为应对员工职业倦怠，毕马威推出“能量签到”计划
研究表明，四分之一的员工面临倦怠，会影响工作效率以及身心健康。倦怠往往因为工作与生活不够平衡、企业提供的支持不足，以及缺乏掌控。
从心理健康福利到灵活办公，企业正在努力采取各种干预措施管理普遍存在的倦怠。
今年，毕马威（KPMG）推出了帮助可能有风险员工的“能量签到”（energy check-in）计划。登上《财富》2023年美国100家最适宜工作的公司榜单的毕马威于2023年在一个较小部门试点后，打算在2024年年底前向全公司的36,000名员工和合作伙伴推出。
管理人员使用自行申报的数据和毕马威内部系统，可以根据员工的工作时间与收费工时、带薪休假时间和会议时间对比判断哪些员工可能缺乏动力。如果员工在相关方面警示达到三个，管理者就收到提示，要求员工完成能量签到。如果员工工作时间或电话时间达到同龄人75%就会收到警示，带薪休假只有同龄人25%的员工也会触发提示。
“目标是工作时间比预期长的员工。”毕马威负责人才和文化的副主席桑迪·托尔基亚对《财富》杂志表示。“主要是带薪休假使用不及预期，还有打电话时间高于预期的员工。”
托尔基亚称，管理者在收到员工状况的相关提示时，就应该询问其工作与生活平衡情况，提供资源提醒重视自身健康，并鼓励员工休假。
“人们会觉得有人在关注自己的工作，生活状况，而且想提供帮助。”托尔基亚说。“实施能量签到之前，我们确实无法汇总各种信息，指向性也不够明确。”
根据该计划与《财富》杂志独家分享的试点内部数据，77%的管理者表示此举对健康有益，88%的管理者指出，未来与团队成员联系的提示也会有所帮助。托尔基亚表示，员工疲惫不堪、不思进取导致绩效下降难以避免，但要鼓励管理者在日常工作之外再安排会见，可能也存在难度。贯彻计划面临挑战，其中就包括如何更好地支持管理人员。
“我们是运动型企业管理者，做好工作不仅身体上要做好准备，心理上也要做好准备。”她说。“如果能够对员工进行投资，就可以收获业绩更优秀的团队。”
为《财富》美国500强企业提供职业和倦怠咨询的雷切尔·蒙塔涅斯曾经告诉《财富》杂志，如果员工感觉被欣赏，而且有人倾听时，就能够更有力地倡导高效工作。
“安全前提下，我们充分尊重员工的时间、精力和情绪。”她说。“反过来，员工感觉可以提建议并切实看到一些改进，例如减少低效会议、提升透明和认可，以及跟内部相关方接触以设置更合适的边界。”
更重要的是，员工热爱“以人为本的领导者”，这种领导者认为工作中和工作之外，团队成员都是有各种动机的人。
“当然，我们永远不可能完全理解员工面临的挑战。也不是所有人都愿意分享。” 李维斯（Levi Strauss &Co.）的首席人力资源官特蕾西·莱尼此前对《财富》杂志表示。“但领导者应该努力开启坦诚讨论的大门，如此有助于创造并保持员工感觉受领导者尊重，有足够信心承担风险的企业文化。”
该计划在毕马威仍在实施过程中，托尔基亚希望有更多的人力资源、文化和人才主管将福利措施纳入日常经营。
“我们希望这成为企业文化的一部分。”她说。（财富中文网）
译者：梁宇
审校：夏林
研究表明，四分之一的员工面临倦怠，会影响工作效率以及身心健康。倦怠往往因为工作与生活不够平衡、企业提供的支持不足，以及缺乏掌控。
从心理健康福利到灵活办公，企业正在努力采取各种干预措施管理普遍存在的倦怠。
今年，毕马威（KPMG）推出了帮助可能有风险员工的“能量签到”（energy check-in）计划。登上《财富》2023年美国100家最适宜工作的公司榜单的毕马威于2023年在一个较小部门试点后，打算在2024年年底前向全公司的36,000名员工和合作伙伴推出。
管理人员使用自行申报的数据和毕马威内部系统，可以根据员工的工作时间与收费工时、带薪休假时间和会议时间对比判断哪些员工可能缺乏动力。如果员工在相关方面警示达到三个，管理者就收到提示，要求员工完成能量签到。如果员工工作时间或电话时间达到同龄人75%就会收到警示，带薪休假只有同龄人25%的员工也会触发提示。
“目标是工作时间比预期长的员工。”毕马威负责人才和文化的副主席桑迪·托尔基亚对《财富》杂志表示。“主要是带薪休假使用不及预期，还有打电话时间高于预期的员工。”
托尔基亚称，管理者在收到员工状况的相关提示时，就应该询问其工作与生活平衡情况，提供资源提醒重视自身健康，并鼓励员工休假。
“人们会觉得有人在关注自己的工作，生活状况，而且想提供帮助。”托尔基亚说。“实施能量签到之前，我们确实无法汇总各种信息，指向性也不够明确。”
根据该计划与《财富》杂志独家分享的试点内部数据，77%的管理者表示此举对健康有益，88%的管理者指出，未来与团队成员联系的提示也会有所帮助。托尔基亚表示，员工疲惫不堪、不思进取导致绩效下降难以避免，但要鼓励管理者在日常工作之外再安排会见，可能也存在难度。贯彻计划面临挑战，其中就包括如何更好地支持管理人员。
“我们是运动型企业管理者，做好工作不仅身体上要做好准备，心理上也要做好准备。”她说。“如果能够对员工进行投资，就可以收获业绩更优秀的团队。”
为《财富》美国500强企业提供职业和倦怠咨询的雷切尔·蒙塔涅斯曾经告诉《财富》杂志，如果员工感觉被欣赏，而且有人倾听时，就能够更有力地倡导高效工作。
“安全前提下，我们充分尊重员工的时间、精力和情绪。”她说。“反过来，员工感觉可以提建议并切实看到一些改进，例如减少低效会议、提升透明和认可，以及跟内部相关方接触以设置更合适的边界。”
更重要的是，员工热爱“以人为本的领导者”，这种领导者认为工作中和工作之外，团队成员都是有各种动机的人。
“当然，我们永远不可能完全理解员工面临的挑战。也不是所有人都愿意分享。” 李维斯（Levi Strauss &Co.）的首席人力资源官特蕾西·莱尼此前对《财富》杂志表示。“但领导者应该努力开启坦诚讨论的大门，如此有助于创造并保持员工感觉受领导者尊重，有足够信心承担风险的企业文化。”
该计划在毕马威仍在实施过程中，托尔基亚希望有更多的人力资源、文化和人才主管将福利措施纳入日常经营。
“我们希望这成为企业文化的一部分。”她说。（财富中文网）
译者：梁宇
审校：夏林
Research suggests a quarter of the workforce faces burnout symptoms, which affect productivity in the office and people’s mental and physical health. Burnout often stems from a lack of work-life balance, support in the workplace, and control.
Companies are contending with various interventions to manage pervasive burnout rates, from mental health benefits to flexible workplaces.
This year, KPMG is announcing an “energy check-in” initiative to target at-risk employees. After piloting the program last year in a smaller division, KPMG—a Fortune 100 Best Companies to Work For in 2023—plans to have a company-wide rollout to their 36,000 employees and partners by the end of 2024.
