為繼續踐行「創造機遇，成就人生」的企業使命，Michael Page 推出全新「明日英才」系列專題文章，聚焦「釋放無限潛能，引領新常態」主題。本系列文章將聚焦四大對業務復甦發揮關鍵作用的群體：未來求職者、未來靈活人才、未來招聘經理和未來領導者。通過大力培養這四大群體，企業將有望提升自身的市場地位和競爭優勢。
We are delighted to bring you a new series of top-line stories from our Tomorrow’s Talent campaign at Michael Page. The theme of our new series is 『Full Potential in a New Reality』, which falls in line with our company’s purpose of changing lives through creating opportunities. The series will explore four key personas, each playing an important role in business recovery: The Future Job Seeker, The Future Specialist, The Future Hiring Manager and The Future Leader. By nurturing and equipping each persona, businesses will be more competitive than ever before.
隨著全球企業進一步復甦，關注的焦點仍是提高利潤。新的挑戰也隨之產生，尤其是招聘經理會面臨較大的壓力。
As businesses begin to recovery，the focus remains profit-driven. This has raised brand new challenges, particularly from a hiring manager’s point of view.
招聘經理不僅要組建一支合格的團隊，還要確保團隊為業務復甦做好準備。招聘經理還要思考如何將他們凝聚起來，推動他們共同迎戰業務難題。同時，招聘經理也面臨著挽留人才、培養人才、避免優秀人才流失等重大挑戰。針對以上問題，我們提出了 8 大步驟助力您打造高效的業務復甦團隊。
Aside from building a qualified team, how do you make sure that they are primed for business recovery? How do you keep them engaged for those next business hurdles? Talent retention, nurturing and avoiding losing top talent to poaching is always significant challenges for hiring managers. With this in mind, here are 8 steps to build an effective business recovery team.
在業務需求與未來計劃、人才目標間尋求平衡
Balance commercial needs with future plans and talent objectives
進入復甦階段，企業仍要重點關懷員工的財務、社交、社區生活和職業需求。Page Executive 合伙人兼人力資源總監Jessica Whitehead 表示：「人力資源總監應該負責制定組織的健康策略。他們負責制定策略，但所有高層領導都應承擔推動計劃和支持計劃的責任。關鍵在於強有力的溝通渠道，以確保員工之間能夠針對心理健康問題開展對話。」
When we reach the recovery phase, it will be important to extend such vigilance to their financial, social, community and career wellbeing as well. According to Jessica Whitehead, Partner and Head of HR Practice at Page Executive, 「HR directors should own the wellbeing strategy of an organisation. They are responsible for the strategy but the responsibility to push the agenda and support the programme sits with all senior leaders. A key aspect is strong communication channels, to ensure conversations are being had about mental health.」
很多解決方案和計劃都可以幫助員工保持較好的狀態，從而避免工作表現下滑。例如，PageGroup 安排專業諮詢師為員工提供免費的員工協助計劃諮詢服務（EAP），與其一同探討如何解決財務和身心健康問題，以及他們在工作生活中可能面臨的其他問題。
There are many solutions and programs companies can initiate to prevent negative wellbeing outcomes, which can debilitate staff performance. For example, at PageGroup, employees have access to a free Employee Assistance Program (EAP) consultation from professional consultants to discuss financial issues, mental health, physical health, and other issues they may be facing at work or in life.
保持信息透明和開誠布公
Exercise transparency and honesty
雖然企業正在復甦，但一些企業仍對啟動招聘計劃和新項目持謹慎態度。與此同時，很多崗位遭到裁減，這不可避免地影響了員工的參與度和積極性，也導致了負面情緒在企業蔓延。
Though businesses are rebounding, some companies remain cautious about their hiring plans and taking on new projects. Many roles have been made redundant, which inevitably impacts employee engagement and motivation, as well as triggers a whole host of negative sentiment at the workplace.
