如何讓你的員工更認真投入?

Get Your Employees Engaged
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如果想要創造對你的組織最重要的結果,關鍵是什麼?就是員工是否認真投入工作。

莎拉.格林:歡迎來到《哈佛商業評論》的The Idea。我是莎拉.格林。今天我邀請的是道格.科南特,他剛卸下金寶湯公司執行長職位。道格,非常感謝你來參加節目。

道格.科南特:很高興有這個機會。

莎拉.格林:你在金寶湯的經歷很傑出,你扭轉了員工對公司的投入程度。請告訴我們發生了什麼事情。

道格.科南特:我們當時—那是2001年,當時公司的文化很糟糕,許多人被裁員。當時我們的環境裡,彼此信任感很低。我剛上任時,每兩位認真投入工作的員工裡,就有一人正在找工作。

基本上,我們有14,000名員工在工作,而有6,000名員工在找工作。從我上任以來,我們的團隊就很認真處理這個問題,因此現在我們每17名極投入的員工,只有一名不夠投入的員工。這是世界一流的水準。

這個故事很棒。我認為,這一點對高績效公司很重要。你若想要有高水準的績效,就必須讓員工都高度投入工作。而要他們都很投入工作,就必須讓他們真的相信,你很認真設法要改善他們的生活。

莎拉.格林:你在HBR.org上寫過一篇文章,其中提到「表明自己的想法」。這是什麼意思?這對投入程度有什麼影響?

道格.科南特:我想我們必須了解,人們無法看透他人心思。他們無法確知你在想什麼。你必須告訴他們。有時候,我們認為這是理所當然的,因為我們很清楚知道自己在做什麼,還有為什麼要這麼做。但人們不會讀心術。你必須告訴他們。你表明自己的想法,說好的,我們要強調員工投入程度。我們承諾要讓這個地方能吸引你來工作;而表明這個想法,也讓你要求自己負起責任做到。

你表明自己的想法,就能提高責任心,同時提高期望。這是一半的工作。另一半則是,你必須兌現承諾。

你必須非常謹慎,因為一旦你表明想法,就必須實現那些想法。

莎拉.格林:我還想問你有關這個做法的另一個部分,那就是親筆短信。因為你這種做法很知名。這麼做的效用是什麼?

道格.科南特:為了建構這個想法,我每天固定寫十到二十封短信給公司員工,讚揚他們的成功。在我這一行,我受的訓練是要在試算表中找到出錯的數字,找到所有出錯的地方。整個文化建立在找到出錯的事情,然後改正。我的觀察是,大多數文化都沒有盡可能讚揚真正重要的貢獻。

所以,我發展出這種做法,寫短信給我們世界各地的員工。在這十年間,我們把這些短信累計起來,總共超過三萬封。而我們只有兩萬名員工。很酷的是,不論我去到世界的哪個地方,上海、德國呂貝克、法國巴黎,或墨西哥市,你都可以在員工的辦公隔間裡,發現我手寫的短信貼在布告欄上,就像在讚揚他們的貢獻。

有幾件重要的事情需要知道。第一,它們不是毫無理由就寫的短信,而是具體針對這些員工所完成、有益於我們公司的特定事情。第二,這些是手寫短信,因為我認為重要的是應該要針對個人。

讚揚貢獻

■ 要具體明確

■ 針對個人情況表達

對我來說,電子郵件還可以,但並不夠。如果我有時間,如果我空出時間寫短信,員工會好好珍惜。可惜在我職涯的前25年,大概只收到過兩封短信。我把那兩封都保存下來。

但我加入金寶湯時,看出這麼做的作用。我用這種方式,來強調我們採用的策略,以及強調工作投入程度很重要,讓員工知道我有在注意。這麼做可向組織傳達許多正向訊號。我很高興自己有這麼做。

莎拉.格林:請教你最後一個問題。我知道許多高階主管都談到「走動式管理」。你其實還戴了計步器。你從這個做法得到什麼效益?

道格.科南特:我們從幾年前就一直強調一個概念,員工每天要走一萬步。我們鼓勵員工設法運動,維持健康。我每天的行程安排太忙了。但有件事我可以辦到,一定會在每天中午空出半小時。我會戴上計步器,穿上步行鞋,員工就會知道我在步行運動。我會開始在整棟大樓裡到處走。每天半小時或一小時的步行都不一樣,有時會到下班前才運動。

但我完成了一萬步。我也有機會與員工建立關係,讚揚他們的一些貢獻,並再度讓他們知道,我有在注意,我完全投入。我認為,這麼做傳達了許多正向的訊號。我很喜歡這個做法。我一天也走了一萬步。我因此變得更健康。所以,這是個三贏的全贏局面。

莎拉.格林:道格,我感覺我們才剛談到問題表面而已,但很可惜我們時間有限。再次感謝你抽空受訪。

道格.科南特:非常謝謝你。

(蘇偉信譯)


The key to producing the results that matter most to your organization? An engaged workforce.

