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1 A B C D E F G Seven Tips to Develop a Creative and Productive Workforce Creating a work environment conductive to satisfaction and happiness requires several building blocks. Rachel Chan and Ali Farhoomand introduce A B C D E F G that lead the way to a more productive workforce. by Rachel Chan and Ali Farhoomand 18 m a y

Modern Times (1936), a classic comedy featuring Charles Chaplin, depicts the agony of the factory worker Little Tramp struggling to maintain his dignity and sanity on the assembly line.

2 Modern Times (1936), a classic comedy featuring Charles Chaplin, depicts the agony of the factory worker Little Tramp struggling to maintain his dignity and sanity on the assembly line. Despite the many economic, technological and social changes in the last 70 years, the destiny of workers in places like Hong Kong has not really changed much. Change the factory to a typical office and you get the picture. According to the annual World Competitiveness report by IMD Business School, in 2008 Hong Kong workers put in the second longest hours in the world (2,348 hours). In terms of labor productivity (economic output generated per one hour of work), however, they rank 20 (US$35). When in comes to quality of life, Hong Kong doesn t fare well either. One could reasonably postulate that an inverse relationship between long working hours and productivity may lead to a vicious cycle that culminates in a lowered job satisfaction and eventually worse quality of life. Many people erroneously equate job satisfaction with high pay. But research shows that even though money is one of the determinants of job dissatisfaction, it is not a key driver of satisfaction. Ricardo Semler, President of Semco, a hugely successful Brazilian company, thinks happiness should be the driving force in business. Semler is the leading proponent of participative management and corporate democracy, and an avid proponent of bridging the gap between business success and personal fulfillment. His contrarian management doctrines include allowing employees set their own working hours and salaries, and hire their own bosses. This may look like a recipe of chaos, but it does work! Semler s creative and dynamic leadership has led Semco to a 900 per cent growth in 10 years, making it one of Brazil s fastest growing companies. No doubt organizations that put the happiness of their employee at the core of their businesses are still in the minority. But so are the truly successful organizations. There is a clear link between job satisfaction and how much people care about and are willing to go extra miles to contribute to the success of the organization. A recent Gallup survey showed that highly satisfied groups of employees often exhibit above-average levels of customer loyalty, productivity, employee retention, and profitability. But creating a work environment conducive to satisfaction and happiness requires several building blocks, including: Autonomy Research shows that money can buy happiness, but only up to a point. However, there is a strong correlation m a y

3 Both employees and employers see work/life balance as vital to workplace happiness and productivity. between freedom and happiness. Semco trusts employees and give them the responsibility to make decisions. People reciprocate by honoring that trust and delivering impressive results. Google engineers are free to devote 20 per cent of their time to pursue projects that they are passionate about. Sure, it is not runaway freedom as teams are assessed against very clear targets and performance goals. And since the performance rewards are team-based, there is considerable peer pressure on individual members to deliver. Balance between work and play Both employees and employers see work/life balance as vital to workplace happiness and productivity. The more progressive organizations have instituted policies to foster a better work/life balance, such as flexible working hours, wellness programmes and parental leaves. Whilst work/life balance is certainly something that should be cherished, people who have fun at work are healthier, more creative and productive, and cooporative with others. In order to stimulate productive and creative work, organizations have to allow a work/play environment to flourish. Having fun is more than occasional office parties; it is about instilling an egalitarian, open, exciting, caring and rewarding culture. Collegiality Everyone would like to be surrounded by nice and friendly neighbor and collegues. Southwest Airlines hires people first for their personalities and second for their skills. To them, staff s attitude and personality is more important than qualification and experience. Robert Sutton of Stanford University calls it the no jerks allowed rule as the jerks create a culture of fear that makes the place no fun to work at. Development During tough times, the training budget is amongst the first to be trimmed. What companies do not realize is that a good staff training and development programme goes a long way in attracting and retaining a quality workforce. The need for staff development is more acute in down times as you need to ensure your staff has the skills and attitudes to turn crisis into opportunities. Edward Jones (a financial services company) was voted as one of the best companies to work for by Sunday Times. Despite the financial meltdown, it continues to invest in its people. The firm provides in-house and external training, career maps, mentors and guidance to help staff navigate the many opportunities on offer. The training focuses on all aspects of human resources development. Staff in return gain great staisfaction as their jobs help them in their personal growth. Engagement It goes without saying that employees will only give their best if they feel they are part of the organization. Communication is key to employee engagement but is always one of the weakest spots in any organization. Zappos, an innovative e-commerce company, works to ensure its employees feel a strong bond with and within the company, and that everyone understand how his/her team connects to the big picture of what the company is trying to accomplish. It uses traditional and social media to enable communication to flow openly top-down, bottom-up, and laterally. Most organizations also tend to create a strong us and them rift between the management and the rest of the employees. The truly successful ones are those that are able to tap into the entire human resources in the organization, including the frontline staff. IBM uses the wiki platform to enable its 300,000+ worldwide to share information, collaborate and work on emergent ideas. It even extends the online collaboration to past IBMers through the Greater IBM Social Network Wiki. Fairness Human beings are hard-wired to feel happy when being treated equitably. However, most organizations (especially 20 m a y

