如何让员工在工作中更有主动性?

标签:CIO职场专栏企业管理全球CIO博客

访客:37314  发表于:2012-05-24 10:25:19

企业的领导们都想要那种为了企业的发展在工作中积极主动的员工,但是他们在提拔和奖励具有主动性员工的机制上做的太少。

最近我参与了一项调查,针对为什么员工不愿意在工作中释放他们的主动性。来自美国和加拿大的675名受调查者声称:主动性就意味着付诸行动让公司变得更好,这其中包括,提出新的想法,提供让公司更好运营建议,付出更多的努力来完善组织工作。

John Izzo博士(《主动:履行责任是如何改变一切的》的作者)和他的出版商berrett-Koehler指导进行了一项研究。他们给受访者提供7条可能不愿意在工作中积极主动的原因,并且让他们从中选择最能符合他们工作中心境的两条。

排在第一位的由64%的受调查者选出:领导在做出决定的时候不考虑员工的付出,因此员工不会提供他们对决策的想法。

排在第二位的由40%的受调查者选出:员工们不会提供改善业务的建议是因为领导们根本就不会采纳他们的建议。

四分之一的受访者表示他们不会在工作中更加主动的原因是他们根本不会因为主动而受到赏识和奖励。

我对员工在工作中不主动也有一些看法:当员工变得主动的时候功劳全归领导。更重要的是,他们根本就没有时间去做其它的事情。他们因为自身的工作就忙的抽不开身,加上公司在不景气的时候就会裁掉一两位同事却从不招入新员工补上空缺。因此他们就跟没有机会跟老板说:“我想到一个电子可以让我们的工作更有效率,让我们每天的工作更简单更有效”。

超负荷工作的员工在公司业务上会出现严重问题,其中之一就是员工没有时间创造和分享他们大胆的想法来提供公司竞争力。当工作量太大,员工就会犯错,质量和服务就会下降,公司收益就会与期望相差甚远。

很多领导认为,处于降低成本来增加公司收益的目的考虑,不会去招聘更多的员工,因为他们认为目前公司内员工的工作很有效率,而且很快就会明白我所说的是正确的。

超负荷工作的员工工作的斗志也很低。雇员们每天拼命的承担无止境的工作任务只因为老板们不愿意雇佣其它人来分担多余的工作量。他们就不断怨声载道,相反对公司的投入和热情就会慢慢减退。

因此公司领导可以从以上内容看到清晰的解决方案:

1.做出决定后向员工征求反馈意见
2.不要忽略他们的想法
3.对员工分享创新想法和承担多于的工作量给予奖励

更重要的是,如果可以让优秀员工的工作量少一点,他们就会有时间做的更多更重要的工作。当公司低潮的时候可以雇佣合同工或是全职工,将最有价值的员工从不必要的工作中解脱出来,给他们时间去创造,分享和实现她们创造性的想法。

Want Your Employees To Do More? Give Them Less

Corporate leaders say they want employees who take on extra initiative for improving the company, but they do little to foster a culture that empowers and rewards employees for doing so.

Recently I came across a survey that tries to explain why employees don't demonstrate more initiative at work. The survey of 675 professionals in the U.S. and Canada defined initiative as taking actions that "make the company better, including bringing up new ideas, suggesting better ways of doing business, and taking high levels of effort to improve the organization's services."

The study, conducted by Dr. John Izzo (author of Stepping Up: How Taking Responsibility Changes Everything) and his publisher Berrett-Koehler, offered seven possible reasons why employees don't "step up" at work and asked respondents to select the two that best described why they don't take more initiative.

The number one reason, cited by 64 percent of survey respondents: Leaders don't seek their input when making decisions, so employees don't offer their ideas.

The second most popular reason, cited by nearly 40 percent of workers: Employees don't suggest ways to improve the business because leaders dismiss their ideas.

One in four respondents (26 percent) noted that they don't take more initiative because they don't get rewarded or recognized for doing so.

I have a couple of theories as to why employees don't take more initiative at work: When they do, their bosses take all the credit.  More importantly, they simply don't have time. They're too busy doing their job, plus the job of one or two colleagues who were laid off during the recession and never replaced, to tell their boss, "I've got an idea that will make our workflow more efficient and make everyone's work days easier and more productive."

Overworked employees pose significant problems to businesses, and not having enough time to generate and share their bold ideas for stiff-arming the competition is just one of them. When workloads get too ambitious, employees make mistakes. Quality and service suffer, and the law of diminishing returns catches up to corporate greed. The many employers that have decided, in the interest of reducing costs to prop up corporate profits, not to hire more workers because existing employees are so productive will soon understand what I'm talking about.

Overworked employees also suffer from low morale. When employees race through their workdays juggling an inordinate (and increasing) number of responsibilities because their employer won't hire someone to take on the extra work, their resentment grows while their investment in their company's success sinks.

Thus, the lessons for leaders who want to get more out of their employees are clear:

1. Ask employees for feedback when making decisions.
2. Don't dismiss their ideas.
3. Reward them for sharing game-changing ideas and for taking on more work.

Most importantly, leaders can get their workers to do more (and more of the important stuff) by giving them less to do. Hire people, whether contractors or full-time staff, to relieve your most valuable employees of some of the extra work they took on during the recession. Give them time to generate, share and implement their new ideas.

评论(8)

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    1. 岳占仁 回复 @薛峰 :同意薛峰老师的观点,人岗匹配是第一位的,其次是认可和激励。

      回复[0] 2012/05/25 13:25

    1. 薛峰 我的经验有一下几点供大家分享: 首先分析一下,员工产生不主动工作的原因,最重要的三点可能是:1、所从事的岗位与个人职业未来规划不一致;2、个人的创新或创造力不能得到支持或认可,不能给予相应的机会去施展;3、奖励机制出了问题,多干少干一个样。 结合上述三点重要的原因,相应的对策也就有了: 1、了解你下属员工的个人过往经历,倾听员工职业发展的需求,并针对他们的需求和能力,安排相应岗位或工作机会;2、尊重并辅导、支持员工的创新想法,给予相应的机会,给予他们挑战的机会,信任并掌控指导实施过程,帮助他们获得成就感,帮助他们成长;3、建立奖励和惩罚办法,赏罚分明,特别是重大项目奖励办法,帮助员工获得价值认可。

      回复[0] 2012/05/25 12:33

    1. 范云佳 我个人的经验是放手放权,只管考核结果。当然放手前你自己要清楚如果做好危机管控,不要到时候形势失控。

      回复[0] 2012/05/25 10:00

    1. 姜稳 如果可以让优秀员工的工作量少一点,他们就会有时间做的更多更重要的工作。

      回复[1] 2012/05/24 20:04

    1. 行行摄摄中 因此公司领导可以从以上内容看到清晰的解决方案: 1.做出决定后向员工征求反馈意见 2.不要忽略他们的想法 3.对员工分享创新想法和承担多于的工作量给予奖励 第三个很有用

      回复[1] 2012/05/24 10:36

    1. 杜建鹏 超负荷的工作量让那些有创造力的员工没有用武之地,那么CIO们是如何应对“员工主动性”的问题的呢?

      回复[0] 2012/05/24 10:33

    1. 邹震 主动性是工作中最难得和不可替代的东西

      回复[1] 2012/05/24 10:32

    1. Meri_Levinson 员工在工作中的主动性有时候跟领导有很大的关系,你是怎样认为的呢?

      回复[0] 2012/05/24 10:27

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