Google

1

Google's "Bureaucracy Busters" program was designed to cut down on internal red tape and make administrative processes more efficient. Instead of creating a committee of senior leaders to conduct an internal review of various processes and make recommendations, CFO Patrick Pinchette asked all employees to post their bureaucracy-cutting suggestions on an internal site and vote on the ones they found most promising. Ultimately, close to 4,500 Google employees voted on nearly 1,200 employee-generated ideas. This year, Google has begun implementing changes, which range from improving their internal expense report system to adding more maps of buildings around their campuses. Nine of the top 10 suggested improvements have been enacted, with the tenth currently in progress.

谷歌

排名：1

谷歌（Google）的“官僚主义破坏者”计划旨在削减公司内部的繁文缛节，提高行政流程的效率。它并未创建一个由高层组成的委员会，对不同流程进行内部审查和提出建议，公司CFO帕特里克•皮切特要求所有员工在一个内部网站上发布减少官僚主义的建议，并投票支持他们认为最有希望的建议。最终，约有4,500名谷歌员工对同事提出的约1,200条建议进行了投票。今年，这家公司开始进行改革，包括完善内部费用报告制度，在总部周围增加更多建筑地图等。前十条合理化建议中，有九条已经颁布，第十条目前正在研究当中。

SAS Institute

2

SAS Institute uses a series of videos to help employees from every discipline answer the question, "What does SAS do?" in a way that doesn't require the audience to know technical terminology or marketing-speak. While the videos are humorous in nature, they nevertheless underpin an important belief -- that because all employees, regardless of their roles, contribute to SAS' success, they should therefore be able to speak knowledgeably about the company and its products.

The "60-Second Scoop" videos give employees a glance at a new product and the basic need-to-know details in a minute flat, while the "Help Me Understand" videos feature executives communicating more broad-reaching software or business concepts. Additionally, a special website was created featuring presentations, documents, and online resources to help employees tell the SAS story.

SAS公司

排名：2

SAS软件公司提供一系列视频，帮助不同部门的员工回答“SAS在做什么”这个问题，而且不需要听众了解任何技术术语或营销用语。这些视频幽默风趣，但却会强化一个很重要的理念——即因为所有员工不论职责，都在为SAS的成功做出贡献，因此他们应该能够头头是道地畅谈公司和其产品。

“60秒独家新闻”视频可以让员工迅速掌握公司的新产品和基本的须知详情，而在“帮我理解”视频中，高管将介绍更广泛的软件或商业理念。此外，这家公司还创建了一个专门的网站，其中包括演示资料、文件和在线资源，帮助员工更好地介绍SAS。

NetApp

3

Tom Mendoza, the Vice Chairman of NetApp, personally calls hardworking employees to thank them for going above and beyond in their daily work, a program he calls "Catch Someone Doing Something Right." Any employee can write directly to Mendoza describing how another employee helped the company, helped a customer, or generally exemplified NetApp's culture. Mendoza then makes 10-20 calls every day to employees around the world, and has been doing this for more than 15 years. Employees are often filled with pride when they receive a call from Mendoza, and note that the program speaks to NetApp's commitment to creating a culture of appreciation.

NetApp公司

排名：3

NetApp公司副主席汤姆•门多萨会打电话给工作努力的员工，感谢他们在日常工作中所付出的额外努力，他将这项计划称为“发现有人在做对的事”。任何员工都可以直接给门多萨写信，告诉他其他员工帮助公司、帮助客户，或实践NetApp文化的举动。门多萨每天会给在全球的10至20名员工打电话，如今已经坚持了超过15年。员工接到门多萨的来电，都会深感自豪，他们认为这项计划证明了NetApp创造感恩文化的承诺。

Microsoft

4

Microsoft strives to empower employees to chart their own career paths, starting from day one with the "Welcome Experience" online tool, used to introduce new employees worldwide to the company. Through the tool, new hires develop a personalized "action plan" -- including training, learning and actions for their first 90 days -- based on their role, location and business function. The tool also delivers more than 1,000 pieces of curated, filterable on-boarding content, which employees can save to a personal library or automatically schedule time in their calendar to view later.

