(校稿任务) 第九十五篇 Everybody Comes to Work Wanting to Do a Good Job

本帖最后由 小编D 于 2012-12-3 15:27 编辑

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本文翻译：spear

Everybody Comes to Work Wanting to Do a Good Job
每一个想要干得棒的人清醒过来开始行动吧



The critical dozen characteristics for exceptional employees
杰出雇员的十二个关键特征

The title of this column reflects what has been my guiding philosophy ever since my first managerial position. And I truly believe that the statement is accurate. This observation led me to muse recently about what makes employees not just good, but exceptional—the types of employees we all want as colleagues and staff members.
本专栏的标题反映了从我的第一份管理职位以来什么是我的指导哲学。并且我真的相信这个陈述是准确的。这个评论最近将我引入了沉思：什么使得雇员不仅好而且杰出——作为职员和同僚的我们都希望的雇员类型。

Having written previous columns on characteristics of exceptional leadership and governance, I think it’s time for me to comment on characteristics of exceptional employees.
关于杰出领导和管理方法的特征以前写过专栏了，我觉得对我来说是时候该评论关于杰出雇员的特征了。

As usual, I consulted a number of reference sources, including a couple of recent blogs on qualities of remarkable employees and highly effective entrepreneurial employees. I also looked at my usual source, the Baldrige Criteria for Performance Excellence, and then thought back over my personal experiences from more than 30 years in management and leadership. The result is the following list of 12 characteristics of exceptional employees, plus an additional one that is a basic must-have for all employees:
按惯例，我翻阅了许多参考资料，包括几个近期的博客，是关于引人注目的雇员和给人深刻印象、具有企业精神的雇员的特点的。我也观察我的日常资源——卓越绩效的波多里奇准则，然后回顾我在管理和领导职位上超过30年的个人经历。得到的结论就是下面列出的12条杰出雇员的特征，另加一个对所有雇员来说是基本必需品的特征。

1. They see their job description as a springboard. These employees see their job as getting the necessary work done. They are not constrained by their official job description. They are prepared to do whatever is needed, even if it involves some less challenging work. They are capable of multitasking, handling several important priorities at the same time. They see no work as above or beneath them if they have the capability to perform it.

1、他们将他们的工作形容为有助于成功的跳板。这些雇员把他们的工作视为应完成的必要工作。他们并非是受到他们法定工作性质的强迫。他们准备做任何需要做的，即使一些几乎没有挑战性的工作。他们能够执行多个任务，在同一时间处理几个重要的优先考虑的事情。如果他们有能力完成的话，在他们的前后看不到任何工作。

1. They are natural leaders. These employees take ownership and responsibility for their work. They lead by example and take responsibility for guiding colleagues. They meet commitments and help others who might be having some challenges meeting theirs. They are “go-to” people, the ones their boss will rely on, knowing the job will get done.

2、他们是天生的领导者。这些雇员取得掌握权并对他们的工作负责。他们以案例做指引并负责指导同僚。 他们履行承诺并且帮助其他可能在履行承诺时遇到挑战的人。他们是他们“实干”型人员，他们的老板依赖他们来知道工作能完成。

1. They convey positive energy. These employees are enthusiastic about their job and their work. They encourage others to behave similarly by modeling a positive attitude, even when the challenges mount. They are the people who see the glass as half full.

3、他们传递积极的能量。这些雇员热心于他们的职责和工作。即使在挑战增加的时候，他们也通过塑造积极的态度来鼓励他人相似地表现。他们是看到杯子半满的人。

1. They are team players. These employees know that organizational success is a team sport. They strive for understanding individual needs and styles so that the team functions effectively. They develop listening and communication skills tailored to the needs of their teammates.

4、他们团队感很强。这些雇员懂得组织的成功是一个团队活动。他们力求理解个体的需求和风格以便团队高效运转。他们发展听说和交流技能以适应他们团队成员的需求。

1. They are results-oriented. These employees believe that organizational priorities are their priorities. They know that results are not limited to financial results. They embrace category 7 of the Baldrige criteria. So they see that achieving results includes product and service performance, customer engagement, and colleague engagement. And they see that results include efficient and effective operations because all of these characteristics are necessary to deliver long-term financial results.

5、他们是业绩为导向的人。这些雇员相信组织的优势就是他们的优势。他们懂得业绩不仅局限于财务业绩。他们接受波多里奇准则的类型七。因此他们明白获取的业绩包括产品和服务业绩、顾客约定以及同僚约定。他们也明白业绩包括有效率且有影响的经营，因为所有这些特征对于传递长期财务业绩来说是必须的。

1. They are communicators. These employees believe in sharing information. They know that “knowledge is power,” but that closely held knowledge is wasted and will not yield organizational sustainability. These employees give and seek constructive feedback graciously and earnestly. They are sensitive to how messages should be delivered. They are willing to speak when others are not, asking the questions (politely) that are on their colleagues’ minds but that others shy away from asking.

6、他们是传播者。这些雇员信奉共享信息。他们懂得“知识就是力量”，然而固守知识是种浪费并且不利于组织的持续性。这些雇员认真热切地给出并谋求积极的反馈。他们对信息应该怎样传递很敏感。当其他人并非在他们同僚的意识中（委婉地）提出问题而是别人羞于提问的时候，他们乐于发言。

1. They praise others in public, criticize in private. These employees offer praise for colleagues in public and with sincerity. They know that praise from your colleagues is as important—and sometimes more important—than recognition by your boss. And when some criticism or correction is warranted, they do it in private, not embarrassing a colleague or their boss in public.

