怎样规避“信任税”（上）

    而这就是一段关系的尽头！

    这种针对组织机构日常事务的反应每天都会重复出现无数次，全世界都是这样。它就是公司经常无法建立信任文化和关系网络的主要原因，而信任文化和关系网络能给公司带来很高的员工留任率、高效的团队和高额的利润。同时，它也是员工对工作“心不在焉”的主要原因之一。

    2006年，民意调查机构盖洛普（Gallup）曾发布过一份广为流传的员工敬业（和不敬业）程度调查报告。盖洛普研究人员的目的是找出敬业员工（占29%）和不敬业员工（占56%）或者对工作心不在焉的员工（占15%）之间存在哪些显著的差异。

    调查发现，敬业的员工：

    • 生产率更高，创造的利润更多，而且更安全

    • 和客户建立的关系更为牢固

    • 待在一家公司的时间比不敬业的员工长久

    • 能促使管理层和客户服务方面产生新的思路

    这项调查同时发现，仅2006年，“由于员工对待工作心不在焉（占15%）而造成生产率下降给美国经济带来的成本约为3280亿美元（2.02万亿元人民币）。”——这还不包括那56% “不敬业”的员工。

    盖洛普全球调查（Gallup World Survey）显示，在员工不敬业问题上，亚洲也不例外。这项调查从2012年9月份开始，范围覆盖澳大利亚、新西兰、韩国、新加坡、台湾和日本。调查将员工对待工作的态度分为三类：“积极向上、勉强维持和痛苦不堪”。结果表明，在某个国家的调查中，61%的员工认为自己上班时只是在“勉强维持”，只有34%的人对工作“积极向上”。

    盖洛普的报告指出，“工作待遇欠佳和生产率低以及人员留任率低之间存在着直接联系。”而我们都知道，人员留任率低和公司利润下降之间存在着关联。

    无论是就整个世界、还是就某个地区而言，员工不敬业都会给企业带来令人震惊的高成本，这一点显而易见。而且可以认为，不敬业员工和组织机构中其他成员的关系并不融洽。我们建议，可以从两个方面着重寻找员工不敬业的原因：

    1. 政策、计划、系统以及流程。

    2. 系统盲区（以及这个盲区所引起的反应）。

    要想方设法制定更为开明的政策，同时建立更为开明的系统和程序，从而帮助企业获得成功并帮助企业成员提高幸福感。但我们要在此指出，即使你这样做了，如果忽略了第二个因素，也就是系统盲区，还是会继续看到人们之间的关系频繁破裂以及与之相关的信任缺失；而你就得为此支付信任税，而且是数额不菲的信任税。

    And that’s the end of partnership!

    This re-active response to the daily “stuff” that happens in the world of organizations is repeated countless times every day, all over the world. It is the main reason why organizations regularly fail to build the culture of trust and networks of partnerships that lead to high retention, high-performing teams, and high profits. And it is one of the major reasons why employees are “actively disengaged” from their work.

    In a widely read 2006 Gallup Survey on Employee Engagement (And Disengagement), Gallup researchers sought to discover which factors differed most strongly among engaged employees (29% of respondents) and those who were not engaged(56%) or actively disengaged (15%).

    The survey found that engaged employees:

    • Are more productive, profitable, and safe.

    • Create stronger customer relationships.

    • Stay longer with their companies than disengaged employees.

    • Catalyze “outside-the-box” thinking in management and customer service.

    The same survey also found that in 2006 alone, the “lower productivity of actively disengaged workers (15%) cost the U.S. economy about $328 billion” – without taking into account the 56% of the workforce that was simply “not engaged.”

    Asia is no exception when it comes to disengaged employees, according to a Gallup World Survey from September 2012 that covered Australia, New Zealand, South Korea, Singapore, Taiwan, and Japan. The survey explored employee satisfaction across three dimensions: “Thriving, Struggling, and Suffering.” Results showed that in one country 61%of employees fell into the “Struggling” zone, while only 34% of respondents were “Thriving” in the workplace.

    According to the Gallup report, there is a “direct link between low Career Wellbeing and low productivity and low retention.” And we all know the correlation between low retention and decreased profits.

    It’s easy to see, globally and locally, that the cost to business of disengaged employees is staggering. And it is safe to assume that disengaged employees are not experiencing thriving partnerships with others in the organization. We’d like to suggest two major areas to look to for the causes of disengagement among employees:

    1. Policies, plans, systems, processes.

    2. System Blindness (and the reactive responses that blindness engenders).

    By all means, create more enlightened policies, systems, and processes that support business success and make for happier people. But we are here to tell you that even if you do, if you overlook the second factor, System Blindness, you will continue to witness the regular breakdown of partnerships and the related loss of trust, and you are going to be paying the Trust Tax, big time.