微软

排名：4

从将公司介绍给全球新员工（通过“欢迎体验”在线工具）的第一天起，微软（Microsoft）便允许员工规划自己的职业发展道路。通过这个工具，新员工可以根据各自的职位、位置和职能，制定个性化的“行动计划”，包括前90天的培训、学习和行动。此外，这个工具还提供超过1,000份精选的、可过滤的新员工适应内容，员工可保存到个人资料库或自动在日历中计划时间，供以后浏览。

W. L. Gore & Associates

5

When filling key leadership positions, Gore seeks broad input from the associates. For example, after two longtime divisional leaders retired, the company held a series of input sessions across the division, asking more than 1,300 associates to identify the attributes that should be considered when selecting the new leadership team. A similar process was used to ask Human Resources Associates for input on a new global HR leader, and the current CEO was named only after asking a wide group of leaders whom they would support as the next president. These practices are in keeping with W.L. Gore & Associate's core belief that leaders must demonstrate "followership" to truly lead -- in other words, that leadership is something to be earned, rather than appointed.

戈尔公司

排名：5

戈尔公司（W. L. Gore & Associates）在填补关键领导岗位时会广泛征询员工的意见。例如，两位长期任职的部门领导者退休后，这家公司在部门内召开了一系列意见征询会，要求超过1,300名员工确认，在选择新领导团队时应该考虑哪些品质。这家公司使用类似的流程，要求人力资源部门的同事就一位新全球人力资源负责人发表意见。而且，公司现任CEO的任命也是在广泛征询各部门负责人意见后确定下来的。这些做法符合戈尔公司的核心理念，即公司领导者必须证明自己具备真正的“群众基础”，也就是说，领导职位是获得的，而不是被任命的。

Kimberly Clark

6

Kimberly-Clark partnered with IBM to host its first-ever "One K-C Culture Jam" in order to hear directly from employees on how to best accelerate culture change and drive better business results. The five-day online event provided a space for employees to share ideas, problem-solve and collaborate on things they could do to close any gaps and deliver outstanding results. Over 16,000 employees from more than 60 countries gathered online to share their thoughts and ideas. More than 22,000 comments were received, including ideas related to the company's products and culture, as well as grassroots initiatives that employees and Kimberly-Clark could begin acting on. Additionally, feedback gathered through the One K-C Culture Jam is now being incorporated with results of the company's global engagement survey, with the aim of creating a world-class workplace.

金佰利

6

金佰利公司（Kimberly-Clark）与IBM公司合作，举办了首届“金佰利文化困境（One K-C Culture Jam）”活动，就如何尽快完成文化转变，取得更好的商业成果，直接倾听员工的意见。这个为期五天的在线活动为员工提供了一个平台，用于分享观点，解决问题和寻求合作，以缩小文化差异，实现卓越成果。来自60多个国家的16,000名员工在线上分享了自己的观点与看法。活动共收到超过22,000条意见，包括涉及公司产品和文化的观点，以及员工和金佰利可以开始实施的基层行动计划。此外，通过这个活动收集的反馈，结合公司全球积极性调查的结果，将被用于将公司打造成一个最卓越的工作场所。

Marriott

7

Marriott provides its associates with a variety of formal opportunities to communicate with management. At every Marriott property worldwide, associates have the chance to ask questions, share best practices and personal news, and raise concerns with managers and their fellow associates during brief daily stand-up meetings held at the beginning of each shift. These meetings, which provide ongoing training of guest service standards, have a themed name in each of Marriott's brands, such as the "Daily Line Up" or "Daily Hello." Most properties also conduct monthly departmental meetings and either monthly or quarterly associate rallies, during which associates may ask questions and provide feedback on any topic.

万豪国际集团

排名：7

万豪国际集团（Marriott）为员工提供了与管理层沟通的各种机会。在世界各地的万豪产业，员工均有机会在每次轮班开始时召开的日常站立会议上提出问题、分享最佳做法，以及宣布个人的动态。这些会议提供持续的客户服务标准培训，每个培训都有一个以万豪不同品牌命名的主题名称，例如“每日列队”和“每日问候”等。这家公司大多数物业在每月都召开部门会议，以及月度或季度员工联谊会。员工在会上可以提出问题，也可以就任何话题提供反馈。

Diageo

8

One way that Diageo values employees' contributions is through running "VIP Tours" of the company's Guinness brewery in Dublin, Ireland. Over a six-week period, employees were invited to bring their friends and family to these company-organized tours, which offered a unique "insider's view" of the brewery behind the gates. This practice was designed to recognize the contribution that families make to people's lives within the brewery, and to involve them accordingly in Diageo's operation.

