(单词翻译:单击)
Is the flexibility to work from home something you see as part of this overall flexibility that employers should be working harder to offer?
你认为在家工作的灵活性是雇主应该努力提供的整体灵活性的一部分吗?
Yes, technology allows that flexibility, workers need and want this flexibility.
是的，技术允许这种灵活性，员工需要也想要这种灵活性。
And that’s certainly part of the picture.
这当然是图景的一部分。
COVID basically was a lab, right?
新冠疫情期间就是个实验室对吧？
But we saw that the manager’s greatest fear that out of sight, out of mind, that workers would just not work if they are not in the office totally dissipated, productivity didn’t decline, it even increased during COVID in industries that continued working, of course.
但我们看到，经理最大的恐惧就是看不见、想不到，如果员工不在办公室，他们就不会工作的恐惧完全消失了，生产率没有下降，当然，在疫情期间，在继续工作的行业中，生产率甚至增加了。
And we need to keep that momentum, there is no reason not to.
我们需要保持这种势头，没有理由不这样做。
But it started before.
但这是从以前开始的。
Yeah, technology to swap shifts has been around.
是的，交换班次的技术已经出现了。
It’s a win-win situation because flexibility also increases productivity.
这是一个双赢的局面，因为灵活性也能提高生产率。
When we think about increasing retention and increasing the management diversity, it says something about the numbers, but it also says something about the wellbeing.
当我们考虑提高留存率和增加管理多样性时，它说明了一些数字，但也说明了一些福祉。
Large portions of your workers that were under stress, that didn’t feel like they are achieving their full potential, that didn’t have hope maybe, are now doing much better, they’re happier, they have higher job satisfaction and they also perform better and they get promoted, they’re also more productive.
你的员工中有很大一部分人承受着压力，他们没有充分发挥自己的潜力，可能没有希望，现在做得更好了，他们更快乐，他们的工作满意度更高，他们的表现也更好，他们得到了晋升，他们的生产力也更高。
What did you find in your research about companies that have historically offered family leave?
在你的研究中，你对历史上提供家庭假的公司有什么发现？
What kind of difference did it make?
这有什么不同呢？
So what we found is that indeed companies that, not only put the leave on the books, because again, that’s the law, most companies have them on the books somewhere, but companies that actually communicate to workers their rights and the way to access their rights and companies that don’t stigmatize workers for taking leaves are those that see workers returning after the leave and again, being productive, being satisfied with their jobs and eventually being promoted to management.
所以我们发现，事实上，那些不仅把休假写在书面上的公司，因为这是法律，大多数公司都在书面上记录了休假，而且那些真正向工人传达他们的权利和获得他们权利的方式的公司，以及那些没有因为工人休假而其实员工的公司，是那些看到工人在休假后回来的公司，再次强调，他们的工作效率很高，对他们的工作感到满意，并最终晋升到管理层。
It should be easy.
这应该很容易。
Because of the fear of managing flexible schedules, managing people that are not in the office, there is a lot of resistance.
由于担心管理灵活的工作时间，管理不在办公室的人，存在很多阻力。
Companies that let go of that resistance, that find solutions where top management actually trains managers in how to find a solution, what to do when someone from your team is going on a leave.
那些放弃这种阻力，那些找到解决方案的公司，高层管理人员实际上是在培训经理如何找到解决方案，当你的团队中有人要休假时应该怎么做。
