Google
谷歌
1
排名：1
Google's "Bureaucracy Busters" program was designed to cut down on internal red tape and make administrative processes more efficient. Instead of creating a committee of senior leaders to conduct an internal review of various processes and make recommendations, CFO Patrick Pinchette asked all employees to post their bureaucracy-cutting suggestions on an internal site and vote on the ones they found most promising. Ultimately, close to 4,500 Google employees voted on nearly 1,200 employee-generated ideas. This year, Google has begun implementing changes, which range from improving their internal expense report system to adding more maps of buildings around their campuses. Nine of the top 10 suggested improvements have been enacted, with the tenth currently in progress.
谷歌（Google）的“官僚主义破坏者”计划旨在削减公司内部的繁文缛节，提高行政流程的效率。它并未创建一个由高层组成的委员会，对不同流程进行内部审查和提出建议，公司CFO帕特里克•皮切特要求所有员工在一个内部网站上发布减少官僚主义的建议，并投票支持他们认为最有希望的建议。最终，约有4,500名谷歌员工对同事提出的约1,200条建议进行了投票。今年，这家公司开始进行改革，包括完善内部费用报告制度，在总部周围增加更多建筑地图等。前十条合理化建议中，有九条已经颁布，第十条目前正在研究当中。
SAS Institute
SAS公司
2
排名：2
SAS Institute uses a series of videos to help employees from every discipline answer the question, "What does SAS do?" in a way that doesn't require the audience to know technical terminology or marketing-speak. While the videos are humorous in nature, they nevertheless underpin an important belief -- that because all employees, regardless of their roles, contribute to SAS' success, they should therefore be able to speak knowledgeably about the company and its products.
SAS软件公司提供一系列视频，帮助不同部门的员工回答“SAS在做什么”这个问题，而且不需要听众了解任何技术术语或营销用语。这些视频幽默风趣，但却会强化一个很重要的理念——即因为所有员工不论职责，都在为SAS的成功做出贡献，因此他们应该能够头头是道地畅谈公司和其产品。
The "60-Second Scoop" videos give employees a glance at a new product and the basic need-to-know details in a minute flat, while the "Help Me Understand" videos feature executives communicating more broad-reaching software or business concepts. Additionally, a special website was created featuring presentations, documents, and online resources to help employees tell the SAS story.
“60秒独家新闻”视频可以让员工迅速掌握公司的新产品和基本的须知详情，而在“帮我理解”视频中，高管将介绍更广泛的软件或商业理念。此外，这家公司还创建了一个专门的网站，其中包括演示资料、文件和在线资源，帮助员工更好地介绍SAS。
NetApp
NetApp公司
3
排名：3
Tom Mendoza, the Vice Chairman of NetApp, personally calls hardworking employees to thank them for going above and beyond in their daily work, a program he calls "Catch Someone Doing Something Right." Any employee can write directly to Mendoza describing how another employee helped the company, helped a customer, or generally exemplified NetApp's culture. Mendoza then makes 10-20 calls every day to employees around the world, and has been doing this for more than 15 years. Employees are often filled with pride when they receive a call from Mendoza, and note that the program speaks to NetApp's commitment to creating a culture of appreciation.
NetApp公司副主席汤姆•门多萨会打电话给工作努力的员工，感谢他们在日常工作中所付出的额外努力，他将这项计划称为“发现有人在做对的事”。任何员工都可以直接给门多萨写信，告诉他其他员工帮助公司、帮助客户，或实践NetApp文化的举动。门多萨每天会给在全球的10至20名员工打电话，如今已经坚持了超过15年。员工接到门多萨的来电，都会深感自豪，他们认为这项计划证明了NetApp创造感恩文化的承诺。
Microsoft
微软
4
排名：4
Microsoft strives to empower employees to chart their own career paths, starting from day one with the "Welcome Experience" online tool, used to introduce new employees worldwide to the company. Through the tool, new hires develop a personalized "action plan" -- including training, learning and actions for their first 90 days -- based on their role, location and business function. The tool also delivers more than 1,000 pieces of curated, filterable on-boarding content, which employees can save to a personal library or automatically schedule time in their calendar to view later.
