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• Research: What Do People Need to Perform at a High Level?

• 2021 - May - 18

原文地址 hbr.org

The researchers identified common factors helping (or hurting) employee effectiveness. Among them were personal factors including mindsets and skills that the individual brings to the job and over which they have some control. Others are managed...

研究人员定义了一些普遍的因素会帮助(或者损害)雇员的工作效率.这些因素中有的是个人的因素,比如个人带入工作中的思维方式或者技能,这些因素雇员本身是可以控制.另外一些则是可以管理的…

Even before the Covid-19 pandemic, American workers were struggling to reach their full potential. In a national survey we conducted of more than 14,500 workers across industries in 2017, approximately 85% of them said they were not working at 100% of their potential. In fact, only 15% of workers said they were. Moreover, 16% said they were using less than 50% of their potential. What was keeping the vast majority of workers from using all of their potential? And what was empowering the minority who reported that they were able to do so?

即使在新冠疫情之前,美国的员工已经在尝试着挖掘他们所有的潜力. 2017 年,在一项全美的调研中,研究人员通过调查 14,500 多名雇员, 发现大约 85% 的人表示他们并没有发挥 100% 的潜力. 只有 15% 的人员说他们发挥了 100% 的潜力. 另外, 16% 的人表示他们仅仅发挥出低于个人 50% 的潜力. 是什么阻挡了大多数人发挥他们所有的潜能? 是什么帮助那一小部分人表示他们发挥了全部的潜能?

In this research, we identified organizational, interpersonal, and individual factors that contributed to a person’s capacity to do their job most effectively.

在这项研究中,我们定义了组织层面,个人交往层面以及个人因素方面可能会影响个人发挥他们最大潜能的因素.

When the pandemic hit, with all of its uncertainty and anxiety, we revisited our research and began interviewing nurses at a large university hospital. We learned that the factors helping (or hurting) employee effectiveness that we identified earlier became even more important in the time of crisis. The insights we gleaned can help organizational leaders and managers to boost employees’ potential — even in times of crisis.

当疫情来临后,考虑到各种不确定性以及人们的忧虑,我们重新审视了这份研究, 然后开始对一所大型大学医院的护士进行了面谈. 我们了解到那些影响员工工作效率的因素在疫情期间变得更加的重要. 我们搜集到的这些意见可以帮助组织领导以及管理者们能够提升员工的潜能 - 即使实在疫情期间.

How Employees Reach Potential

员工如何发挥潜能

In our survey of 14,500 U.S. workers we learned that employees report working to their full potential when:

在我们的 14,500 份调查中, 我们了解到在以下情况下员工认为可以发挥他们的潜能:

• They are clear about what they are expected to do.
  他们清晰的知道领导希望他们做什么.

• They are willing to ask questions and feel safe doing so.
  他们希望问问题并且对问的这些问题感到安全.

• They are not overwhelmed with rules about how the work has to be done or with unproductive meetings.
  他们不会被各种如何工作的规章制度以及低效的会议所淹没.

• Their organization supports creative problem solving (e.g., implementing employee suggestions for improvements) and provides rewards and recognition for jobs well done.
  他们的组织支持创新的问题解决方案以及提供对有成效的工作的奖励和认可.

• Supervisors notice and acknowledge employee feelings, understand how their decisions will impact employees, and help them manage their emotions.
  主管知道并理解员工的感受,理解他们的决策如何影响员工,并且帮助员工管理情绪.

• They see purpose and meaning in their work and are committed to their organization.
  员工知道他们工作的目标和意义,并且对他们的组织保持贡献.

Importantly, this list combines personal, interpersonal/relational, and organizational factors. It underscores how an individual’s mindset is just as important as the support they receive from their supervisors, but also that without support from supervisors and the organization, even the most committed, motivated employees might not be able to fully use their potential.

重要的是,这个清单整合了个人的,交互/关系,以及组织层面的因素.它强调了不仅个人的思维方式和他们从主管收到的支持一样重要,而且还显示如果没有主管或者组织的支持,无论多么努力的,主动性强的员工都可能不能发挥他们所有的潜能.

Looking at nurses’ experiences in hospitals during the Covid-19 pandemic allowed us to test our understanding of how these factors shape workers’ job experience.

在新冠疫情期间对于医院内护士体验的研究可以帮助我们理解这些因素是如何影响员工的工作体验的.

