精品国产_亚洲人成在线高清,国产精品成人久久久久,国语自产偷拍精品视频偷拍

為了編制這份榜單和類似的其他榜單，我們卓越職場研究所（Great Place to Work）每年要調查來自50多個國家的幾百萬名員工，了解是什么讓他們熱愛自己的工作，雇主又是如何營造堪稱典范的工作環境。我們還會開展文化審查，研究各家公司的福利和人文關懷項目，例如健康保險、培訓和發展、獎金、帶薪休假、退休計劃和慈善事業等。我們要確保那些上榜公司對所有人而言都是卓越職場，機構中的任何群體在我們的調查中都愿意給出高分。

1998年起，我們與《財富》雜志合作，編制了一年一度的“最適宜工作的100家公司榜單”。二十年來，關于適合所有人的卓越職場中員工的工作體驗，以及領導者如何打造這類公司的經驗，我們積累了大量數據。從中我們發現，那些職場之所以卓越，并不是因為它們的福利僅有特定行業才能提供，或是僅限于公有或私有機構、大公司或小公司。相反，一般來說，適合所有人的卓越職場是那些員工互相信任、互相欣賞，并以自己的工作為豪的地方。

二十多年前，我們著手研究時的目標，是了解并表彰那些被員工認為“卓越”的工作經歷類型。而在分析的過程中，我們甚至有了更具影響力的發現。員工認為卓越職場的特質——信賴、自豪、友愛——也會提高公司的業績。我們的研究顯示，《財富》最適宜工作的100家公司榜單中，上市公司股票的市場回報要比主要股指的平均水平高出兩到三倍。在收入增長、員工保留度、生產力、創新力、韌性、靈敏度、客戶服務、員工敬業度等多項指標上，卓越職場都要優于競爭對手。

全新的評判機制

從那時起到現在，我們的評判方法基本沒有過改動，然而，原來的公式只注重信賴、自豪和友愛程度，現在無法適應時代了。人們經營和工作的方式已經變了。我們意識到自己需要重新發掘其中的奧秘——適合所有人的卓越職場怎樣將機構文化作為成功的關鍵要素。所以，我們在制作今年的排名時增加了一些新指標，借以更準確地了解卓越的職場文化將如何轉化為增長率，塑造出杰出的企業。

一些基礎的商業知識經歷了幾十年，在當今依舊是金科玉律。一家成功的公司必須擁有健全的商業模式，明智地選擇策略，精明地做好財務管理。但這些商學院教導的基礎知識已經不夠用了。商業領袖通往成功的道路在不斷發展。事物的變化越來越快，信息傳播的速度和透明度都更勝從前，科技讓所有消費者和員工的聲音都能傳遍全球。這些都是我們這個時代獨特的挑戰。而最好的領袖正在做出回應。

在商業的新前沿，成功的要素是什么呢？適合所有人的卓越職場如今有六項評估指標：價值觀、創新力、財務增長、領導效率、員工潛能最大化程度和信賴度。商業成功的關鍵是最大化人的潛能，再通過領導的效率、價值觀和信賴度來實現。有了這些要素，創新和財務增長也就隨之而來。為了確定今年《財富》最適宜工作的100家公司榜單，我們仔細審閱了對每家公司的員工調查和文化審查情況，對這六項指標進行了打分。

全新評估方法的重點是員工潛力的最大化程度：如今，我們評估了公司在為所有員工持續營造積極體驗上的表現，無論這些員工是誰，他們在公司承擔什么工作。我們希望借此反映當今全球的現實，表彰那些起到帶頭作用的包容性機構，并向他們學習。這不是出于道德考慮，而是由于商業原因。我們最新的研究表明，那些在 “適合所有人”的新標準上得分最高的公司，收入的增長率比那些包容性不那么強的競爭對手快三倍。換言之，如果信賴是卓越職場取得優秀業績的燃料，那“適合所有人”就是它的加速劑。

