員工愛崗敬業，公司日進斗金
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????具有吸引力的企業文化不僅有望使公司入選《財富》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。蓋洛普公司（Gallup）2009年的一項研究發現，員工敬業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，創造能夠吸引和留住員工的工作環境卻并非易事，尤其是這種投資的回報并不總是顯而易見。安?羅德斯認為，公司必須將價值觀直接融入到經營計劃當中。她曾分別在美國捷藍航空公司（JetBlue Airways）與西南航空公司（Southwest Airlines）擔任首席人力資源官，目前在經營一家名為People Ink的咨詢公司，其客戶包括瞻博網絡（Juniper Networks）與大通銀行（Chase）零售銀行業務部。如何創建強大的公司文化？羅德斯提出了下列建議。 踐行公司價值觀 ????在捷藍航空，有一個重要的價值觀——誠信。幾年前，由于冰暴襲擊，跑道結冰，多架飛機滯留機場數小時。我們非常清楚，這是我們的工作失誤，因此主動承擔了責任。為了解決此次事故，我們損失了大量資金。但如果我們在媒體前推諉責任，而公司的墻上卻還標榜誠信是我們的價值觀，這會給員工傳遞什么樣的信號？要明確自己希望其他人堅守的價值觀與行為方式。不要只是把它們掛在墻上，而要記在心里，隨時在公司各個層面踐行這種價值觀。 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，結果卻有一半的人做不到。在這種情況下，他們又怎么會信任公司的文化？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素質極其出色的技術人員。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——他們在大廳里暢所欲言。可我只想回到自己的工位，埋頭干活。”我給他的建議是，馬上更新自己的簡歷，另謀高就。 招聘以價值為核心 ????我們有一個合作伙伴，是美國規模最大的醫療機構之一。開始合作時，我們調查了這家機構的病患輸送人員。患者到醫院首先見到的便是他們，他們負責把患者抬上擔架或輪椅。我們對其中的一些優秀員工進行了分析，總結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持說真話。之后，我們便開始在面試中提出一些有針對性的問題，確定求職者是否具備這些優秀員工們的素質。自從實行這種招聘方法，該公司的人員流動率從兩位數直接下降到了個位數。 ????翻譯：劉進龍/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. |
