得益于T-Mobile的帮助，伊凡·贝尔特恩在纽约生活得不错。

贝尔特恩是美国电信服务商T-Mobile在时代广场旗舰店的总经理，这家门店是公司全国最知名的几家零售店之一。

贝尔特恩出生于墨西哥城，在堪萨斯州威奇托城外长大，他一直梦想着能到纽约市生活。大概16年前，他在威奇托T-Mobile的一个呼叫中心工作，当时他决定要搬去“大苹果”（纽约市的别称——编注）。 T-Mobile公司把他转岗到纽约的一家零售店，让他实现了这个梦想。从此之后他一路晋升，最终在差不多三年前，担任这家旗舰店的总经理。贝尔特恩没有人力部门想要的那种主管经验，“但是，”他说，“我有对公司品牌的热情与挚爱。”

这家不走寻常路的电信公司给了他一个机会——这是个明智的决定。T-Mobile以把手机业务和公司文化结合起来而闻名，如今，贝尔特恩和他80人的团队经常在这个4000平方英尺的场地里举行公共活动，比如最近的LGTBQ骄傲集会。

贝尔特恩说，他很感激T-Mobile公司决定把他安排在全美最大城市的活动中心。

“对我而言，我是在为一家真正重视员工价值的公司工作。”贝尔特恩说，“这是一家愿意冒险的公司。”

贝尔特恩并不是唯一一个对公司心怀感激的T-Mobile员工。该公司成功当选2018年纽约最佳雇主之一。我所在的组织——研究和公众分析公司卓越职场刚刚和《财富》杂志共同公布了这一名单。该名单基于各公司雇员对卓越职场的“信任指数”员工参与度调查的回答，评出了纽约州及纽约大都会区的最佳雇主名单。

卓越职场通过评估雇员的经历，表彰那些在各类人群和工作层级都展现出高度信任文化的公司。我们把这些单位称为“适合所有人的好公司”，我们的研究表明，这类公司更有利于公司业务和员工的发展，也更有利于世界的发展。比如说，和包容性没那么强的公司比，“适合所有人的好公司”的收入是前者的三倍。

要想成为纽约的最佳雇主，关键在于公司领导要乐于倾听本地员工的声音，因为纽约人可是以直言不讳而著名。

“纽约人毫不羞怯。”T-Mobile公司的零售渠道执行副总裁乔恩·福莱尔说。“如果有问题，他们会告诉你的。”

福莱尔还说，公司会定期安排纽约及全国的管理层和雇员开会。会议上，福莱尔和公司其他领导会倾听大家的意见，当场据此调整政策、做出回应，或者在24小时内作出决定。“这样团队能充满活力。”福莱尔说，“这能让大家明白，‘这个公司不是一个僵化的公司，和我说话的人也不是穿着西装革履的脸谱。’”

看重员工的热情是T-Mobile在顾客服务领域打败竞争对手的战略之一。福莱尔总说，T-Mobile只有两种雇员，“一种是为顾客服务的，另一种是为服务顾客的人服务的。”公司在去年的大规模全国招人季里，专门寻找热情有活力的求职者。去年一年，T-Mobile新开了1500家门店，招收了1万名新员工，年收入增长8.3%，达到406亿美元。

公司的服务导向战略似乎成功了。最近Tom’s Guide研究公司的报告表明，T-Mobile在顾客服务上仅次于威瑞森，排名第二。而J.D. Power今年的研究表明，T-Mobile的顾客满意度在所有全方位无线网络供应商中独占鳌头。

福莱尔认为，T-Mobile成功的一大原因是公司能够尊重每一个员工的独立人格。“我们告诉大家：‘我们希望你能做自己。’”他说，“我们认为，人们只有在做自己的时候，工作才能做得最好。”

从公司高层就开始践行“做自己”这条金科玉律。T-Mobile的CEO约翰·雷格里打破了传统CEO温文尔雅的形象，他会毫不留情地攻击竞争对手，会把公司领导层召开的季度营收会议向全部员工保持透明，还会主持每周一次的厨艺展示活动。

T-Mobile把自己打造成时髦的“去运营商化”（“un-carrier”）公司，也需要在多元化这个主题上保持坚定立场。公司今年超级碗的广告令人侧目，广告使用了不同种族的婴儿照片，画外音展示了公司坚定维护文化包容的立场：“可能有些人看到了你的不同之处，而且被吓到了。但是你不可阻挡。”

贝尔特恩认为自己的例子证明了公司不只是说说而已。他在转岗纽约这件事上得到了公司的大力支持，而且上级多年来一直鼓励他支持他，一路从副经理晋升到店铺经理再到地区经理。出人意料的是，公司冒险任命他担任旗舰店经理这一重要职位。这不仅意味着他将在公司全国六家旗舰店之一担任重要的领导岗位，还意味着他要管的人数翻了一番。

贝尔特恩打理的商店一部分用作零售，一部分是展厅。当然要主推产品，但此外它还有总面积达4000平方英尺的大屏幕和自拍站这类互动式展示区，进店的客户可以通过自拍站把自己的形象投放在时代广场上。这个店铺还是举办“军人星期一”（“Military Mondays”）等活动的场地，T-Mobile利用该活动吸引退伍老兵，推广公司专门为退伍军人及其家人量身打造的服务产品。

让贝尔特恩置身于这些浮华与光鲜的中心正合适。他学过三年表演，参演过纽约独立电影，还有可能会慢慢回归演艺圈。

但目前，他在纽约的演艺事业就是这个商店。他说自己最自豪的时刻是和团队一起在2016年1月打开商店大门的那一刻。

这和百老汇的首演之夜并无二致。“那个时刻非常特别，因为我可以看到人们在背后付出的无数心血。”贝尔特恩回忆道，“这些记忆我将永远铭记于心。”（财富中文网）

艾德·弗豪恩海姆是卓越职场的资深内容主管，《财富》杂志长期和卓越职场合作研究评选最佳雇主名单，其中包括适合千禧一代最佳雇主清单。艾德也是《适合所有人的好公司》的合著者。

译者：Agatha

Start spreading the news: Ivan Beltran is making it in New York, thanks to some help from T-Mobile.