During the first wave of infections, much was unclear — what kind of masks offered sufficient protection, when to intubate patients, how to weigh the countless new risks they faced. Many nurses “regressed,” according to one nursing leader — they couldn’t perform at their usual skill level or make relatively simple decisions at the bedside because of the uncertainty about what they had to do.

在第一波感染期间,大多数情况不是很清晰 - 什么样的口罩能够提供有效的保护, 什么时候给病人插管,如何评估无数的新面对的挑战. 护士长提到许多护士甚至发生实力倒退 - 他们不能实施正常技能水平的救助或者独自做一些简单的相关决定, 仅仅是因为不确定他们到底要做什么.

In one interview, a nurse shared an experience about asking for time off. The supervisor agreed that it would help manage her exhaustion and stress, but her request went against the hospital policy about allotted PTO and the request was denied. The nurse was forced to keep pushing forward despite being emotionally and physically exhausted, and unable to do her best work.

有一个面试,一位护士分享了她申请休假的经理.主管表示同意这会帮助她缓解疲劳以及压力,但是她的申请违背了医院关于分配 PTO 的政策,所以这份申请遭到了拒绝.这位护士只能被迫继续工作,尽管她不管身体上还是心理上都已经疲惫不堪, 而且不能把工作做到最好.

Other nurses shared that they were not comfortable speaking during meetings with nurse educators. They described their discomfort about asking nuanced questions or more details about how to perform new procedures. This made it more challenging to learn how to carry out their job in the crisis situation. Importantly, their reluctance was not necessarily because of fear of negative consequences for themselves, but also due to not wanting to add stress or tension to the education session. It was clear in our conversations with the nurses that these factors were preventing them from working to their fullest potential.

其他的一些护士表示他们无法舒服和护士管理者在会议中沟通.他们描述了他们对问类似的问题或者要求表述关于如何操作新流程的非常详细的问题感觉非常不舒服.这会让他们在学习如何在危机的情形下如何做他们的工作面临更大的挑战.更重要的是他们的不情愿并不仅仅是因为害怕负面事故的自己的影响,还因为他们不想再教育环节增加更多的压力和紧张.在我们和这些护士的对话中,清晰的而现实了这些因素阻止了他们在工作中发挥全部的潜能.

Despite this, we did see many ways nurses, their managers, and their institutions were finding ways to succeed. First, as messages from scientists and hospital leaders became clearer, nurses became less anxious about what was expected and were better able to take care of their patients. Second, supervisors encouraged nurses to consider creative ways they could provide comfort to families, who were prohibited from visiting with ill patients. With this support, nurses painted hearts for their patients and placed them in patients’ palms. Nurses photographed the patients with the hearts in their hands and shared them with families who repeatedly mentioned finding solace in this small act. Third, emotionally intelligent supervisors were able to support employee growth. One supervisor offered a way to reframe feedback that a nurse was at times seen by her colleagues as harsh or uncaring; this was an opportunity to learn the impact she had on others’ when being triggered. The nurse was offered coaching to build the skills she needed to more effectively recognize and manage her emotions, which has allowed her to deepen the relationships on her unit.

尽管如此,我们还是发现了很多护士,他们的领导以及他们的机构找到了成功的路径.首先,当从科学家或者医院领导得到的消息确定,护士们会对他们被期待做什么没有那么的担心,并且可以对病人照顾的更好.其次,护士们会被鼓励使用创新的方式安抚病人无法看望病人的家属.在这样的支持下,护士们会为患者们画心的形状然后放到患者们的掌心. 他们还会用心的给患者拍照然后分享给那些不断渴望获得安慰的患者们的家属.第三,那些高情商的管理者会支持员工的成长.有个护士经常被同事认为比较严厉或者不够体贴,一位主管重新组织了这样的反馈并且分享给了这位护士; 当类似的情况发生,这是很好的改进的机会.医院给这位护士提供了关于有效的认识和管理自己情绪的技能培训,这样帮助了这位护士能够和部门同事搞好关系.

Finally, the nurses we spoke with discussed seeing their jobs as a calling and deriving pride and fulfillment from the knowledge that their actions eased patients’ pain, helped them heal, and sometimes saved their lives. Moreover, this personal strength can be purposefully practiced and deepened. One nursing leader described intentionally reminding herself of the commitment to her calling to serve both her patients and staff every morning.

