职场英语

你会让员工感到不开心吗?

员工感到开心和满足才会让效率倍儿高~你会让员工感到不开心吗?

发布时间:2013年05月22日

你会让员工感到不开心吗?
You can't make every worker happy, surely, and should a business even try? Evidence from our recent research suggests, actually, that the answer is yes. Or rather, our evidence shows that managers are giving up far too soon on their disgruntled employees, making them less productive than they could be, exposing their companies to unnecessary risks from thefts and leaks in the process, and inflating turnover costs. 你不可能让每个员工都开开心心,这一点不假,那企业进行这样的尝试吗?从我们最新研究结论得出的建议是:事实上,你应该这样做。更确切的说,我们的证据显示管理人员对那些心存不满的员工太快地丧失信心,致使他们工作效率低下,从而让公司暴露在从偷盗,到信息泄露, 到员工离职率上升,造成成本增加等一系列风险中。 Our results suggest a clear path forward for bringing disgruntled employees back into the fold. In particular, the unhappy group in our survey strongly agreed on six major areas in which they felt (and we agree) that their leaders needed to improve: 我们研究的结论指出了一条让不开心的员工像常人一样工作的途径。需要特别指出的是,最不开心的员工在调查中非常赞同他们的领导应该在以下六个方面加以改进: Encourage me more. When we asked the unhappy 6% to name the skill they thought was most important for their boss to demonstrate, the top response was "Inspire and motivate others." Too often, managers take a negative tone with disgruntled employees. Expecting that efforts to motivate will be ignored, none are proffered, and the expectations become self-fulfilling. But our data suggest managers should take the opposite view: Work harder to inspire this group. Keep the conversation positive. Expect the best, not the worst. 更多的鼓励:当我问 6% 最不开心的员工:他们最希望老板展示何种技能时,最多的回答是“鼓舞激励他人”。太多的时候,管理者对不开心的员工使用批评的语调。由于感觉激励员工的努力可能收不到效果,因此就放弃了努力,转而期望员工可以自我激励。但我们的数据建议管理人员应该采取更加积极的态度来看待这一问题:更加努力地去激励团队。让谈话更加积极。期望最好的情况,而不是最糟的事情发生。 Trust me more. It's probably not surprising that both parties — unhappy employee and boss alike — distrust each other. The key to restoring trust is to operate with the belief that the other party can change. Here we'd suggest the manager make the first move by making the effort to understand the employee's problems. Then, as both parties work on their relationship, they must strive for consistency —that is, the manager must strive to treat all employees equitably, and both parties must strive to reliably do what they say they will do. Over time, trust will grow. 更多的信任:不开心的员工和同样不开心的老板相互之间缺乏信任——这没有什么奇怪的。在相处过程中,坚信对方可以改变是恢复信任的关键。在这里,我们建议管理者率先采取行动,努力了解下属面临的问题。然后,双方为改善关系而共同努力,必须保持一致性 —— 也就是说,管理者必须平等的对待每个员工,双方建立互信,言出必行。双方会随着时间的推移而增加互信。 Take an interest in my development. If a person works hard and gets a pay check he has a job. But if a person works hard, gets a pay check, and learns a new skill, she has a career. Career development should not be focused only on the high-potentials. As counterintuitive as it may seem, don't leave the underachievers out when distributing stretch assignments. 着眼于发展:如果一个员工为了薪水而努力工作,那他有一份工作。如果他努力工作,在获得报酬的同时,学习到一项新技能,那他拥有一份事业。不应只针对有潜力的员工谈职业发展。这也许有违常识,但在分配具有挑战性工作的时候,不要让绩效不达标的员工失去锻炼的机会。
Keep me in the loop. Communication is fundamentally a management function, so this responsibility rests squarely with the managers. Great communicators do three things well. First, they share information and keep everyone well informed. Second, they ask good questions, inviting the opinions and views from others — all others. Third, they listen. And not just to the people they like. 贵在参与:管理的基本职责之一是沟通,因此这一责任完全在管理人员身上。具备良好沟通技巧的人会做好三件事。第一,他们共享信息,让大家知道最新的情况。第二,他们提出很好的问题,征求其他所有人的意见。第三,他们听取意见,不仅仅是他们喜欢的人的意见。 Be more honest with me. People want to know how they're really doing on the job — and the one's not in favor perhaps even more than the one's feeling the warm glow of approval. They want to know why they're falling short. They want a chance to improve. Too often, though, the bottom 6% felt their bosses were not giving honest feedback, glossing over problems with comments like "You're coming along fine," when clearly they were not. What's more, many reported promises being made ("if you finish this project on time then...") that were not kept. Honesty is the bedrock of good relationships. 以诚相待:人们都想知道他们在工作中的表现如何 —— 对它的期待不亚于对热烈赞扬的期待。人们想知道自己有哪些不足。他们希望得到改进的机会。然而太多的时候,最不开心的6%的人认为管理者没有诚实地给他们反馈,谈问题时蜻蜓点水,给的评语不过是:“你做得还不错。”而这又很明显不符合实际情况。更有甚者,很多人说老板做了一些许诺:“如果你能按时完成项目,那么......”,而这些都是空头支票。请记住,诚实是一切良好关系的基础。 Connect with me more. Anything managers can to do improve their relationship with the disgruntled employees will have a significant positive influence. Here's where favoritism takes on its most concrete form: managers go to lunch more with people they like, our data show; they talk with them more socially (about children, sports, etc); they know them more personally. This is natural, surely, but so are the feelings of exclusion it creates among the less favored. A small effort by managers to spread their attention around more broadly can go a long way here. 良好的关系:对于不开心的员工而言,管理者改善与他们之间关系所做的任何努力都及其重要。这是最能体现管理者偏爱的地方:我们的数据显示,管理者和他们喜爱的员工一同进餐;他们之间谈论更多的社会性话题(关于孩子、体育等等);他们更多的了解这些员工的私生活。当然这一切显得自然而然,但这会让那些不受宠爱的员工感觉受到排斥。管理者一个小小的努力,关心身边更多的人,对员工会起到持久的作用。 A third of a person's life is spent in the workplace, sometimes more. When the environment is created by an extraordinary leader who cares about everyone's development, it leaves employees with little room to complain. 人的一生中,将三分之一的时间,甚至是更多的时间花费在工作场所。当卓越的领导者创造一个环境,真诚的关心每一个员工的发展时,员工还有什么可抱怨的呢。

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