另一項研究中我們發現，比起僅考慮信賴、自豪和友愛程度的舊機制下得分最高的機構，在“適合所有人”的新機制下得分最高的機構的收入增長速度要快10%。“適合所有人”的機構趕在了發展的最前列，這是情有可原的。因為在當今時代，商業的成功依賴于發掘員工的所有潛力。在重視互聯互通、創新和諸如激情、品格與合作等人文素質的經濟中，每位員工都很重要。結果就是，在新興經濟體中，卓越職場的表現會更好，而且要好得多。他們必須如此。他們不得不采用新的工作方式，新的處事方法，營造適合每個人優秀文化，無論他們是誰，在公司中承擔什么工作。為了在未來生存和發展，這些機構必須打造適合所有人的卓越職場。

To create this list and others like it, each year, we at Great Place to Work survey millions of employees in more than 50 countries to glean their insights on what makes them love the work they do, and to learn how their employers have created an exemplary work environment. We also conduct a culture audit to review each company’s benefits and people programs, such as health insurance, training and development, compensation, paid time off, retirement plans, and philanthropic efforts. For a company to be one of the best, we ensure that it must be a Great Place to Work for All—that every demographic group in an organization has consistently high scores on our survey.

Since 1998, we’ve partnered with Fortune to compile its annual list of the 100 Best Companies to Work For. Over the past two decades, this has amounted to a trove of data on what employees experience when their company is a Great Place to Work for All—and how leaders can build one. We have learned great workplaces are not created through a particular set of benefits that are unique to a particular industry, limited to public or private organizations, or the advantages of large or small organizations. Instead, universally, a Great Place to Work for All is one where employees trust the people they work with, have pride in the work they do, and enjoy the people they work with.

When we started our research more than 20 years ago, our goal was to understand and celebrate what type of work experience was considered “great” by employees. In the process of that analysis, we discovered something even more powerful. The same qualities employees report make a great workplace—trust, pride, and camaraderie—also fuel business performance. Our research shows that the publicly-held companies that appear on the Fortune 100 Best Companies list have delivered stock market returns two to three times greater than major stock indices. Compared to their competitors, great workplaces win when it comes to revenue growth, employee retention, productivity, innovation, resilience, agility, customer service, employee engagement, and more.

Our New Methodology

Until now, our methodology has remained relatively unchanged, but the original formula of only focusing on trust, pride, and camaraderie doesn’t work anymore. The way we do business—and work—has changed. And we realized that we needed to re-discover the magic—how each Great Place to Work For All uses its organizational culture as a key ingredient for success. So for this year’s ranking, we’ve added a few new metrics to help us take a more accurate reading of how a company’s great workplace culture translates to its growth and corporate excellence.

Some business basics remain as true today as they have for decades. A successful company must have a sound business model, a smart strategy, and savvy financial management. But these fundamentals of a business school education are no longer sufficient. Business leaders’ paths to success are quickly evolving. Changes happen faster, information moves rapidly with more transparency than ever before, and technology gives any customer or employee the power to be heard worldwide in an instant. These are the unique challenges of our times. And the best leaders are responding.

So what’s needed to succeed in the new business frontier? A Great Place to Work For All has six components we now measure: Values, Innovation, Financial Growth, Leadership Effectiveness, Maximizing Human Potential, and Trust. The key to business success is maximizing human potential, accomplished through leadership effectiveness, values, and trust. Get those pieces right, and you will see innovation and financial growth. To determine the rankings for this year’s list of the Fortune 100 Best Companies to Work For, we scored each company on these six components after reviewing their employee surveys and culture audit.

Central to our new approach is Maximizing Human Potential: we now assess how well companies create a consistently positive experience for all employees, no matter who they are or what they do for the organization. We did this to reflect the reality of the world today, and to recognize and learn from the inclusive organizations that are setting the pace. Not just for moral reasons, but for business reasons. Our most recent research shows companies that rate most highly according to our new “For All” standard grow revenue three times faster than their less-inclusive rivals. In other words, while trust fuels business performance at great workplaces, “For All” accelerates it.

