【美国】为员工和学生提供心理健康服务公司CuraLinc获得一笔未披露金额的融资
纽约私募股权投资公司Lightyear Capital LLC（以下简称 "Lightyear"）完成了对CuraLinc Healthcare（以下简称 "CuraLinc "或 "公司"）的战略投资。CuraLinc 是一家提供员工援助（EAP）、学生和劳动力心理健康计划的创新型供应商，其个性化解决方案可在员工、会员和学生的整个心理健康护理过程中为他们提供参与、授权和支持。
CuraLinc 成立于 2008 年，是劳动力心理健康福利领域的领先企业，覆盖全球 4200 多家客户的约 900 万名员工和学生，其中包括众多财富 500 强企业的雇主。公司提供一整套员工福利服务，包括心理健康咨询和辅导、危机支持、短信疗法、数字团体疗法、管理咨询、心理健康导航和宣传、学生援助计划以及数字认知行为疗法（dCBT）。
"我们很高兴能与整个 CuraLinc 团队合作，"Lightyear 管理合伙人 Mark Vassallo 说。"CuraLinc的投资延续了Lightyear在医疗保健、员工福利和保险分销领域的悠久历史和丰富经验，包括我们对Therapy Brands、Alegeus和Datalot的成功退出。我们期待着支持 CuraLinc 的领导层实现下一阶段的增长。
"CuraLinc创始人兼总裁Sean Fogarty表示："在Lightyear，我们找到了一个与我们的价值观一致并支持创始人领导的企业的合作伙伴。"我们相信，Lightyear 在员工福利和心理健康护理领域深厚的专业知识、广泛的运营网络以及作为管理团队首选合作伙伴的良好声誉，都将使我们受益匪浅。有了这笔新资金和合作，我们将推动持续增长和创新，更好地服务于我们的客户"。
光年公司常务董事Michael Langer说："尽管每年约有四分之一的成年人患有精神疾病，但对于大多数美国人来说，心理健康问题的护理和治疗仍然遥不可及。行为健康咨询的平均等待时间为六周，近50%的精神疾病患者不寻求治疗。我们相信，CuraLinc 提供的价值主张有助于解决当今医疗保健领域最关键的一些问题。
Lightyear董事总经理Michal Petrzela补充说："CuraLinc已经成为一家与众不同的、一流的劳动力心理健康和EAP公司。我们很高兴能利用我们在员工福利、分销和心理健康方面的经验和运营网络，抓住日益增长的市场机遇。
Davis Polk & Wardwell, LLP 担任光年公司的法律顾问，Houlihan Lokey 担任光年公司的财务顾问。洛克律师事务所（Locke Lord LLP）担任法律顾问，芝加哥公司（The Chicago Corporation）担任 CuraLinc 的财务顾问。交易条款未披露。
关于 CuraLinc Healthcare
CuraLinc Healthcare提供以连接为动力的变革性心理保健服务--将技术与个性化宣传相结合，通过对员工、家庭和学生的健康、福祉和工作效率产生显著影响的项目为他们提供支持。
关于Lightyear Capital
Lightyear Capital是一家总部位于纽约的私募股权投资公司，主要与金融服务和技术、医疗保健和商业服务领域的成长型公司合作。20 多年来，光年资本一直与管理层密切合作，并利用其行业专长、顾问网络和运营资源，加速企业发展，打造市场领先企业。截至 2023 年 12 月 31 日，公司管理资产达 50 亿美元。
提高工作效率
2024年08月13日
提高工作效率
【HR术语】什么是绩优加薪？（What is a merit increase?）
什么是绩优加薪？
绩优加薪是公司为工作成绩或业绩突出的专业人员提供的加薪。根据行业和公司的不同，绩效加薪可以是每年一次，也可以根据完成的项目进行加薪。
绩效加薪与加薪
通常情况下，公司每年或每半年为全体员工、部门或特定职位加薪一次。加薪可确保公司的薪酬具有竞争力，并与生活成本保持一致。如果员工认为自己的薪酬过低，要求加薪是完全可以接受的，但加薪并不一定与绩效挂钩。
而绩效加薪则与工作表现直接相关。企业为特定职位上的高价值专业人员提供绩效加薪，以奖励、鼓励和赞赏他们的工作效率和成就。
