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杠杆力

“给我一个支点,我就能撬起地球”——The Power of Lever

 
 
 

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【首发译文】掌握公司文化的一个简单方法  

2013-12-06 10:11:42|  分类: Leverer之首译 |  标签: |举报 |字号 订阅

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A Simple Way to Get a Handle on a Company's Culture
掌握公司文化的一个简单方法
Leverer译     From: LinkedIn     By: Sallie Krawcheck     December 04, 2013     
【首发译文】掌握公司文化的一个简单方法 - 杠杆使者Leverer - 杠杆力
 

符合一个公司的文化对一个人的成功具有着重要的意义。但是面试过程有点像速配,在如此一个有限的时间框架内可能只有很肤浅的印象,并且每个人都在表现着他们最好的那一面。

在可能是对个人来说最重要的一个指标——公司给予人们的价值观——阅读公司价值宣言起不到什么帮助。我不相信有哪个公司会在那儿说“我们视我们的员工为一组车轮中的齿轮。努力工作,停止抱怨。”

根据我的经验,在这上面相关的见解可以从一个简单的观察中获知:公司高官们如何对待离开或被要求离开的员工,他们是如何请这些人离开的,以及他那些人离开以后,他们又是如何谈论他们的。

他们会非常迅速的雇佣或解雇员工吗?他们会大量增补职员然后裁员,或者他们是否会对如何部署员工而进行更为谨慎的思考呢?还有,他们是如何对待他们放走的员工的呢?

真实的故事:我知道一个高官,当他在和家人度假时,他的公司追踪到了他并解雇了他,在他要给他的团队宣布之前只给了他不到一个小时。是的:一个高层管理者。一个已经在那儿工作了好多年的人。一个有着一系列完美绩效报告的人。一个陪着公司度过经济低低迷期的人。但是,他成了一个被公司说了再见的人,因为他们在清除他的作用,而不是因为他偷了东西或是违背了公司的规定。

这家公司听起来像是“珍视他们的员工吗”?这里的行动要比公司座右铭来的响亮的多。的确,价值宣言的其他成分,类似于经常被提及的“是客户为一切的中心,”“包容性”和“承担谨慎的风险”听起来不是特别终于他们部门的员工…

然而这是一个很极端的例子,在一些公司里,一旦一个员工离开了,他或她便会很快地从一个“重要的合作伙伴”一眨呀就会变成一个“从未真正胜任过”,“从未真正适合过”的人,一个公司“没有了他会更好”并且“是公司不管怎样都正打算开除的那么一个人”。(菜鸟经理提醒道:这是真的,真的很容易就陷入到,第一次把你的员工丢给了竞争对手。别走到那一步。)

其他的——想想麦肯锡——采用一种“不升职便离职”的文化,但帮助他们离开的高官们在其他公司找到职位。他们的前任合作伙伴是“校友”,而不是“失败者”。或许,暗中地,他们很早以前就已经比其他许多公司意识到了强大的网络所具有积极的强化力量。因此他们建立了“校友联络网”,通过与会员之间保持联系,把他们一起带回到项目与教育中。这种尊重通过他们的“校友”以及数不胜数的好意转化成了给麦肯锡巨大的业务。虽然经济回报在文化中会是无法量化的,但他们肯定在这里肯定是积极的。

 

英文原文:

A fit with a company’s culture is of huge importance to an individual’s success. But the interview process is a bit like speed-dating, with only superficial impressions possible during such a compressed time frame, and everyone on their best behavior.

And, on perhaps the most important single measure for an individual – the value a company places on its people – reading corporate value statements doesn’t help much. I don’t believe there is any company out there that says “We view our people as a bunch of cogs in a wheel. Work harder and quit complaining.”

From my experience, the relevant insight on this front can be gleaned from one simple observation: how senior people at the company treat individuals who leave / are asked to leave, how they show them the door, and how they talk about them when they are gone.

Do they hire and fire people with great speed? Do they staff up and then staff down, or are they more thoughtful in how they deploy people? And how do they treat individuals they let go?

True story: I know of a senior executive whose company tracked him down to fire him while he was on vacation with his family, giving him less than an hour before he was to announce it to his team. That’s right: a senior executive. A guy who had been there for years. A guy who had had a string of perfectly good performance reports. A guy who had stuck with the company during the financial downturn. And a guy who was let go because they were eliminating his role, not because he stole things or was caught breaking company rules.

Does it sound like this company “values its people”? Here actions spoke louder than the corporate motto. Indeed, the other components of the Value Statement, along the lines of the oft-cited “putting customers at the center of all we do,” "inclusiveness" and “taking prudent risks” rang a bit less true to the employees of his department...

While this is an extreme case, in some companies, as soon as an employee leaves, he or she quickly goes from being a “valued partner” to the one who “never really cut it,” who “never really fit in,” whom the company is “better off without” and “the guy we were about to fire anyway” in the blink of an eye. (Rookie manager alert: this is really, really easy to fall into, the first time you lose an employee to a competitor. Don’t go there.)

       Others – think McKinsey – employ an “up or out” culture, but help their departing executives find roles at other companies. Their former partners are “alumni,” not “the guys who failed.” Implicitly, perhaps, they recognized the positive reinforcing power of a strong network long before many others did. Thus they cultivate that “alumni network” by keeping in touch with its members and bringing them back together for events and education. This respect translates into significant business sent to McKinsey by its “alums” and immeasurable amounts of good will. While the financial returns on culture can be impossible to quantify, this is one area in which they are most certainly positive.

图片来源地址:www.socialyuppies.co.za
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