In a separate study, we found the organizations scoring highest using our new “For All” methodology grew their revenue about 10 percent faster over the same period than the companies that scored best according to our old methodology, which simply measured average levels of Trust, Pride, and Camaraderie. It makes sense that “For All” organizations race ahead. Because now, business success relies on developing all your human potential. Every employee matters in an economy that is about connectivity, innovation, and human qualities like passion, character, and collaboration. The upshot is, in the emerging economy, the Best Workplaces can do better–much better. And they must. They have to work in new ways and with new behaviors to create an outstanding culture for everyone, no matter who they are or what they do for the organization. The same is true for all organizations. To survive and thrive in the future, organizations have to build Great Places to Work For All.

新的榜單冠軍

將這種“適合所有人”的評判機制應用到《財富》最適宜工作的100家公司榜單上，也就導致了各公司的排名變化。由于Salesforce努力為所有人營造優秀的工作環境，致力于慈善事業（例如，員工每年可以獲得56個小時的帶薪志愿活動時間），在全球營造具有凝聚力的文化（在這份榜單之外，該公司也登上了我們制作的澳大利亞、印度、愛爾蘭、日本、新加坡和英國最適宜工作的公司榜單），該公司七年來第一次占據榜首。

Salesforce的董事長和首席執行官馬克·貝尼奧夫表示：“我們價值觀中的重點——信賴、成長、創新和平等——以及我們的行動，營造了家庭般的文化。這種文化是我們的一切行為——包括慈善、工作場所、活動、產品和在線學習平臺Trailhead——的核心。”

Workday（榜單排名第7）的共同創始人和首席執行官安尼爾·布斯里，是上榜公司中“適合所有人”的領導者中的最佳榜樣。他請我們查詢全球數據庫，并根據這種新評判機制下全球排名前10%的優秀領袖設立一個標準。他并非想了解內部排名，而是要用這個極高的門檻來評估他的領導者，并獎勵那些超過了這一頂級水準的人。沒有獲獎的領導者的反應則令人驚訝：他們當場站起來，為這些得到認可的人鼓掌慶賀。現在，這里是適合所有人的卓越職場了。

文化潮流正在涌動

借助社交媒體，更多不同背景的人開始大聲發表自己的意見，并得到了人們的傾聽。千禧一代是美國勞動人口中占比最大的一部分，他們希望雇主展現出決心、公平，并提供職業發展路徑。女性員工與來自各種人種與民族團體的人士也發出了自己的聲音，分享了他們經歷的職場歧視，要求被公平對待。#MeToo行動就曝光了一批人力資源政策失敗的公司，帶來了立竿見影的變化，隨著越來越多的女性要求公平，呼吁薪酬平等的聲音變得更加強大。

這些變化意味著公司在打造人人歡迎的文化上，必須達到更高的標準。例如，我們的研究顯示，那些感覺自己無法與領導展開坦率交流的女性員工，工作體驗可能會下降，跳槽可能性會增加。另一方面，千禧一代的員工如果認為自己的公司是個很棒的工作場所，他們計劃留下并據此長期規劃的可能性是那些不這么認為的員工的20倍。

去年，高管們提出了“首席執行官多元與包容行動”（CEO Action for Diversity & Inclusion），來自埃森哲（Accenture）、波士頓咨詢公司（BCG）、德勤美國（Deloitte US）、高管領導委員會（The Executive Leadership Council）、安永（EY）、泛大西洋集團（General Atlantic）、畢馬威（KPMG）、紐約人壽保險（New York Life）、寶潔（P&G）和普華永道（PwC）的首席執行官和領導者還組建了關于該行動指導委員會。我們要為委員會中上榜公司的高管們喝彩，他們分別是：普華永道美國區總裁和高級合伙人蒂姆·瑞恩、埃森哲北美區首席執行官朱莉·斯威特、德勤首席執行官凱茜·恩格波特、波士頓咨詢公司北美區董事長喬·戴維斯、安永美國區董事長和美洲管理合伙人小史蒂芬·豪，以及畢馬威美國區董事長和首席執行官林恩·道泰。

