打造最佳职场的秘诀

打造最佳职场的秘诀
全球范围内的沟通 为了让公司发展壮大，公司高管和员工 必须同心同德，形成朝着共同目标奋斗的共 识。

要实现这一点，坦诚和公开的沟通至关 重要。

格曼以制造公司庄臣（SC Johnson， 排名第19位）为例，说明了什么是优秀的公 司-员工沟通。

格曼说：“庄臣希望为员工创 造公开透明的环境，最近还向每一位员工发 放了一本50页的公司长期目标手册。

” 这种融合的做法让公司获得了成功，因 为它提升了员工与公司之间的信任感。

谷歌 是世界上最成功公司之一，它也拥有类似的 核心价值。

格曼说：“每周，谷歌都会举行 一个名为“周五派对”（TGIF）的员工集会 ——“周五”这个词稍微有点问题，因为现 在这一集会是在周四举行，这样，亚洲的团 队也可以远程参与。

世界各地的员工都可以 提交问题，让演讲人予以解答。

” 打造人际关系 雇主必须继续想方设法利用日新月异的 科学技术来壮大自己的公司。

全球最佳雇主 尽管是因为它们的远见卓识和创造新技术的 能力而大获成功，然而，它们获得成功的终 极秘诀在于它们深知：归根结底，人际关系 是公司脱颖而出的关键所在。

格曼说：“这 些公司还着眼于利用多种方式来培养人际关 系，包括科学技术、全球培训机会、岗位交 流和社交网络等。

” 欧特克公司（Autodesk，排名第11位） 在这方面有独到的做法。

格曼指出，这家公 司利用创新的岗位计划，让员工理解共同目 标并为之奋斗：“欧特克公司通过实施岗位 交换项目为员工提供一个面对面的交流机 会，在这一项目中，拥有类似职务角色的员 工们在特定的时期内互换生活（工作、家和 车） 。

”
Global communications In order for a company to thrive, both company leaders and their employees must be on the same page, with a sense that they are all working together toward a common goal. Direct and open communication is essential for this. Gorman points to manufacturing firm SC Johnson (No. 19) as an example of excellence in communicating with employees. "SC Johnson, wanting to be open and transparent with their employees, recently printed and distributed a 50-page guide on the company's long-term objectives Gorman says. Such inclusion allows companies to be successful because it facilitates trust between employee and workplace. Being one of the most successful companies in the world, Google also exhibits this core value. "Google hosts a weekly town hall meeting known as TGIF -- which is a bit of a misnomer, since the meeting is now on Thursdays so team members in Asia can remotely attend. Employees from anywhere in the world can submit questions for the speakers to address," Gorman says. Creating human connections Employers must continue to find ways to leverage changing technology to allow their companies to prosper. When it comes to the World's Best Companies, their ability to envision and create technology makes them successful, but success ultimately lies in remembering that, after all, human connections are what set a company apart from others. "These companies also keep an eye on how to facilitate human interactions, whether through the use of technology, global to each employee,"


SAS（排名第二位）利用科技来维系员工 之间的关系；格曼说，SAS 的内部社交平台 Hub“通过一个社交功能和高管博客来与员 工交流，而员工也可以藉此在网络直播和员 工集会期间提问或发表评论。

” 她认为，这类计划有助于培养员工之间 彼此相连的感觉，而且不受工作地域的限制： “这些公司在打造全球员工‘团队’方面有 着过人的表现，而借助这些公司所采取的良 好措施，即便是身处不同半球的员工也能拥 有更多机会进行交流。

”（财富中文网） 译者：翔
training opportunities, job exchanges, social networks, and more." Gorman says. Autodesk (ADSK) (No. 11) has a unique way of doing this. Gorman points to its innovative job program as a means for employees to understand and be inspired by common threads: "Autodesk offers employees face-to-face interaction through a job swap program, in which employees with similar roles swap lives (jobs, homes, and cars) for a set period of time." SAS (No. 2) has used technology to maintain employee ties; its internal social platform the Hub "connects employees through a social networking function, blogs from leaders and gives the ability to ask questions or leave comments during webcasts and town halls," says Gorman. She believes these types of initiatives help to build a sense of connection among employees no matter where they are working: "These companies excel at creating 'teams' out of global employees and have great practices in place to enable more personal interactions among employees who may be half a world away."

















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