全球辦公條件最好的25家公司(1)
1
排名：1Google's "Bureaucracy Busters" program was designed to cut down on internal red tape and make administrative processes more efficient. Instead of creating a committee of senior leaders to conduct an internal review of various processes and make recommendations, CFO Patrick Pinchette asked all employees to post their bureaucracy-cutting suggestions on an internal site and vote on the ones they found most promising. Ultimately, close to 4,500 Google employees voted on nearly 1,200 employee-generated ideas. This year, Google has begun implementing changes, which range from improving their internal expense report system to adding more maps of buildings around their campuses. Nine of the top 10 suggested improvements have been enacted, with the tenth currently in progress.
谷歌（Google）的“官僚主義破壞者”計劃旨在削減公司內部的繁文縟節，提高行政流程的效率。它並未創建一個由高層組成的委員會，對不同流程進行內部審查和提出建議，公司CFO帕特里克•皮切特要求所有員工在一個內部網站上發佈減少官僚主義的建議，並投票支持他們認爲最有希望的建議。最終，約有4,500名谷歌員工對同事提出的約1,200條建議進行了投票。今年，這家公司開始進行改革，包括完善內部費用報告制度，在總部周圍增加更多建築地圖等。前十條合理化建議中，有九條已經頒佈，第十條目前正在研究當中。
SAS Institute
SAS公司2
排名：2SAS Institute uses a series of videos to help employees from every discipline answer the question, "What does SAS do?" in a way that doesn't require the audience to know technical terminology or marketing-speak. While the videos are humorous in nature, they nevertheless underpin an important belief -- that because all employees, regardless of their roles, contribute to SAS' success, they should therefore be able to speak knowledgeably about the company and its products.
SAS軟件公司提供一系列視頻，幫助不同部門的員工回答“SAS在做什麼”這個問題，而且不需要聽衆瞭解任何技術術語或營銷用語。這些視頻幽默風趣，但卻會強化一個很重要的理念——即因爲所有員工不論職責，都在爲SAS的成功做出貢獻，因此他們應該能夠頭頭是道地暢談公司和其產品。The "60-Second Scoop" videos give employees a glance at a new product and the basic need-to-know details in a minute flat, while the "Help Me Understand" videos feature executives communicating more broad-reaching software or business concepts. Additionally, a special website was created featuring presentations, documents, and online resources to help employees tell the SAS story.
“60秒獨家新聞”視頻可以讓員工迅速掌握公司的新產品和基本的須知詳情，而在“幫我理解”視頻中，高管將介紹更廣泛的軟件或商業理念。此外，這家公司還創建了一個專門的網站，其中包括演示資料、文件和在線資源，幫助員工更好地介紹SAS。NetApp
NetApp公司3
排名：3Tom Mendoza, the Vice Chairman of NetApp, personally calls hardworking employees to thank them for going above and beyond in their daily work, a program he calls "Catch Someone Doing Something Right." Any employee can write directly to Mendoza describing how another employee helped the company, helped a customer, or generally exemplified NetApp's culture. Mendoza then makes 10-20 calls every day to employees around the world, and has been doing this for more than 15 years. Employees are often filled with pride when they receive a call from Mendoza, and note that the program speaks to NetApp's commitment to creating a culture of appreciation.
NetApp公司副主席湯姆•門多薩會打電話給工作努力的員工，感謝他們在日常工作中所付出的額外努力，他將這項計劃稱爲“發現有人在做對的事”。任何員工都可以直接給門多薩寫信，告訴他其他員工幫助公司、幫助客戶，或實踐NetApp文化的舉動。門多薩每天會給在全球的10至20名員工打電話，如今已經堅持了超過15年。員工接到門多薩的來電，都會深感自豪，他們認爲這項計劃證明了NetApp創造感恩文化的承諾。Microsoft
微軟4
排名：4Microsoft strives to empower employees to chart their own career paths, starting from day one with the "Welcome Experience" online tool, used to introduce new employees worldwide to the company. Through the tool, new hires develop a personalized "action plan" -- including training, learning and actions for their first 90 days -- based on their role, location and business function. The tool also delivers more than 1,000 pieces of curated, filterable on-boarding content, which employees can save to a personal library or automatically schedule time in their calendar to view later.