7、他们在公开场合赞扬人，私下场合批评人。这些雇员在公开场合真诚地对同僚提出赞扬。他们懂得来自同僚的赞扬和得到老板的认可一样重要——甚至有时候更加重要。并且在需要批评或者的时候，他们在私下场合进行，在公共场合不让同僚或者他们的老板尴尬。

1. They understand yin and yang. These employees know balance. They know when a situation benefits from some levity and when it is necessary to be serious. They know when to challenge concepts (and challenge them, they should), and when it is necessary to follow instructions. They know what is in bounds and what is out of bounds.

8、他们理解阴阳两面。这些雇员懂得平衡。他们知道何时能从某些变化中获益及何时有必要严肃起来。他们知道何时质疑概念（并且他们应该质疑）以及何时需要遵循指令。他们知道什么是合理的而什么是不合理的。

1. They are flexible and adaptable. These employees know that change is the only constant in today’s work environment. They are prepared for change and will serve as change agents, encouraging needed changes and supporting their adoption. They are “early adopters.”

9、他们灵活且有适应能力。这些雇员懂得在日常工作环境中变化仅仅是常态而已。他们时刻准备着以变革倡导者为己任，鼓励必要的变革并支持变革的采纳。他们是“早期采纳者”。

1. They are improvement-oriented. These employees know that there is always an opportunity to improve. But equally important, they know how to prioritize improvements and select those with the biggest benefits relative to outcomes. They know how to balance the easy wins with the important longer-term improvements. They know that improvement is the means, not the goal. They aim for positive outcomes that affect important customer, process, and organizational needs.

10、他们是改善向导者。这些雇员懂得永远有改进的机会。然而同等重要的，他们知道怎样优化改善并选择那些与结果比较起来最大收益的改善。他们知道如何平衡很容易取得的成就与重要的长期改善之间的关系。他们懂得改善是手段而不是目标。他们将目标定为影响重要客户、过程和组织需求的积极结果。

1. They are innovative. These employees know that improvement is important, but that breakthrough improvement is what differentiates the exceptional contributor and organization from the rest. They know that innovations break the existing organizational mold and lead to discontinuous betterment in critical areas.

11、他们富有革新精神。这些雇员懂得改善是重要的，而突破性改善表明杰出贡献者和组织与其余的区别。他们懂得变革打破现存的组织模式并且引领关键领域的非连续性改进。

1. They are lifelong learners. Given that all people and organizations thrive if they are learning, exceptional employees thirst for knowledge. They share it and they seek it. Incidentally, we learned during the early days of the Baldrige Program that one of the hallmarks of role-model organizations is a commitment to learning. A few years after the program started, we added learning to our definition of performance excellence. The definition initially contained only internal operational effectiveness and external customer and marketplace success. However, we learned that learning was an equally important outcome that enabled the others.

12、他们是终生的学习者。假设所有的人和组织茁壮成长，如果他们一直学习的话，杰出雇员渴求知识。在波多里奇计划的初级阶段，我们偶然地了解到模范组织的特征之一是致力于学习。计划启动后几年，我们增加了对我们卓越绩效的定义的学习。这个定义最初仅仅包含内部经营的效益和外部顾客及市场的成功。然而，我们了解到学习是能够为其他人提供机会的同样重要的结果。

Beyond this list, I did promise you a bonus characteristic, one that is so essential that organizations need all employees to demonstrate it—and the highest-performing employees to be role models of it. That characteristic is ethical behavior. A person and an organization can be no more successful than the ethical practices that underpin their every action.
在此之外，我确实允诺你一个额外特征，这个特征如此必要以至于组织要求所有的雇员展示它——并且表现最好的雇员成为榜样。这个特征就是道德行为。一个人或者一个组织不会获得比扎根于每一个行动的道德行为更大的成功了。

I encourage you to check yourself against this list. I know you come to work every day wanting to do a good job. Are you committed to doing an exceptional job?
我鼓励你根据上述所列来检查自己。我明白你每天工作就为了干得很棒。你正致力于做一件杰出工作么？


ABOUT THE AUTHOR
作者简介
Harry Hertz
Harry Hertz, Ph.D., is the director of the Baldrige Performance Excellence Program, the nation’s public-private partnership dedicated to performance excellence and the overseer of the Malcolm Baldrige National Quality Award. Hertz joined the National Institute of Standards and Technology (NIST) in 1973 as a research chemist and has served in several management positions including director of the Chemical Science and Technology Laboratory. He is the author, co-author, and editor of more than 50 publications including several of the Criteria for Performance Excellence, and he holds one patent. He serves on advisory committees for the Conference Board, the United Way of America, and the American Customer Satisfaction Index.
Harry Hertz, Ph.D. ，波多里奇卓越绩效计划的主管，专注于卓越绩效的全国公私合作人以及波多里奇国家质量奖的监督人。Hertz于1973年作为一个研究药剂师加入国家标准技术局（NIST），并在包括化工科学与技术实验室在内的几个管理岗位上工作过。他是包括卓越绩效评价准则在内的超过50部出版物的作者、联合作者以及编辑，并且他拥有一个专利。他是会议委员会的咨询委员，并在美国国家公路以及美国顾客满意度指数任职。
来自http://www.qualitydigest.com