????員工表示，他們最注重的是能夠有機會與一群超級精英共事，并有望成為其中一員。去年，共有97,600人申請高盛公司的分析師和助理職位，而最終錄用率不到3%，進入高盛的難度是考哈佛的兩倍。此外，員工形容為扁平的、共識驅動的合作文化（在62頁調查意見中，共有188次提到了“團隊”），也是他們喜歡這家公司的一個原因。勞埃德?布蘭克費恩說：“你不一定是最聰明的人，但我們這里一定是由聰明的人、有趣的人和對世界好奇的人所組成的最強組合?！眲诎５?布蘭克費恩在高盛工作了31年，2006年就任公司董事會主席兼CEO。據美國證券交易委員會（SEC）的最新文件來看，他至少有2,100萬個理由為高盛入選最適宜工作的公司投贊成票（SEC文件顯示，他在2012年的年薪是2,100萬美金）。

????確實，過去幾年，高盛的日子并不好過。它先是遭遇金融危機，緊接著在美國政府的救助計劃中接受了100億美元的救助。后來，面對SEC針對它次貸產品的審查，這家公司不得不付出5.5億美元達成和解。此外，它還要面對美國司法部的調查（后來調查被中止）。此后，對于高盛的抨擊遍地開花，從午夜脫口秀，到奧巴馬，以及一系列批評公司道德的新書等。其中當然也少不了媒體的聲音，最著名的是2009年，《滾石》雜志（Rolling Stone）把這家公司比作一只吸血烏賊。它還要面臨另外一個難題：監管機構采取嚴厲措施遏制高盛最擅長的高風險交易。然而，這些批評和嘲諷并沒有影響到商界——它的客戶依然忠誠，而且在2010年，“緬因街”（代表普通大眾——譯注）對華爾街的反感達到最高潮的時候，這家公司在《財富》“全球最受贊賞的公司”榜單（World's Most Admired Companies）上的名次依然上升了七位。但盡管如此，幾乎每一篇文章仍然把高盛比喻成“吸血烏賊”。

????雖然高盛是最適宜工作的公司之一，但沒有人會認為這里是工作最輕松的地方，毋庸置疑。高盛員工都面臨巨大的壓力。但員工們表示，積極的一面讓這一切都變得值得。而且許多員工認為，經濟危機之后陷入困境的這幾年反而讓公司的同仁們變得更加團結，集體榮譽感也得到了提升。高盛執行副總裁約翰?羅杰斯曾擔任之前三任CEO的幕僚長，他說：“我始終相信，公司文化是讓我們度過危機最重要的因素之一?！保ㄘ敻恢形木W）

更多內容請點擊查看英文原文>>

????譯者：劉進龍/汪皓

????

????Above all else, employees say, it's the opportunity to work with, and count yourself among, an ultra-elite group. Less than 3% of 97,600 applicants for analyst and associate roles won a seat at the firm last year, making it twice as hard to get into as Harvard. That, plus what employees describe as a flat, consensus-driven, collaborative culture (there are 188 references to "team" in those 62 pages), is what they say they like about their company. "You don't have to be the smartest person, but it's probably the highest combination of smart and interesting and interested-in-the-world kind of people," says Lloyd Blankfein, the 31-year veteran who became chairman and CEO in 2006 and who, according to the most recent SEC filing, has more than 21 million reasons to agree that Goldman Sachs is a splendid company to work for.

????To be sure, the past few years have been anything but easy at Goldman. There was the financial crisis and ensuing bailout, in which it took $10 billion from the government. There was scrutiny that led to a $550 million settlement with the SEC over a subprime-mortgage product, and a Department of Justice inquiry (which was later dropped). There was Goldman-bashing everywhere, from late-night talk shows to President Obama to a round of books critical of the firm's ethics. And there was the press -- most notably the 2009 Rolling Stone article that compared the company to a vampire squid. Yet another challenge: regulators cracking down to stamp out the type of risky trading Goldman always did best. The business community never quite shared the vitriol -- clients stayed loyal, and in 2010, even as Main Street's antipathy toward Wall Street crested, the firm climbed seven spots in Fortune's list of the World's Most Admired Companies. But that doesn't always help when almost every article about the company still refers to that cephalopod.

????It's true, though, that if Goldman is a great place to work, no one would ever call it an easy place to work. The pressure can be intense. But employees say the upside of admission makes it worthwhile -- and many say those difficult years after the meltdown had the effect of bringing people together in a way that boosted corporate self-esteem. "I will always believe that the culture was one of the most important factors in getting us through the crisis," says John Rogers, the firm's executive vice president and chief of staff to its last three CEOs.