利茲·福斯利恩　陈栋/译

As the Great Resignation continues， managers attempting to hold on to top talent are confronting more and more difficulties. In a survey of 200 managers， almost half called “retention and hiring” their No. 1 priority.

随着“大辞职潮”的持续，试图留住顶尖人才的经理们面临越来越多的困难。在针对200位经理的调查中，几乎有一半的人称“留旧招新”是他们的第一要务。

But ensuring that employees are motivated， engaged， and excited about internal growth opportunities has also become harder. Less in-person time makes it more difficult for managers to understand how team members are feeling and what specific support they need. In fact， Ive had many managers tell me that they feel as if theyre leading without one of their senses.

然而，确保员工的积极性、参与度和对内部发展机会的兴奋度也变得愈加困难。当面交流时间的减少使得经理们更难了解团队成员的感受，以及他们需要什么具体的帮助。事实上，有很多经理告诉我，他们觉得自己好像在麻木地领导队伍。

But as the research shows， there are intentional steps managers can take to have a big impact on morale and retention. And they dont require time-consuming， cumbersome1 top-down policy changes. Here are seven common hybrid2 hurdles， and tactical tips for how to overcome them.

研究表明，经理们可以有意识地采取一些措施，从而大大提升士气，有效留住人才。这类措施不需要耗时的、繁琐的、自上而下式的政策变革。以下是七个常见的混合办公障碍，以及如何克服它们的策略技巧。

Expecting to nail3 it from the start

指望从一开始就搞定

As a manager， you might feel pressure to have all the answers， all the time. But for most teams， hybrid is a new way of working， which means it will take a while for everyone to get the hang of things4. And thats okay.

作為经理，你可能倍感压力，因为你要始终掌握所有问题的答案。但对于大多数团队来说，混合办公是一种新的工作方式，这意味着每个人都需要一段时间才能掌握个中窍门。这是可以接受的。

Instead of positioning new team norms or processes as set in stone5， frame hybrid work as an experiment. Then set aside 15 minutes in a team meeting once a month to ask your reports6， “Whats working well？ What could we improve？” By seizing opportunities to learn and improve as a team， youll build a culture of trust and belonging. Youll also boost employee engagement： People who believe their organization takes action on feedback are 1.9 times more likely to be engaged.

与其将新的团队规范或流程定得一板一眼，不如将混合办公作为一项试验。在每月一次的团队会议上你可以留出15分钟的时间，询问下属：“哪方面进行得还不错？我们还可以改进什么？”通过把握团队学习和进步的机会，你将建立一种信任度高、归属感强的氛围。你还能提高员工的参与度：相信自己的组织会对反馈意见采取行动的人，其投入工作的可能性会变为1.9倍。

Micromanaging

微观管理

When you cant see your people working at their desks， it might be tempting to keep checking in on them. But micromanaging tanks motivation and can be disruptive when someone is trying to focus.

当你看不到你的员工在办公桌前工作时，你可能老想着去检查一下他们的情况。但微观管理会挫伤积极性，还可能妨碍试图集中注意力的人。

To strike the right balance between offering too much and too little direction， clearly outline the milestones youd like your employees to hit and let them figure out how to get there. Make yourself available—in one-on-ones， team meetings， or during office hours—to answer questions， but then step back. If you give your people freedom， youll boost performance and morale—and you might be surprised by the innovative approaches they come up with.

为了在提供过多和过少指导之间取得适当的平衡，你要明确列出你希望员工达到的主要目标，并让他们自己想办法实现。让自己在一对一对谈、团队会议或上班时间内有富余的时间回答问题，但随后要后退一步。如果你给予员工自由，你就能提升业绩和士气，而且你可能会对他们想出的创新方法感到惊讶。

Letting the team lose sight of the bigger picture

让团队忽视大局

Its easy to focus solely on execution （think to-do lists and next steps） when youre hopping from one video call to the next. But as my research for Humu shows， employees who dont think their work contributes to their companys mission are six times more likely to leave.

当你从一个视频通话跳转到下一个视频通话时，你很容易只专注于执行（想想待办事项列表和后续流程）。但正如我为人力咨询公司Humu做的研究表明，认为自己的工作对公司使命没有贡献的员工，其离职的可能性要高达六倍。

Make it a point to connect tasks and projects to the bigger picture. You can also create an inspiring mini-mission for your team. Pick a goal thats ambitious but achievable （such as “build a new product feature within three months” or “increase web traffic by 40% over the next quarter”）， share it with your team， and then make it clear how each persons work will help the group get there.