帝亚吉欧

排名：8

帝亚吉欧（Diageo）表彰员工贡献的方式之一是提供“贵宾之旅”，参观公司位于爱尔兰都柏林的健力士啤酒厂（Guinness）。员工在为期六周的时间内可以带着家人和朋友参加公司组织的旅游，其中包括一个独特的项目，可以深入参观啤酒厂项目。这种做法的目的是要感谢员工家人对于啤酒厂员工的生活所做出的贡献，同时让他们参与到帝亚吉欧的运营中去。

National Instruments

9

At National Instruments, managers are given the tools to acknowledge employees for their extra effort. National Instruments' discretionary bonus program gives managers the ability to recognize individuals or teams of employees for completing special projects outside the scope of their normal job responsibilities. Employees may receive up to $2,000 in cash, and because it is at the manager's discretion, it can be distributed immediately. In a recent year, the company awarded more than $969,000 to employees through the discretionary bonus program. National Instruments also trains managers on the importance of freely offering recognition and giving feedback through a program in its Supervisory Development Series titled, "Recognition Is Free and Unlimited." 

美国国家仪器公司

排名：9

在美国国家仪器公司（National Instruments），管理者有权对付出额外努力的员工进行表彰。这家公司的酌情奖金计划使管理者可以对在正常工作职责之外完成特殊项目的个人或团队予以奖励。员工最高可获得2,000美元的现金奖励，而且由于奖金可由管理者酌情决定，因此往往会即刻发放。最近，公司通过这项计划向员工发放的奖金已经超过了969,000美元。此外，它还通过一个叫做“不花钱、无限量的认可”高管培训课程，要求管理者重视慷慨表达认可和提供反馈的重要性。

Cisco

10

Cisco's Off/On Ramp program allows eligible employees to take a career break of a minimum of one year and up to two years. Participating employees can use the Off/On Ramp for whatever reason they choose, such as for elder or childcare responsibilities, working on a nonprofit activity, or simply taking time for personal renewal. Unlike a personal leave of absence, an Off/On Ramp does not require employees to exhaust their Paid Time Off. In addition, while employees are not paid during an Off Ramp period, the leave provides employees with company-paid health benefits for the first year they are away from work. Employees returning to Cisco after an Off Ramp are connected with the staffing group to find a new role within the company before returning to work.

思科

排名：10

思科（Cisco）的“休工计划”（Off/On Ramp）允许符合条件的员工休假一到两年时间。参加这项计划的员工可以因为任何理由提出申请，比如照看老人或孩子，参加慈善活动，或用于个人充电等。与请假不同，“休工计划”不会占用员工的带薪假期，此外，虽然“休工计划”的员工没有工资，但在离开工作的第一年，员工仍可享受公司支付的医疗福利。员工在休工结束重新回到思科后，需要与人事部门联系，在公司内找到新的职务，重新进入工作岗位。

Autodesk

11

Autodesk's executive team strives for transparency in its internal communication -- even when discussing financial results, traditionally a sensitive area for many companies. The quarter-end financial results are shared with all employees through an invitation to listen to the quarterly earnings call, which is announced via e-mail by CFO Mark Hawkins. Playback of the call is posted on the corporate intranet and further reinforced by a "Carl Talk" podcast, where CEO Carl Bass recaps the earnings review, answers related questions from employees about the results and shares his latest insights on the direction of the company.

欧特克股份有限公司

排名：11

欧特克公司（Autodesk）的高管团队尽量保持内部通信的透明，即便在讨论财务业绩（这通常是许多公司非常敏感的部分）的时候也是如此。公司CFO马克•霍金斯会通过邮件来宣布召开业绩发布会，同时邀请所有员工收听季度业绩发布会的内容，进而将公司每季度末的财务业绩分享给所有员工。此后，这家公司会在局域网内提供发布会的回放，并发布一个名为“卡尔访谈”的播客，公司CEO卡尔•巴斯会在播客中简明扼要地重述业绩评论，同时回答员工提出的与公司业绩有关的问题，分析他对于公司发展方向的见解。

Monsanto

12

Monsanto's array of recognition awards is notable for its range and high level of inclusion. All areas of the organization are represented by a recognition award, with awards given for Global Safety and Health, Finance Excellence, Manufacturing Excellence, and Science & Technology. The Monsanto Pledge is an award all employees are eligible for, it recognizes employees or teams for exceptional work on projects or programs reflect the values of the organization. Through these awards, Monsanto seeks to ensure that areas of the company have means by which to recognize and reward excellent performance.