Using primarily self-reported data and KPMG’s internal system, managers can sense which employees may be running out of steam based on how many hours they work compared to their chargeable hours, PTO hours, and hours spent in meetings. If an employee receives three flags across these buckets, their manager gets a prompt to conduct a check-in. Flags are given to those in the 75th percentile for hours worked or hours on audio calls, and in the 25th percentile for used PTO compared to their peers.
“We’re looking for people that are working more hours than we would expect them to,” Sandy Torchia, KPMG’s vice chair of talent and culture, tells Fortune. “We’re looking for people that aren’t taking PTO as much as we would expect them to, and then we’re also looking for people that are spending more hours than expected on audio calls.”
When a manager gets a prompt to check in with an employee, they are encouraged to ask about their work-life balance, offer them resources to prioritize their well-being and encourage them to take PTO, Torchia says.
“People feel like someone’s paying attention to the work that they’re doing, how they’re working, and wants to help them with it,” Torchia says. “Prior to these energy check-ins, we didn’t really have a way to bring all this information together and to be very pointed.”
According to internal data from the initiative’s pilot, shared exclusively with Fortune, 77% of those who had a flagged check-in with their manager said it was beneficial for their well-being, and 88% of managers said it would be helpful to have future prompts to check in with their teammates. While it’s inevitable that burned-out and disengaged employees yield lower performance, it can be challenging to encourage managers to put one more meeting on the calendar in addition to daily duties, Torchia says. Rolling out the program will come with challenges—including how to best support managers.
“We’re corporate athletes, and we need to not only be physically ready to do our job, but we need to be mentally ready to do our job,” she says. “If we make these investments in our people, we are going to have higher-performing teams.”
Rachel Montañez, a career and burnout advisor for Fortune 500 companies, previously told Fortune that when employees feel appreciated and heard, they can better advocate for how they work most effectively.
“When there’s safety, we respect an employee’s time, energy, and emotions,” she said. “In turn, people feel they can suggest and see improvements in things like reducing meeting inefficiencies, visibility and recognition, or even approaching an internal stakeholder to set better boundaries.”
And more, employees are yearning for “human-centered leaders,” who see their teams as composed of people with various motivations in and outside of work.
“Of course, we can never know all the personal challenges an employee is facing. And not everyone is comfortable sharing,” Tracy Layney, the chief human resources officer at Levi Strauss & Co., previously told Fortune. “But leaders should aim to open the door to allow for honest discussions, something that helps us create and maintain a culture where employees feel respected by their leaders and confident enough to take risks.”
While the rollout is still in process at KPMG, Torchia hopes more heads of HR, culture, and talent see well-being initiatives as integral to daily operations.
“We want this to become part of our culture,” she says.
