫助員工進(jìn)步。她還建議雇主重新評(píng)估特定崗位的資格要求。她說(shuō)：“我們不可以對(duì)哪些人能夠從事某個(gè)崗位人為設(shè)置障礙。”
郝芬頓認(rèn)為，解決員工的身心健康問(wèn)題應(yīng)該是雇主的首要任務(wù)，因?yàn)檫@是公司業(yè)務(wù)發(fā)展的必要條件。她說(shuō)：“所有人都理解，員工身心健康是公司盈利能力的關(guān)鍵。”（財(cái)富中文網(wǎng)）
翻譯：劉進(jìn)龍
審校：汪皓
新冠疫情讓許多雇主付出巨大成本后才意識(shí)到：?jiǎn)T工工作倦怠問(wèn)題確實(shí)存在，并且亟需解決。
因此，咨詢(xún)機(jī)構(gòu)Thrive Global的首席執(zhí)行官阿里安娜·郝芬頓和IBM的高級(jí)副總裁兼首席人力資源官尼克爾·拉莫羅都認(rèn)為，雇主應(yīng)該重新思考在疫情之后如何運(yùn)營(yíng)公司。他們將雇主需要做出的調(diào)整歸結(jié)為兩點(diǎn)：更靈活處理員工的工作地點(diǎn)和工作時(shí)間，并為員工創(chuàng)造掌握新技能的機(jī)會(huì)。
在《財(cái)富》雜志于2月24日舉辦的“職場(chǎng)重構(gòu)峰會(huì)”（Reimagine Work Summit）上，郝芬頓說(shuō)：“我們從工業(yè)革命至今，從來(lái)沒(méi)有真正重新思考過(guò)職場(chǎng)。現(xiàn)在，我們開(kāi)始意識(shí)到，人類(lèi)的操作系統(tǒng)已經(jīng)變得截然不同。人類(lèi)操作系統(tǒng)停機(jī)并不是故障，而是一種特性。”
疫情徹底改變了許多人的工作方式。許多雇主因?yàn)橐咔槎鴽Q定允許員工居家辦公。但疫情也模糊了家庭生活與工作之間的界限，導(dǎo)致員工既要完成工作，又要面對(duì)育兒等挑戰(zhàn)，因此出現(xiàn)了工作倦怠。
但郝芬頓和拉莫羅表示，這種狀況讓雇主有機(jī)會(huì)制定新政策，在后疫情時(shí)代幫助改善員工的身心健康。這意味著雇主需要認(rèn)識(shí)到，如果員工有時(shí)間給自己充電和恢復(fù)精力，他們就能夠有更好的工作效果和更高的效率。
郝芬頓稱(chēng)：“這與我們以往運(yùn)作職場(chǎng)的方式和我們贊揚(yáng)的工作方式截然不同。我們贊揚(yáng)那些每天24小時(shí)工作的員工，他們會(huì)隨時(shí)待命，盡管所有數(shù)據(jù)都證明，如果你一直在工作，就很難達(dá)到最佳工作狀態(tài)。”
而拉莫羅認(rèn)為，在兩年內(nèi)，朝九晚五的工作時(shí)間將成為歷史。她還指出，雇主必須調(diào)整對(duì)工作的看法，更專(zhuān)注于最終結(jié)果。她說(shuō)：“如果你可以開(kāi)始把工作視為一個(gè)結(jié)果，關(guān)注團(tuán)隊(duì)真正努力實(shí)現(xiàn)的結(jié)果，而不是事無(wú)巨細(xì)地管理實(shí)現(xiàn)這個(gè)結(jié)果過(guò)程中的各種細(xì)枝末節(jié)，那么你就能夠從根本上為員工帶來(lái)一定的靈活性。”
拉莫羅認(rèn)為，雇主還“有責(zé)任”提供實(shí)用的學(xué)習(xí)機(jī)會(huì)，幫助員工進(jìn)步。她還建議雇主重新評(píng)估特定崗位的資格要求。她說(shuō)：“我們不可以對(duì)哪些人能夠從事某個(gè)崗位人為設(shè)置障礙。”
郝芬頓認(rèn)為，解決員工的身心健康問(wèn)題應(yīng)該是雇主的首要任務(wù)，因?yàn)檫@是公司業(yè)務(wù)發(fā)展的必要條件。她說(shuō)：“所有人都理解，員工身心健康是公司盈利能力的關(guān)鍵。”（財(cái)富中文網(wǎng)）
翻譯：劉進(jìn)龍
審校：汪皓
The coronavirus pandemic has led to a costly realization for many employers: Employee burnout is real and needs to be addressed.
That’s why employers should rethink how they run their organizations post-pandemic, according to Arianna Huffington, CEO of consulting agency Thrive Global, and Nickle LaMoreaux, senior vice president and chief human resources officer at IBM. They boiled the changes down to two things: being more flexible with not just where employees work but also when they work, and giving workers the opportunity to gain new skills.
“Not since the Industrial Revolution have we really rethought work,” Huffington said during Fortune’s Reimagine Work Summit on February 24. “We are now beginning to realize that the human operating system is different. Downtime for the human operating system is not a bug, it's a feature.”
The pandemic has completely changed how many people work. Many employers decided to let their employees work from home because of the coronavirus. But the pandemic also blurred the lines between home and work life, leading to burnout as employees juggled their workload with other challenges like childcare.
But Huffington and LaMoreaux said the situation gives employers the opportunity to create new policies to help promote the well-being of their workers in a post-pandemic world. That means realizing that humans work better and are more productive when they have time to recharge and recover.
“This is completely different from the way we’ve run workplaces and what we celebrate,” Huffington said. “You celebrate people who work 24/7, who are always available, even though all the data shows that if you’re always available, you are not going to be operating at your best.”
In two years, 9 a.m. to 5 p.m. workdays will be a thing of the past, LaMoreaux said. She also said employers must change how they think about work to focus more on the end result. “If you can start thinking about work as an outcome—what is that team really trying to drive versus managing all the small tasks that lead up to it—you can also fundamentally bring some flexibility,” she said.
Employers also have “a responsibility” to provide robust learning opportunities that will let people advance within the organization, LaMoreaux said. She also suggested employers reevaluate the qualifications they require for certain positions. “We cannot put artificial barriers into who can have jobs in our workplace,” she said.
Addressing employees’ well-being should be high on employers’ priority list because it’s a business imperative, Huffington suggested. “Everybody understands that the well-being of employees is central to the bottom line,” she said.
