Hybrid Work Hurdles to Overcome要克服的混合辦公障礙

利茲·福斯利恩　陳棟/譯

As the Great Resignation continues， managers attempting to hold on to top talent are confronting more and more difficulties. In a survey of 200 managers， almost half called “retention and hiring” their No. 1 priority.

隨著“大辭職潮”的持續(xù)，試圖留住頂尖人才的經(jīng)理們面臨越來(lái)越多的困難。在針對(duì)200位經(jīng)理的調(diào)查中，幾乎有一半的人稱(chēng)“留舊招新”是他們的第一要?jiǎng)?wù)。

But ensuring that employees are motivated， engaged， and excited about internal growth opportunities has also become harder. Less in-person time makes it more difficult for managers to understand how team members are feeling and what specific support they need. In fact， Ive had many managers tell me that they feel as if theyre leading without one of their senses.

然而，確保員工的積極性、參與度和對(duì)內(nèi)部發(fā)展機(jī)會(huì)的興奮度也變得愈加困難。當(dāng)面交流時(shí)間的減少使得經(jīng)理們更難了解團(tuán)隊(duì)成員的感受，以及他們需要什么具體的幫助。事實(shí)上，有很多經(jīng)理告訴我，他們覺(jué)得自己好像在麻木地領(lǐng)導(dǎo)隊(duì)伍。

But as the research shows， there are intentional steps managers can take to have a big impact on morale and retention. And they dont require time-consuming， cumbersome1 top-down policy changes. Here are seven common hybrid2 hurdles， and tactical tips for how to overcome them.

研究表明，經(jīng)理們可以有意識(shí)地采取一些措施，從而大大提升士氣，有效留住人才。這類(lèi)措施不需要耗時(shí)的、繁瑣的、自上而下式的政策變革。以下是七個(gè)常見(jiàn)的混合辦公障礙，以及如何克服它們的策略技巧。

Expecting to nail3 it from the start

指望從一開(kāi)始就搞定

As a manager， you might feel pressure to have all the answers， all the time. But for most teams， hybrid is a new way of working， which means it will take a while for everyone to get the hang of things4. And thats okay.

作為經(jīng)理，你可能倍感壓力，因?yàn)槟阋冀K掌握所有問(wèn)題的答案。但對(duì)于大多數(shù)團(tuán)隊(duì)來(lái)說(shuō)，混合辦公是一種新的工作方式，這意味著每個(gè)人都需要一段時(shí)間才能掌握個(gè)中竅門(mén)。這是可以接受的。

Instead of positioning new team norms or processes as set in stone5， frame hybrid work as an experiment. Then set aside 15 minutes in a team meeting once a month to ask your reports6， “Whats working well？ What could we improve？” By seizing opportunities to learn and improve as a team， youll build a culture of trust and belonging. Youll also boost employee engagement： People who believe their organization takes action on feedback are 1.9 times more likely to be engaged.

與其將新的團(tuán)隊(duì)規(guī)范或流程定得一板一眼，不如將混合辦公作為一項(xiàng)試驗(yàn)。在每月一次的團(tuán)隊(duì)會(huì)議上你可以留出15分鐘的時(shí)間，詢問(wèn)下屬：“哪方面進(jìn)行得還不錯(cuò)？我們還可以改進(jìn)什么？”通過(guò)把握?qǐng)F(tuán)隊(duì)學(xué)習(xí)和進(jìn)步的機(jī)會(huì)，你將建立一種信任度高、歸屬感強(qiáng)的氛圍。你還能提高員工的參與度：相信自己的組織會(huì)對(duì)反饋意見(jiàn)采取行動(dòng)的人，其投入工作的可能性會(huì)變?yōu)?.9倍。

Micromanaging

微觀管理

When you cant see your people working at their desks， it might be tempting to keep checking in on them. But micromanaging tanks motivation and can be disruptive when someone is trying to focus.

當(dāng)你看不到你的員工在辦公桌前工作時(shí)，你可能老想著去檢查一下他們的情況。但微觀管理會(huì)挫傷積極性，還可能妨礙試圖集中注意力的人。

To strike the right balance between offering too much and too little direction， clearly outline the milestones youd like your employees to hit and let them figure out how to get there. Make yourself available—in one-on-ones， team meetings， or during office hours—to answer questions， but then step back. If you give your people freedom， youll boost performance and morale—and you might be surprised by the innovative approaches they come up with.