Sarah Green: Welcome to The Idea from Harvard Business Review. I’m Sarah Green. I’m here today with Doug Conant, who just stepped down as CEO of the Campbell Soup Company. Doug, thanks so much for coming in.

Doug Conant: Happy to be here.

Sarah Green: So you have a great story at Campbell’s when you were there, about turning around the employee engagement of that company. Tell us what happened there.

Doug Conant: Well, we were, at the time—this is back in 2001—a very toxic culture where a lot of people had been let go. And we had a very low trust environment. When I first started, it was for every two people we had actively engaged in our company, we had one person who was looking for a job.

So fundamentally, we had 14,000 working and 6,000 people looking for jobs. And since I’ve been there, and since our team has really tackled this issue, we now have 17 people wildly engaged for every one person who’s not. And those are world-class levels.

So it’s been a wonderful story. I think it’s foundational for a high-performance company; you cannot expect to perform at a high level unless people are personally engaged. And they’re not going to be personally engaged unless they genuinely believe that you are personally engaged in trying to make their lives better.

Sarah Green: You have written on HBR.org about, I think, part of that, which is “declaring yourself.” What do you mean by that? And how does that impact engagement?

Doug Conant: I think we have to realize that people are not mind readers. They don’t know exactly what you’re thinking. I think you have to tell them. And sometimes we take that for granted, because we know so clearly what we’re doing, and why we’re doing it. But people are not mind readers. You have to tell them. And by declaring yourself and saying, OK, we’re gonna emphasize employee engagement. We’re committed to making this a place where you’re personally attracted to working—by declaring that, you also hold yourself accountable to it.

And so when you declare yourself, you raise the accountability and raise the expectations. That’s half of it. The other half is, you have to deliver.

So you’ve got to be very careful, because once you declare yourself, you have to deliver against that agenda.

Sarah Green: I want to also ask you about another specific part of this, which is a handwritten note. Because that’s something that you’ve become known for. What’s the power of that?

Doug Conant: Well, to frame the idea, I have a practice of writing 10 to 20 notes a day to employees in our company celebrating their successes. You see, in my line of work, I’ve been trained to find the busted number in the spreadsheet, and find all the things that are going wrong. And the entire culture is built to find things that are going wrong and fix them. My observation is that most cultures really don’t celebrate contributions of real significance like they can be celebrated.

So I developed this practice of writing notes to our employees all around the world. And over the course of the ten years, when we added them all up, it was over 30,000 notes. And we only have 20,000 employees. And what’s cool is, wherever I would go in the world—whether it’s Shanghai, or Lubeck, Germany, or Paris, France, or Mexico City—in employee cubicles you would find my handwritten notes posted on their bulletin boards, kind of celebrating their contributions.

Now there are a couple of things that are important to know. One is, they were not gratuitous notes. They related to something specifically these people had done that had enhanced our company. Two is, they were handwritten, because I believe it’s important that you make it personal.

Celebrate contributions

*Be specific

*Make it personal

To me an email is OK, but it’s insufficient. If I have the time, if I make the time to write the note, it’s something that people will treasure. You know. Unfortunately, in my first 25 years of my career, I think I got about two notes. And I saved both of them.

But I saw the power in it as I got started at Campbell. And it was a way for me to emphasize the strategies we were on and how important engagement was, to let people know I was paying attention. And it sent a lot of positive signals to the organization. I’m glad I did it

Sarah Green: One final question for you. I know a lot of executives talk about management by walking around. You actually put on a pedometer. And what did you get from that exercise?

Doug Conant: Well, we were emphasizing, years ago, this notion of people getting 10,000 steps in in a day. And we were encouraging people to find ways to get exercise and be healthy. And my schedule is just insane. But the one thing I could do—inevitably, in the middle of the day, a half hour would free up. And so I would put my pedometer on and I put walking shoes on, so people would know I was doing my walk. And I would just start walking all over the building. Every day it would be a different half hour, or an hour, or maybe at the end of the day.

But I was getting my 10,000 steps in. And I also had a chance to connect with people and celebrate some of their contributions and, once again, let them know I was paying attention, that I was all in. And I believe it sent a lot of positive signals. And I loved it. And I also got 10,000 steps in a day. And I’m fitter for it. So it was a win, win, win, all the way around.

Sarah Green: Well, Doug, I feel like we’ve barely scratched the surface, but that’s unfortunately all the time we have. Thanks again for coming in.

Doug Conant: Thank you very much.



本篇文章主題激勵員工