孟山都公司

排名：12

孟山都（Monsanto）的表彰奖励以种类繁多著称。它所有领域均有一个表彰奖项，比如全球安全与健康、财务卓越、生产卓越，以及科学技术等。“孟山都承诺”是面向所有合格员工的奖项，旨在表彰在反映公司价值的项目或计划中表现突出的员工或团队。通过这些奖项，孟山都希望公司对所有领域表现卓越的员工进行表彰和奖励。

BBVA

13

BBVA recognizes employees for their dedication through the annual BBVA Passion Awards. More than 2,000 executives can nominate employees for a Passion Award using a designated web application. Twelve individual winners and six teams are selected globally. Each of the individual awards is accompanied by a "success story," identifying the outstanding behaviors of the respective employee, while the "Team Award" recognizes and celebrates the best projects launched during the current fiscal year. In addition to the Passion Awards, each business area with BBVA has country-specific recognition programs.

西班牙对外银行

排名：13

西班牙对外银行（BBVA）通过年度BBAV激情奖，表彰员工对公司所做的贡献。这家公司2,000多名高管都可使用专用网页应用，推荐候选人。公司每年会在全球选出十二名个人和六支团队。每个个人奖项都有一个“成功故事”，以表扬获奖员工的出色表现，而“团队奖”则用于表彰和祝贺在当前财年启动的最佳项目。除激情奖外，BBVA每一个业务领域均有针对每个特定国家的表彰计划。

American Express

14

With more than 30 chapters worldwide, the Women's Interest Network (WIN) at American Express provides female employees with a large array of resources for personal and professional development. The WIN Leader Interview Program, for example, provides rising women leaders the opportunity to interview current senior leaders one-on-one and in small groups to discuss business challenges for the company and learn about competencies necessary for success at American Express. Likewise, employees are able to hear company leadership share best practices, leadership tips and their own personal career experiences through WIN's Leadership Speaker Series. WIN also spearheads American Express' yearly participation in International Women's Day in 11 markets across the globe. Each local WIN chapter delivers programming that focuses on driving career development, building leadership capabilities and promoting community outreach and education.

美国运通

排名：14

美国运通（American Express）的女性权益网络（WIN）在全球有30多个分会，为公司女性员工提供丰富的资源，用于个人和职业发展。例如，WIN领导人访谈项目会为冉冉升起的女性领导者提供机会，与目前的资深领导者进行一对一和小组交流，讨论公司面临的业务挑战，了解在美国运通获得成功必须具备的能力。此外，通过WIN领导力演讲专题系列，公司员工还有机会听到领导层分享他们的最佳做法、领导技巧及自己的职业发展经验。WIN会代表美国运通在全球11个市场参加一年一度的国际劳动妇女节。各地WIN分会提供项目的重点是推动职业发展、培养领导能力和推广社区外展与教育。

Hilti

15

At Hilti Corporation, the Culture Management Team believes that while orientation of new employees is important, it is equally important to ensure that all employees experience company immersion beyond the first year. Accordingly, the team has developed a series of follow-up "Team Camps" that all employees must attend every 12 to 18 months. Together with their work teams, employees participate in interactive sessions such as The Rubicon; The Pit Stop; Four Moments of Truth and Why Not. The team camps are normally held in a location away from their home base, which gives the employees a getaway from business to focus on teamwork and core values.

喜利得公司

排名：15

喜利得公司（Hilti Corporation）的文化管理团队认为，虽然新员工指导非常重要，但确保员工在入职一年后仍有沉浸式体验同样很重要。因此，团队开发了一系列后续的“团队拓展营”，所有员工每12到18个月必须参加一次。员工与其工作团队一起参加互动环节，比如破釜沉舟（The Rubicon）、加油停车（The Pit Stop）、四个关键时刻（Four Moments of Truth）和为何不（Why Not）等。团队拓展营通常在远离公司总部的地方举行，这样可以使员工暂时放下自己的工作，全身心投入到团队合作和核心价值当中。

Telefónica

16

Telefónica utilizes a unique "Trust Spaces" process to assess the company's strengths and opportunity areas. An experiential activity, Trust Spaces is conducted in an environment of respect and confidentiality, in which employees volunteer to share their perceptions about their own job and the company. In the activity, employees are asked to answer three prompts: (1) If you met someone who wanted to work at Telefónica, what would you say to him or her? (2) Draw your feelings toward the company, your team, and your work, and (3) Share the opportunity areas Telefónica has as a company and as a culture. The activity concludes by asking employees to commit to different ways that they can work toward solving the issues they identified.