為了在提供過(guò)多和過(guò)少指導(dǎo)之間取得適當(dāng)?shù)钠胶?，你要明確列出你希望員工達(dá)到的主要目標(biāo)，并讓他們自己想辦法實(shí)現(xiàn)。讓自己在一對(duì)一對(duì)談、團(tuán)隊(duì)會(huì)議或上班時(shí)間內(nèi)有富余的時(shí)間回答問(wèn)題，但隨后要后退一步。如果你給予員工自由，你就能提升業(yè)績(jī)和士氣，而且你可能會(huì)對(duì)他們想出的創(chuàng)新方法感到驚訝。

Letting the team lose sight of the bigger picture

讓團(tuán)隊(duì)忽視大局

Its easy to focus solely on execution （think to-do lists and next steps） when youre hopping from one video call to the next. But as my research for Humu shows， employees who dont think their work contributes to their companys mission are six times more likely to leave.

當(dāng)你從一個(gè)視頻通話跳轉(zhuǎn)到下一個(gè)視頻通話時(shí)，你很容易只專(zhuān)注于執(zhí)行（想想待辦事項(xiàng)列表和后續(xù)流程）。但正如我為人力咨詢公司Humu做的研究表明，認(rèn)為自己的工作對(duì)公司使命沒(méi)有貢獻(xiàn)的員工，其離職的可能性要高達(dá)六倍。

Make it a point to connect tasks and projects to the bigger picture. You can also create an inspiring mini-mission for your team. Pick a goal thats ambitious but achievable （such as “build a new product feature within three months” or “increase web traffic by 40% over the next quarter”）， share it with your team， and then make it clear how each persons work will help the group get there.

要特別注意把任務(wù)和項(xiàng)目與大局聯(lián)系起來(lái)。你也可以為你的團(tuán)隊(duì)設(shè)立一個(gè)鼓舞人心的小任務(wù)。選擇一個(gè)雄心勃勃但可以實(shí)現(xiàn)的目標(biāo)（譬如 “在三個(gè)月內(nèi)為產(chǎn)品開(kāi)發(fā)出一個(gè)新功能 ”或 “在下一季度增加40%的網(wǎng)絡(luò)流量”），將它與你的團(tuán)隊(duì)分享，然后明確每個(gè)人的工作將如何幫助團(tuán)隊(duì)實(shí)現(xiàn)目標(biāo)。

Holding an “out of sight， out of mind” bias

持有“眼不見(jiàn)就想不到”的偏見(jiàn)

We tend to gravitate7 toward the people we see most often. If youre going into the office， this can lead you to measure and reward access rather than performance. Pre-pandemic research by the Massachusetts Institute of Technology shows that remote workers tend to get lower performance evaluations and fewer promotions than their colleagues who are in the office.

我們往往受自己最常見(jiàn)到的人吸引。如果你要去辦公室辦公，這可能會(huì)導(dǎo)致你衡量和獎(jiǎng)勵(lì)到崗率而不是績(jī)效。麻省理工學(xué)院在疫情前的研究表明，與在辦公室辦公的同事相比，遠(yuǎn)程辦公人員的績(jī)效評(píng)估成績(jī)和晉升次數(shù)往往較低。

To combat this bias， dont just go with the first person who pops into your mind. When evaluating who you should delegate to， write down every single person on your team. Carefully review the list， and then make a more informed， intentional decision.

為了對(duì)抗這種偏見(jiàn)，不要只選擇第一個(gè)浮現(xiàn)在你腦海中的人。在評(píng)估應(yīng)該委派誰(shuí)時(shí)，請(qǐng)寫(xiě)下團(tuán)隊(duì)中每個(gè)人的名字。仔細(xì)研究這份名單，然后做出一個(gè)更明智、更深思熟慮的決定。

Assuming top performers are completely fine

認(rèn)為表現(xiàn)出色的人無(wú)需幫助

According to research by company， Humu， 70% of managers consider knowing when team members need more support or intervention a very or extremely important part of their role. You might think that newer hires or people who are visibly struggling are the only employees who require your attention， but your top performers might need additional support， too.