Asian companies) equates ability with seniority and structure with hierarchy. They are by no means the ingredients for firing up a happy and passionate workforce. W. L.

4 Asian companies) equates ability with seniority and structure with hierarchy. They are by no means the ingredients for firing up a happy and passionate workforce. W. L. Gore & Associates is a successful company known best for its Goretex fabric and also for its legendary egalitarian culture. The company is designed as a lattice rather than the conventional ladder hierarchy. There are no management layers, no organization charts and no bosses nor supervisors. Lines of communications flow directly through an informal network of connections and relationships. Associates become leaders when their peers judge them to be so. New recruits are assigned to sponsor to help them navigate through the organization. Giving back Many organizations view corporate social responsibility simply as a public relations initiative. Research has shown that people actually want to feel that they can be part of something greater than themselves. The financial meltdown has caused us to rethink whether companies should put shareholders value before everything else, or whether time has come for organizations to have a greater objective in the society. NetApp beats Google and other best employers in becoming the no. 1 in 100 American Employers to Work for (Fortune Magazine 2009). Amongst the NetApp perks include the five paid days for volunteer work. The company is in solid financial position, and has increased its market share during the downturn without laying off any employee. The innovation imperative Today s success is built on developing an oganizational structure that is flat and fun to work for. Efficiency is no longer the main engine of economic development; Rather, adaptability, creativity and innovation have become the most important imperative for organizations to attain sustainable growth. The case for Hong Kong companies to innovate is even more pressing as control, hierarchy, and respect for authority often stifle innovation and creative thinking. The prevalent management model in Hong Kong inadvertently keeps the employees, and their thoughts, in the box, eventually leading to their unhappiness. There is ample evidence showing that investing in developing a happy workforce really pays off the happier the workforce, the more innovative, productive and profitable the company. The vanguards in management innovation will stand a higher chance of weathering the economic down turn and emerge stronger and more profitable from the crisis. Rachel Chan Founder and Chief Catalyst InnoFoco Ali Farhoomand Professor of Innovation and Information Management The University of Hong Kong m a y

2008 年本港工人的工時排名居世界第二高 (2,348 小時 ), 但在勞動生產力 ( 每小時工作所能產生的經濟成果 ) 方面則只排名二十 (35 美元 ) 若談及生活質素, 香港的表現也未如理想我們或許可以合理地假設較長工時與生產力之間存在一種此消彼長的關係, 這可能會引致惡性循環, 造成工作滿足感下降, 最終導致生活質素惡化很多人錯誤地將工作滿足感等同於高薪厚祿, 但研究指出,

