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人才市場(chǎng)供應(yīng)吃緊，本世紀(jì)初成年的“千禧一代”更注重工作的目的。越來(lái)越多的跡象顯示，如果職場(chǎng)環(huán)境多元且有包容性，企業(yè)業(yè)績(jī)會(huì)更好。

換言之，美國(guó)商界的企業(yè)文化十分重要。企業(yè)在尋找創(chuàng)新方式吸引人才和提升業(yè)績(jī)。上周二《財(cái)富》雜志在舊金山舉行的CEO倡議活動(dòng)中，與會(huì)的企業(yè)首席執(zhí)行官介紹了各種經(jīng)驗(yàn)。

人力資源軟件公司W(wǎng)orkday的首席執(zhí)行官安尼爾·布斯里認(rèn)為，想留住人才就要按照公司的價(jià)值觀培養(yǎng)新入職的經(jīng)理，表彰踐行Workday理念的經(jīng)理。

網(wǎng)頁(yè)服務(wù)器平臺(tái)WP Engine的首席執(zhí)行官希瑟·布倫納表示，正努力降低對(duì)傳統(tǒng)招聘方式的依賴。WP Engine不再規(guī)定新員工必須擁有大學(xué)學(xué)位和某些工作經(jīng)驗(yàn)。布倫納尋找的是和公司價(jià)值觀一致的求職者，并且推行同工同酬。她解釋說(shuō)，即便員工不擅長(zhǎng)爭(zhēng)取薪水，公司也不會(huì)因此少付一些。

德勤美國(guó)的首席執(zhí)行官凱西·英格伯特幾年前就開始推行“鼓勵(lì)文化”。她解釋說(shuō)，號(hào)召之后公司成立了一些高人氣的內(nèi)部委員會(huì)，出任委員的員工背景非常多元，視角也各自不同，現(xiàn)在人們可以一起努力解決此前很難開展的對(duì)話。

開拓企業(yè)文化的先驅(qū)、企業(yè)云計(jì)算公司Salesforce的首席公平官托尼·波弗特稱，Salesforce原本有九個(gè)員工自建組織，最近新增了一個(gè)內(nèi)部信任組織FaithForce。該組織由一名基督教男信徒和一名女性穆斯林共同成立，現(xiàn)在成了發(fā)展最快的員工自發(fā)組織。波弗特發(fā)現(xiàn)其他公司的員工也對(duì)這種信任組織很有興趣。

據(jù)參加活動(dòng)的企業(yè)高管分享，打造企業(yè)文化的行動(dòng)有著同一個(gè)目標(biāo)：營(yíng)造真誠(chéng)的氛圍，幫助員工全身心投入工作。

調(diào)查機(jī)構(gòu)Great Places to Work的首席執(zhí)行官邁克爾·布什表示，各企業(yè)都應(yīng)該嘗試，他呼吁廣大企業(yè)領(lǐng)袖做出更多努力。Great Places to Work面向全球上百萬(wàn)企業(yè)員工進(jìn)行職場(chǎng)滿意度調(diào)查。布什說(shuō)：“事實(shí)上，并沒(méi)有出現(xiàn)（這樣的氛圍）?！彼赋?，約半數(shù)LGBTQ（同性戀、雙性戀、跨性別者和性向不定者）的員工在工作中仍然隱瞞性取向，大多數(shù)有殘障家人的員工也從未告訴同事。

“他們?nèi)绱吮Ｃ懿皇钳偭耍辈际步忉?，“而是因?yàn)樗麄兒苈斆?，知道如果某些事被人知道，個(gè)人職業(yè)道路都會(huì)改變。遺憾的是，總體而言，他們的判斷沒(méi)錯(cuò)?！?

布什進(jìn)而表示：“我們需要?jiǎng)?chuàng)造一個(gè)大家都可以表現(xiàn)真實(shí)自己的環(huán)境，把全副精力投入工作。既然愿意支付工資，提供福利，為什么不能接受所有勞動(dòng)者，只接納70%？”

布什認(rèn)為，企業(yè)能否做到全看領(lǐng)導(dǎo)層。他了解到從事艱苦體力工作的低薪員工會(huì)對(duì)自己的工作場(chǎng)所評(píng)價(jià)很好，也聽(tīng)說(shuō)過(guò)在大公司拿高薪的員工對(duì)工作非常不滿。Great Places to Work的數(shù)據(jù)顯示，62%的職場(chǎng)人士與領(lǐng)導(dǎo)打交道時(shí)有過(guò)不愉快的經(jīng)歷。

談到企業(yè)文化，布什解釋說(shuō)：“我們主要看的還是領(lǐng)導(dǎo)水平。”（財(cái)富中文網(wǎng)）

譯者：Pessy

審校：夏林

The labor market is tight, millennials are searching for purpose at work, and evidence continues to mount that a diverse and inclusive workforce leads to better business results.

In other words, culture matters these days in Corporate America, and companies are looking to innovate in ways that will attract talent and drive performance. And executives, speaking at Fortune’s CEO Initiative in San Francisco on last Tuesday, offered a number of ways they’ve gone about this.

For Aneel Bhusri, CEO of Workday, the HR software company, it’s meant steeping newly-hired managers in the values of the company and celebrating those who model the Workday way.

Heather Brunner, the CEO of WP Engine—a web hosting platform—said she has worked hard to drop her long-held biases around traditional hiring practices. WP Engine no longer requires new employees to hold a college degree or certain work experience. Instead, she looks for candidates who share the firm’s values—and it enforces equal pay for equal work. Employees are not compensated less simply because they were a less savvy salary negotiator, explained Brunner.

Meanwhile, Cathy Englebert, CEO of Deloitte US, a couple years ago launched the consulting firm’s “Culture of Courage.” That initiative resulted in the company’s popular inclusion councils, she explained, where employees representing a variety of backgrounds and perspectives come together to tackle the tough conversations that were previously avoided.

And Tony Prophet, chief equality officer at Salesforce—a pioneer in the work culture space—said his company recently added an interfaith group, FaithForce, to its roster of nine other employee resource groups. Founded by a Christian man and an Islamic woman, Prophet says it’s now the fastest growing of the company’s resource groups and that he’s seen lots of interest in the faith organization from other companies.

Among the stated goals of such efforts is cultivating an environment of authenticity, in which employees can bring their whole selves to work.

Michael Bush, CEO of Great Places to Work, an organization that surveys millions of employees around the world about workplace satisfaction says that’s the way it should be and called broadly on leaders to do more. “The fact is this isn’t happening,” he said noting that roughly half of employees who identify as LGBTQ remain closeted at work and that a majority of individuals with a disabled family member never reveal that fact to colleagues.

“They don’t do this because they’re crazy,” he said. “They do it because they’re smart. They know if they reveal certain things about themselves they’re career trajectory will change. And unfortunately, generally speaking, they’re right.”

Bush continued: “We need to be creating environments where people can be themselves and bring their full selves to work. You’re paying them. You’re giving them benefits. Why not get all of them? Why get 70% of them?”

A company’s ability to achieve this, Bush said, all boils down to leadership. He’s seen low-paid employees doing tough manual labor giving their workplaces rave reviews, and those making big bucks at gold plated firms report complete dissatisfaction with their jobs. His company’s data has found that 62% of working people report a negative experience with their leader.

When it comes to culture, Bush explained, “What we’re measuring is leadership.”