如何创建自己的博客 如何创建一个自己的博客

办公室工作已死？

The office is dead! Long live the office!

　　At Automattic, the company behind blog-creating tool WordPress, there are 470 employees distributed across 45 countries, and work practices have evolved to suit the business. Staff work where they want, communicating via blogs and Slack, the chat tool, rather than email. They travel to team or company meetings three to four weeks a year. Like Netflix and a growing list of other companies, Automattic has an open vacation policy with no set number of days.

　　在开发了博客创建工具WordPress的Automattic公司，470名员工分布在45个国家，已发展出适合这家公司的工作方式。员工在自己喜欢的地方工作，通过博客和聊天工具Slack、而非邮件交流。他们一年用三到四周时间去参加团队或公司会议。与Netflix和数量越来越多的其他公司一样，Automattic有不设定天数的开放休假政策。

　　Such a set-up is not for those who crave structure, and a corporate document for employees at Automattic admits that recruits may feel they encounter “chaos” working remotely with colleagues around the globe. But employee benefits include sabbaticals and allowances for home offices, mixing desirable aspects of workplace and home-based practices.

　　这种安排不适合那些渴望循规蹈矩的员工，Automattic在一份发送给员工的企业文件中承认，新员工在与世界各地的同事远程合作时可能感觉“很乱”。但员工获得的好处包括休假和在家办公津贴，将办公室工作与在家工作的优点相结合。

　　Agile, or smart, working policies are far from being the preserve of young tech companies though. “The ability for people to work in different ways through technology has encouraged some employers to think more creatively about the way we employ people?.?.?.?and that maybe work doesn’t naturally occur in 35-40 hour weeks,” says Clare Kelliher, professor of work and organisation at the UK’s Cranfield University School of Management.

　　然而，灵活、聪明的工作政策远非年轻科技公司的专属。英国克兰菲尔德大学管理学院(Cranfield University Management School)的工作和组织学教授克莱尔?凯利赫(Clare Kelliher)表示：“人们能够借助科技以不同方式工作，这鼓励一些雇主更具创造性地考虑招聘员工的方式……或许每周工作35至40个小时并非理所当然。”

　　Telus, the Canadian telecoms provider, is a big company that moved early, with striking results. The idea for its “Work Styles” initiative came from younger employees a decade ago as a way to offer people flexibility, save on office space and reduce carbon emissions, says Sandy McIntosh, executive vice-president of people and culture.

　　加拿大电信提供商Telus是一家很早就采取行动的大公司，并取得了引人瞩目的成果。该公司人力与文化执行副总裁桑迪?麦金托什(Sandy McIntosh)表示，十年前较年轻的员工提出了“工作方式”倡议，旨在提供灵活的工作方式、节省办公空间以及减少碳排放。

　　Seventy per cent of its 27,000 employees in Canada are now “mobile” — working from home, office and other locations — or fully home-based.

　　该公司在加拿大的2.7万名员工中，有70%现在是“移动的”——在家、办公室和其他地方工作——或者完全在家工作。

　　“It’s a tremendous cultural change,” she says, pointing to the challenge of persuading older leaders to accept results-based management. “We started to accelerate when all the senior leaders truly embraced the concept of why this was good for employees, for the environment and for cost reduction.”

　　她说：“这是一个巨大的文化变革，”并指出，说服较为年长的高管接受基于成果的管理方式非常有挑战性。“当所有高管真正接受在家工作有利于员工、环境以及削减成本时，我们开始加速推动这种工作方式”。

　　Employee engagement scores have jumped from 54 to 87 per cent in the past six years, says Ms McIntosh. Telus saves more than $40m a year in real estate costs, and commuting has been cut by nearly 33m km, reducing carbon emissions by 8,000 tonnes a year.

　　麦金托什表示，过去6年里，员工敬业度评分从54%飙升至87%。Telus一年节省的房地产成本超过4000万美元，通勤里程下降了近3300万公里，碳排放每年减少了8000吨。

　　Some may scoff at the 35-hour week Prof Kelliher mentions as a distant dream, but employers and governments acknowledge that something has to be done. To tackle digital overload in today’s always-on work culture, the French government is introducing a “right to disconnect” from laptops and phones outside work hours. The measure calls on enterprises of more than 50 people to consult workers on technology use to ensure that holidays, rest and personal time are respected.

　　一些人可能嘲笑凯利赫提出的一周工作35个小时的想法，认为是一个遥不可及的梦，但雇主和政府承认，有些事必须得做。为了解决如今“始终在线”的工作文化带来的数字过载问题，法国政府推出了“离线权”，允许员工在工作时间以外拒接电话和回复邮件。该举措呼吁超过50人的企业与员工协商科技手段的使用，以确保假日、休息和个人时间得到尊重。

　　The French move, which follows action by large German companies to curb out-of-hours emails, highlights the tricky question of how to balance the benefits and drawbacks of the technology-enabled work revolution.