最后,我们采访的这些护士讨论了关于他们对于工作的认识.他们认为他们的工作是一种使命以及他们在帮助他们的患者缓解疼痛,加快恢复,有时候拯救了患者的生命中获得了无比的自豪以及满足.而且,这些个人的能力可以被有意识的训练和加深.一位护士长告诉我们,每天早晨都有意识的提醒自己忠于她的使命以及更好的服务于她的患者以及员工.

How to Increase Employee Effectiveness

如何提升雇员的工作效率

During the pandemic, the organizational, interpersonal, and individual factors we identified shaped how effective nurses were in their work. When nurses had clear expectations about how to perform their jobs from the hospital leaders, they were also more likely to work from their sense of purpose as healers. When supervisors supported their creative problem solving and helped them manage challenging feelings, nurses were indeed more resourceful and pushed themselves to work to their full potential. These lessons can provide guidance for managers and other organizations to best support their employees towards their full potential.

在疫情期间,我们描述的关于组织的,关系的,个人的因素影响了护士在他们的工作中是否高效.当护士们可以从医院领导那里得到清晰的关于他们工作结果的预期,他们大多数都可以以治愈者的目标来工作.当主管支持他们使用创新的问题解决方案帮助他们管理情绪, 护士们确实可以更加聪明,更加努力的工作从而发挥他们全部的潜能.这些课程可以对领导以及其他组织能够更好的支持员工发挥全部潜能提供引导.

Organizations can support employees by reducing the bureaucratic demands, creating a culture of trust, and rethinking the role of leadership.

组织可以减少官僚的要求,创造信任的企业文化,重新理解领导者的角色从而支持员工.

In our experience guiding organizations through significant changes (e.g., restructuring), our team has found that learning the granular details of employees’ days can reveal ways to reduce bureaucratic, redundant, and unnecessary activities that get in the way of their work.

在我们引导企业做出重大改变的引导经验中,我们的团队发现了解详细的员工工作可以发现更多的减少官僚,冗余,以及不必要影响员工工作行为的方法.

Building trust rests on employees seeing how supervisors and organizational leaders care about their work-related concerns and well-being. To truly develop trust, managers should solicit input from employees at every level in the organization, acknowledge employee ideas, understand how their decisions influence employees’ experiences at work, and communicate why some ideas are not/cannot be accepted. Asking for input and communicating a response to it leads to employees feeling heard and not feeling dismissed by pat explanations of budget shortages and other standard replies.

构建信任取决于员工是否认可主管以及组织领导关心他们工作相关的顾虑以及幸福感.真正的发展信任,管理者们应该从各级员工索取意见,了解员工的想法,理解他们的决策如何影响员工的工作体验,并且要保持和员工沟通和说明为什么员工们的一些想法可以/不可以被接受.询问意见以及及时沟通反馈会让员工感受到他们的声音有被听到,并且不会感觉到因为一些预算紧缺或者其他的官方回复而被拒绝.

Leaders should work to develop and practice their own emotional intelligence skills to help them perceive, use, understand, and manage emotions. During the pandemic, acting in emotionally intelligent ways means acknowledging employees’ heightened anxiety and assuring them that being overwhelmed under these circumstances is not a sign of poor skills. Supervisors who act in emotionally intelligent ways will create a more positive work climate, have employees who are able to grow in their jobs, and be more effective.

领导者们需要开发和实践他们的情商,从而可以帮助他们察觉,使用,理解和管理情绪.在疫情期间,按照高情商的方式意味着认识到员工们的高度紧张情绪并且确保他们不会被当下的一些情况或者糟糕的技能表现做击倒.主管们按照高情商的方式工作可以创造更加积极的工作氛围, 可以让员工在工作中成长,以及工作更加的高效.

In the best of times, many employees do not work to their full potential. This should be a call to action. Our potential is like an energy reservoir, and when some of it is drained by unmitigated stress, less is left to fuel work performance. To mitigate these productivity sapping stresses, managers should consider employees’ experience through the lens of the factors we identified above. Productivity and well-being at the personal level will enable productivity and success at the organizational level.

在最好的情况下,很多员工不能发挥所有的潜能. 这表示我们需要采取行动.我们的潜力就像是一座能源储备库, 当其中很多能量被压力消耗, 就会导致有很少的能量去工作.为了避免这些消耗效率的压力损耗, 管理者们应该从我们前面提到的因素中考虑员工们的工作体验.在个人层面的效率和幸福感可以帮助企业提升效率以及取得成功.