西班牙电信公司

排名：16

西班牙电信公司（Telefónica）利用一种独特的“信任空间”流程来评估公司的优势和机遇。信任空间是一种体验式活动，在相互尊重和保密的环境下进行。在活动中，员工自愿分享他们对于自己的工作和公司的看法。员工需要完成三个题目：（1）如果你遇到有人希望在西班牙电信公司工作，你会对他/她说什么？（2）请说出你对公司、你的团队和你的工作的感觉，以及（3）分享西班牙电信公司作为一家公司和作为一种文化所拥有的机遇。活动最后要求员工努力找出可以解决他们所提问题的不同方法。

Accor

17

At Accor, a select "Task Force" -- composed of high-performing employees from different roles and areas across the company -- helps new hotels get up and running. Management and Human Resources identify employees with training skills and offer them a role on the team. Whenever Accor opens a new hotel location, the Task Force is sent to this hotel as internal trainers, onboarding the employees and generally helping to start the day-to-day operations. If this work results in Task Force members having to work extra time on setting up the hotel, they are paid overtime accordingly.

雅高集团

排名：17

雅高集团（Accor）有一支精心组建的“特别行动小组”，由来自公司不同岗位和领域表现突出的员工组成，小组的任务是协助新酒店的成立和运营。管理与人力资源部门会确定员工的培训技能，并在团队中为他们安排合适的职位。雅高集团每次成立新酒店时，特别行动小组就会发挥作用。他们将作为内部培训师对新酒店的员工进行管理，同时协助酒店开始日常运营。如果这项工作使得行动小组成员不得不额外拿出时间完成酒店的建立，公司会给予相应的加班补偿。

Quintiles

18

Every year, employees at Quintiles are encouraged to take a "QDay," an extra paid holiday to spend giving back to their communities. Employees can volunteer their time on their QDay for any charitable, not-for-profit organization, as well as local schools. Some choose to volunteer individually, while others give their time as teams, often volunteering with fellow membe爀猀 漀昀 琀栀攀椀爀 戀甀猀椀渀攀猀猀 甀渀椀琀猀 漀爀 昀甀渀挀琀椀漀渀愀氀 琀攀愀洀猀⸀ 䠀漀洀攀ⴀ戀愀猀攀搀 攀洀瀀氀漀礀攀攀猀 愀氀猀漀 最攀琀 琀漀 瀀愀爀琀椀挀椀瀀愀琀攀 椀渀 琀栀攀 瀀爀漀最爀愀洀⸀ 䔀洀瀀氀漀礀攀攀猀 愀爀攀 琀栀攀渀 攀渀挀漀甀爀愀最攀搀 琀漀 猀栀愀爀攀 栀漀眀 琀栀攀礀 猀瀀攀渀琀 琀栀攀椀爀 儀䐀愀礀 愀渀搀 瀀漀猀琀 瀀椀挀琀甀爀攀猀 瘀椀愀 愀 搀攀猀椀最渀愀琀攀搀 瀀愀最攀 漀渀 琀栀攀 儀甀椀渀琀椀氀攀猀✀ 椀渀琀爀愀渀攀琀Ⰰ 愀猀 眀攀氀氀 愀猀 琀栀攀 挀漀洀瀀愀渀礀✀猀 吀眀椀琀琀攀爀 愀渀搀 䘀愀挀攀戀漀漀欀 愀挀挀漀甀渀琀猀⸀㰀⼀瀀㸀㰀℀ⴀⴀ 攀攀渀搀 ⴀⴀ㸀㰀⼀搀椀瘀㸀㰀⼀琀搀㸀㰀⼀琀爀㸀㰀⼀琀戀漀搀礀㸀㰀⼀琀愀戀氀攀㸀㰀⼀瀀㸀਀㰀栀爀⼀㸀਀਀㰀瀀 愀氀椀最渀㴀∀挀攀渀琀攀爀∀㸀਀㰀挀攀渀琀攀爀㸀㰀椀洀最 猀琀礀氀攀㴀∀圀䤀䐀吀䠀㨀 ㌀　　瀀砀㬀 䠀䔀䤀䜀䠀吀㨀 ㈀㈀㈀瀀砀∀ 椀搀㴀∀㄀㈀㔀㔀㘀㈀∀ 琀椀琀氀攀㴀∀∀ 戀漀爀搀攀爀㴀∀　∀ 愀氀椀最渀㴀∀挀攀渀琀攀爀∀ 猀爀挀㴀∀⼀搀愀琀愀⼀愀琀琀愀挀栀攀洀攀渀琀⼀樀瀀最⼀猀椀琀攀㄀⼀㈀　㄀㌀㄀　㈀㐀⼀㜀㐀攀㔀　戀搀㘀㌀㈀搀㈀㄀㌀搀㌀　㐀㌀昀㄀㔀⸀樀瀀最∀ 猀漀甀爀挀攀搀攀猀挀爀椀瀀琀椀漀渀㴀≿ᚏ酣큏魶葧ⱗづ蝎∀ 猀漀甀爀挀攀渀愀洀攀㴀≧ⱗづ蝎∀⼀㸀㰀⼀挀攀渀琀攀爀㸀਀㰀⼀瀀㸀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀㸀਀㰀琀愀戀氀攀㸀

