人才市场供应吃紧，本世纪初成年的“千禧一代”更注重工作的目的。越来越多的迹象显示，如果职场环境多元且有包容性，企业业绩会更好。

换言之，美国商界的企业文化十分重要。企业在寻找创新方式吸引人才和提升业绩。上周二《财富》杂志在旧金山举行的CEO倡议活动中，与会的企业首席执行官介绍了各种经验。

人力资源软件公司Workday的首席执行官安尼尔·布斯里认为，想留住人才就要按照公司的价值观培养新入职的经理，表彰践行Workday理念的经理。

网页服务器平台WP Engine的首席执行官希瑟·布伦纳表示，正努力降低对传统招聘方式的依赖。WP Engine不再规定新员工必须拥有大学学位和某些工作经验。布伦纳寻找的是和公司价值观一致的求职者，并且推行同工同酬。她解释说，即便员工不擅长争取薪水，公司也不会因此少付一些。

德勤美国的首席执行官凯西·英格伯特几年前就开始推行“鼓励文化”。她解释说，号召之后公司成立了一些高人气的内部委员会，出任委员的员工背景非常多元，视角也各自不同，现在人们可以一起努力解决此前很难开展的对话。

开拓企业文化的先驱、企业云计算公司Salesforce的首席公平官托尼·波弗特称，Salesforce原本有九个员工自建组织，最近新增了一个内部信任组织FaithForce。该组织由一名基督教男信徒和一名女性穆斯林共同成立，现在成了发展最快的员工自发组织。波弗特发现其他公司的员工也对这种信任组织很有兴趣。

据参加活动的企业高管分享，打造企业文化的行动有着同一个目标：营造真诚的氛围，帮助员工全身心投入工作。

调查机构Great Places to Work的首席执行官迈克尔·布什表示，各企业都应该尝试，他呼吁广大企业领袖做出更多努力。Great Places to Work面向全球上百万企业员工进行职场满意度调查。布什说：“事实上，并没有出现（这样的氛围）。”他指出，约半数LGBTQ（同性恋、双性恋、跨性别者和性向不定者）的员工在工作中仍然隐瞒性取向，大多数有残障家人的员工也从未告诉同事。

“他们如此保密不是疯了，”布什解释，“而是因为他们很聪明，知道如果某些事被人知道，个人职业道路都会改变。遗憾的是，总体而言，他们的判断没错。”

布什进而表示：“我们需要创造一个大家都可以表现真实自己的环境，把全副精力投入工作。既然愿意支付工资，提供福利，为什么不能接受所有劳动者，只接纳70%？”

布什认为，企业能否做到全看领导层。他了解到从事艰苦体力工作的低薪员工会对自己的工作场所评价很好，也听说过在大公司拿高薪的员工对工作非常不满。Great Places to Work的数据显示，62%的职场人士与领导打交道时有过不愉快的经历。

谈到企业文化，布什解释说：“我们主要看的还是领导水平。”（财富中文网）

译者：Pessy

审校：夏林

The labor market is tight, millennials are searching for purpose at work, and evidence continues to mount that a diverse and inclusive workforce leads to better business results.

In other words, culture matters these days in Corporate America, and companies are looking to innovate in ways that will attract talent and drive performance. And executives, speaking at Fortune’s CEO Initiative in San Francisco on last Tuesday, offered a number of ways they’ve gone about this.

For Aneel Bhusri, CEO of Workday, the HR software company, it’s meant steeping newly-hired managers in the values of the company and celebrating those who model the Workday way.

Heather Brunner, the CEO of WP Engine—a web hosting platform—said she has worked hard to drop her long-held biases around traditional hiring practices. WP Engine no longer requires new employees to hold a college degree or certain work experience. Instead, she looks for candidates who share the firm’s values—and it enforces equal pay for equal work. Employees are not compensated less simply because they were a less savvy salary negotiator, explained Brunner.

Meanwhile, Cathy Englebert, CEO of Deloitte US, a couple years ago launched the consulting firm’s “Culture of Courage.” That initiative resulted in the company’s popular inclusion councils, she explained, where employees representing a variety of backgrounds and perspectives come together to tackle the tough conversations that were previously avoided.

And Tony Prophet, chief equality officer at Salesforce—a pioneer in the work culture space—said his company recently added an interfaith group, FaithForce, to its roster of nine other employee resource groups. Founded by a Christian man and an Islamic woman, Prophet says it’s now the fastest growing of the company’s resource groups and that he’s seen lots of interest in the faith organization from other companies.

Among the stated goals of such efforts is cultivating an environment of authenticity, in which employees can bring their whole selves to work.

Michael Bush, CEO of Great Places to Work, an organization that surveys millions of employees around the world about workplace satisfaction says that’s the way it should be and called broadly on leaders to do more. “The fact is this isn’t happening,” he said noting that roughly half of employees who identify as LGBTQ remain closeted at work and that a majority of individuals with a disabled family member never reveal that fact to colleagues.

“They don’t do this because they’re crazy,” he said. “They do it because they’re smart. They know if they reveal certain things about themselves they’re career trajectory will change. And unfortunately, generally speaking, they’re right.”

Bush continued: “We need to be creating environments where people can be themselves and bring their full selves to work. You’re paying them. You’re giving them benefits. Why not get all of them? Why get 70% of them?”

A company’s ability to achieve this, Bush said, all boils down to leadership. He’s seen low-paid employees doing tough manual labor giving their workplaces rave reviews, and those making big bucks at gold plated firms report complete dissatisfaction with their jobs. His company’s data has found that 62% of working people report a negative experience with their leader.

When it comes to culture, Bush explained, “What we’re measuring is leadership.”