他希望自己的员工相信他们是“一场革命的一部分,而不只是劳动力。他希望在办公室中培养尊重感。欣里克斯说:“没冲突的环境才是好环境。为了灌输这些价值观,他将所有新员工(来自伦敦或纽约)都送到爱沙尼亚首都塔林去度过入职第一周。在那儿他们将接受有关公司历史和价值观的速成培训。
Creating a defined culture at a start-up matters, particularly for tech companies. Venturecapital investment allows them to hire rapidly. But with such fast growth, newcomers at theseorganisations can find it difficult to assimilate, fail to understand the work culture, which canlead to staff pulling in different directions.
对于初创公司,尤其对于高科技初创企业而言,创立明晰的文化非常重要。风险投资令他们可以迅速扩充队伍,可增速如此之快,令这些组织里的新人感到很难同化,无法理解工作文化,从而导致员工被扯向不同方向。
In Silicon Valley, there is a tendency to solve this problem through creating bumper-stickermottos. During a visit to Facebook’s offices in Menlo Park, California a couple of years ago, I sawposters plastered across walls featuring mantras such as “Move fast and break things and“What would you do if you weren’t afraid?
硅谷在解决这类问题时,倾向于创造一些车尾贴式的格言。几年前我在参观Facebook位于加利福尼亚州门洛帕克的办公室时,看到墙上贴满了海报,上面醒目地印着一些口号,比如“思维要新,行动要快,还有“无畏方能前行。
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