因此，招聘經理有責任向員工保持信息透明，包括開誠布公地向員工介紹全球情況，向員工解釋公司為何要作出某些短期和長期戰略調整。Michael Page 上海辦公室區域總監 Yuki Chen 表示：「作為一名領導者，你需要向你的團隊說明目前的市場現實，而不是掩蓋真相。這樣你才能建立彼此信任且振奮人心的團隊文化，這在困難時期尤為重要。」
As such, hiring managers have the responsibility to be transparent with its employees. That means acknowledging how the world looks and presenting the whole picture to staff, and clarifying the rationale behind the company’s strategic changes for the short and long-term. 「As a leader, you need to explain the reality of the current market to your teams instead of concealing the truth,」 Yuki Chen, Regional Director at Michael Page Shanghai notes. 「That way, you can build a trusted and inspiring team culture, which is even more important in tough times.」
Kelton Global的一項研究表明，87% 的專業人士希望未來供職的企業保持信息透明，另有 80% 的受訪者表示想要深入了解組織決策。因此，如果每位團隊成員都能獲知關鍵信息，那麼他們就會理解公司的目標，並會覺得自己有能力獨立或與他人合作制定出更合理的決策。
If we look at the numbers, according to a study by Kelton Global, 87% of professionals admitted that they want their future company to be transparent. It also found 80% of respondents want to know more about their organisation’s decision making. Therefore, when important information is made accessible, everyone in your team will understand the goals of the company and feel empowered to make better decisions independently and collectively.
確立明確的方向
Define a clear direction
清晰的目標和路線方針有助於增強團隊的凝聚力。這種目標不單指一個嶄新的口號，還包括企業目前需要實現的整體成果或需要達成的目的。
A clear purpose and way forward will help build a cohesive team — and the purpose isn’t just about refreshing a slogan but should include the overall outcome or goal that now needs to be achieved.
你想要創造、改善或改變什麼？團隊中每個成員的職責目標是什麼？他們的個人職責如何與其他團隊成員發揮的作用保持協調一致？團隊能為企業成功作出哪些貢獻？ What do you want to create, improve or change?What is the purpose of each person’s role in the team?How do their individual roles fit with the rest of the team?How does the team specifically contribute towards the organisation’s success? 清晰明確且鼓舞人心的願景是高效合作的基石，有助於指引團隊克服未來工作中可能會出現的困難，制定出合理的決策。PageGroup 大中華區人力資源總監 Stella Wu 表示：「必須制定非常明確的目標，才能引導團隊實現目標。而在團隊達成既定目標後，要給予他們相應的獎勵，同時，也不要低估公開肯定和讚許對員工的重要激勵作用。」
Providing a clear, inspiring vision sets the foundation for successful teamwork, and helps guide the direction of the group as they face future challenges and make decisions accordingly. 「And you need to provide very clear objectives to steer your team towards,」 notes Stella Wu, Head of HR at PageGroup Greater China. 「Meanwhile, when they accomplish these objectives, a corresponding reward should be provided otherwise don’t underestimate that open acknowledgements and praise are significant motivators for employees.」
PageGroup 泰國區域總監 Kristoffer Paludan 還表示：「目標明確，並對企業使命和願景報以堅定決心，是令企業和團隊績效出眾、脫穎而出的關鍵。此外，採用相互問責制，並讓員工清楚了解自己在企業使命和願景中的重要作用，將有助於員工建立忠誠度和明確方向，通常也能提高自身績效和滿意度。」
Kristoffer Paludan, Regional Director of PageGroup Thailand adds: 「A deep sense of purpose and commitment to the mission and vision of a company significantly distinguishes high performing businesses and groups from others. Additionally, mutual accountability and a clear understanding of your stake in that mission and vision leads to loyalty, direction and generally higher levels of performance and satisfaction.」
積極推動雙向溝通
Actively promote two-way communication
讓團隊成員認識到他們可以與你交流、尋求你的支持，這一點同樣至關重要。特別是在復甦階段，要想實現高效的團隊合作，溝通的作用更甚以往。為此，要保持溝通渠道通暢，鼓勵團隊之間暢所欲言。同時還應定期通報項目進度，如果遇到挑戰或障礙，必須要儘快發出警示。這將促使團隊成員及時反饋，還能增強團隊與企業同舟共濟的意識。
It is equally important that team members feel that they can talk to you for support. As such, in recovery mode, communication has become an even more crucial element for teams if they are to be effective. Maintain open communication lines with them and encourage teams to talk openly with one another. Updates on project statuses should come regularly, and any challenges or obstacles must be flagged as soon as possible. This will allow timely feedback and equally reinforces the sense that the team and the business are genuinely 『in it together』.
此外，應摒棄單向溝通，大力推動雙向溝通，這意味著需要採取你來我往的交流模式，不僅團隊負責人可以向團隊成員下達命令，團隊成員也可以向上作出反饋，從而形成實時演進的解決方案。流程改革專家 Vince Mirabelli指出：「雙向交流要求我們積極推行導師指導模式，對員工採取開放政策。」
Meanwhile, two-way communication should be actively promoted instead of one-way communication, which means it involves the back and forth pattern - not just you delivering the request to your team members, but that they are able to share feedback with you to develop a play-by-play solution. 「Two-way communication requires you of encouraging mentorship and coaching, and adopting an open door policies for your employees,」 process innovator Vince Mirabelli shares.
