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疫情之前,美国人的工作方式就已经发生变化 – Realnews

其实甚至是在新冠肺炎疫情爆发之前,美国人的工作方式就已经不起作用了。

“对人们来说,公司的工作环境是不可持续的,并且和生活不协调。”美高梅度假集团(MGM Resorts)的商业发展总裁阿提夫·拉菲克说道。

过去15年来, Gensler公司一直在对办公室职员进行民意调查,该公司的联合首席执行官黛安·霍斯金斯表示,人们在办公室的时间大约有一半都花在干“以个人为中心的活动”上,但他们日益缩小的工作空间却不利于此类活动的开展。

霍斯金斯称:“关于工作环境是否有助于开展工作的问题,人们的看法确实变得更加负面。”但随着新冠肺炎疫情从根本上改变了我们的工作和生活方式,现在正是“重新思考工作环境应该是什么样子的重启时刻,”她说。

上周,拉菲克和霍斯金斯在《财富》杂志的圆桌会议上谈到,随着职场人从公司办公室转向在家办公,疫情正在创造现代史上最大规模的劳动实验。

IBM的首席人力资源官尼克尔·拉莫罗说:“自工业革命以来,经理人和领导者第一次不得不认真考虑工作设计的问题。”

拉莫罗说,IBM拥有35万名员工,分布在150多个国家,尽管有些员工希望公司能够统一规定全球各地重返办公室的时间,但公司想要强调没有一刀切的模式。她说,IBM公司认为,未来将会出现在办公室和在家办公混合的模式,但员工应该还是会住在离IBM基地或办公楼通勤距离以内的地方。

Rich Talent Group是一家为高增长企业提供高管猎头服务的公司,它的创始人及首席执行官贾娜·里奇表示,公司的大多数客户都认为员工不可能永远居家办公。她说,公司都希望新聘用的雇员在确保安全的情况下尽快搬家,高层领导尤其如此。但一些求职者希望公司最终可以改变主意。“说实话,我认为这种想法很冒险。”里奇说,“我们在提供咨询时会非常注意,尽量建议大家不要做出此类假设。”

里奇还指出,她为这些高层职位招聘的职员中,88%是女性和有色人种。她很担心,等到形势足够安全能够去办公室上班,而边缘群体和代表性不足的群体出现在办公室办公的难度更大,到时会对他们产生怎么样的影响。

其他人也有同样的担忧。拉菲克说:“我们需要创造更多让人们获得奖励和晋升的通道。”除非我们真正做到了这一点,而且有真正的证据证明这一点,否则“职场行为不会真正改变。”他说,采用灵活上班的方式不应该影响你在公司的地位:“真正有影响的应该是你的潜力和表现。”

拉莫罗表示,此前IBM就不得不探讨,要让绩效管理、奖励和表彰系统以“结果”为基础,“而非活动”。

“早在疫情之前,我们针对这个问题就已经说了很多了。”她说,“但从某种程度上讲,是这次危机让我们把这个问题拿到台面上。”

布莱恩·埃利奥特是Slack的前平台负责人,也是未来论坛(Future Forum)的副主席。未来论坛是由Slack领导的一个新联盟,创建目的是对现代职场进行反思。他说,已经听到很多人担心,如果公司允许灵活选择上班方式,但高层却每天都出现在办公室,情况又会如何。他表示,这种“虚假的灵活工作制”会让员工觉得自己是二等公民:“灵活工作制能否成功,其中一个关键决定因素将是高管会怎么做。”

但千禧一代和Z世代似乎也在想念办公室。软银投资顾问公司(SoftBank Investment Advisers)的合伙人基尔西加·雷迪表示,这两个群体也感觉和外界的联系变少了,他们“不想成为‘Zoom’一代”。霍斯金斯说:“不然的话,他们将无法得到期望能够在职场上得到的指导。”(财富中文网)

译者:Agatha

Even before the pandemic, the way Americans worked wasn’t working.

“The corporate work environment is not sustainable for human beings and doesn’t comport with life,” says Atif Rafiq, president of commercial and growth for MGM Resorts.

Diane Hoskins, co-CEO of Gensler, whose company has been surveying workers for the past 15 years, says people spend about half their time at the office on “individual-focused activities”—something their shrinking workspaces do not foster.

“There’s been a real decline in how people perceive the effectiveness of the workplace to support the work they do every day,” says Hoskins. But as COVID-19 radically alters the way we work and live, this is a “reboot moment to think about what the workplace should be,” she says.

Rafiq and Hoskins spoke as part of a Fortune roundtable last week on how the pandemic is creating the biggest workforce experiment in modern history as employees have shifted from corporate offices to working from home.

“Not since the industrial revolution have managers and leaders had to think about work design,” says Nickle LaMoreaux, IBM chief human resources officer.

LaMoreaux says IBM, with its 350,000 employees spanning more than 150 countries, has tried to emphasize that there is no “one size fits all” model for returning to the office—even as some employees have wanted worldwide timelines. She says that the company believes there will be a hybrid model of working from home and the office going forward, but it expects employees will live within commuting distance to an IBM hub or office.

Jana Rich, founder and CEO of Rich Talent Group, an executive search firm for high-growth companies, says most of her clients are not saying employees can be remote forever. Companies want new hires to relocate as soon as it’s safe, she says, and that’s especially the case for senior leaders. But some candidates are hopeful employers will eventually change their minds. “I think it’s risky, to be honest,” Rich says. “We’re counseling really carefully not to make those assumptions.”

Rich also notes that 88% of the people she’s recruiting into these top roles are women and people of color. She’s concerned what impact it will have on marginalized and underrepresented groups if they are less able to be physically in the office when it’s safe to do so.

Rich’s concern was echoed by the rest of the group. “We need to create a lot more pathways for people to be rewarded and promoted,” Rafiq says. Unless that happens and there are real proof points, “the social behaviors will not really change.” He says taking advantage of flexibility shouldn’t influence your status at the company: “It should really be your potential and your performance.”

LaMoreaux says IBM has had to talk about centering its performance management and rewards and recognition systems on “outcomes, not activities.”

“We’ve been saying that a lot prior to the pandemic,” she says. “But this has been kind of the crisis that has made us bring that to the forefront.”

Brian Elliott, the former head of platform at Slack and VP of Future Forum, a new Slack-led consortium that aims to rethink the modern workplace, says he’s consistently heard concerns over what happens if a company allows flexibility but the C-suite shows up at the office every day. He says this “faux flexibility” can lead employees to feel like second-class citizens: “One of the key determinants of success is going to be how executives themselves behave.”

But it seems that millennials and members of Gen Z are also missing the office. Kirthiga Reddy, a partner with SoftBank Investment Advisers, says this group is feeling less connected and “does not want to be the Zoom” generation. Says Hoskins, “They’re not going to get the mentoring they’re looking for.”

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