什么是标准的绩优加薪？
平均绩优加薪幅度约为个人当前工资的 3%。根据个人的绩效和对公司的价值，绩效加薪的幅度通常从绩效较低者的 1% 到绩效较高专业人员的 10% 不等。
了解公司如何对待绩效加薪非常重要。专业人士应在面试过程中专门讨论这个话题，以正确衡量公司的年度薪酬政策是否符合他们的期望和需求。
公司为什么要择优加薪？
公司通过绩优加薪来表彰优秀员工的成就和奉献精神。绩优加薪还可以激发每个人提高工作质量的动力，从而提高工作效率。最终，通过激励员工提高工作绩效，公司可以建立一种富有成效、以目标为导向的工作文化，并提高公司的底线。
人力资源领导者为什么要关注绩优加薪？
虽然绩效加薪肯定不是留住人才的唯一方法，但它可以起到帮助作用。通过对表现出色的员工给予额外的奖励，公司表明了对他们及其贡献的重视。因此，绩效加薪是另一种表达 "谢谢你，我们感谢你的服务 "的方式。
一个精心设计且行之有效的绩优加薪计划，奖励值得奖励的专业人员，可以提高员工的留用率、生产率和参与度。
保持高素质员工的参与度和积极性，可以最大限度地减少公司必须招聘和雇佣新人的数量，从而降低成本。此外，实施计划周密的绩效加薪制度还有助于留住为公司成功做出重大贡献的优秀团队成员。
哪些人应该获得绩效加薪？
绩效加薪并不适合所有人，这没有关系。
不是每个人都是高绩效员工。此外，在数年或数十年内额外增加 3% 至 5% 的薪酬可能代价高昂。
这就是为什么绩效加薪只适用于那些有杰出成就并直接推动业务目标实现的专业人士。
确保只有在制定了绩效加薪标准、评估了绩效考核并由高管审查了每位候选人之后，才会为员工提供绩效加薪。
如何计算绩效加薪？
要了解如何计算绩效加薪，让我们来看一个例子。
假设您为一位目前年薪为 80,000 美元并按月领取工资的员工提供 3% 的绩效加薪。
当前工资 x 绩效加薪百分比 = 年加薪
80,000 x .03 = 每年加薪 2,400
新工资/每年的工资额=新月薪
82,400 / 12= 6,866.66 美元为确保绩优加薪幅度在预算和职位薪资范围之内，人力资源领导者可以与薪酬经理合作，建立一个绩优矩阵--一个易于阅读的网格，显示准确的计算结果和有竞争力的加薪幅度。
人力资源领导者如何实施绩效加薪？
人力资源领导者可以利用这些指导原则，创建一个能促进员工参与、留住员工和提高生产力的绩效加薪制度：
考虑其他决定性因素。因为绩优加薪并不是提高员工参与度和留任率的唯一因素，所以应首先考虑其他核心人力资源因素： 员工是否拥有舒适工作所需的条件？职位是否提供工作灵活性？公司文化是否包容并接受思想多样性？是否有适当的学习和发展机会？分析完其他核心因素后，您就可以确定绩优加薪。
确定哪些人员有资格获得绩优加薪。要确定哪些职位和人员对企业的成功至关重要，就要评估找人替代该人员或担任该职位的难度。该职位或人员对公司业务目标和战略的影响有多大？在评估员工的职业价值时，应依靠来自多个渠道的数据，如频繁的绩效考核、360 度审查和人才分析。
确定标准。确保标准切合实际。在尊重工作与生活平衡的前提下，你希望这些要求能激发员工努力工作。理想情况下，标准应能激发动力，而不是失望和怨恨。
让每个人都能了解标准。将绩优加薪标准写入员工手册，并向管理人员解释，以此传达标准。这样，专业人员就能了解他们需要达到哪些基准才能获得资格。
经常进行绩效加薪。人力资源部门的领导者可以全年提供绩效加薪，这样，每当员工达到既定目标时，人力资源部门就可以通过有竞争力、有预算的绩效加薪来奖励他们的表现，从而促进员工的参与度和工作效率。
采取综合方法。仅仅依靠绩效加薪并不能达到提高员工敬业度、生产率和留任率的预期效果。然而，将绩优加薪落实到尊重和欣赏员工、提供有竞争力的基本工资以及拥有能够指导员工的经理人的企业文化中，才是企业成功的基础。
为什么绩优加薪应成为现代人力资源战略的一部分？
绩优加薪是人力资源专业人士用来留住人才和提高生产力的绝佳工具。一家公司认可并奖励员工的成就和表现，就表明它欣赏员工及其贡献。如果将绩效加薪纳入员工福利的综合方法中，就能帮助专业人员保持热情和参与度。
以下为文章原文：
What is a merit increase?