Quintiles

18

Every year, employees at Quintiles are encouraged to take a "QDay," an extra paid holiday to spend giving back to their communities. Employees can volunteer their time on their QDay for any charitable, not-for-profit organization, as well as local schools. Some choose to volunteer individually, while others give their time as teams, often volunteering with fellow membe爀猀 漀昀 琀栀攀椀爀 戀甀猀椀渀攀猀猀 甀渀椀琀猀 漀爀 昀甀渀挀琀椀漀渀愀氀 琀攀愀洀猀⸀ 䠀漀洀攀ⴀ戀愀猀攀搀 攀洀瀀氀漀礀攀攀猀 愀氀猀漀 最攀琀 琀漀 瀀愀爀琀椀挀椀瀀愀琀攀 椀渀 琀栀攀 瀀爀漀最爀愀洀⸀ 䔀洀瀀氀漀礀攀攀猀 愀爀攀 琀栀攀渀 攀渀挀漀甀爀愀最攀搀 琀漀 猀栀愀爀攀 栀漀眀 琀栀攀礀 猀瀀攀渀琀 琀栀攀椀爀 儀䐀愀礀 愀渀搀 瀀漀猀琀 瀀椀挀琀甀爀攀猀 瘀椀愀 愀 搀攀猀椀最渀愀琀攀搀 瀀愀最攀 漀渀 琀栀攀 儀甀椀渀琀椀氀攀猀✀ 椀渀琀爀愀渀攀琀Ⰰ 愀猀 眀攀氀氀 愀猀 琀栀攀 挀漀洀瀀愀渀礀✀猀 吀眀椀琀琀攀爀 愀渀搀 䘀愀挀攀戀漀漀欀 愀挀挀漀甀渀琀猀⸀㰀⼀瀀㸀㰀℀ⴀⴀ 攀攀渀搀 ⴀⴀ㸀㰀⼀搀椀瘀㸀㰀⼀琀搀㸀㰀⼀琀爀㸀㰀⼀琀戀漀搀礀㸀㰀⼀琀愀戀氀攀㸀㰀⼀瀀㸀਀㰀栀爀⼀㸀਀਀㰀瀀 愀氀椀最渀㴀∀挀攀渀琀攀爀∀㸀਀㰀挀攀渀琀攀爀㸀㰀椀洀最 猀琀礀氀攀㴀∀圀䤀䐀吀䠀㨀 ㌀　　瀀砀㬀 䠀䔀䤀䜀䠀吀㨀 ㈀㈀㈀瀀砀∀ 椀搀㴀∀㄀㈀㔀㔀㘀㈀∀ 琀椀琀氀攀㴀∀∀ 戀漀爀搀攀爀㴀∀　∀ 愀氀椀最渀㴀∀挀攀渀琀攀爀∀ 猀爀挀㴀∀⼀搀愀琀愀⼀愀琀琀愀挀栀攀洀攀渀琀⼀樀瀀最⼀猀椀琀攀㄀⼀㈀　㄀㌀㄀　㈀㐀⼀㜀㐀攀㔀　戀搀㘀㌀㈀搀㈀㄀㌀搀㌀　㐀㌀昀㄀㔀⸀樀瀀最∀ 猀漀甀爀挀攀搀攀猀挀爀椀瀀琀椀漀渀㴀≿ᚏ酣큏魶葧ⱗづ蝎∀ 猀漀甀爀挀攀渀愀洀攀㴀≧ⱗづ蝎∀⼀㸀㰀⼀挀攀渀琀攀爀㸀਀㰀⼀瀀㸀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀⼀㸀਀㰀瀀㸀਀㰀琀愀戀氀攀㸀

