評論
打印
Man: Not entirely. In fact, managers often work from home too, and staff are sometimes afraid, wrongly in fact, that a phone call will disturb them, or that an email won't be read on time. So, we make sure staff can regularly talk to their managers face-to-face.
男：沒有。事實上，經理們也經常在家工作，但工作人員有時會害怕，實際上是他們想錯了，打電話給經理會打擾到他們，害怕他們沒有及時看到郵件。所以，我們也確保了員工可以定期與他們的經理面對面地溝通。
Woman: Doesn't remote working make it difficult for managers to carry out their work?
女：遠程工作不會讓管理人員難以開展他們的工作嗎？
Man: It certainly changes its nature. As part of our performance management process, managers visit staff at home twice a month. When everyone works in one office, you get on with some, and have less rapport with others, and usually that doesn't matter. But when you travel around visiting staff in their own homes, you have to develop relationships with them that are based on their needs, which may mean helping them with aspects of their non-working lives that are affecting their work.
男：遠程工作確實改變了管理工作的本質。我們的績效管理流程也規定了，經理們每個月都要去員工家探訪兩次。坐辦公室的時候，大家都會和一部分同事很好，和其他人的關系就不那么親近，這通常來說都是沒問題的。但是當你四處探訪員工的家時，你就必須根據他們的需要和他們相處，這也可許就意味著要幫助他們解決工作之外但會影響到他們工作的問題。
Woman: So, have you organised training for managers, to deal with this new way of working?
女：那你們有沒有給經理們組織培訓課來適應這種新型工作方式呢？
Man: Yes, a great deal of thought goes into finding out what would most benefit staff. Many people would focus on how to use the technology, but in our experience that isn't a priority. We've already run workshops on managing remote teams, but many managers find it hard to let go of their traditional control, and feel that remote working is a recipe for chaos. We're trying to tackle this.
男：有，我們針對怎么樣才能讓員工的福利最大化想了很多。很多人都會把注意力集中在技術的應用上，但根據我們的經驗，技術在我們這里并不是最重要的。我們開設了管理遠程團隊的研討會，但很多管理人員都發現很難放棄他們傳統的管理方法，覺得遠程工作就是管理混亂的原因。我們正在想辦法解決這個問題。
Woman: Steve Marriott, thank you very much.
女；非常感謝史蒂夫·馬里奧特來參加我們的節目。
Man: Thank you.
男；謝謝您。