根據(jù)Humu公司的研究，70%的經(jīng)理認(rèn)為，了解團(tuán)隊(duì)成員何時(shí)需要更多的支持或干預(yù)是他們職責(zé)中非常或極其重要的一部分。你可能認(rèn)為只有較新的員工或那些明顯工作吃力的員工需要你的關(guān)注，但你團(tuán)隊(duì)中表現(xiàn)最佳的員工也可能需要額外的幫助。

Offer top talent chances to develop their abilities， take on new projects， and work cross-functionally. And look for opportunities for them to showcase their achievements internally， whether at all-hands8 or leadership team meetings. Employees who dont feel valued are seven times more likely to start looking for a new job.

你要為頂尖人才提供發(fā)展能力、承擔(dān)新項(xiàng)目和跨職能工作的機(jī)會(huì)，并找機(jī)會(huì)讓他們?cè)趦?nèi)部展示他們的成就，無(wú)論是在全體員工大會(huì)上，還是在領(lǐng)導(dǎo)團(tuán)隊(duì)會(huì)議上。感覺(jué)自己不受重視的員工開(kāi)始尋找新工作的可能性要高達(dá)七倍。

Overlooking key learning opportunities

忽略關(guān)鍵的學(xué)習(xí)機(jī)會(huì)

We often learn by observing others. Thats obviously much harder to do if youre sitting alone in your living room. Ensuring that your people have enough growth opportunities to keep them motivated and excited about their work takes more intention in a hybrid environment.

我們經(jīng)常通過(guò)觀察他人來(lái)學(xué)習(xí)。如果你一個(gè)人坐在客廳里，這顯然更難做到。你要確保你的員工有足夠的成長(zhǎng)機(jī)會(huì)以保持他們對(duì)工作的積極性和興奮感。要想在混合辦公環(huán)境中做到這一點(diǎn)，需要做更多打算。

Ask reports what theyd like to learn over the next few months， then create those opportunities. Or schedule a “skills swap”—30-minute meetings in which team members teach others something new.

詢問(wèn)下屬他們?cè)诮酉聛?lái)的幾個(gè)月里想學(xué)習(xí)什么，然后創(chuàng)造相應(yīng)的機(jī)會(huì)。或者安排30分鐘的“技能交流”大會(huì)，讓團(tuán)隊(duì)成員教授其他成員新知識(shí)。

Confusing asynchronous9 with all-hours messaging

將異步與全天候消息處理混淆

A big perk10 of hybrid work is more flexibility. But sending your team a slew of emails late at night or over the weekend can make them think they need to be online and responsive 24/7.

混合辦公的一大好處便是更加靈活。但在深夜或周末給你的團(tuán)隊(duì)發(fā)送一連串的電子郵件，會(huì)讓他們以為自己需要全天候在線并響應(yīng)。

To help your team combat burnout， be mindful of when you reach out to your reports （schedule send is your friend） and aim to explicitly set the expectation that well-being matters. After she had children， TV writer and producer Shonda Rhimes changed her work email signature to begin with， “Please Note： I will not engage in work emails after 7 p.m. or on weekends.” And she ended it， in all caps： “IF I AM YOUR BOSS， MAY I SUGGEST： PUT DOWN YOUR PHONE.”

為了幫助你的團(tuán)隊(duì)對(duì)抗職業(yè)疲勞，請(qǐng)留意你與下屬聯(lián)系的時(shí)間（定時(shí)發(fā)送是你的好幫手），并致力于明確設(shè)定一個(gè)期望，即幸福健康很重要。電視劇編劇兼制片人珊達(dá)·萊梅斯在有了孩子后，將她工作郵件簽名的開(kāi)頭改為：“請(qǐng)注意：我不會(huì)在晚上七點(diǎn)之后或周末查收工作郵件。”她還在結(jié)尾大寫(xiě)強(qiáng)調(diào)：“如果我是你的老板，我建議：放下你的手機(jī)。”

By taking steps to overcome these seven hurdles， managers can keep their hybrid teams connected， motivated， and engaged—and hold on to their top performers.

通過(guò)采取措施克服這七個(gè)障礙，經(jīng)理們就能使他們的混合辦公團(tuán)隊(duì)保持聯(lián)系，確保他們的積極性和參與度，并留住表現(xiàn)最佳的員工。

（譯者為“《英語(yǔ)世界》杯”翻譯大賽獲獎(jiǎng)?wù)撸?/p>