從將公司介紹給全球新員工（通過“歡迎體驗”在線工具）的第一天起，微軟（Microsoft）便允許員工規劃自己的職業發展道路。通過這個工具，新員工可以根據各自的職位、位置和職能，制定個性化的“行動計劃”，包括前90天的培訓、學習和行動。此外，這個工具還提供超過1,000份精選的、可過濾的新員工適應內容，員工可保存到個人資料庫或自動在日曆中計劃時間，供以後瀏覽。W. L. Gore & Associates
戈爾公司5
排名：5When filling key leadership positions, Gore seeks broad input from the associates. For example, after two longtime divisional leaders retired, the company held a series of input sessions across the division, asking more than 1,300 associates to identify the attributes that should be considered when selecting the new leadership team. A similar process was used to ask Human Resources Associates for input on a new global HR leader, and the current CEO was named only after asking a wide group of leaders whom they would support as the next president. These practices are in keeping with W.L. Gore & Associate's core belief that leaders must demonstrate "followership" to truly lead -- in other words, that leadership is something to be earned, rather than appointed.
戈爾公司（W. L. Gore & Associates）在填補關鍵領導崗位時會廣泛徵詢員工的意見。例如，兩位長期任職的部門領導者退休後，這家公司在部門內召開了一系列意見徵詢會，要求超過1,300名員工確認，在選擇新領導團隊時應該考慮哪些品質。這家公司使用類似的流程，要求人力資源部門的同事就一位新全球人力資源負責人發表意見。而且，公司現任CEO的任命也是在廣泛徵詢各部門負責人意見後確定下來的。這些做法符合戈爾公司的核心理念，即公司領導者必須證明自己具備真正的“羣衆基礎”，也就是說，領導職位是獲得的，而不是被任命的。Kimberly Clark
金佰利6
排名：6Kimberly-Clark partnered with IBM to host its first-ever "One K-C Culture Jam" in order to hear directly from employees on how to best accelerate culture change and drive better business results. The five-day online event provided a space for employees to share ideas, problem-solve and collaborate on things they could do to close any gaps and deliver outstanding results. Over 16,000 employees from more than 60 countries gathered online to share their thoughts and ideas. More than 22,000 comments were received, including ideas related to the company's products and culture, as well as grassroots initiatives that employees and Kimberly-Clark could begin acting on. Additionally, feedback gathered through the One K-C Culture Jam is now being incorporated with results of the company's global engagement survey, with the aim of creating a world-class workplace.
金佰利公司（Kimberly-Clark）與IBM公司合作，舉辦了首屆“金佰利文化困境（One K-C Culture Jam）”活動，就如何儘快完成文化轉變，取得更好的商業成果，直接傾聽員工的意見。這個爲期五天的在線活動爲員工提供了一個平臺，用於分享觀點，解決問題和尋求合作，以縮小文化差異，實現卓越成果。來自60多個國家的16,000名員工在線上分享了自己的觀點與看法。活動共收到超過22,000條意見，包括涉及公司產品和文化的觀點，以及員工和金佰利可以開始實施的基層行動計劃。此外，通過這個活動收集的反饋，結合公司全球積極性調查的結果，將被用於將公司打造成一個最卓越的工作場所。Marriott
萬豪國際集團7
排名：7Marriott provides its associates with a variety of formal opportunities to communicate with management. At every Marriott property worldwide, associates have the chance to ask questions, share best practices and personal news, and raise concerns with managers and their fellow associates during brief daily stand-up meetings held at the beginning of each shift. These meetings, which provide ongoing training of guest service standards, have a themed name in each of Marriott's brands, such as the "Daily Line Up" or "Daily Hello." Most properties also conduct monthly departmental meetings and either monthly or quarterly associate rallies, during which associates may ask questions and provide feedback on any topic.
萬豪國際集團（Marriott）爲員工提供了與管理層溝通的各種機會。在世界各地的萬豪產業，員工均有機會在每次輪班開始時召開的日常站立會議上提出問題、分享最佳做法，以及宣佈個人的動態。這些會議提供持續的客戶服務標準培訓，每個培訓都有一個以萬豪不同品牌命名的主題名稱，例如“每日列隊”和“每日問候”等。這家公司大多數物業在每月都召開部門會議，以及月度或季度員工聯誼會。員工在會上可以提出問題，也可以就任何話題提供反饋。Diageo
帝亞吉歐8
排名：8One way that Diageo values employees' contributions is through running "VIP Tours" of the company's Guinness brewery in Dublin, Ireland. Over a six-week period, employees were invited to bring their friends and family to these company-organized tours, which offered a unique "insider's view" of the brewery behind the gates. This practice was designed to recognize the contribution that families make to people's lives within the brewery, and to involve them accordingly in Diageo's operation.
帝亞吉歐（Diageo）表彰員工貢獻的方式之一是提供“貴賓之旅”，參觀公司位於愛爾蘭都柏林的健力士啤酒廠（Guinness）。員工在爲期六週的時間內可以帶着家人和朋友參加公司組織的旅遊，其中包括一個獨特的項目，可以深入參觀啤酒廠項目。這種做法的目的是要感謝員工家人對於啤酒廠員工的生活所做出的貢獻，同時讓他們參與到帝亞吉歐的運營中去。