Michael Page 新加坡區域總監 Jeffrey Ng 強調，企業需要用心了解員工的個人情況。他指出：「企業需要留給員工足夠的時間和空間去反思和充電。而且應鼓勵各種智能活動，而不要只關注固定的商業收益。」
Jeffrey Ng, Regional Director at Michael Page Singapore underscores the need to spend time understanding the personal situation of employees in the business. 「Give them enough time and space to reflect and recharge. And encourage smart activities rather than focusing only on fixed commercial outcomes,」 he shares.
Michael Page 東南亞和印度人力資源總監 Sonia Danani 表示，充分利用技術資源已成為推動企業與員工保持聯繫的關鍵要素。她指出：「我們尤為關注職業發展談話等特定的交流互動以及社交互動，許多員工在居家辦公期間也十分想念這些活動。我們鼓勵領導者通過虛擬方式開展小聚活動、辦公會議或社交聚會，促進員工之間的交流與互動，消除無法面對面交流所帶來的障礙。」
Leveraging technology has been a key driver in keeping connected with employees, says Sonia Danani, Head of HR at Michael Page SEA and India. 「We have focused on specific interactions such as professional development conversations as well as the social interaction, which a lot of people miss during working from home. We encourage our leaders to conduct virtual drinks, office meetings, social get togethers, where the barrier of not being able to meet face-to-face should not pose as a hindrance in driving connectivity and engagement amongst our employees.」
加強個人發展培訓
Reinforce personal development training
制定個人發展計劃，為下一步的業務復甦做好準備。這項工作最有利的地方在於成本不高，花費的時間也不多。我們只需要做到兩點：第一，明確推動業務發展需要哪些技能，挑選有能力、有意願學習這些技能的團隊成員；第二，實施適當的戰略，推動企業發展。
It's high time to provide a personal development plan in preparation for the business recovery phase. The good news is that it doesn’t have to cost a fortune or take up great lengths of time either. Firstly, identify the skills required to push your business forward, as well as individuals within the team that are capable and willing to learn. Next, implement the right strategies going forward so that your company can pull ahead of the curve.
PageGroup 北京辦事處總監 Lily Liu 表示：「市場繁榮時，大家都很自信，沒有人有時間停下來反思自己，問題可能就被忽略了。這段時間讓我們有機會提升基本的諮詢技能，提高我們的核心價值。」正如她所觀察到的，一旦市場信心上升，市場可能會迅速反彈，因此員工做好充分的準備至關重要。
「Issues can be ignored when the market is booming, as everyone is confident, and no one has time to stop to reflect,」 says Lily Liu, Director at PageGroup Beijing. 「This period of time gives us an opportunity to reinforce basic consulting skills and improve our core value.」 As she observes, once market confidence is up, it could bounce back quickly so it is critical for your staff to be fully prepared and equipped.
Michael Page 日本董事總經理 Toby Truscott 提到了由 Dean Mann 主講的一次銷售 ITV 網絡研討會，其中指出了績效進步和個人發展是所有專業人士的本質需求。Truscott 表示：「當前，企業很容易將注意力放在解決運營問題上，而忽略這一點。但是，個人發展不一定指升職、加薪或承擔更多責任，也可以體現在個人和職業的其他方面，理解這一點至關重要。比如說，面對這次市場情況變化，員工的哪些新技能得到了鍛鍊？還能通過哪些其他方法來看待員工的貢獻？」
Toby Truscott, Managing Director at Michael Page Japan refers to a Sales ITV webinar by Dean Mannix which communicated that a sense of advancement and personal development is an essential need for all professionals. 「It is easy for this need to be sidelined whilst focusing on 『putting out fires』 in an operational context across the business,」 Truscott says. 「But it is important to understand that professional development does not have to come in the form of promotions, increase salary or responsibility and can be found in other elements – both personally and professionally. What new skills has someone been able to hone during this change in market conditions? What are some additional ways to view the contributions of individuals?」
不斷提高工作的靈活性
Keep Championing flexibility at work
Gartner 的一項研究表明，48% 的員工可能會在疫情結束後仍選擇居家辦公，至少是部分時間居家辦公，而在疫情出現之前這一比例僅為 30%。因此，在復甦階段，管理者必須重新思考工作的靈活性，尋找最適合員工和業務需求的工作模式。例如，可以考慮是否需要針對居家辦公調整績效目標和員工考核標準，如有需要，應如何調整。Stella Wu 指出：「企業要保持敏捷與靈活。改變在所難免，我們必須迅速、高效地完成調整。」
A survey by Gartner found 48% of employees will likely work remotely at least part of the time after COVID-19 — that’s compared to just 30% before the pandemic. As such, during the recovery phase, it is necessary for managers to rethink flexibility at work and identify the pattern that best works for their employees and their business needs. For example, consider whether and how to shift performance goal setting and employee evaluation for a remote context. 「Stay agile and flexible. Change is inevitable and we need to adapt quickly and effectively,」 says Wu.