Beltran is the general manager of T-Mobile’s “Signature Store” in Times Square, one of the most prominent retail locations for the mobile carrier nationwide.

Beltran was born in Mexico City, grew up outside of Wichita, Kansas, and always dreamed of living in New York City. Some 16 years ago, he was working at a T-Mobile call center in Wichita when he decided to make the move to the Big Apple. T-Mobile eased the transition, giving him a job at a retail store. Since then, he’s worked his way up the ladder and landed the Signature Store general manager position nearly three years ago. Beltran didn’t have the director-level experience company recruiters were looking for. “But,” he recalls, “I had that passion and love for our brand,” he says.

The maverick telecom firm gave him a chance—and the decision has been a hit. The company is known for blending mobile phone commerce with corporate cool, and today, Beltran and his team of 80 staffers regularly host public events in the 4,000-square-foot space, such as recent LGTBQ Pride gatherings.

Beltran says he’s grateful T-Mobile made the call to put him at the center of the action in the largest city in the U.S.

“What it means to me is I work for a company that truly values their employees,” Beltran says. “A company willing to take risks.”

Beltran isn’t alone in appreciating T-Mobile as an employer. The company ranks as one of the 2018 Best Workplaces in New York. My organization, research and people analytics firm Great Place to Work, just announced the list in partnership with FORTUNE. The list recognizes the top workplaces in New York state as well as the New York City metropolitan area, and is based on employee responses to Great Place to Work’s Trust Index employee engagement survey.

Great Place to Work’s methodology assesses the employee experience and honors companies with high-trust cultures that are consistent across demographic groups and job levels We call these organizations Great Places to Work For All, and our research shows that they are better for business, better for people, and better for the world. For example, Great Places to Work For All enjoy revenue growth three times that of less-inclusive organizations.

Key to being a top workplace in New York is having leaders who are willing to listen to a local workforce that is known for being outspoken.

“People in New York are not shy,” says Jon Freier, T-Mobile’s executive vice president of retail channels. “If there’s a problem, they’re going to tell you.”

Freier cites a rolling series of employee meetings with company executives in New York and throughout the country. At these events, Freier and other leaders take in feedback and aim to respond with policy changes on the spot or a decision within 24 hours. “That energizes the team,” Freier says. “It shows, ‘I’m not coming to a stiff corporation where I’m talking to the suits.’”

This emphasis on an enthusiastic workforce is part of T-Mobile’s strategy to beat rivals on customer service. Freier likes to say there are only two kinds of employees at T-Mobile: “those who serve customers and those who serve people who serve customers.” During a massive nation-wide hiring spree last year, the company explicitly sought passionate and energetic job candidates. Last year, T-Mobile opened 1,500 stores, brought on 10,000 new employees and saw revenue climb 8.3 percent to $40.6 billion.

The service-focused strategy seems to be working. T-Mobile ranked second only to Verizon in customer service according to a recent report by research firm tom’s Tom’s Guide, and was ranked first in customer satisfaction among full-service wireless carriers by J.D. Power this year.

A big factor in T-Mobile’s success, Freier says, is the company’s embrace of employee individuality. “We tell people, ‘we want you to be you,’” he says. “We think people do their best work when they can be themselves.”

The be-yourself mantra starts at the top. T-Mobile’s CEO John Legere has shattered the mold of the buttoned-down CEO, brashly attacking competitors, making quarterly earnings meetings with his leadership team totally transparent to all employees and hosting a weekly cooking show.

Framing T-Mobile as the hip “un-carrier” also has involved taking a bold stance on diversity themes. The company’s Superbowl ad this year turned heads with a montage of babies of different races and a voice-over that positioned T-Mobile as a defender of inclusion: “Some people may see your differences and be threatened by them. But you are unstoppable.”

Ivan Beltran sees himself as proof the company is walking this talk. He felt supported by T-Mobile when he moved to New York City, and in the way his supervisors encouraged his promotions over the years from associate manager to store manager to district manager. The kicker was when the company bet on him with the Signature store leadership position. That move more than doubled the number of people he managed besides put him in an important role as leader of one of just six T-Mobile Signature Stores nationwide.

Beltran’s store is part retail shop, part showroom. It features products, of course, but also 4,000 square feet of flashing screens and interactive displays such as a selfie station that allows visitors to broadcast themselves to Times Square. The store also doubles as an events space, for occasions like “Military Mondays” when T-Mobile brings in military veterans and touts the company’s service plans tailored to vets and their families.

It’s fitting for Beltran to be at the center of all this glitz and glamour. He studied acting for three years and has been part of New York City’s independent film scene. He may return to acting eventually.

For now, New York show biz for him is within the theater of his store. He says his proudest moment was when he and his team opened the store’s doors in January 2016.

The event wasn’t that different from a Broadway opening night. “That was so special, because I saw the amount of work that went into it,” Beltran recalls. “It’s something that stays in my heart forever.”

Ed Frauenheim is senior director of content at Great Place to Work, FORTUNE’s longtime research partner for Best Workplace lists, including the Best Workplaces for Millennials. Ed also is co-author of A Great Place to Work For All.