立即打开
APP下载
财富Plus APP
在家办公效果甚好,又一家公司打算“永久”远程办公

在家办公效果甚好,又一家公司打算“永久”远程办公

Lee Clifford 2020年05月13日
全美互惠保险公司CEO柯尔特·沃克表示,公司的招聘文化是基于“态度”,而工作地点变得越来越不重要。

图片来源:Courtesy of Nationwide

大部分CEO都在焦急地等着新型冠状病毒疫情结束,员工重新回到办公室上班。全美互惠保险公司(Nationwide)CEO柯尔特·沃克对在家办公却有不同看法:远程办公是可行的。

公司在疫情期间的尝试非常成功,因此他们决定将在家办公这种模式固定下来,作为许多员工的工作方式。

改变来的很快:3月初,该私有保险公司(2019年《财富》美国188金博网ios下载第75位)在5个工作日内,将2.7万名员工的98%以上改为在家办公。沃克说:“首先我们要保证同事的安全,保持与会员的联系,同时尽我们所能为美国压平确诊人数曲线做出贡献。”

但在解决了技术问题之后,他们有了意外的发现。沃克说道:“我们跟踪发现,所有关键绩效指标都没有变化。我们不断收到会员的反馈说:‘如果你们没有对外宣布,我们都不知道你们全都在家办公。’”

所以,全美互惠保险公司计划把实体办公室从危机前的20间缩减到4间。沃克表示,他现在一半时间在俄亥俄州哥伦布的公司总部,一半时间在家办公。他通过电话向《财富》杂志谈论了公司做出这种调整的原因、未来的工作前景以及全美互惠保险公司总部每天结束时为什么都会有灯光秀。

因篇幅和清晰度起见,本文对访谈内容进行了编辑。

你们针对这次疫情是否做过准备?

我们是一家保险公司。保险业务的重点就是管理风险。多年来,我们一直在为危机做准备。你可以把“燃气泄漏”换成“新冠病毒”,但一直以来,我们深知必须能让员工即使不在办公室也可以继续服务我们的会员。

全美互惠保险公司以前是否有强大的在家办公的文化?

在新冠疫情之前,我们已经有约5,200名员工在家办公。我们分享了大量在家办公的最佳实践,比如有一位来自亚利桑那州的同事编写了一本在家办公手册,在同事中被广泛传阅。我最喜欢的一条建议是,在家办公的时候,开始工作时戴上胸卡,工作结束时把胸卡摘下来。这样做让你在心理上有开始和结束的概念,也让你的家人知道你是否在“上班”。

此外,我们一直有一个“未来工作”项目,探索让更多员工在家办公,我们尤其听说千禧一代喜欢这种工作方式。所以早在新冠疫情爆发之前,我们已经开始推行在家办公的模式。

在最初几周有没有遇到过么障碍?

我们很早就决定,不需要事事追求完美。否则要花很多时间。所以我们的态度是“根据具体情况见机行事。”首先出现的问题是,有些员工配戴的是带话筒的耳机,必须搭配办公室里的系统使用,但他们在家里无法使用,所以我们只能紧急购买新的设备。一些员工的家里没有足够的带宽,所以我们的技术团队与网络提供商合作解决了他们的问题。

你们为什么将这种调整变成固定模式?

看看影响社会进程的关键历史事件:大萧条、1918年流感大流行、一战和二战、911事件和金融危机等。在危机期间,人们都减少了消费,变得更加节俭。危机过后,担忧的情绪依旧存在,并永久改变了人们的心态。这非常重要。我们认为世界正在发生改变。我们必须降低成本。我们希望实现可持续增长。

让员工在家办公为全美互惠保险公司节约了多少成本?

作为一家私营公司,我们决定不公布具体数据。但肯定能减少很大一部费用。公司和我们的会员将从中受益。

能简单讲一讲哪些员工将回到剩余四间办公室工作吗?

