演講MP3+雙語文稿:如何讓員工在工作中感到快樂

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聽力課堂TED音頻欄目主要包括TED演講的音頻MP3及中英雙語文稿，供各位英語愛好者學(xué)習(xí)使用。本文主要內(nèi)容為演講MP3+雙語文稿:如何讓員工在工作中感到快樂，希望你會喜歡！

【演講者及介紹】Michael C. Bush

邁克爾?布什正在通過幫助組織變成為所有人工作的好地方來幫助建設(shè)一個更美好的世界。

【演講主題】這就是讓員工在工作中感到快樂的原因

【中英文字幕】

翻譯者 psjmz mz 校對者 YinchunRui

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We survey CEOs, police officers, truckdrivers, cooks, engineers. If people are working, we've surveyed them. And whatwe know, in terms of their happiness: workers all want the same things.

我們采訪了CEO，警官，卡車司機(jī)，廚師，工程師。只要是在工作的人，我們就采訪他們。就我們知道的快樂而言：工作者想要的東西一樣。

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[The Way We Work]

【我們的工作方式】

00:16

There's three billion working people in theworld. And about 40 percent of them would say they're happy at work. That meansabout 1.8 billion, or almost two billion people, are not happy at work. Whatdoes that do, both to those people and the organizations that they work in?

全世界有30億勞動人口。大約40%的人說他們在工作時感到快樂。這意味著有18億人或大約20億人，在工作中并不快樂。這個現(xiàn)象對那些人和他們工作的組織有什么影響呢？

00:31

Well, let's talk about money. Organizationsthat have a lot of happy employees have three times the revenue growth,compared to organizations where that's not true. They outperform the stockmarket by a factor of three. And if you look at employee turnover, it's halfthat of organizations that have a lot of unhappy employees. The miracle thing is,you don't have to spend more money to make this happen. It's not aboutping-pong tables and massages and pet walking. It's not about the perks. It'sall about how they're treated by their leaders and by the people that they workwith.

讓我們來談?wù)劷疱X。擁有快樂員工的組織的營收增速是員工不快樂的組織的三倍。它們在股票市場上的表現(xiàn)也高出三倍。如果你看員工流動率，員工快樂的公司是不快樂公司的一半。神奇的是，你不需要花很多錢就能做到這一點(diǎn)。它跟是否有乒乓球桌、按摩服務(wù)和能遛寵物無關(guān)。這不是福利問題。這事關(guān)他們?nèi)绾伪凰麄兊念I(lǐng)導(dǎo)和他們的同事對待。

01:01

So I'd like to share a few ideas thatcreate happy employees. Idea number one: in organizations where employees arehappy, what you find is two things are present: trust and respect. Leadersoften say, "We trust our employees. We empower our employees." Andthen when an employee needs a laptop -- and this is a true example -- 15 peoplehave to approve that laptop. So for the employee, all the words are right, but15 levels of approval for a $1,500 laptop? You've actually spent more moneythan the laptop, on the approval. And the employee feels maybe they're reallynot trusted. So what can an organization do to have a high level of trust? Thefirst organization that comes to mind is Four Seasons. They have magnificentproperties all around the world. And their employees are told, "Dowhatever you think is right when servicing the customer." To hand that trustto your employees to do whatever they think is right makes the employees feelgreat. And this is why they're known for delivering some of the best service inthe world.

所以我想要分享幾個創(chuàng)造快樂雇員的主意。主意一：在員工感到快樂的組織中，你會發(fā)現(xiàn)兩件事情：信任和尊重。領(lǐng)導(dǎo)者常說，“我們相信我們的員工。我們賦予員工權(quán)力?！倍?dāng)員工需要臺筆記本電腦時——這是個真實(shí)的例子——必須有15個人批準(zhǔn)才行。所以對員工而言，說的話都挺好聽的，但一臺1500美元的電腦需要15級的審批？你其實(shí)在審批這臺電腦上花了更多的錢。員工會感到也許他們不是真的被信任。那么，一個組織如何才能高度信任他們的員工呢？首先想到的是四季酒店。它們在世界各地都有宏偉的建筑。他們的雇員被告知，“服務(wù)客戶時，盡管去做你認(rèn)為正確的事情。”授權(quán)你的員工去做任何他們覺得正確的事情讓他們感覺很棒。這就是為什么他們能夠提供世界頂級服務(wù)的原因。

02:02

Idea number two: fairness. The thing thaterodes trust in an organization faster than anything else is when employeesfeel that they're being treated unfairly. Employees want to be treated thesame, regardless of their rank or their tenure or their age or their experienceor their job category, compared to anyone else. When I think about greatorganizations who get fairness right, the first organization that comes to mindis Salesforce. They found that men and women working in the same job with thesame level of proficiency were making different amounts of money. Soimmediately, they calculated the difference, and they invested three milliondollars to try and balance things out.

主意二：公平。當(dāng)員工感到自己受到了不公平的對待時，對組織的信任就會受到最迅速的侵蝕。員工想要一視同仁，不管他們的級別，任期或年齡，或經(jīng)驗(yàn)或職業(yè)背景，跟其他人比怎樣。當(dāng)我想到那些有公平待遇的偉大組織時，我首先想到的是Salesforce。他們發(fā)現(xiàn)男性和女性擔(dān)任同樣的工作，技能熟練程度一致，收入?yún)s大相徑庭。于是很快，他們就計算了這種差異，并且投資了300萬美元實(shí)現(xiàn)同工同酬。

02:39

Idea number three is listening. So, to be alistener who connects with all types of people, we have to unlearn a fewthings. We've all been taught about active listening and eye contact -- anintense stare and a compassionate look. That's not listening. Repeating whatthe person says -- that's not listening. Being humble and always hunting andsearching for the best idea possible -- that's what listening is. And employeescan feel whether you're doing that or not. They want to know, when they talk toyou and share an idea, did you consider it when you made a decision? The onething that everybody appreciates and wants when they're speaking is to knowthat what they say matters so much you might actually change your mind.Otherwise, what's the point of the conversation?

主意三：傾聽。要做各色人群的傾聽者，我們需要忘記一些事情。我們都被教過要積極傾聽，有眼神接觸——要認(rèn)真的凝視，展現(xiàn)出理解的表情。這不是傾聽。重復(fù)人們說過的話——這不是傾聽。保持謙卑并一直尋找最好的點(diǎn)子——這才是傾聽該有的樣子。員工可以感到你有沒有這樣做。他們想要知道，當(dāng)他們跟你交談和分享想法時，你在做決定時會不會考慮？每個人在說話時最感激和最想要的是知道他們想表達(dá)的信息足夠重要，可以讓你改變主意。否則，談話的意義何在？

03:28

We all know the things we need to change,the things that we need to do differently. The way you behave, the way you treatothers, the way you respond, the way you support, defines the work experiencefor everyone around you. Changing to be a better person -- the world islittered with those failures. But changing because there's something youbelieve in, some purpose that you have, where you're willing to risk almosteverything because it's so important to you -- that's the reason to change. Ifit's not, you should probably find a different place to work.

我們都知道需要做出改變，要以不同的方式處理事情。你的行為舉止，你對待別人的方式，你回應(yīng)的方式，你支持的方式，定義了你周圍每個人的工作體驗(yàn)。做一個更好的人——世界充滿了這些失敗。但改變是因?yàn)槟阆嘈牛慵缲?fù)目標(biāo)，為此你愿意冒任何風(fēng)險，因?yàn)檫@對你相當(dāng)重要——這就是改變的理由。如果不是，你可能應(yīng)該換個地方工作。