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远程办公意味着更容易被“撬墙角”了,如何留住员工?

远程办公意味着更容易被“撬墙角”了,如何留住员工?

Emma Hinchliffe 2021年05月03日
随着越来越多的企业需要长期远程办公,竞争对手甚至不需要在同一个城市也能够撬墙角。

富兰克林邓普顿集团(Franklin Templeton)的首席执行官珍妮·约翰逊知道,未来几个月,她的公司将面临一场人才争夺战。随着越来越多的企业需要长期远程办公,竞争对手甚至不需要在同一个城市也能够撬墙角。

她说:“如果你的公司不擅长此道,他们就会挖走你的人才。”

这就是为什么这家投资集团的首席执行官正在努力创造尽可能公平的远程工作环境。约翰逊指出,成功的关键在于“小事”。“不要总是试图说服对方,要确保大家都可以发言,要有麦克风,这样视频里的人才能够和现场的人拥有同样的机会——实际上,这会改变会议模式。”她说,“会议礼仪很重要,要确保你不会让远程参会的人处于不利地位。”

另一个细微变化是该公司重新评估了客服中心员工的轮班安排;传统上,轮班班次是按照地理位置安排的,东海岸的员工上早班,西海岸的员工负责晚班。

“是否可以在家上班,以此选择你的轮班时间呢?”约翰逊解释说。“这样,你每天都能够空出两个小时,带孩子去看医生或者教孩子踢足球。如果公司可以建立一个这么灵活的体系,留住员工的可能性是不是更大?”

约翰逊在《财富》杂志举办的“CEO领导力新时代”(A New Era for CEO Leadership)活动上阐述了上述观点。与她同行的还有Enterprise Holdings公司的克里斯·泰勒、前进保险(Progressive)的特里西亚·格里菲斯和Salesforce的首席创新官西蒙·马尔卡希等首席执行官和高管。

约翰逊指出,这些策略尤其适合女性,因为女性在家庭中往往要承担照顾者的角色,需要更灵活的工作时间。Catalyst是一家致力于提升职场女性地位的组织,其首席执行官洛琳·哈利通补充道:“没错,如果我们真的需要长期采取这种工作形式,的确需要正确的策略,我们不能让人钻制度的空子。不然就会慢慢回到过去的那种状态。”(财富中文网)

译者:Agatha

富兰克林邓普顿集团(Franklin Templeton)的首席执行官珍妮·约翰逊知道,未来几个月,她的公司将面临一场人才争夺战。随着越来越多的企业需要长期远程办公,竞争对手甚至不需要在同一个城市也能够撬墙角。

她说:“如果你的公司不擅长此道,他们就会挖走你的人才。”

这就是为什么这家投资集团的首席执行官正在努力创造尽可能公平的远程工作环境。约翰逊指出,成功的关键在于“小事”。“不要总是试图说服对方,要确保大家都可以发言,要有麦克风,这样视频里的人才能够和现场的人拥有同样的机会——实际上,这会改变会议模式。”她说,“会议礼仪很重要,要确保你不会让远程参会的人处于不利地位。”

另一个细微变化是该公司重新评估了客服中心员工的轮班安排;传统上,轮班班次是按照地理位置安排的,东海岸的员工上早班,西海岸的员工负责晚班。

“是否可以在家上班,以此选择你的轮班时间呢?”约翰逊解释说。“这样,你每天都能够空出两个小时,带孩子去看医生或者教孩子踢足球。如果公司可以建立一个这么灵活的体系,留住员工的可能性是不是更大?”

约翰逊在《财富》杂志举办的“CEO领导力新时代”(A New Era for CEO Leadership)活动上阐述了上述观点。与她同行的还有Enterprise Holdings公司的克里斯·泰勒、前进保险(Progressive)的特里西亚·格里菲斯和Salesforce的首席创新官西蒙·马尔卡希等首席执行官和高管。

约翰逊指出,这些策略尤其适合女性,因为女性在家庭中往往要承担照顾者的角色,需要更灵活的工作时间。Catalyst是一家致力于提升职场女性地位的组织,其首席执行官洛琳·哈利通补充道:“没错,如果我们真的需要长期采取这种工作形式,的确需要正确的策略,我们不能让人钻制度的空子。不然就会慢慢回到过去的那种状态。”(财富中文网)

译者:Agatha

Franklin Templeton CEO Jenny Johnson knows that her company will face a war for talent in the months ahead. With more businesses than ever now leaning into remote work for the long term, a competitor doesn’t need to be located in the same city to poach employees.

“They will pick off your talent if you haven’t built an organization that can thrive in this,” she says.

That’s why the CEO of the investment manager is working to make remote work as fair as it can be. The key to that success is the “little things,” says Johnson. “Not talking over each other, making sure people speak up, making sure there’s microphones so that the person who’s on video has the same opportunity as the people in the room—that actually changes how meetings operate,” she says. “Meeting protocols are important so you don’t disadvantage those who are calling.”

Another small change for the business is reevaluating how the company breaks up shifts for its call-center workers; traditionally those hours were spread out geographically, with East Coast employees handling the early mornings and West Coast workers staffing the closing shift.

“What if you could go on from your home and pick your hours?” Johnson explains. “So you can leave for two hours a day to go take your child to the doctor, or you could coach your kids’ soccer? Will you retain people longer if you build that kind of flexibility in the system?”

Johnson offered these insights at the Fortune event “A New Era for CEO Leadership.” She was joined by fellow chief executives and leaders Chrissy Taylor of Enterprise Holdings, Tricia Griffith of Progressive, and Salesforce chief innovation officer Simon Mulcahy, among others.

The Franklin Templeton executive pointed out that these strategies could especially benefit women, who often serve as caregivers at home and desire more flexible hours. Added Lorraine Hariton, the president and CEO of Catalyst, an organization that works to advance women in the workplace: “It is true that we really need to have the right techniques, if we’re really going to make this work on a long-term basis—that we don’t have people gaming the system. Then we just get back to where we were over time.”

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