全球25家最適宜工作的公司巡禮
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戈?duì)柟?/strong> 排名：5 戈?duì)柟荆╓. L. Gore & Associates）在填補(bǔ)關(guān)鍵領(lǐng)導(dǎo)崗位時(shí)會(huì)廣泛征詢員工的意見(jiàn)。例如，兩位長(zhǎng)期任職的部門領(lǐng)導(dǎo)者退休后，這家公司在部門內(nèi)召開(kāi)了一系列意見(jiàn)征詢會(huì)，要求超過(guò)1,300名員工確認(rèn)，在選擇新領(lǐng)導(dǎo)團(tuán)隊(duì)時(shí)應(yīng)該考慮哪些品質(zhì)。這家公司使用類似的流程，要求人力資源部門的同事就一位新全球人力資源負(fù)責(zé)人發(fā)表意見(jiàn)。而且，公司現(xiàn)任CEO的任命也是在廣泛征詢各部門負(fù)責(zé)人意見(jiàn)后確定下來(lái)的。這些做法符合戈?duì)柟镜暮诵睦砟?，即公司領(lǐng)導(dǎo)者必須證明自己具備真正的“群眾基礎(chǔ)”，也就是說(shuō)，領(lǐng)導(dǎo)職位是獲得的，而不是被任命的。 |
W. L. Gore & Associates 5 When filling key leadership positions, Gore seeks broad input from the associates. For example, after two longtime divisional leaders retired, the company held a series of input sessions across the division, asking more than 1,300 associates to identify the attributes that should be considered when selecting the new leadership team. A similar process was used to ask Human Resources Associates for input on a new global HR leader, and the current CEO was named only after asking a wide group of leaders whom they would support as the next president. These practices are in keeping with W.L. Gore & Associate's core belief that leaders must demonstrate "followership" to truly lead -- in other words, that leadership is something to be earned, rather than appointed. |
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