美国庄臣

排名：19

美国庄臣（SC Johnson）最近向员工公布了经营目标，并向所有员工发放了一份50页的概要，供必要时查阅。概要共有15种不同语言，而且每位员工收到的材料上面都有自己的名字。虽然此举存在一定的风险，因为员工可能会对外泄露材料内容。但公司领导层认为，让每一位美国庄臣的员工知道公司长期目标所带来的好处要远远大于内容泄密的风险。

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FedEx

20

At FedEx, the Purple Promise Award is given annually to 25 employees who exemplify the company's "Purple Promise" to make every customer experience outstanding. In a recent year, over 100 employees were nominated for Purple Promise awards, in acknowledgment of performing acts of spontaneous and extraordinary customer service. Recipients are celebrated at an annual award ceremony and receive a trophy and lapel pin.

联邦快递

排名：20

每年，联邦快递（FedEx）会向为每一位客户带来卓越体验，实现了公司“紫色承诺”的25名员工，颁发“紫色承诺奖”。最近一年，共有100多名员工获得了紫色承诺奖提名，以表彰员工发自内心的、出色的客户服务。最终的获奖者将在一年一度的颁奖大会上获得一个奖杯和一枚徽章。

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Atento

21

Every year local Atento Rally Teams organize the "Atento Rally," a series of recreational, sporting, cultural, and social events. The rally teams consist of groups of employees who volunteer their time to plan activities and survey colleagues about new initiatives in the company. The rally is designed to encourage teamwork and, acknowledge the unique talent, skills and creativity of individual employees while also allowing an opportunity to bond with fellow employees and foster a connection to the company's values. For example, the Rally Team in Peru hosted a talent show open to all employees and their families, while the Spanish team put on a Carnival costume contest.

西班牙电信公司Atento

排名：21

每年，Atento各地的联谊会团队都会组织“Atento联谊会”，包括一系列娱乐休闲、体育、文化和社会活动。联谊会团队由公司员工组成，他们自愿拿出时间进行活动策划，以及就新方案在同事中进行调查。联谊会的目的是鼓励团队合作，展示每一位员工独特的才能、技能和创造力，培养对公司价值的认同感。例如，秘鲁的联谊会团队举办了一场才艺秀，所有员工及其家人均可参加，而西班牙的团队则举行了一场狂欢节服装大赛。

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Mars

22

The Mars Ambassador Program is a global initiative that allows Mars associates across all segments and regions to apply to spend four to six weeks working with non-profit partner organizations in key countries around the world. There are also group assignments available where teams can travel and work together to boost knowledge on a particular subject, such as best practices in coffee or cocoa farming. The program grants associates the opportunity to leverage their professional or technical expertise while making a positive difference in major societal and environmental issues, and in doing so, putting Mars' company Principles into action. In 2013, 100 Mars associates representing every region and business segment will have the opportunity to participate in the program.

玛氏集团

排名：22

“玛氏大使计划”是一个全球性活动，允许来自不同部门和地区的玛氏集团（Mars）员工申请用四到六周时间，与主要国家的非盈利合作伙伴共事。此外，这项计划还包括团队任务，团队可共同旅游和工作，以加深对特定主题的了解，例如咖啡或可可农场的最佳实践。这个计划一方面为员工提供了发挥自身职业或技术专业知识的机会，同时也可以在重大社会和环境问题上发挥积极作用，而这恰好可以将玛氏的公司理念付诸实施。2013年，来自每个地区和部门的100名玛氏员工都有机会参与该计划。

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McDonald's

23

McDonald's Restaurants of Canada's long-standing scholarship program demonstrates the company's commitment to responsible student employment -- an important factor in an organization where 50% of employees are aged 18 or younger. McDonald's offers both an Educational Assistance Program (CAD $1,500 per year in tuition reimbursement) and an Employee Scholarship Program (nine annual scholarships of CAD $10,000 each) to corporate restaurant employees, with similar programs offered to owner/operator restaurant employees. Since this program began 25 years ago, more than 4,000 McDonald's employees have shared in scholarship awards, totaling more than CAD $2 million.

