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周末不加班:高盛再出新招吸引职场新人类

Claire Zillman 2013年11月05日

高盛号称“工作狂的天堂”。但它现在正面临着争抢高端年轻人才的激烈竞争。为了弱化加班文化的负面影响,它开始鼓励员工周末停止工作。但这么做也只不过是表面文章。

    上周三,高盛(Goldman Sachs)确认,它已经开始建议初级雇员周末不工作。

    “目标是让我们的分析师来到我们这里,希望做出一番事业,”高盛投资银行业务联合负责人大卫•所罗门在该行提供的一份声明中表示。

    这是高盛版的“温情时刻”,也是它促进低职位员工投身工作和吸引零零代职场人的有益尝试,但一家以追求效率著称的公司应当明白,这种做法不管用。

    毫无疑问,高盛可以利用更多员工对工作的忠诚。由于华尔街的声誉仍然受到本轮金融危机的打击,华尔街的人才正在被科技公司夺走,很多科技公司当前提供的起薪与投资银行不相上下。据薪酬调查网站Glassdoor.com的数据显示,在纽约大都会地区工作、拥有1到3年工作经验的投资银行家年均收入86,440美元。同一地区拥有同样工作经验的软件工程师平均赚82,700美元。今年5月,15%的2013届哈佛大学(Harvard)毕业生告诉校报《The Crimson》称,他们将进入金融业。这个比例是2012年的两倍,但比起2007年47%的毕业生表示将进入金融业仍然存在巨大差距。

    科技公司为有潜力的雇员提供的不仅仅是钱,还有:灵活的工作时间、T恤加牛仔裤的简单企业文化和创新的氛围。这些东西比华尔街陈旧古板的西服领带世界对应届毕业生更有吸引力。

    高盛建议周末不加班看起来像是与时俱进,但遵守正常的工作时间并不像户外健身课、美食和作为补贴发放的海鲜这样的特殊福利那样令人激动——而谷歌(Google)甚至在工作日提供所有这些福利。

    投资银行是以客户为基础的行业,员工满足客户的需求超过他们对时间的界定,无论是在一天的什么时段,或是一周的哪一天。高盛可以建议初级员工周六周日不用守在办公桌前工作,但这并不能阻止客户在周五晚上发出紧急需求。

    而且自经济衰退以来,高盛的客户服务也不完完全全就是一个亮点,既有高盛为自身利益而欺骗客户的指控, 还有高盛前雇员格雷格•史密斯引人瞩目的爆料。他在《纽约时报》(New York Times)发表署名文章称:“哪怕你是个火星人,坐在那里参加(高盛)会议,你都会认为,客户的成功与进步根本不在他们的考虑范围之内。”

    高盛当前最不该发给客户的信息是,它不再随时听候客户的差遣了。

    尽管有来自硅谷的竞争,高盛的332个2014年分析师项目职位仍然收到了17,000份申请——较2013年增加了14%。项目的申请人(即将毕业的名牌大学学生)明确知道他们追求的是什么:以大量、无法预测的工作时间为代价换取赚大钱的机会。

    建议年轻的投资银行家将他们每周工作限定为5天想法很好,但获得更大的一块分红更具诱惑力。起码可以这么说,因为这些公司提供顶级的薪酬,它们的员工受钱的驱动甚至可以为了能省几块钱而改变午餐的就餐习惯,当然也肯定仔细思考了工作时间与报酬之间的关系。

    哈佛商学院(Harvard Business School)管理和组织行为教授托马斯•德龙是这么说的:“任何一家公司,如果员工人人奋发图强,公司也设计了激励措施和架构来鼓励某些特定行为。这个时候如果还以为,只要告诉人们,周末应当停止工作,他们就会改掉习惯。这种想法很幼稚。”(财富中文网)

    On Wednesday, Goldman Sachs (GS) acknowledged that it had suggested that its junior bankers not work on the weekend.

    "The goal is for our analysts to want to be here for a career," David Solomon, co-head of Goldman's Investment Banking Division, said in a statement provided by the bank.

    That's the Goldman version of warm and fuzzy, and it's a nice attempt to drum up devotion within its lower ranks and appeal to millennials, but a company notorious for efficiency should know it won't work.

    There's no doubt Goldman can use more loyalty. With its reputation still bruised from the beating it took during the financial crisis, Wall Street is losing talent to tech companies, many of which offer starting salaries on par with those offered by investment banks. Investment bankers in the New York metro area with one to three years experience make an average of $86,440, according to Glassdoor.com. Software engineers with the same amount of experience working in the same region make $82,700 on average. In May, 15% of 2013 Harvard graduates told The Crimsonstudent newspaper that they were going into finance, which nearly doubled the 2012 figure but still fell way short of the 47% of grads who said they would enter the industry in 2007.

    Tech firms have more than money to offer prospective employees: their flexible hours, a t-shirt-and-jeans culture, and a seemingly innovative atmosphere that appeals more to recent college grads than the stereotypically staid, suit-and-tie world of Wall Street.

    Goldman's suggestion of weekends off seems like an attempt to keep up with the times, but abiding by the work schedule of a normal human doesn't quite have the same hip factor as the perks -- think outdoor fitness classes, gourmet food, and subsidized local seafood -- that Google (GOOG) offers its employees during the week.

    Investment banking is a client-based industry, where employers don't set the hours as much as they scurry to meet clients' demands, no matter the time of day or day of the week. Goldman can suggest that junior bankers unchain themselves from their desks on Saturday and Sunday, but that won't keep clients from sending an urgent request on Friday night.

    And Goldman's client services haven't exactly been a bright spot for the bank since the recession, with allegations that they duped clients for their own profit and the attention-grabbing call-out by former Goldman banker Greg Smith, who wrote in his New York TimesOpEd that "if you were from Mars and sat in on one of these [Goldman] meetings, you would believe that a client's success or progress was not part of the thought process at all."

    The last message Goldman ought to send to its clients right now is that it won't be available to respond to their every beck and call.

    Despite the competition from Silicon Valley, Goldman received 17,000 applications for the 332 open spots in its 2014 analyst program -- up 14% from 2013. Applicants to the program -- soon-to-be college grads from elite colleges -- know exactly what they're in for: the opportunity to make a lot of money at the expense of long, unpredictable hours.

    Recommending that young bankers limit their workweek to five days is nice, but the prospect of capturing a larger slice of the bonus pool has a bit more appeal. It's safe to say that employees at one of the best-paying companies who are driven by money enough to alter their lunch habits just to save a few bucks certainly consider the correlation between their hours on the job and their salaries.

    Thomas DeLong, a management and organizational behavior professor at Harvard Business School puts it this way: "In any institution with driven individuals, when you've set up incentives and structures to encourage a particular behavior, to think that telling people that they shouldn't work on weekends will change anything is naïve."

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