毫無疑問，上榜的優勝者都是推進職場平等的先鋒。因此，我們將在2018年3月7日至9日舊金山舉辦的“適合所有人的卓越職場”年度峰會上表彰這些公司的女性高管。獲獎者包括達美航空（Delta Air Lines，今年榜單第98位）的首席人力資源官喬安妮·史密斯。她通過推動公司簽署白宮同工同酬承諾（White House Equal Pay Pledge，這份承諾鼓勵美國公司采取措施促進男女薪酬平等），讓達美航空的工作環境更具包容性。還有美國運通（American Express，今年榜單第23位）的副總裁和銷售總經理莫妮卡·辛格。她的業績創造了歷史紀錄，帶領的小組中，員工對于工作體驗給出了頂級的評價。另外還包括馬里奧特國際（Marriott International，今年榜單第35位）的首席商務官史蒂芬妮·林納茨，她負責了這家宴會公司營銷、數字技術和品牌管理部門的轉型工作。在我們表彰上榜公司的多位女性領導者時，歡迎讀者們加入到我們和《財富》編輯的隊伍中一起喝彩。

首席執行官要成為社會活動家

我們看到，如今有越來越多的商界領袖涉足社會和政治問題。由于之前所述的千禧一代社會意識強烈，如今的首席執行官意識到了發聲的重要性，尤其是在這個時代，許多政府領導人缺乏道德權威，公眾對美國企業的信任度不足。在這個競爭激烈的勞動力市場，領導者需要表明自己的公司是良好的世界公民，借以吸引最優秀的人才。

有一句俗語叫“改變始于上層”，但這并不完全準確。即使你不是商業領袖，也可以在文化轉型的浪潮中起到積極的作用。無論你是首席執行官、中層領導還是小時工，我們都邀請你幫助公司成為適合所有人的卓越職場。我們堅信，這對于公司、員工，乃至于世界都大有裨益。為此，我們甚至更新了自己的使命：幫助各機構成為適合所有人的卓越職場，從而構造一個更美好的世界。我們還設立了實現目標的最后期限，希望在2030年之前幫助全球的每一家公司做到這一點。加入到我們的使命中來吧！無論激勵你前進的是什么，我們殊途同歸。

本文作者邁克爾·C·布什和莎拉·路易斯-庫林是卓越職場研究所的首席執行官和副總裁。該公司是《財富》最適宜工作的100家公司年度榜單和其他優秀職場榜單的長期合作研究伙伴。卓越職場研究所也在六大洲的超過50個國家為企業、非營利機構和政府機構提供高管顧問和文化咨詢服務。（財富中文網）

本文源自將于2018年3月由貝雷特-科勒出版社（Berrett-Koehler Publishers）出版的作品《適合所有人的卓越職場》（A Great Place to Work For All）。本文的縮減版將登載于《財富》2018年3月1日刊。

A New No. 1

Applying this new “For All” methodology to the Fortune 100 Best Companies list has produced somewhat different results in the rankings. For the first time in 7 years, there’s a new No. 1. Salesforce tops this year’s list, thanks to its efforts to create a Great Place to Work For All, its commitment to philanthropy (employees get paid 56 hours per year to volunteer, for example), and for creating a globally-cohesive culture (in addition to this list, it also ranks on each of our national best workplaces lists in Australia, India, Ireland, Japan, Singapore, and the U.K.)

“The intersection of our values—trust, growth, innovation, and equality—and our actions creates our Ohana culture,” said Marc Benioff, Chairman and CEO, Salesforce. “This culture of family is at the core of everything we do—including our philanthropy, spaces, events, products and Trailhead, our online learning platform.”

The best example of “For All” leadership among our list companies was demonstrated at Workday (No. 7) by co-founder & CEO Aneel Bhusri, who asked us to query our global database to establish a benchmark based on the top 10 percent of the best leaders in the world using our new methodology. Rather than a relative internal ranking, he used this extremely high bar to assess his leaders and then he gave awards to those who surpassed this Olympic-like benchmark. Most amazing was the response of the leaders in the room who did not receive an award: They gave the recognized leaders an impromptu standing ovation. Now that’s a Great Place to Work for All.