坦率地说,有些员工对回公司办公仍然感到不安。所以我们决定让首批员工自愿选择。有25%的员工说:“我想回公司办公。”对于不想到办公室的员工,我们不会要求或者强制他们这样做。我们认为最终会形成一种混合模式:办公室就像“旅馆”一样,每周中有一两天,员工来这里合作完成一些工作任务,其他时间可以在家办公。

有些老板看不到员工在身边,就会非常不安。你如何避免这种情绪?

我们在招聘时看中的是一个人的态度。我们的公司文化是相信同事。而且他们目前在家里和在办公室里用的技术完全一样。我们有10个关键绩效指标,员工和他们的上司都可以根据指标监控他们的日常工作。我们对人们的工作时间不作要求,而是根据他们的指标完成情况进行评价。

公司的业务在疫情期间整体上发生了哪些变化?

因为现在所有人都待在家里,所以投保量有所减少。但保险索赔也在减少。许多会员告诉我们:“我在经济上遇到了困难。”所以我们决定向所有个人投保人退款50美元。人们的反馈是:“我非常需要这笔钱。”

但展望未来,我们正在研究危机期间形成的这些模式,以及人们的行为将发生怎样的变化。我们认为在许多险种中,人们将趋向于选择基于价值的产品,而在理财方面,人们可能更愿意选择保本投资产品。尤其是千禧一代可能认为,他们无法确定该押注股票还是依赖雇主。他们必须为自己的退休生活做准备。

您会在家办公吗?您的家人怎么看?

两种办公方式都有。有时候我会强迫自己在家办公。我想亲身体会一下在家办公的同事们是一种什么状态。现在家里只有我和妻子,但每天我们都会一起查看我们的日程安排。必须保持沟通。我很喜欢的一件事情是,过去几周,位于哥伦布的公司总部每天晚上都会在办公室窗户上,用灯光拼出“保持安全”的字样。我们要借此向所有人发出信号,相信我们终将度过此次危机。(188金宝搏 下载)

翻译:刘进龙

审校:汪皓

大部分CEO都在焦急地等着新型冠状病毒疫情结束,员工重新回到办公室上班。全美互惠保险公司(Nationwide)CEO柯尔特·沃克对在家办公却有不同看法:远程办公是可行的。

公司在疫情期间的尝试非常成功,因此他们决定将在家办公这种模式固定下来,作为许多员工的工作方式。

改变来的很快:3月初,该私有保险公司(2019年《财富》美国188金博网ios下载第75位)在5个工作日内,将2.7万名员工的98%以上改为在家办公。沃克说:“首先我们要保证同事的安全,保持与会员的联系,同时尽我们所能为美国压平确诊人数曲线做出贡献。”

但在解决了技术问题之后,他们有了意外的发现。沃克说道:“我们跟踪发现,所有关键绩效指标都没有变化。我们不断收到会员的反馈说:‘如果你们没有对外宣布,我们都不知道你们全都在家办公。’”

所以,全美互惠保险公司计划把实体办公室从危机前的20间缩减到4间。沃克表示,他现在一半时间在俄亥俄州哥伦布的公司总部,一半时间在家办公。他通过电话向《财富》杂志谈论了公司做出这种调整的原因、未来的工作前景以及全美互惠保险公司总部每天结束时为什么都会有灯光秀。

因篇幅和清晰度起见,本文对访谈内容进行了编辑。

你们针对这次疫情是否做过准备?

我们是一家保险公司。保险业务的重点就是管理风险。多年来,我们一直在为危机做准备。你可以把“燃气泄漏”换成“新冠病毒”,但一直以来,我们深知必须能让员工即使不在办公室也可以继续服务我们的会员。

全美互惠保险公司以前是否有强大的在家办公的文化?

在新冠疫情之前,我们已经有约5,200名员工在家办公。我们分享了大量在家办公的最佳实践,比如有一位来自亚利桑那州的同事编写了一本在家办公手册,在同事中被广泛传阅。我最喜欢的一条建议是,在家办公的时候,开始工作时戴上胸卡,工作结束时把胸卡摘下来。这样做让你在心理上有开始和结束的概念,也让你的家人知道你是否在“上班”。

此外,我们一直有一个“未来工作”项目,探索让更多员工在家办公,我们尤其听说千禧一代喜欢这种工作方式。所以早在新冠疫情爆发之前,我们已经开始推行在家办公的模式。

在最初几周有没有遇到过么障碍?

