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【可點擊上面的視頻觀看】

【簡單介紹】如下

This is what makes employees happy at work

There are three billion working people on this planet, and only 40 percent of them report being happy at work. Michael C. Bush shares his insights into what makes workers unhappy -- and how companies can benefit their bottom lines by fostering satisfaction.

這個星球上有30億勞動人口，其中只有40%的人表示工作愉快。邁克爾·C·布什（Michael C.Bush）分享了他對員工不快樂的原因的見解，以及公司如何通過培養(yǎng)員工的滿意度來提高他們的底線。

【中英演講稿】 如下

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

我們采訪了CEO，警官， 卡車司機，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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There's three billion working people in the world.?And about 40 percent of them would say they're happy at work.?That means about 1.8 billion, or almost two billion people,?are not happy at work.?What does 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。?這個現象對那些人和他們工作的組織有什么影響呢？

Well, let's talk about money.?Organizations that have a lot of happy employees?have three times the revenue growth,?compared to organizations where that's not true.?They outperform the stock market by a factor of three.?And if you look at employee turnover,?it's half that 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 about ping-pong tables and massages and pet walking.?It's not about the perks.It's all about how they're treated by their leaders?and by the people that they work with.

讓我們來談談金錢。?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。?它跟是否有乒乓球桌、 按摩服務和能遛寵物無關。?這不是福利問題。?這事關他們如何被他們的領導和他們的同事對待。

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

Idea number one:?

in organizations where employees are happy,?what you find is two things are present:?trust and respect.?

Leaders often say,"We trust our employees.?We empower our employees."?And then when an employee needs a laptop --?and this is a true example --?15 people have to approve that laptop.?So for the employee, all the words are right,?but 15 levels of approval for a $1,500 laptop??You've actually spent more money than the laptop, on the approval.?And the employee feels maybe they're really not trusted.?So what can an organization do to have a high level of trust??The first organization that comes to mind is Four Seasons.They have magnificent properties all around the world.?And their employees are told,?"Do whatever you think is right when servicing the customer."?To hand that trust to your employees to do whatever they think is right?makes the employees feel great.And this is why they're known for delivering some of the best service?in the world.

所以我想要分享幾創(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)現兩件事情：?信任和尊重。?領導者常說，?“我們相信我們的員工。?我們賦予員工權力?！?而當員工需要臺筆記本電腦時——?這是個真實的例子——?必須有15個人批準才行。?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，?“服務客戶時，盡管去做你認為正確的事情。”?授權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的原因。

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Idea number two: fairness.?

The thing that erodes trust in an organization?faster than anything else?is when employees feel that they're being treated unfairly.?

Employees want to be treated the same,regardless of their rank or their tenure or their age?or their experience or their job category,?compared to anyone else.?When I think about great organizations who get fairness right,?the first organization that comes to mind is Salesforce.?They found that men and women working in the same job?with the same level of proficiency?were making different amounts of money.?So immediately, they calculated the difference,?and they invested three million dollars to try and balance things out.

主意二：公平。?當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，?或經驗或職業(yè)背景，?跟其他人比怎樣。?當我想到那些 有公平待遇的偉大組織時，?我首先想到的是Salesforce。?他們發(fā)現男性和女性擔任同樣的工作，?技能熟練程度一致，?收入卻大相徑庭。?于是很快，他們就計算了這種差異，?并且投資了300萬美元實現同工同酬。

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Idea number three is listening.?

So, to be a listener who connects with all types of people,?we have to unlearn a few things.?

We've all been taught about active listening and eye contact --?an intense stareand a compassionate look.?That's not listening.Repeating what the person says -- that's not listening.?Being humble?and always hunting and searching for the best idea possible --?that's what listening is.?And employees can feel whether you're doing that or not.?They want to know, when they talk to you and share an idea,?did you consider it when you made a decision??The one thing that everybody appreciates and wants when they're speaking?is to know that 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——?要認真的凝視，?展現出理解的表情。?這不是傾聽。?重復人們說過的話——這不是傾聽。?保持謙卑并一直尋找最好的點子——?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的信息足夠重要，?可以讓你改變主意。?否則，談話的意義何在？

?【總結】

We all know the things we need to change,?the things that we need to do differently.?The way you behave, the way you treat others,?the way you respond, the way you support,?defines the work experience for everyone around you.?Changing to be a better person --?the world is littered with those failures.?But changing because there's something you believe in,?some purpose that you have,?where you're willing to risk almost everything?because it's so important to you --?that's the reason to change.?If it'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，?你回應的方式，你支持的方式，?定義了你周圍每個人的工作體驗。?做一個更好的人——?世界充滿了這些失敗。?但改變是因為你相信，?你肩負目標，?為此你愿意冒任何風險，?因為這對你相當重要——?這就是改變的理由。?如果不是，你可能應該換個地方工作。

@好奇星人知識喵