企業文化孕育自信
Culture breeds confidence
PageGroup 營運長 Gary James 強調，對於強大的領導者而言，企業文化建設是一項長期的事業，要少一些漂亮話，多一些對問題和解決方案的潛心鑽研。
Gary James, Chief Operating Officer of PageGroup underscores that culture should be the ongoing job of a strong leader, with less time devoted to lip service chatter and more drilling down to where the problems and solutions are.
James 指出，企業文化建設的核心是讓員工了解到企業文化是如何助力其發展的：「經驗不足的員工需要更多的企業文化培訓，這樣才能更充分地回答『企業文化如何幫助我滿足個人需求？』這個問題。」James 認為，積極的企業文化能消除員工的戒備心理，讓他們保持開放的心態，積極發展專業能力，從而長期惠及企業。他指出：「隨著時間的推移，強大的企業文化會不斷激發團隊成員展現出更好的自我。」
As James notes, the key to culture working is that members understands how it helps them: 「Your inexperienced people will require more input as to the culture: to get adequate answers to the question of 『how does your company culture help me to meet my personal needs?』」 To James, the long-term benefit of a positive culture will be that with their defenses down again, people will feel open and motivated to grow as professionals. 「Over time, if you have a strong culture you』ll, in turn, have a team of better individuals,」 he says.
不過，培養強大的企業文化絕非輕而易舉之事，也不能急於求成。我們必須思考如何營造能孕育出良好結果的氛圍，如何組建強大的文化建設團隊，如何制定團隊運作規則，如何為企業確立開放的願景和目標，以及如何明確對每個員工的期許以推動企業走向成功。與此同時，指派導師也有利於文化建設，有經驗的成員可以發揮出重要的作用，通過以身作則的方式指導新人。
Building a strong company culture is not a simple exercise, and it isn’t something that can be rushed. You need to think about the atmosphere that will achieve the best results, gather a team that can bring your culture to life, define the rules for how the team will operate, create an open vision and purpose for your company, and determine the expectations of each individual to your success. Meanwhile, appointing mentors will helps as experienced members play a key part in coaching new recruits, especially through their behaviours.
提供試錯空間
Create a space for trial and error
未來主義職場專家兼作家 Alexandra Levit 認為，要重建創意工作文化，其中一個簡單易懂的關鍵要素就是允許員工冒險。有些人認為，「擁抱失敗」的理念似乎有些異想天開，但其真正的意義是擺脫懼怕任何風險的領導風格。Levit 表示：「現在有一種文化理念是不能犯任何錯誤，這在年輕一代的專業人士中尤其明顯。但只有犯過錯，才會進步。」
For workplace futurist and author Alexandra Levit, one of the keys to rebuilding a creative work culture is simple: make it okay for people to take risks. To some, the 『embrace failure』 mantra seems fanciful, yet the point is more to move away from leadership that’s fearful of any risk. 「Especially with young professionals, there’s this culture now of not being able to make any mistakes. Yet it’s the only way you』ll learn,」 Levit reveals.
她還強調，設計思維和創新趨勢迫使團隊測試不同的配置方式，研究哪種效果最佳，調整各類解決方案，然後快速迭代更新。你可以設定界限，指定自由範圍和禁區，並明確權責。同時，還要鼓勵甚至獎勵願意向大家分享失敗經歷的員工，因為這樣能讓更多的團隊成員學習到他們的經驗教訓。Levit 肯定道：「大多數員工都會經歷失敗，這不僅不是壞事，而且我們還應該鼓勵員工不斷進行嘗試。」
She adds that the trend in design thinking and innovation forces teams to test different configurations, figure out what works best, socialise different solutions, then iterate rapidly. You can set boundaries to make clear what is and what isn’t acceptable and hold people accountable. Meanwhile, it will be worthy to encourage or even reward those who are open to share their mistakes to the wider team to help others learn from their lessons. Levit reassures: 「Most of them are going to fail. And it’s not only okay, it’s desired that you’re going to try so many outcomes.」