This is what makes employees happy at work | The Way We Work, a TED series

Transcriber: Ivana Korom Reviewer: Camille Martínez

We survey CEOs, police officers, truck drivers, cooks, engineers.

譯者: Lilian Chiu 審譯者: 易帆 余

我們調查了執行長、警察、 卡車司機、廚師、工程師。

If people are working, we've surveyed them.

我們調查的是在工作的人。

And what we know, in terms of their happiness:

關於他們的快樂， 我們所知道的是：

workers all want the same things.

工作者都想要同樣的東西。

[The Way We Work]

〔我們工作的方式〕

There's three billion working people in the world.

世界上有三十億人在工作。

And about 40 percent of them would say they're happy at work.

當中大約四成會說 他們工作很快樂。

That means about 1.8 billion, or almost two billion people,

那就表示約有十八億人， 或近二十億人，

are not happy at work.

工作時並不快樂。

What does that do,

這會有什麼影響？

both to those people and the organizations that they work in?

對那些人以及他們服務的 組織會有什麼影響？

Well, let's talk about money.

咱們來談談錢。

Organizations that have a lot of happy employees

有很多快樂員工的組織

have three times the revenue growth,

和沒有很多快樂員工的組織 相較，年度利潤成長率是三倍。

compared to organizations where that's not true.

They outperform the stock market by a factor of three.

股價表現更是高三倍。

And if you look at employee turnover,

就員工流動率來看，

it's half that of organizations that have a lot of unhappy employees.

和擁有許多不快樂員工的 組織相較，只有一半。

The miracle thing is,

神奇的是，並不需要 多花錢就能讓員工快樂。

you don't have to spend more money to make this happen.

It's not about ping-pong tables and massages and pet walking.

重點不是乒乓球桌、 按摩或遛寵物。

It's not about the perks.

重點不是額外補貼，而是他們 如何被他們的領導人對待，

It's all about how they're treated by their leaders

and by the people that they work with.

及如何被他們的同事對待。

So I'd like to share a few ideas that create happy employees.

我想要分享一些想法， 協助創造快樂的員工。

Idea number one:

想法一：

in organizations where employees are happy,

在員工很快樂的組織中，

what you find is two things are present:

你會發現兩樣東西：

trust and respect.

信任和尊重。

Leaders often say,

領導人通常會說： 「我們信任我們的員工。

"We trust our employees.

We empower our employees."

我們賦權給員工。」

And then when an employee needs a laptop --

接著，當員工需要筆電時——

and this is a true example --

這是個真實例子——

15 people have to approve that laptop.

十五個人得要核准那台筆電。

So for the employee, all the words are right,

所以，對員工來說， 所有的文字規定都沒問題，

but 15 levels of approval for a $1,500 laptop?

但一千五百美元的筆電 卻要經過十五關審核？

You've actually spent more money than the laptop, on the approval.

你花在審核的錢 比買筆電的錢還多。

And the employee feels maybe they're really not trusted.

員工覺得也許他們並沒有被信任。

So what can an organization do to have a high level of trust?

所以，組織要如何做， 才能有高度的信任？

The first organization that comes to mind is Four Seasons.

首先想到的組織是四季酒店。

They have magnificent properties all around the world.

他們在全世界都有雄厚的資產。

And their employees are told,

他們的員工被告知：

"Do whatever you think is right when servicing the customer."

「在服務客人時， 做任何你認為正確的事。」

To hand that trust to your employees to do whatever they think is right

把信任交給你的員工， 讓他們做他們認為正確的事，

makes the employees feel great.

會讓員工感覺很棒。

And this is why they're known for delivering some of the best service

這就是為什麼四季的員工 以優質服務聞名世界。

in the world.

Idea number two: fairness.

想法二：公平。

The thing that erodes trust in an organization

在一個組織中， 有件事會侵蝕信任，

faster than anything else

且速度無與倫比，

is when employees feel that they're being treated unfairly.

那就是員工認為 他們沒有被公平對待。

Employees want to be treated the same,

員工希望被同等對待，

regardless of their rank or their tenure or their age

不論他們的階級、 他們的任期、他們的年齡、

or their experience or their job category,

他們的經驗、他們的工作類別

compared to anyone else.

和別人比起來如何。

When I think about great organizations who get fairness right,

若要談有公平權利的優良組織，

the first organization that comes to mind is Salesforce.

最先想到的是 Salesforce。

They found that men and women working in the same job

他們發現，男性和女性

若做同樣的工作，精練度相同，

with the same level of proficiency

were making different amounts of money.

所得卻會不一樣。

So immediately, they calculated the difference,

所以，他們馬上去計算那差異，

and they invested three million dollars to try and balance things out.

他們投資了三百萬美元， 試著取得平衡。

Idea number three is listening.

想法三：傾聽。

So, to be a listener who connects with all types of people,

要成為傾聽者，和各種人連結，

we have to unlearn a few things.

我們得要忘掉幾件學過的事。

We've all been taught about active listening and eye contact --

我們都被教導要積極傾聽 以及眼神接觸——

an intense stare

熱切的盯著，

and a compassionate look.

很有熱忱的表情。那不是傾聽。

That's not listening.

Repeating what the person says -- that's not listening.

重覆一個人說的話—— 那不是傾聽。

Being humble

要謙遜，不斷獵尋、尋找 可能的最佳點子——

and always hunting and searching for the best idea possible --

that's what listening is.

那才是傾聽。

And employees can feel whether you're doing that or not.

員工能夠感覺到你有沒有這樣做。

They want to know, when they talk to you and share an idea,

當他們和你交談及分享 想法時，他們想要知道，

did you consider it when you made a decision?

在你決策時有考慮 他們所提的事嗎？

The one thing that everybody appreciates and wants when they're speaking

當人們在說話時， 他們都想要也很感謝一件事，

is to know that what they say matters so much

就是知道他們所說的話非常重要，

you might actually change your mind.

很可能會讓你改變主意。

Otherwise, what's the point of the conversation?

不然，對談有什麼意義？

We all know the things we need to change,

我們都知道我們需要改變的事，

the things that we need to do differently.

我們需要用不同方式做的事。

The way you behave, the way you treat others,

你的行為、你對待他人的方式、

the way you respond, the way you support,

你回應的方式、你支持的方式，

defines the work experience for everyone around you.

會定義你身邊的人 有怎樣的工作體驗。

Changing to be a better person --

改變成為更好的人——

the world is littered with those failures.

世界被那些亂搞的傢伙 弄得亂七八糟。

But changing because there's something you believe in,

但，為了你的信念而做改變，

some purpose that you have,

為了你的目的而做改變，

where you're willing to risk almost everything

你幾乎願意賭上一切，

because it's so important to you --

因為對你而言太重要了—— 那就是改變的理由。

that's the reason to change.

If it's not, you should probably find a different place to work.

如果不是，你可能得要 換個地方工作了。