A merit increase is a salary raise companies offer professionals for outstanding work achievements or performance. Depending on the industry and company, merit increases may be provided annually or based on the projects completed.
Merit increase vs. pay raise
Typically, companies offer pay raises annually or biannually for the entire workforce, department, or specific positions. Pay raises ensure that a company’s salaries are competitive and align with the cost of living. While it’s completely acceptable for people to ask for a raise if they think they’re underpaid, raises aren’t necessarily connected to performance.
Merit increases, on the other hand, are directly related to work performance. Businesses offer merit increases to highly valuable professionals in specific positions to reward, encourage, and show appreciation for productivity and accomplishments.
What is a standard merit increase?
The average merit increase stands at about 3 percent of a person’s current salary. Depending on the person’s performance and value to the company, merit increases typically range anywhere from 1 percent for lower performers to 10 percent for high-performance professionals.
Understanding how companies treat merit increases is important. Professionals should address this topic specifically during the interview process to properly gauge whether a company’s annual compensation policies match their expectations and needs.
Why do companies give merit increases?
Companies incorporate merit increases to recognize top performers’ achievements and dedication. Merit increases can also spur increased workplace productivity by igniting everyone’s drive to improve work quality. Ultimately, by providing an incentive to elevate work performance, the company can build a productive, goal-oriented work culture and increase its bottom line.
Why should HR leaders care about merit increases?
While merit increases definitely aren’t the only way to retain talent, they can help. By rewarding high-performers with extra compensation, the company demonstrates that it values them and their contributions. Thus, merit increases are another way to say “thank you, we appreciate your service.”
A well-designed and effective merit increase program that rewards deserving professionals can boost employee retention, productivity, and engagement.
Keeping high-quality employees engaged and motivated can minimize the number of new people a company must recruit and hire, thus reducing costs. Moreover, implementing a well-planned merit increase system can help retain stellar team members who significantly contribute to the company’s success.
Who should get a merit increase?
Merit increases aren’t for everyone, and that’s okay.
Not everyone is a high-performance worker. Furthermore, paying an extra 3-5 percent compensation increase over several years or decades can be costly.
That’s why merit increases are intended only for professionals with outstanding achievements who directly drive business goals.
Make sure you offer merit increases to people only after undergoing a process of establishing merit increase criteria, evaluating performance reviews, and having executives review each candidate.
How do you calculate a merit increase?
To understand how to calculate a merit increase, let’s take a look at an example.
Say you offer a 3 percent merit increase to someone who currently earns $80,000 annually and receives a monthly paycheck.
Current salary x merit increase percent = annual raise
80,000 x .03 = 2,400 annual raise
New salary/amount of paychecks per year = new monthly salary
82,400 / 12= $6,866.66To ensure that the merit increase is within budget and the position’s salary range, HR leaders can collaborate with compensation managers to build a merit matrix–an easy-to-read grid that displays accurate calculations and competitive salary increases.
What can HR leaders do to implement merit increases?
HR leaders can create a merit increase system that promotes employee engagement, retention, and productivity using these guidelines:
Look at other determining factors. Because merit increases aren’t the only components involved in driving engagement and retention, consider other central HR factors first: Do people have what they need to work comfortably? Does the position offer work flexibility? Is the company culture inclusive and accepting of thought diversity? Are there appropriate learning and development opportunities? Once you’ve analyzed the other core factors, you can home in on the merit increase.
Determine what qualifies people for a merit increase. To identify which positions and people are vital to business success, evaluate how difficult it is to find someone to replace that person or fill that role. How much does this position or person impact the company’s business goals and strategy? When assessing peoples’ professional worth, rely on data from several channels such as frequent performance reviews, 360-degree reviews, and talent analytics.