　　在法国之前，德国大公司已采取行动限制工作时间以外的电邮，突显出平衡科技推动的工作革命带来的利弊是多么棘手。

　　The pace of change presents employers, policymakers and individuals with opportunities but also challenges. Alongside concern about work intensification, there is fear that the rise of robots could soon leave many people idle. Ageing societies require new ways to sustain longer working lives. Yet the “gig economy”, with its temporary, piecemeal work, offers neither security nor career development.

　　快速的变革为雇主、政策制定者和个人带来机遇，也带来挑战。除了担心工作强度加大以外，人们还担心，机器人兴起可能很快让许多人无所事事。日益老龄化的社会需要找到新的方式来维持更长的职业生涯。然而以临时的、碎片化的工作为特点的“零工经济”(gig economy)既不能给人安全感，也不能提供职业发展。

　　In a call to action, the World Economic Forum says many big businesses have been slow to act decisively to address the challenges ahead. Only 53 per cent of the human resources directors it surveyed at leading global employers were reasonably or highly confident about the adequacy of their future workforce strategy.

　　世界经济论坛(World Economic Forum)呼吁采取行动，并表示，许多大型企业没有及时采取果断行动应对未来挑战。在其调查的全球领先企业的人力资源总监当中，只有53%有合理或高度信心，认为未来的人力资源战略足够应付挑战。

　　The property savings derived from freeing people from offices are a big reason companies, even in traditional sectors such as the law, are taking tentative steps towards agile working. But early adopters report a range of wider benefits, most notably that productivity rises when people can pick the time and place best suited to the task in hand.

　　将员工从办公室解放可以节省下房地产费用，这是公司（甚至是在法律等传统行业的公司）尝试转向灵活工作模式的一大理由。但提前推行这种模式的公司还报告了一系列更为广泛的益处，最引人瞩目的是当人们可以选择最适合手头工作的时间和地点的时候，工作效率提高了。

　　A nine-month experiment by Stanford University with Chinese call-centre workers found that those who worked from home completed 13.5 per cent more calls than their office colleagues and quit at half the rate. The results “blew me away”, Professor Nicholas Bloom told the Harvard Business Review.

　　斯坦福大学(Stanford University)与中国的客服中心工作人员合作进行的为期9个月的试验发现，那些在家工作的人接听的电话数量比在办公室工作的同事多出13.5%，而且离职率是后者的一半。尼古拉斯?布鲁姆(Nicholas Bloom)向《哈佛商业评论》(Harvard Business Review)表示，结果“让我大吃一惊”。

　　Enthusiasm for the work revolution varies around the world. The UK is close to the point at which working away from the office becomes more common than working solely at a desk, 9am-5pm, says Lancaster University’s Work Foundation. Its research indicates that more than 70 per cent of organisations will have mobile working practices by 2020. But its authors say there is still much to do to ensure “employees are working smarter, rather than longer”.

　　对工作方式革命的热情在世界各地有所不同。兰卡斯特大学(Lancaster University)的工作基金会(Work Foundation)表示，英国已快要达到在办公室以外工作比单纯朝九晚五的办公室工作更常见的节点。其研究显示，到2020年，逾70%的组织将采取移动性的工作方式。但报告作者表示，仍需要采取许多措施来确保“员工更灵活、而不是更长时间地工作”。

　　In the US, 20 to 30 per cent of the labour force works at home more than once a month, says consultancy Global Workplace Analytics. But demand for choice of time and location is much higher, at more than 80 per cent, says Kate Lister, president: “Two to three days a week seems to be the sweet spot that allows for a balance of concentrative work at home and collaborative work at the office.”

　　咨询公司Global Workplace Analytics表示，在美国，20%-30%的劳动者每月在家工作的次数超过一次。但该公司总裁凯特?利斯特(Kate Lister)表示，希望选择工作时间和地点的人数比例要高得多，达到逾80%：“一周在家工作两到三天似乎是最佳平衡点，实现在家专心工作与在办公室与同事协作的平衡。”

　　As some governments and companies intervene to stem the digital deluge, individuals are finding novel ways to regain control. Tinna Nielsen, a social entrepreneur and WEF Young Global Leader, decided six months ago to focus on developing her business, answering emails only on Fridays.

　　在一些政府和公司采取干预措施阻止数字泛滥的时候，个人正在寻找新的方法重获控制权。社会企业家、被世界经济论坛评为“全球青年领袖”(Young Global Leader)的廷纳?尼尔森(Tinna Nielsen)在6个月前决定致力于发展自己的企业，仅在周五回复邮件。

　　“The impact on my work is just magic,” she says. “I feel like I work less because I am much more efficient. I have more fun and do more development work and feel more creative. I have more time to meet with people, and I spend more time with my children and my husband. It feels right for me.”

　　她说：“这对我的工作产生了神奇的影响，我觉得我的工作减少了，因为我的效率提高了。我有更多的闲暇时间，做了更多的开发工作，并感觉更有创造力。我有更多的时间与人会晤，我有更多的时间与我的孩子和丈夫在一起。我感觉这挺适合我的。”

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