我们很早就决定,不需要事事追求完美。否则要花很多时间。所以我们的态度是“根据具体情况见机行事。”首先出现的问题是,有些员工配戴的是带话筒的耳机,必须搭配办公室里的系统使用,但他们在家里无法使用,所以我们只能紧急购买新的设备。一些员工的家里没有足够的带宽,所以我们的技术团队与网络提供商合作解决了他们的问题。

你们为什么将这种调整变成固定模式?

看看影响社会进程的关键历史事件:大萧条、1918年流感大流行、一战和二战、911事件和金融危机等。在危机期间,人们都减少了消费,变得更加节俭。危机过后,担忧的情绪依旧存在,并永久改变了人们的心态。这非常重要。我们认为世界正在发生改变。我们必须降低成本。我们希望实现可持续增长。

让员工在家办公为全美互惠保险公司节约了多少成本?

作为一家私营公司,我们决定不公布具体数据。但肯定能减少很大一部费用。公司和我们的会员将从中受益。

能简单讲一讲哪些员工将回到剩余四间办公室工作吗?

坦率地说,有些员工对回公司办公仍然感到不安。所以我们决定让首批员工自愿选择。有25%的员工说:“我想回公司办公。”对于不想到办公室的员工,我们不会要求或者强制他们这样做。我们认为最终会形成一种混合模式:办公室就像“旅馆”一样,每周中有一两天,员工来这里合作完成一些工作任务,其他时间可以在家办公。

有些老板看不到员工在身边,就会非常不安。你如何避免这种情绪?

我们在招聘时看中的是一个人的态度。我们的公司文化是相信同事。而且他们目前在家里和在办公室里用的技术完全一样。我们有10个关键绩效指标,员工和他们的上司都可以根据指标监控他们的日常工作。我们对人们的工作时间不作要求,而是根据他们的指标完成情况进行评价。

公司的业务在疫情期间整体上发生了哪些变化?

因为现在所有人都待在家里,所以投保量有所减少。但保险索赔也在减少。许多会员告诉我们:“我在经济上遇到了困难。”所以我们决定向所有个人投保人退款50美元。人们的反馈是:“我非常需要这笔钱。”

但展望未来,我们正在研究危机期间形成的这些模式,以及人们的行为将发生怎样的变化。我们认为在许多险种中,人们将趋向于选择基于价值的产品,而在理财方面,人们可能更愿意选择保本投资产品。尤其是千禧一代可能认为,他们无法确定该押注股票还是依赖雇主。他们必须为自己的退休生活做准备。

您会在家办公吗?您的家人怎么看?

两种办公方式都有。有时候我会强迫自己在家办公。我想亲身体会一下在家办公的同事们是一种什么状态。现在家里只有我和妻子,但每天我们都会一起查看我们的日程安排。必须保持沟通。我很喜欢的一件事情是,过去几周,位于哥伦布的公司总部每天晚上都会在办公室窗户上,用灯光拼出“保持安全”的字样。我们要借此向所有人发出信号,相信我们终将度过此次危机。(188金宝搏 下载)

翻译:刘进龙

审校:汪皓

Most CEOs are anxiously counting the days until the coronavirus pandemic recedes, and employees can get back to the office. But Nationwide's CEO Kirt Walker has a slightly different take on working from home: It's working.

The company's pandemic experiment has gone so well that they've decided to make the arrangement permanent for many of the company's employees.

The shift took place fast—in early March, the privately held insurer (#75 on the 2019 Fortune 500) moved 98%+ of its 27,000 employees to working from home over five business days. "The first thing we wanted to do was keep our associates safe, stay connected to our members, and do our part for America to flatten the curve," says Walker.

But overall, once the tech issues were ironed out, there was a surprising finding: "We've tracked all of our key performance indicators, and there has been no change," says Walker, who joined as CEO in 2019. "We keep hearing from members, 'if you hadn't announced you were all working from home, we never would have known.'"