Define the criteria. Make sure the criteria are realistic. You want the requirements to spark hard work while still respecting work-life balance. The criteria ideally should stimulate motivation rather than disappointment and resentment.
Make the criteria accessible to everyone. Communicate the merit increase criteria by including it in the employee handbook and explaining it to managers. This way, professionals can understand which benchmarks they need to reach to qualify.
Offer frequent merit increases. HR leaders can provide merit increases throughout the year so that every time an employee reaches a set goal, HR can reward them for their performance with a competitive, budgeted merit increase that drives engagement and productivity.
Take a holistic approach. Relying on merit increases alone won’t create the desired results of increased employee engagement, productivity, and retention. However, implementing merit increases into a company culture that respects and appreciates its people, offers competitive base salaries, and boasts managers who can coach and mentor their people is the foundation of business success.
Why should merit increases be part of modern HR strategy?
Merit increases are great tools HR professionals can use to boost retention and productivity. A company that recognizes and rewards peoples’ achievements and performances shows that it appreciates its people and their contributions. When incorporated into a comprehensive approach towards employee wellbeing, merit increases can help keep professionals enthusiastic and engaged.
提高工作效率
2024年08月08日
提高工作效率
【HR术语】什么是员工幸福感？（What is employee happiness?）
什么是员工幸福感？
员工幸福感是一个相当直观的概念，指的是对自己的工作抱有积极的态度和看法。快乐的人在工作场所会感到兴奋。他们喜欢自己的工作和与之共事的人。他们的员工参与度和工作满意度都很高。
但是，员工幸福感是一个相对简单的概念，并不意味着它很容易在你的组织中实现。这需要人力资源专业人士深思熟虑，在整个员工生命周期中努力创造积极的员工体验。
为什么员工幸福感很重要？
只要看一看一些员工幸福感的统计数据，就会发现它是组织成功的一个基本要素。从根本上说，如果你想吸引和留住顶尖人才，就必须把员工的幸福感放在首位。
从数据来看，如果发现公司员工普遍不开心，69% 的人会拒绝接受工作邀请。此外，75% 的不快乐员工希望离开目前的岗位。
员工幸福感与工作效率之间有什么关系？
员工幸福感与工作效率之间也有重要关系，幸福的专业人士比不幸福的同行工作效率高出 20%。一项调查证明了幸福感与工作表现之间的联系，调查显示，工作表现出色的人比工作表现不佳的人要幸福大约 15%。
如何衡量员工的幸福感？
由于员工幸福感在工作场所中的重要性显而易见，人力资源领导者显然必须优先开始衡量员工幸福感。作为一种定性衡量标准，衡量员工幸福感的最佳方法是使用员工幸福感调查。
这种工具也称为员工满意度调查，它使用各种问题来探究组织中的员工对自己的角色、团队、经理、公司等的满意程度。
员工幸福感调查中可以包含的问题有
你觉得自己与同事之间有联系吗？
你与经理的关系积极吗？
你在工作中感到得到认可和奖励吗？
你对自己的角色满意吗？
你对公司文化满意吗？
为确保调查尽可能高效，请使用专为衡量员工工作满意度而设计的员工调查工具。
如何提高员工幸福感？
了解员工的幸福感水平后，下一步就是制定旨在提高员工幸福感的战略。众所周知，有许多因素会影响员工的幸福感，您可以针对这些因素改善员工在组织中的体验。可以采取的一些措施有
给予认可和奖励。82%的成年雇员认为表彰是他们工作幸福感的重要组成部分，因此，如果你还没有制定员工表彰和奖励计划，那么现在是时候制定一个了。
提供灵活的工作安排。在 COVID 大流行之后，工作与生活的平衡以及灵活的工作安排一再成为职场人士日益重视的问题。
帮助员工成长和发展。现代职业人士不甘心年复一年地做着同样的工作而毫无进步。投资于员工的职业生涯并提供职业发展机会，是提升幸福感的绝佳途径。
发展人际关系。说到快乐，牢固的人际关系就是一切，70% 的在职专业人士表示，在工作中拥有朋友是快乐工作生活的最关键因素。
为什么员工幸福感应成为现代人力资源战略的一部分？
为员工的幸福感投资不仅仅是一项加分项：而是必须的。投资于员工的幸福感有助于提高招聘、留住人才、生产率和绩效等各个方面。为了建立一个健康、高绩效的组织，现代人力资源专业人员必须优先考虑衡量和提高员工的幸福感。
以下为文章原文：
What is employee happiness?