要特别注意把任务和项目与大局联系起来。你也可以为你的团队设立一个鼓舞人心的小任务。选择一个雄心勃勃但可以实现的目标（譬如 “在三个月内为产品开发出一个新功能 ”或 “在下一季度增加40%的网络流量”），将它与你的团队分享，然后明确每个人的工作将如何帮助团队实现目标。

Holding an “out of sight， out of mind” bias

持有“眼不见就想不到”的偏见

We tend to gravitate7 toward the people we see most often. If youre going into the office， this can lead you to measure and reward access rather than performance. Pre-pandemic research by the Massachusetts Institute of Technology shows that remote workers tend to get lower performance evaluations and fewer promotions than their colleagues who are in the office.

我们往往受自己最常见到的人吸引。如果你要去办公室办公，这可能会导致你衡量和奖励到岗率而不是绩效。麻省理工学院在疫情前的研究表明，与在办公室办公的同事相比，遠程办公人员的绩效评估成绩和晋升次数往往较低。

To combat this bias， dont just go with the first person who pops into your mind. When evaluating who you should delegate to， write down every single person on your team. Carefully review the list， and then make a more informed， intentional decision.

为了对抗这种偏见，不要只选择第一个浮现在你脑海中的人。在评估应该委派谁时，请写下团队中每个人的名字。仔细研究这份名单，然后做出一个更明智、更深思熟虑的决定。

Assuming top performers are completely fine

认为表现出色的人无需帮助

According to research by company， Humu， 70% of managers consider knowing when team members need more support or intervention a very or extremely important part of their role. You might think that newer hires or people who are visibly struggling are the only employees who require your attention， but your top performers might need additional support， too.

根据Humu公司的研究，70%的经理认为，了解团队成员何时需要更多的支持或干预是他们职责中非常或极其重要的一部分。你可能认为只有较新的员工或那些明显工作吃力的员工需要你的关注，但你团队中表现最佳的员工也可能需要额外的帮助。

Offer top talent chances to develop their abilities， take on new projects， and work cross-functionally. And look for opportunities for them to showcase their achievements internally， whether at all-hands8 or leadership team meetings. Employees who dont feel valued are seven times more likely to start looking for a new job.

你要为顶尖人才提供发展能力、承担新项目和跨职能工作的机会，并找机会让他们在内部展示他们的成就，无论是在全体员工大会上，还是在领导团队会议上。感觉自己不受重视的员工开始寻找新工作的可能性要高达七倍。

Overlooking key learning opportunities

忽略关键的学习机会

We often learn by observing others. Thats obviously much harder to do if youre sitting alone in your living room. Ensuring that your people have enough growth opportunities to keep them motivated and excited about their work takes more intention in a hybrid environment.

我们经常通过观察他人来学习。如果你一个人坐在客厅里，这显然更难做到。你要确保你的员工有足够的成长机会以保持他们对工作的积极性和兴奋感。要想在混合办公环境中做到这一点，需要做更多打算。

Ask reports what theyd like to learn over the next few months， then create those opportunities. Or schedule a “skills swap”—30-minute meetings in which team members teach others something new.

询问下属他们在接下来的几个月里想学习什么，然后创造相应的机会。或者安排30分钟的“技能交流”大会，让团队成员教授其他成员新知识。

Confusing asynchronous9 with all-hours messaging

将异步与全天候消息处理混淆

A big perk10 of hybrid work is more flexibility. But sending your team a slew of emails late at night or over the weekend can make them think they need to be online and responsive 24/7.

混合办公的一大好处便是更加灵活。但在深夜或周末给你的团队发送一连串的电子邮件，会让他们以为自己需要全天候在线并响应。

To help your team combat burnout， be mindful of when you reach out to your reports （schedule send is your friend） and aim to explicitly set the expectation that well-being matters. After she had children， TV writer and producer Shonda Rhimes changed her work email signature to begin with， “Please Note： I will not engage in work emails after 7 p.m. or on weekends.” And she ended it， in all caps： “IF I AM YOUR BOSS， MAY I SUGGEST： PUT DOWN YOUR PHONE.”

為了帮助你的团队对抗职业疲劳，请留意你与下属联系的时间（定时发送是你的好帮手），并致力于明确设定一个期望，即幸福健康很重要。电视剧编剧兼制片人珊达·莱梅斯在有了孩子后，将她工作邮件签名的开头改为：“请注意：我不会在晚上七点之后或周末查收工作邮件。”她还在结尾大写强调：“如果我是你的老板，我建议：放下你的手机。”

By taking steps to overcome these seven hurdles， managers can keep their hybrid teams connected， motivated， and engaged—and hold on to their top performers.

通过采取措施克服这七个障碍，经理们就能使他们的混合办公团队保持联系，确保他们的积极性和参与度，并留住表现最佳的员工。

（译者为“《英语世界》杯”翻译大赛获奖者）