So Nationwide plans to shrink from 20 physical offices pre-crisis, to just four. Walker says he's splitting his own time between Nationwide's headquarters in Columbus, OH, and his home. He talked to Fortune by phone about what's driving this change, the future of work, and why Nationwide ends every day with a light show at its headquarters.

This conversation has been edited for length and clarity.

Were you prepared for this pandemic?

We’re an insurance company. Our focus is to manage risk. We’ve planned for a crisis for years. You cross out 'gas leak' and insert 'COVID,' but we knew for a long time we needed to be able to lift people out of the office and continue serving our members.

Did Nationwide previously have a robust WFH culture?

Pre-COVID, we had about 5,200 associates working from home already. And we've done a lot of sharing best practices, including one associate from Arizona who put together a manual that has been widely passed around. One of my favorite tips is that when you work from home, when you start your work day put your photo badge on, and when you end your work day take it off. Psychologically it allows you to start and end—and also lets your family know whether you are 'at work' or not.

Additionally, we had been working on a program called "The Future of Work" to explore transitioning more employees to working from home, it's something we hear especially from millennials that they want. So that was already in the works when COVID showed up.

Did you hit any roadblocks in those early weeks?

We decided early on that we were not going to let the perfect be the enemy of the good. It would take way too long. We just said 'we are going to make camp on the trail.' So one thing that came up is that for some associates, the headsets with microphones attached that worked with some systems in office didn’t work when people got home, so we had to scurry to get new ones delivered. And some associates didn't have adequate home internet, so our tech teams got involved to work with providers.

Why did you decide to make this change permanent?

At the end of the day, we looked at key historical events that shaped society: the Great Depression, the 1918 pandemics, WWI and WWII, 9/11, and the financial crisis. During these crises people reduced consumption, grew more frugal. After the crisis, worry continued and it was a permanent mindset shift. That’s really important. We think the world is changing. We’ve got to take cost out of the system. We want to enable sustainable growth.

How much money will this save Nationwide?

We are a private company, so we've decided not to share the numbers. But it will be substantial. The company and our members will benefit.

Talk a little bit about who is going to go back to those four remaining offices?

Candidly, there were those employees that were anxious about returning to work. So we decided to rely on volunteers to staff the first wave. About 25% of our workforce said 'I want to come back.' We won’t ask or force those that don't want to. We believe we'll end up in a hybrid model: Employees will have access to a 'hotel' in the office were they can come in and collaborate, maybe a day or two a week, then other days they'll work from home.

Some bosses get extremely nervous when they can’t physically see their employees. How do you avoid that?

We hire for attitude. We have built a culture where we can trust associates. And they are using the same technology now that they had in the office. We rely on 10 key performance indicators, and employees can monitor their own work day to day, and so can their supervisors. We don’t try to hold people accountable with amount of time they're putting in, but rather how well they are doing on those indicators.

How has your overall business changed during coronavirus?

Applications have decreased as people have hunkered down. But we have also seen a decrease in the number of claims. We heard from a lot of members saying 'I’m having a really tough time financially.' So we decided to send rebates of $50 to all personal policy holders. The feedback we got was, 'I was really needing a couple of bucks.'

As we look ahead though, we are thinking about all these patterns that develop during a crisis and how behavior will change. We think that in many lines of insurance people will be looking toward value-based products, while on the financial side of the house people will look more towards guarantees. Especially millennials may be thinking, they aren't sure about betting on equities or relying on an employer. They need to provide for their own retirement.

Are YOU going to be working from home? How does your family feel about this?

I bounce between the two. There were days that I forced myself to work from home. I wanted to empathize with my associates about what working from home was really like. I have an empty nest now, but my wife and I go over our schedules every day together. You have to communicate. One thing I love to see is that for weeks now, at our main headquarters building in Columbus, every night we light up the office windows to spell out "Stay Safe." It's a sign to everyone that we'll get through this together.

最新:
  • 热读文章
  • 热门视频
活动
扫码打开财富Plus App