Employee happiness is a fairly straightforward concept referring to the state of having a positive attitude and outlook on one’s work. Happy people are excited to go to their workplace. They enjoy what they do and the people they work with. They have high levels of employee engagement and job satisfaction.
But just because employee happiness is a relatively simple idea doesn’t mean it’s easy to achieve in your organization. It requires deliberate thought and effort from HR professionals to create a positive employee experience throughout the entire employee lifecycle.
Why is employee happiness important?
A quick look at some employee happiness statistics reveals that it is an essential element of organizational success. Essentially, if you want to be able to attract and retain top talent, you’ll have to make your people’s happiness a priority.
Taking a look at the numbers, 69 percent of people will reject a job offer if they find out that the company’s employees are generally unhappy. In addition, 75 percent of unhappy employees want to leave their current roles.
What’s the relationship between employee happiness and productivity?
There is also an important relationship between employee happiness and productivity, as happy professionals are 20 percent more productive than their unhappy counterparts. One survey demonstrates the link between happiness and performance, showing that people with excellent performance are about 15 percent happier at work than those with poor performance.
How can you measure employee happiness?
With the apparent importance of employee happiness in the workplace, it becomes clear that HR leaders must make it a priority to start measuring employee happiness. As a qualitative measure, the best approach to measure employee happiness is to use an employee happiness survey.
Also called an employee satisfaction survey, this tool uses a variety of questions to explore how happy the people in an organization are with their role, team, manager, company, and more.
Some great questions to include in an employee happiness survey are:
Do you feel connected to your co-workers?
Do you have a positive relationship with your manager?
Do you feel recognized and rewarded at work?
Are you satisfied with your role?
Are you happy with the company culture?
To ensure your survey is as efficient as possible, use an employee survey tool designed specifically for measuring your people’s satisfaction with work.
How can you improve employee happiness?
Once you have a sense of your people’s happiness levels, the next step is to build a strategy aimed at increasing employee happiness. There are many factors known to contribute to employee happiness that you can address to improve the employee experience at your organization. Some steps to take are:
Give recognition and rewards. Eight-two percent of employed adults consider recognition an important part of their happiness at work, so if you don’t already have an employee recognition and reward program in place, now is the time to build one.
Offer flexible work arrangements. In the aftermath of the COVID pandemic, work-life balance and flexible work arrangements have repeatedly emerged as an increasingly important priority for people in the workplace.
Help people grow and develop. The modern professional isn’t happy staying in the same job with no progress year after year. Investing in people’s careers and providing professional development opportunities is an excellent way to boost happiness.
Develop relationships. When it comes to happiness, strong relationships are everything, with 70 percent of employed professionals saying that having friends at work is the most crucial element to a happy working life.
Why should employee happiness be part of modern HR strategy?
Investing in employee happiness isn’t just a plus: It’s a must. Investing in your people’s happiness helps with everything from hiring and retention to productivity and performance. For a healthy, high-performing organization, the modern HR professional must make it a priority to both measure and improve employee happiness.
提高工作效率
2024年06月14日
提高工作效率
【HR术语】什么是员工满意度？(What is employee satisfaction?)