麦当劳

排名：23

麦当劳（McDonald's）加拿大餐厅的奖学金计划由来已久，证明了这家公司对于负责任的学生就业的承诺——它50%的员工平均年龄为18岁甚至18岁以下，因此这样的承诺至关重要。麦当劳为企业餐厅员工提供教育补助计划（每年补助学费1,500加元）和员工奖学金计划（九笔年度奖学金，每笔10,000加元），而加盟餐厅的员工也可以享受类似的计划。这个计划始于25年前，共有4,000名麦当劳员工获得过公司的奖学金，总金额已经超过200万加元。

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The Coca-Cola Company

24

The Coca-Cola Company's long history of sponsoring major events, such as the Olympics, is a point of pride for the company. Whenever possible, the company provides "once in a lifetime" opportunities for associates to experience these special events as Coca-Cola ambassadors. For example, for the London 2012 Olympic Games, Coca-Cola held a contest to create the best "Move to the Beat" video. All associates worldwide were eligible to compete in the contest, and 26 winners were selected based on online votes from colleagues. The winning Olympic ambassadors contributed social media messaging and blog posts while at the Games, allowing their colleagues at home to live the experience and participate in the fun.

可口可乐公司

排名：24

可口可乐公司（The Coca-Cola Company）拥有赞助大型活动的悠久历史，比如奥运会，这是公司值得骄傲的地方。在可行的情况下，公司会为员工提供“一生仅此一次”的机会，以可口可乐大使的身份参与这些特殊的活动。例如，可口可乐公司为2012年伦敦奥运会举办了一场制作出最佳“随乐而动”视频的竞赛。全球所有员工都可以参加，最终根据同事的在线投票，有26位员工胜出。获胜的奥运会大使在比赛现场通过社交媒体信息和发布博客，与不能亲临现场的同事们一同分享现场的乐趣。

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Novartis

25

Every September, Novartis holds a "Be Healthy Celebration Week," capping off a year-round, worldwide program for its employees called Be Healthy. The program includes discounted gym memberships, screenings and vaccinations, and affordable healthy food.

During the week, Novartis offers from free health checks, exercise classes, and information on support programs for managing a chronic condition or illness.

Ultimately, Be Healthy provides associates a platform to become more involved in their personal health and live healthier lives, and currently reaches more than 95% of associates in over 50 countries.

 

    The 25 companies listed come from Great Place to Work's 2013 World's Best Multinational Workplaces. These companies were selected from a pool of 1,000 corporations that participated in the organization's surveys. These companies were required to have appeared on at least five of Great Place to Work's national Best Workplaces lists, have at least 5,000 employees worldwide, and have at least 40% (or 5,000 employees) of their workforce based outside the company's home country.

诺华公司

排名：25

每年九月份，诺华公司（Novartis）都会举办“保持健康庆祝活动周”活动，将为期一年的全球性员工 “健身”计划推向高潮。该计划包括折扣健身会员、疾病筛查与疫苗接种，以及价格实惠的健康食品等。

诺华公司在庆祝活动周期间会提供免费体检、锻炼课程，以及针对慢性病控制的支持项目等。

“健身”计划的根本目的在于为员工提供一个平台，让他们更关心自己的健康，选择更健康的生活方式。目前，这个计划已经覆盖到50多个国家95%以上的员工。

 

    上述25家公司来自最佳工作场所组织评选的2013年全球最适宜工作的25家跨国公司。这些公司从参加该协会调查的1,000家公司中脱颖而出。入选者必须至少五次入选最佳工作场所组织的发布的“美国100家最适宜工作公司”名单，在全球拥有超过5000名员工，并至少有40%的员工在海外公司工作。（财富中文网）

译者：刘进龙/汪皓     

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