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.
Kami tinjau CEO, polis, pemandu lori, tukang masak, jurutera. Kami buat tinjauan orang bekerja. Kami dapati, dari segi kegembiraan mereka: semua pekerja mahu benda sama.
[The Way We Work]
[Cara Kita Bekerja]
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?
Ada tiga bilion pekerja di dunia. Lebih kurang 40 peratus berkata mereka gembira bekerja. Ini bermakna, lebih kurang 1.8 bilion hingga dua bilion orang tidak gembira bekerja. Apa maksudnya, bagi pekerja dan organisasi mereka?
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.
Mari bercakap tentang duit. Organisasi dengan ramai pekerja gembira mengaut keuntungan tiga kali lebih berbanding organisasi yang sebaliknya. Mereka kalahkan pasaran dengan faktor tiga. Jika dilihat tukar ganti pekerja, ia separuh dari organisasi dengan ramai pekerja tidak gembira. Keajaibannya, anda tak perlu berbelanja lebih untuk buat ini berlaku. Ini bukan tentang meja ping-pong, urut dan jagakan haiwan. Ini bukan tentang manfaat. ini tentang cara mereka dilayan oleh pemimpin dan rakan sekerja mereka.
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.
Saya ingin berkongsi idea untuk melahirkan pekerja gembira. Pertama: Dalam organisasi dengan pekerja gembira, anda akan dapati dua perkara: percaya dan hormat. Pemimpin sering berkata "Kami percaya pekerja kami. Kami beri kuasa kepada pekerja." Apabila pekerja perlu komputer riba - ini contoh sebenar - 15 orang perlu luluskan komputer riba. Bagi pekerja, kata-kata itu semua betul, tetapi 15 peringkat kelulusan untuk komputer riba berharga $1,500? Lebih banyak dibelanjakan untuk kelulusan berbanding komputer riba. Dan pekerja rasa mungkin mereka tak dipercayai. Apa organisasi boleh buat untuk memupuk kepercayaan tinggi? Organisasi pertama yang difikirkan ialah Four Seasons. Mereka ada hartanah hebat di seluruh dunia. Pekerja diberitahu, "Buat yang difikirkan betul dalam melayan pelanggan." Memberi kepercayaan kepada pekerja untuk membuat yang difikirkan betul membuatkan pekerja rasa hebat. Kerana itu mereka terkenal dalam memberikan perkhidmatan terbaik di seluruh dunia.
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.
Kedua: keadilan. Perkara yang menghakis kepercayaan dalam organisasi lebih cepat dari benda lain ialah apabila pekerja rasa mereka tidak dilayan dengan adil. Pekerja ingin dilayan sama rata, tak kira pangkat, tempoh bekerja, umur, pengalaman, atau tugas mereka berbanding orang lain. Jika difikirkan tentang organisasi yang adil, yang pertama ialah Salesforce. Mereka dapati lelaki dan wanita yang membuat kerja sama dengan tahap kecekapan sama menjana jumlah duit yang berbeza. Mereka terus buat pengiraan dan melaburkan tiga juta dolar untuk seimbangkan perbezaan itu.
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 stare and 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?
Ketiga ialah mendengar. Untuk menjadi pendengar yang memahami semua orang, kita perlu lupakan beberapa perkara. Kita telah diajar tentang mendengar dengan aktif dan hubungan mata - pandangan tajam dan pandangan belas kasihan. Ini bukan mendengar. Ulang kata-kata orang - bukan mendengar. Merendah diri dan mencari idea terbaik mungkin - itu mendengar. Pekerja tahu jika anda mendengar atau tidak. Mereka ingin tahu, jika mereka bercakap dan berkongsi idea, adakah anda pertimbangkan semasa buat keputusan? Satu perkara yang orang hargai dan mahu apabila mereka bercakap ialah mereka tahu pandangan mereka amat berharga anda mungkin mengubah fikiran. Jika tidak, apa gunanya perbualan?
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.
Kita tahu perkara kita perlu ubah, perkara yang perlu dibuat berlainan. Tingkah laku anda, cara anda melayan orang lain, cara anda menjawab, cara anda beri sokongan mencipta pengalaman kerja untuk semua di sekeliling anda. Berubah menjadi lebih baik - dunia penuh dengan kegagalan ini. Berubah kerana anda percaya dengan sesuatu, anda ada tujuan, hingga anda sanggup mengorbankan segalanya kerana ia amat penting bagi anda - itu sebab untuk berubah. Jika tidak, mungkin anda perlu cari tempat kerja lain.