什么是员工满意度？
员工满意度是指专业人员对其公司和工作的总体满意度。高水平的员工满意度意味着雇主满足了员工在各方面的需求，如薪酬和福利、同事和经理关系、职业机会以及为工作场所注入意义。
员工满意度为何重要？
满意的专业人员可以为公司做出更大的贡献。
例如，过低的薪酬、工作场所中的欺凌行为或过重的工作量，都会影响工作效率、创新、协作和高工作绩效。
虽然员工满意度并不是推动成功的唯一因素，但它却是员工参与、提高底线、改善客户服务和树立积极品牌的主要因素。
如何提高员工满意度？
人力资源专业人员无法控制人们的幸福感或对工作的态度，但他们可以整合各种做法来提高员工满意度。人力资源部门可以采取的一些实际步骤如下
让感恩成为一种常规做法。说 “谢谢 ”会对参与度产生长期影响。认可员工的辛勤工作、成就和奉献精神，可以为他们的工作生活增添意义，并为他们注入持久的动力。
鼓励有效管理。管理者对员工满意度起着至关重要的作用。微观管理、缺乏赏识和组织混乱的管理者会对员工满意度产生负面影响。相反，那些能够有效沟通、激励团队成员并引导专业人员自主工作的管理者则能引导员工提高满意度、参与度和工作效率。
创造有意义的机会。整合成长机会有助于员工发挥潜能，找到目标。通过充足的报酬和安全的工作环境来满足基本需求至关重要。然而，如果人力资源部门能够超越基本需求，将职业发展和职业机会纳入其中，就能满足员工对成长和有意义工作的内在渴望。
沟通。缺乏沟通会导致界限和期望不明确。以明确、亲切的方式让员工了解对他们的期望，可以培养员工与雇主之间的关系。定期提供建设性反馈也有助于员工了解如何改进以及改进哪些方面。
如何衡量员工满意度？
员工满意度很难衡量。有些人可能看起来很满意，但内心可能对工作不满意。开展员工满意度调查可以帮助人力资源部门更好地评估员工对工作场所体验的真实感受。
有哪些员工满意度调查问题和工具？
公司文化、管理和有意义的工作是员工满意度的关键组成部分。因此，人力资源部门可以通过以下问题来触及这些主题：
你觉得你的同事是否团结协作？
你觉得你的经理重视你的反馈吗？
你的工作是否能让你发挥自己的技能和才能？
此外，您还可以通过员工净促进得分（eNPS）来衡量员工满意度，这是一份评估员工向朋友推荐公司意愿的问卷。
为什么要将员工满意度作为现代人力资源战略的一部分？
员工满意度是一支快乐、敬业、高效的员工队伍的先决条件。因此，通过解决员工满意度问题并将其作为优先事项，人力资源部门可以帮助建立一个财务成功、声誉良好、客户满意的公司。
以下为文章原文：
What is employee satisfaction?
Employee satisfaction refers to professionals’ overall contentment regarding their company and job. A high level of employee satisfaction implies that the employer is meeting people’s needs in various areas, such as compensation and benefits, co-worker and manager relationships, career opportunities, and infusing meaning into the workplace.
Why is employee satisfaction important?
Satisfied professionals can contribute more to their company.
Low compensation, bullying in the workplace, or an overly heavy workload, for example, can detract from productivity, innovation, collaboration, and high work performance.
While employee satisfaction isn’t the only factor that drives success, it is a major contributor to an engaged workforce, an improved bottom line, better customer service, and a positive brand.
How can you improve employee satisfaction?
HR professionals can’t control people’s happiness or attitudes toward work, but they can integrate practices to boost employee satisfaction. Some practical steps HR can take are:
Make gratitude a regular practice. Saying thank you can have a long-term impact on engagement. Recognizing people’s hard work, achievements, and dedication can bring meaning to their work lives and infuse them with motivation that lasts.
Encourage effective management. Managers play a critical role in employee satisfaction. A micromanaging, unappreciative, and disorganized manager can tip the scales negatively. Conversely, managers who communicate effectively, inspire team members, and guide professionals to work autonomously can steer the workforce toward satisfaction, engagement, and productivity.
Create meaningful opportunities. Integrating growth opportunities helps people actualize their potential and find purpose. Satisfying basic needs through sufficient compensation and a safe work environment is crucial. Yet by going beyond the basics to include L&D and career opportunities, HR can satisfy people’s innate hunger for growth and meaningful work.
Communicate. Lack of communication leads to unclear boundaries and expectations. Letting people know what’s expected of them in a clear, kind way nurtures the employee-employer relationship. Providing regular constructive feedback also helps people understand how and what to improve.
How do you measure employee satisfaction?
Employee satisfaction can be hard to gauge. Someone may seem satisfied, but inside they may be unhappy with their job. Running employee satisfaction surveys can help HR better assess how their people actually feel about their workplace experience.
What are some examples of employee satisfaction survey questions and tools?
Company culture, management, and meaningful work are key components of employee satisfaction. Thus, HR can touch on these topics by including questions such as:
Do you feel your co-workers collaborate as a team?
