[分享]对员工发自内心的关爱

对员工发自内心的关爱
Care For Your People, And Really Mean It
JW Marriott,Jr
万豪国际主席兼首席执行官

It’s very important in business, when you make a promise, to keep it. When you say to your employees that they’re your most important asset, that you really are there for them, and that you are here to establish a culture of caring for your people, you have to live up to that every day, no matter how tough the times get.
Back in the 1980s, we were building a lot of hotels. We were building and opening 100 to 200 hotels a year. And we had a huge architecture and construction department. This architecture and construction department had about 1,200 people. And all of a sudden when the real estate crash hit in 1989-1990, we stopped all construction. We stopped all acquisition. We had to hold onto some pieces of land because we couldn’t sell them, but we had to really shut down our architecture and construction department.
That forced us to lay off about 1,000 people, and we set up an outplacement service within our own company. We rented a room in an office building and had a bunch of cubicles. We had counselors in the building. And we had these people all show up over here every day. They CAMe in, and they learned how to write a resume. We figured out how to get contacts for their specific skills, whether it was architecture, engineering, construction, or whatever it was, and we were able to outplace about 98% of these people and find them jobs.
The lesson learned for us is: Stick with your core values; don’t vary from them. We have stuck with that, and we were able to outplace these people. I think that’s a lesson that everybody in the company still remembers – and realizes that this company is here for you in good times and bad. And those were bad times.
It cost us a lot of money to do this when we didn’t have the cash to do it, but we did it. When we walk the talk in our company advice, we say that we are here to take care of our employees, that the employees will take care of the customers, and that the customers will come back. And we have, just like every other company, benefit programs, good healthcare programs, and good opportunities.
One of the main drivers in our company has been the fact that we’ve provided so much opportunity through our growth. Over 50% of our general managers have come out of the hourly ranks. Several of our very top senior people have come out of the hourly ranks. So, we’ve grown our own team, basically, in this company. They incorporate the values. They learned to listen to their people, mentor their people, and care for their people.
We go to a lot of funerals. We go to a lot of retirement parties. We go to see sick people in the hospital. We care for our people, and we really mean it.

       商业中很重要的一点是，你做出了承诺就要遵守它。如果你告诉员工，他们是你最重要的财富，你是真心为了他们，你要营造关爱员工的企业文化，那么无论有多么困难，你必须时刻兑现你的承诺。
　　1980年代的时候，我们正在大规模地建造酒店。我们一年要造100到200家酒店并投入运营。我们拥有一个大型建筑部门。该部门大约有1200名员工。1989年至1990年，当房地产突然崩盘时，我们停止了所有的建造项目，同时停止了所有的收购。我们手上还握有一些土地，因为我们无法将它们卖出去，但我们的确有必要关闭我们的建筑部门。
　　我们不得不解雇了大约1000名员工，同时在公司内部开设了新职介绍服务。我们在一个办公楼内租了间办公室，划分了一些工作区。还请了一些顾问。我们让这些员工每天来顾问这里报到，让他们学习如何写简历。我们设法根据他们的特定技能来联系新的工作，不管他懂建筑、工程、建设还是别的什么，我们最终帮助大约98%的员工找到了工作。
　　这个事例告诉我们：坚持你的核心价值观，不要变来变去。因为我们始终坚持信奉的价值观，所以我们能为这些员工重新找到工作。我想我们公司的每位员工都还记得这件事，他们也意识到无论是顺境或是逆境，公司总是为员工着想的。尽管当时我们的处境十分不利。
　　我们为了做这件事花费了很多钱，但其实当时我们并没有那么多现金，但我们还是想办法做到了。当我们实践公司的价值观时，我们认为只要我们照顾好员工，员工就会照顾好客户，客户反过来就会回报我们。同时，我们也不缺少其他公司都有的福利，良好的医疗保健和良好的机遇。
　　我们公司发展的主要动力之一是我们公司在成长中提供了非常多的机遇。我们超过半数的总经理是从基层提拔的，一些高管也是从基层提拔的。因此，我们基本上是从公司内部组建起了管理团队。他们理解我们的价值观。他们学会听取别人的意见，指导他们的员工并关爱他们。
　　我们出席了许多葬礼。我们参加了许多退休聚会。我们去医院探望生病的员工。我们关爱我们的员工，并且发自内心。

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