从将公司介绍给全球新员工（通过“欢迎体验”在线工具）的第一天起，微软（Microsoft）便允许员工规划自己的职业发展道路。通过这个工具，新员工可以根据各自的职位、位置和职能，制定个性化的“行动计划”，包括前90天的培训、学习和行动。此外，这个工具还提供超过1,000份精选的、可过滤的新员工适应内容，员工可保存到个人资料库或自动在日历中计划时间，供以后浏览。
W. L. Gore & Associates
戈尔公司
5
排名：5
When filling key leadership positions, Gore seeks broad input from the associates. For example, after two longtime divisional leaders retired, the company held a series of input sessions across the division, asking more than 1,300 associates to identify the attributes that should be considered when selecting the new leadership team. A similar process was used to ask Human Resources Associates for input on a new global HR leader, and the current CEO was named only after asking a wide group of leaders whom they would support as the next president. These practices are in keeping with W.L. Gore & Associate's core belief that leaders must demonstrate "followership" to truly lead -- in other words, that leadership is something to be earned, rather than appointed.
戈尔公司（W. L. Gore & Associates）在填补关键领导岗位时会广泛征询员工的意见。例如，两位长期任职的部门领导者退休后，这家公司在部门内召开了一系列意见征询会，要求超过1,300名员工确认，在选择新领导团队时应该考虑哪些品质。这家公司使用类似的流程，要求人力资源部门的同事就一位新全球人力资源负责人发表意见。而且，公司现任CEO的任命也是在广泛征询各部门负责人意见后确定下来的。这些做法符合戈尔公司的核心理念，即公司领导者必须证明自己具备真正的“群众基础”，也就是说，领导职位是获得的，而不是被任命的。
Kimberly Clark
金佰利
6
排名：6
Kimberly-Clark partnered with IBM to host its first-ever "One K-C Culture Jam" in order to hear directly from employees on how to best accelerate culture change and drive better business results. The five-day online event provided a space for employees to share ideas, problem-solve and collaborate on things they could do to close any gaps and deliver outstanding results. Over 16,000 employees from more than 60 countries gathered online to share their thoughts and ideas. More than 22,000 comments were received, including ideas related to the company's products and culture, as well as grassroots initiatives that employees and Kimberly-Clark could begin acting on. Additionally, feedback gathered through the One K-C Culture Jam is now being incorporated with results of the company's global engagement survey, with the aim of creating a world-class workplace.
金佰利公司（Kimberly-Clark）与IBM公司合作，举办了首届“金佰利文化困境（One K-C Culture Jam）”活动，就如何尽快完成文化转变，取得更好的商业成果，直接倾听员工的意见。这个为期五天的在线活动为员工提供了一个平台，用于分享观点，解决问题和寻求合作，以缩小文化差异，实现卓越成果。来自60多个国家的16,000名员工在线上分享了自己的观点与看法。活动共收到超过22,000条意见，包括涉及公司产品和文化的观点，以及员工和金佰利可以开始实施的基层行动计划。此外，通过这个活动收集的反馈，结合公司全球积极性调查的结果，将被用于将公司打造成一个最卓越的工作场所。
Marriott
万豪国际集团
7
排名：7
Marriott provides its associates with a variety of formal opportunities to communicate with management. At every Marriott property worldwide, associates have the chance to ask questions, share best practices and personal news, and raise concerns with managers and their fellow associates during brief daily stand-up meetings held at the beginning of each shift. These meetings, which provide ongoing training of guest service standards, have a themed name in each of Marriott's brands, such as the "Daily Line Up" or "Daily Hello." Most properties also conduct monthly departmental meetings and either monthly or quarterly associate rallies, during which associates may ask questions and provide feedback on any topic.
万豪国际集团（Marriott）为员工提供了与管理层沟通的各种机会。在世界各地的万豪产业，员工均有机会在每次轮班开始时召开的日常站立会议上提出问题、分享最佳做法，以及宣布个人的动态。这些会议提供持续的客户服务标准培训，每个培训都有一个以万豪不同品牌命名的主题名称，例如“每日列队”和“每日问候”等。这家公司大多数物业在每月都召开部门会议，以及月度或季度员工联谊会。员工在会上可以提出问题，也可以就任何话题提供反馈。
Diageo
帝亚吉欧
8
排名：8
One way that Diageo values employees' contributions is through running "VIP Tours" of the company's Guinness brewery in Dublin, Ireland. Over a six-week period, employees were invited to bring their friends and family to these company-organized tours, which offered a unique "insider's view" of the brewery behind the gates. This practice was designed to recognize the contribution that families make to people's lives within the brewery, and to involve them accordingly in Diageo's operation.
帝亚吉欧（Diageo）表彰员工贡献的方式之一是提供“贵宾之旅”，参观公司位于爱尔兰都柏林的健力士啤酒厂（Guinness）。员工在为期六周的时间内可以带着家人和朋友参加公司组织的旅游，其中包括一个独特的项目，可以深入参观啤酒厂项目。这种做法的目的是要感谢员工家人对于啤酒厂员工的生活所做出的贡献，同时让他们参与到帝亚吉欧的运营中去。