Do you feel your managers value your feedback?
Does your job allow you to use your skills and talents?
Additionally, you can measure employee satisfaction through employee net promoter score (eNPS), a questionnaire that assesses how willing people are to recommend the company to friends.
Why should employee satisfaction be a part of modern HR strategy?
Employee satisfaction is a precondition for a happy, engaged, productive workforce. So by addressing and prioritizing employee satisfaction, HR can help build a financially successful company with a positive reputation and satisfied customers.
提高工作效率
2024年06月13日
提高工作效率
【HR术语】什么是静默辞职？（What is quiet quitting?)
什么是静默辞职？
静默辞职指的是员工只履行职位说明中规定的职责，在没有正式晋升和加薪的情况下选择不承担额外责任的现象。
社交媒体平台和媒体上流行着两种对 “静默辞职 ”的解释。第一种是指为了工作与生活的平衡，故意降低职业抱负。第二种是指只做最基本的工作以获得薪水。
静静辞职是真的吗？
在 COVID-19 大流行期间，随着各地的人们开始将健康和心理健康置于工作之上，“静静地辞职 ”开始崭露头角。最近的研究表明，超过一半（59%）的美国工人至少有中度的职业倦怠。压力与日俱增，心理健康状况不佳，再加上当前通货膨胀率居高不下，难怪 #quietquitting 目前在 TikTok 上的视频总浏览量已超过 9760 万次。
社会科学家提出了一种被称为 “队列效应 ”的现象，用以解释一个改变整个人群生活的事件如何促使一代人的心态发生转变。
无论我们是将 “默默辞职 ”定义为拒绝为公司做出超越自我的贡献，还是将其定义为从职业阶梯上爬下来，重新专注于实现工作与生活的更大平衡，很明显，这一概念已经成为对企业文化的一种挑战。
人力资源领导者为什么要关注 “安静辞职”？
静默辞职反映了组织中日益增长的不快乐情绪，而如何结束静默辞职并提高员工满意度则取决于人力资源领导者。静默辞职者可以为人力资源领导者提供视角，提醒他们需要加强沟通，并采取以人为本的留任策略，从而帮助结束静默辞职。
人力资源领导者应该关注静默辞职，因为：
这可能是职业倦怠和压力的表现。大流行病之后，人们和企业都在与全球性的心理健康危机搏斗，这已经不是什么秘密了。职业倦怠通常是工作动力失调、工作与生活失衡以及缺乏支持的症状。归根结底，这可能是团队成员正在遭受痛苦的信号。
公司文化和基础设施可能会导致默默辞职。值得考虑的是，为什么您的团队看起来缺乏动力？他们的角色是否足够具有挑战性？您的团队觉得他们的声音被听到了吗？你的政策有责任吗？考虑这些可能性可以帮助人力资源领导者在组织内部培养社区和协作文化，重新吸引员工。
员工可能感到不被赏识或得不到支持。如果团队中的某个成员觉得自己未被赏识，他们就更有可能脱离自己的岗位。为管理人员提供与团队成员定期进行一对一会谈所需的时间、培训和工具。经常性的 “签到 ”有助于向员工展示你对他们的关心，帮助他们减轻压力，提高参与度。
技能差距和人才短缺。尽管经济衰退迫在眉睫，但仍有人辞职，加入 “辞职大军”。根据对 “大辞职潮 ”的研究，他们离开工作岗位是为了创业或成为自由职业者。这只会加剧当前的技能短缺问题。企业依靠优秀的专业人才来发展壮大，尤其是在艰难时期。现在是时候做出艰难的决定，了解什么样的福利和工作文化能激励你的优秀员工留在你身边，并吸引具备企业所需技能的专业人才。
好消息是，无声辞职为我们提供了一个独特的机会，我们可以引入新的战略来支持团队，从而自然而然地提高工作效率。
如何防止无声辞职？
把员工和他们的健康放在首位。倾听他们的担忧和挣扎，并以实际行动做出回应。如果员工感到疲惫不堪，应在公司文化中强调工作与生活平衡的重要性。这可能意味着提供更多的灵活性，允许团队成员自己制定日程安排（如果可能的话）。还可以包括提供远程工作机会，或以补贴的形式为育儿、健康套餐或心理健康提供支持。
无声辞职如何影响公司文化？
当员工感到倦怠和脱离工作时，会降低士气，导致更多的人辞职。如果您所在的企业出现了悄悄辞职的现象，请将其视为刷新公司文化的一个机会。与公司决策者合作，制定以人为本的业务战略，强调健康的企业文化，优先考虑福利、透明度和团队合作，让每个人都能感受到自己的声音。
以下为文章原文：
What is quiet quitting?