The Cultural Tides Are Turning

Thanks to social media, more people of diverse backgrounds are speaking up and being heard. The millennial generation, which represents the largest segment of the U.S. workforce, expects their employers to provide purpose, balance, and career development. Female employees, as well as those from different racial and ethnic groups, are also speaking up, sharing workplace injustices, and demanding equality. The #MeToo movement has shined a spotlight on companies’ failed HR policies, resulting in immediate changes, and the call for pay equality gets stronger and louder every day as more women demand fairness.

All these changes mean companies must clear a higher bar in creating cultures that are welcoming to everyone. Our research, for example, shows female employees who don’t feel they can have honest conversations with leaders have a lower overall workplace experience, and are more likely to jump ship. And, on the flip side, among millennial employees, those who experience their company as a great workplace are 20 times more likely to plan a long-term future there than those who do not.

Also this past year, the CEO Action for Diversity & Inclusion was collectively formed and is led by a steering committee of CEOs and leaders from Accenture, BCG, Deloitte US, The Executive Leadership Council, EY, General Atlantic, KPMG, New York Life, P&Gand PwC. We’d like to applaud the steering committee’s 100 Best CEO’s: Tim Ryan, US Chairman & Senior Partner, PwC; Julie Sweet, Chief Executive Officer, North America, Accenture; Cathy Engelbert, Chief Executive Officer, Deloitte; Joe Davis, Chairman, North America, The Boston Consulting Group; Stephen Howe, JR. US Chairman and Americas Managing Partner, EY; and Lynne Doughtie, U.S. Chairman & Chief Executive Officer, KPMG LLP.

It should come as no surprise that the winners of the Fortune 100 Best Companies list are leading the march toward workplace equality. As such, we will be honoring their top women leaders at the annual Great Place to Work For All Summit in San Francisco from March 7 to 9, 2018. The honorees will include Joanne Smith, the Chief Human Resources Officer for Delta Air Lines (No. 98 on this year’s list), for helping the airline to build a more inclusive workplace by pushing it to commit to the White House Equal Pay Pledge, which encourages U.S. companies to take action to advance equal pay among men and women. Monica Singh, Vice President and General Manager of Sales and Marketing at American Express (No. 23), will be rewarded for achieving record business results while being recognized as best in class for her group’s employee experience, and Stephanie Linnartz, Chief Commercial Officer at Marriott International(No. 35) will be recognized for overseeing the transformation of the hospitality company’s marketing, digital technology, and brand management divisions. Join us and the editors of Fortune as we recognize dozens of women leaders of the 100 Best Companies.

The CEO as Social Activist

More and more, we’re seeing business leaders take a stance on social and political issues. Thanks to the aforementioned socially-aware millennial workforce, today’s CEOs realize the importance of having a voice, especially in an age in which many government leaders have squandered their moral authority and public trust in corporate America is low. And in this very competitive labor market, leaders need to show that their companies are good global citizens as a means to attract the best talent.

The adage that “change begins from the top” isn’t entirely true. Even if you’re not a business leader, you can still take an active part in a cultural transformation. Whether you’re a CEO, a mid-level manager, or an hourly employee, we invite you to help make your company a great workplace for everyone. We’re so convinced that it’s better for business, better for people, and better for the world that we’ve even updated our mission: to build a better world by helping organizations become Great Places to Work For All. And we’ve set a deadline for achieving it: we want every organization across the globe to be a Great Place to Work For All by 2030. Join us in our mission. No matter what spurs you on, the way forward is the same.

Michael C. Bush and Sarah Lewis-Kulin are CEO and vice president, ?respectively, at Great Place to Work, the longtime research partner for the annual list of the Fortune 100 Best Companies to Work For, and other best workplaces lists. Great Place to Work also provides executive advisory and culture consulting services to businesses, nonprofits, and government agencies in more than 50 countries on six continents.

This article was adapted from A Great Place to Work For All, coming March 2018 by Berrett-Koehler Publishers. A shorter version appears in the March 1, 2018 issue of Fortune.