新冠疫情令员工心力交瘁，该怎么破？
新冠疫情让许多雇主付出巨大成本后才意识到：员工工作倦怠问题确实存在，并且亟需解决。
因此，咨询机构Thrive Global的首席执行官阿里安娜·郝芬顿和IBM的高级副总裁兼首席人力资源官尼克尔·拉莫罗都认为，雇主应该重新思考在疫情之后如何运营公司。他们将雇主需要做出的调整归结为两点：更灵活处理员工的工作地点和工作时间，并为员工创造掌握新技能的机会。
在《财富》杂志于2月24日举办的“职场重构峰会”（Reimagine Work Summit）上，郝芬顿说：“我们从工业革命至今，从来没有真正重新思考过职场。现在，我们开始意识到，人类的操作系统已经变得截然不同。人类操作系统停机并不是故障，而是一种特性。”
疫情彻底改变了许多人的工作方式。许多雇主因为疫情而决定允许员工居家办公。但疫情也模糊了家庭生活与工作之间的界限，导致员工既要完成工作，又要面对育儿等挑战，因此出现了工作倦怠。
但郝芬顿和拉莫罗表示，这种状况让雇主有机会制定新政策，在后疫情时代帮助改善员工的身心健康。这意味着雇主需要认识到，如果员工有时间给自己充电和恢复精力，他们就能够有更好的工作效果和更高的效率。
郝芬顿称：“这与我们以往运作职场的方式和我们赞扬的工作方式截然不同。我们赞扬那些每天24小时工作的员工，他们会随时待命，尽管所有数据都证明，如果你一直在工作，就很难达到最佳工作状态。”
而拉莫罗认为，在两年内，朝九晚五的工作时间将成为历史。她还指出，雇主必须调整对工作的看法，更专注于最终结果。她说：“如果你可以开始把工作视为一个结果，关注团队真正努力实现的结果，而不是事无巨细地管理实现这个结果过程中的各种细枝末节，那么你就能够从根本上为员工带来一定的灵活性。”
拉莫罗认为，雇主还“有责任”提供实用的学习机会，帮助员工进步。她还建议雇主重新评估特定岗位的资格要求。她说：“我们不可以对哪些人能够从事某个岗位人为设置障碍。”
郝芬顿认为，解决员工的身心健康问题应该是雇主的首要任务，因为这是公司业务发展的必要条件。她说：“所有人都理解，员工身心健康是公司盈利能力的关键。”（财富中文网）
翻译：刘进龙
审校：汪皓
新冠疫情让许多雇主付出巨大成本后才意识到：员工工作倦怠问题确实存在，并且亟需解决。
因此，咨询机构Thrive Global的首席执行官阿里安娜·郝芬顿和IBM的高级副总裁兼首席人力资源官尼克尔·拉莫罗都认为，雇主应该重新思考在疫情之后如何运营公司。他们将雇主需要做出的调整归结为两点：更灵活处理员工的工作地点和工作时间，并为员工创造掌握新技能的机会。
在《财富》杂志于2月24日举办的“职场重构峰会”（Reimagine Work Summit）上，郝芬顿说：“我们从工业革命至今，从来没有真正重新思考过职场。现在，我们开始意识到，人类的操作系统已经变得截然不同。人类操作系统停机并不是故障，而是一种特性。”
疫情彻底改变了许多人的工作方式。许多雇主因为疫情而决定允许员工居家办公。但疫情也模糊了家庭生活与工作之间的界限，导致员工既要完成工作，又要面对育儿等挑战，因此出现了工作倦怠。
但郝芬顿和拉莫罗表示，这种状况让雇主有机会制定新政策，在后疫情时代帮助改善员工的身心健康。这意味着雇主需要认识到，如果员工有时间给自己充电和恢复精力，他们就能够有更好的工作效果和更高的效率。
郝芬顿称：“这与我们以往运作职场的方式和我们赞扬的工作方式截然不同。我们赞扬那些每天24小时工作的员工，他们会随时待命，尽管所有数据都证明，如果你一直在工作，就很难达到最佳工作状态。”
而拉莫罗认为，在两年内，朝九晚五的工作时间将成为历史。她还指出，雇主必须调整对工作的看法，更专注于最终结果。她说：“如果你可以开始把工作视为一个结果，关注团队真正努力实现的结果，而不是事无巨细地管理实现这个结果过程中的各种细枝末节，那么你就能够从根本上为员工带来一定的灵活性。”
拉莫罗认为，雇主还“有责任”提供实用的学习机会，帮助员工进步。她还建议雇主重新评估特定岗位的资格要求。她说：“我们不可以对哪些人能够从事某个岗位人为设置障碍。”
郝芬顿认为，解决员工的身心健康问题应该是雇主的首要任务，因为这是公司业务发展的必要条件。她说：“所有人都理解，员工身心健康是公司盈利能力的关键。”（财富中文网）
翻译：刘进龙
审校：汪皓
The coronavirus pandemic has led to a costly realization for many employers: Employee burnout is real and needs to be addressed.
That’s why employers should rethink how they run their organizations post-pandemic, according to Arianna Huffington, CEO of consulting agency Thrive Global, and Nickle LaMoreaux, senior vice president and chief human resources officer at IBM. They boiled the changes down to two things: being more flexible with not just where employees work but also when they work, and giving workers the opportunity to gain new skills.
“Not since the Industrial Revolution have we really rethought work,” Huffington said during Fortune’s Reimagine Work Summit on February 24. “We are now beginning to realize that the human operating system is different. Downtime for the human operating system is not a bug, it's a feature.”
The pandemic has completely changed how many people work. Many employers decided to let their employees work from home because of the coronavirus. But the pandemic also blurred the lines between home and work life, leading to burnout as employees juggled their workload with other challenges like childcare.
But Huffington and LaMoreaux said the situation gives employers the opportunity to create new policies to help promote the well-being of their workers in a post-pandemic world. That means realizing that humans work better and are more productive when they have time to recharge and recover.
“This is completely different from the way we’ve run workplaces and what we celebrate,” Huffington said. “You celebrate people who work 24/7, who are always available, even though all the data shows that if you’re always available, you are not going to be operating at your best.”
In two years, 9 a.m. to 5 p.m. workdays will be a thing of the past, LaMoreaux said. She also said employers must change how they think about work to focus more on the end result. “If you can start thinking about work as an outcome—what is that team really trying to drive versus managing all the small tasks that lead up to it—you can also fundamentally bring some flexibility,” she said.
Employers also have “a responsibility” to provide robust learning opportunities that will let people advance within the organization, LaMoreaux said. She also suggested employers reevaluate the qualifications they require for certain positions. “We cannot put artificial barriers into who can have jobs in our workplace,” she said.
Addressing employees’ well-being should be high on employers’ priority list because it’s a business imperative, Huffington suggested. “Everybody understands that the well-being of employees is central to the bottom line,” she said.