5 封面專題 A B C D E F G 建立具創意高效工作團隊的七大秘訣要建立一個能帶來滿足感及快樂的工作環境需要多種元素這文章介紹為工作團隊帶來效益的 A B C D E F G 陳嘉怡及范浩文由查利. 卓別林主演的經典喜劇摩登時代 (1936) 刻劃了工廠工人 Little Tramp 在生活中苦苦掙扎, 以求在生產線中保留自己的尊嚴及理智的苦況過去七十年來, 儘管經濟科技及社會上均出現了不少變化, 但在如香港一樣的地方中, 工人的命運實際上並沒有多大轉變只需把工廠變為一個典型的辦公室, 就可以知道箇中情況瑞士國際管理發展學院 (IMD) 發表的年度國際競爭力報告指出, 在 2008 年本港工人的工時排名居世界第二高 (2,348 小時 ), 但在勞動生產力 ( 每小時工作所能產生的經濟成果 ) 方面則只排名二十 (35 美元 ) 若談及生活質素, 香港的表現也未如理想我們或許可以合理地假設較長工時與生產力之間存在一種此消彼長的關係, 這可能會引致惡性循環, 造成工作滿足感下降, 最終導致生活質素惡化很多人錯誤地將工作滿足感等同於高薪厚祿, 但研究指出, 儘管金錢是工作滿足感的決定性因素之一, 但這並非滿足感的主要來源巴西 Semco 公司是一家業績超卓的公司,Semco 主席李卡多. 塞姆勒 (Ricardo Semler) 認為快樂應是商業的原動力塞姆勒主力提倡參與式管理及企業民主, 同時急切渴望縮減商業成功和個人成就之間的距離他與主流背道而馳的管理規條包括 : 讓員工自訂工時和薪酬等級, 讓員工自立門戶等等這看起來好像是一塌糊塗, 但實際上卻是可行的! 塞姆勒具創意及多變的領導模式帶領公司在十年間實現了百分之九百的增長, 成為了巴西發展最迅速的公司之一毋容置疑, 很少公司以員工的快樂為營運宗旨, 但對真正取得成效的公司來說亦然在員工獲得工作滿足感及員工有多投入工作並願意多盡一分力帶領公司取得成效之間有著清晰的連繫最近的蓋洛普 (Gallup) 調查顯示, 對工作有高度滿足感的員工往往展示高於平均值的顧客忠誠度生產力員工留任率及盈利能力 22 m a y

封面專題但要建立一個能帶來滿足感及快樂的工作環境需要多種構成元素, 當中包括 : 獨立自主 (Autonomy) 研究指出金錢只可以買到某種程度的快樂然而, 在自由及快樂之間就有明顯的因果關係 Semco 公司信任員工, 讓他們參與決策, 員工會視這種信任為一種榮耀, 報以令人讚嘆的成績 Google 工程師可以自由地投放百分之二十的時間進行他們自己深感興趣的計劃當然,

6 封面專題但要建立一個能帶來滿足感及快樂的工作環境需要多種構成元素, 當中包括 : 獨立自主 (Autonomy) 研究指出金錢只可以買到某種程度的快樂然而, 在自由及快樂之間就有明顯的因果關係 Semco 公司信任員工, 讓他們參與決策, 員工會視這種信任為一種榮耀, 報以令人讚嘆的成績 Google 工程師可以自由地投放百分之二十的時間進行他們自己深感興趣的計劃當然, 這並非是完全放任不管, 因為工作團隊的表現會根據非常清晰的目標及指標評核由於績效報酬以團隊為單位, 在員工之間會形成相當的同儕壓力迫使各人盡展所長作息平衡 (Balance between work and play) 僱員及僱主均認為工作與生活的平衡對工作樂趣及高效生產帶來重要影響一些較為進取的公司便採取了不同政策促進工作與生活的平衡, 例如彈性工時保健計劃及育嬰假期等工作與生活的平衡固然值得擁護, 而能夠在工作中得到樂趣的員工同時亦更健康更具創意更有效率, 並更能與他人共事為激發具創意及高效的表現, 公司需要讓一個工作 / 玩樂的環境孕育成長在工作中取得樂趣不只是間中舉行辦公室聯歡會 ; 而是慢慢地引進一種以平等主義為基礎的開放的激勵的關愛的以至獎賞的文化同事關係 (Collegiality) 每個人都希望身邊的人與同事親切友善西南航空聘用員工會先考慮個性, 其次才是技能對他們來說, 員工的態度及個性比學歷或經驗更為重要史丹福大學的 Robert Sutton 把這種方式稱之為混蛋止步 (no jerks allowed) 法則, 因為混蛋會形成一種恐慌文化, 令工作地點變得沒趣培訓發展 (Development) 在艱難時期, 培訓開支往往首當其衝受到削減, 但這些公司不了解的是良好的員工培訓及發展計劃可以長遠地吸引並挽留優質的工作團隊在市況低迷時對員工發展的需求更為迫切, 這是因為你需要確保員工有合適的技能和態度轉危為機金融服務公司 Edward Jones 獲星期日泰晤士報選為最理想的工作機構之一雖然經濟不景, 該機構仍然把資源投放在員工身上, 給員工提供內部培訓和外部培訓事業發展圖導師及指引, 以協助員工尋找各種機遇有關培訓涉及人力資源發展的各個方面由於工作有助員工取得個人成長, 員工因而獲得無與倫比的滿足感投入參與 (Engagement) 員工只會在當他們感到自己是機構中的一員時才會盡力而為, 這是無可厚非的溝通是員工投入參與的關鍵, 卻經常是任何機構中最弱的一環一家創新的電子貿易公司 Zappos, 致力確保其員工能感受自己與公司以及在公司內的緊密連繫, 而每個人都知道自己的團隊如何與公司想達致的整體目標相連該公司利用傳統的社交媒介促進開放溝通, 包括 : 由上至下由下至上, 以及橫向溝通大部分公司亦傾向 m a y