Quiet quitting refers to the phenomenon where employees fulfill only the duties specified in their job description and choose not to take on additional responsibilities without an official promotion and pay raise.
Two interpretations of quiet quitting are popular across social media platforms and media outlets. The first refers to the deliberate reduction of career ambition in favor of work-life balance. The second refers to performing only the bare minimum required to receive a paycheck.
Is quiet quitting real?
Quiet quitting rose to prominence during the COVID-19 pandemic, as people everywhere began to prioritize health and mental wellness over work. Studies have recently revealed that more than half (59 percent) of American workers are experiencing at least moderate levels of burnout. Pair increasing stress and poor mental health with current high rates of inflation and it’s no wonder #quietquitting currently boasts over 97.6 million total video views on TikTok.
Social scientists proposed a phenomenon known as the “cohort effect,” to explain how a life-changing event, shared by an entire population, commonly prompts a generational shift in mindset.
Whether we define quiet quitting as the refusal to go above and beyond for your company, or as climbing down from the career ladder to refocus on a greater work-life balance, it’s clear that the concept has emerged as a challenge to hustle culture.
Why should HR leaders care about quiet quitting?
Quiet quitting captures a growing sentiment of unhappiness in an organization, and it’s up to people leaders to find ways to end quiet quitting and improve employee satisfaction. Quiet quitters can provide perspective for HR leaders, calling attention to the need for greater communication and people-led retention strategies that can help end quiet quitting
HR leaders should care about quiet quitting because:
It can be indicative of burnout and stress. It’s no secret that in the wake of the pandemic, people and businesses are wrestling with a global crisis in mental health. Burnout is often a symptom of dysfunctional work dynamics, work-life imbalance, and lack of support. Ultimately, it could be a sign that a team member is suffering.
Company culture and infrastructure may contribute to quiet quitting. It’s worth considering why your team seems unmotivated: Is their role challenging them enough? Does your team feel that their voice is heard? Are your policies to blame? Considering these possibilities can help HR leaders foster a culture of community and collaboration within an organization and re-engage people.
People may feel unappreciated or unsupported. If a member of the team feels underappreciated, they’re far more likely to disengage from their role. Provide managers with the time, training, and tools they need to have regular one-on-one meetings with their team members. Frequent check-ins go a long way to showing your people you care, help reduce stress, and boost engagement.
The skills gap and talent shortage. Despite a looming recession, people are still quitting their jobs and joining the Great Resignation. According to research on the Great Resignation, they’re leaving the workforce to start their own business or become freelancers. This only compounds the ongoing skills shortage. Businesses rely on talented professionals to thrive, especially in tough times. Now is the time to make hard decisions and understand what kinds of benefits and work cultures will motivate your best people to stick with you—and attract the professionals with the skills your business needs.
The good news is that quiet quitting presents a unique opportunity to introduce new strategies to support your team–so that productivity flourishes naturally.
How can you prevent quiet quitting?
Make your people and their wellbeing your top priority. Listen to their concerns and struggles and respond with action. If people are feeling burned out, emphasize the importance of work-life balance in your company cultures. This can mean offering more flexibility in allowing team members to set their own schedules (if possible). It can also include offering remote work opportunities or support in the form of subsidies for childcare, health packages, or mental wellness.
How does quiet quitting affect company culture?
When people are burned out and disengaged, it can decrease morale and cause more people to check out. If quiet quitting is on the rise in your organization, think of it as an opportunity for a company culture refresh. Align with company-decision makers to create a people-focused business strategy that emphasizes a healthy culture, prioritizes wellbeing, transparency, and team work where every voice feels heard.
提高工作效率
提高工作效率
提高工作效率
提高工作效率
提高工作效率
提高工作效率
提高工作效率
提高工作效率
提高工作效率
提高工作效率
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