封面專題僱員及僱主均認為工作與生活的平衡對工作樂趣及高效生產帶來重要影響於在管理層和其他員工之間築起我們與他們 (us and them) 之間的隔閡, 而能夠利用公司任何一個人 ( 包括前線員工 ) 所擁有的資源的公司才算得上是真正的成功者 IBM 利用維基 (wiki) 平台, 以便逾 300,000 名遍佈世界各地的員工分享資訊進行協作及探討新興的概念該公司還透過 Greater

7 封面專題僱員及僱主均認為工作與生活的平衡對工作樂趣及高效生產帶來重要影響於在管理層和其他員工之間築起我們與他們 (us and them) 之間的隔閡, 而能夠利用公司任何一個人 ( 包括前線員工 ) 所擁有的資源的公司才算得上是真正的成功者 IBM 利用維基 (wiki) 平台, 以便逾 300,000 名遍佈世界各地的員工分享資訊進行協作及探討新興的概念該公司還透過 Greater IBM Social Network Wiki, 將其網上協作擴大至前 IBM 員工公平公正 (Fairness) 人類受到公平對待, 就自然會感到快樂然而, 大部分公司 ( 特別是位於亞洲的公司 ) 把能力等同於年資, 把架構等同於等級這絕對不是建構一個充滿快樂及熱誠的工作團隊的因素戈爾公司 (W. L. Gore & Associates) 為一家卓有成就的公司, 當中最為人熟悉的是其 Goretex 布料, 同時亦以其平等主義的公司文化聞名於世該公司的設計為格構型而非一般的階梯型等級該公司沒有管理層級, 沒有組織圖, 沒有上司或管理人員溝通是直接透過各種連繫及關係組成非正式網絡進行當同儕認為某同事有資格晉升就可以成為領導者新員工會被安排一位保人 (sponsor), 以協助新員工熟悉公司的情況回饋社會 (Giving back) 很多公司視企業社會責任純粹為一項公關工作研究顯示, 人們其實想自己能成為比個人更大範圍中的一員經濟不景讓我們重新思考公司應否以股東價值為首要考慮, 抑或公司應在社會中發揮更大的作用 NetApp 擊敗 Google 及其他最佳僱主, 榮登全美首 100 名最佳僱主的榜首 ( 財富雜誌 2009 ) NetApp 所提供的多種額外待遇中包括讓員工享有五天有薪假期做義工該公司財政穩健, 於經濟低迷時仍能在沒有裁員的情況下增加市場佔有率急需創新今日的成功建基於發展一個結構扁平而又能在工作中找到樂趣的公司效率不再是經濟發展的主要動力 ; 適應力創意和創新成為了公司達至可持續增長中最急切需要的必要條件香港的公司在創新方面的需要尤為急切, 因為控制等級以至對權威的尊重往往會扼殺創新及創意的思維香港現時常見的管理模式不經意地把員工及其思維局限在框架之中, 最終導致他們工作不愉快有充分證據顯示, 投放資源建立一個愉快的工作團隊絕對是物有所值的工作團隊工作越快樂, 公司就越見創新越有成效越具盈利能力採用創新管理方法的先驅者將較有機會渡過經濟低迷時期, 並能以更穩健更有盈利的姿態在危機中安然無恙陳嘉怡創辦人勰高范浩文創新及資訊管理學教授香港大學 24 m a y

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