????今天又在辦公桌前解決午餐嗎？你在公司呆的時(shí)間已經(jīng)夠長(zhǎng)了,。根據(jù)人才發(fā)展咨詢機(jī)構(gòu)睿仕管理（Right Management）對(duì)美國(guó)1,023位員工的調(diào)查顯示,，現(xiàn)在只有21%的人經(jīng)常離開(kāi)辦工桌吃午餐。

????“越來(lái)越少的員工在繁重的工作壓力下還能自如地騰出時(shí)間外出就餐,，”睿仕管理高級(jí)副總裁邁克爾·海德表示,。

????海德補(bǔ)充說(shuō)，很多公司的文化讓人覺(jué)得,，就算只是離開(kāi)他們的賣力工作的崗位半個(gè)小時(shí),，都要心里不安?！氨仨氁獑?wèn)的一個(gè)問(wèn)題是,，這樣的工作壓力，沒(méi)有任何放松，真的有益于個(gè)人或組織嗎,？”海德說(shuō),。“我的意思是,，這真的能夠提升工作表現(xiàn)嗎,？我們談的當(dāng)然不是一頓喝上三杯馬蒂尼那樣的奢侈午餐，但我們是不是在另一個(gè)方向上走得過(guò)了頭,？”

????他認(rèn)為答案是肯定的,。員工擔(dān)心被人看成偷懶成性的人，“開(kāi)始犧牲自己的休息時(shí)間,，為的是趕上工作進(jìn)度,。因此，是不是這家公司施加了不切實(shí)際的工作量,？是不是員工日益放棄了自己的休息時(shí)間,？領(lǐng)導(dǎo)者需要密切關(guān)注這些情況，把它們堪稱員工精疲力竭的早期警告信號(hào),，”海德表示,。

????紐約生產(chǎn)效率咨詢公司The Energy Project的負(fù)責(zé)人托尼·舒瓦茨說(shuō)，越來(lái)越多的公司開(kāi)始意識(shí)到這個(gè)問(wèn)題,。他說(shuō)：“員工工作過(guò)度,、疲憊不堪時(shí)，可能就難以出色地完成任務(wù),?！盩he Energy Project的客戶百時(shí)美施貴寶（Bristol Myers Squibb）、蘋果（Apple）,、普華永道（PwC）,、谷歌（Google）、索尼（Sony）,、福特（Ford）和安永（Ernst & Young）等都“看到疲憊的員工和糟糕的表現(xiàn)之間存在的明顯聯(lián)系,。”避免讓員工精疲力盡,，這一點(diǎn)對(duì)于取得成功至關(guān)重要,，對(duì)公司和個(gè)人業(yè)務(wù)都一樣?！?/p>

????避免讓員工精疲力竭的一點(diǎn)建議：鼓勵(lì)員工時(shí)不時(shí)休息一會(huì),。“當(dāng)生活對(duì)我們的要求進(jìn)一步提高時(shí),，我們傾向于坐下來(lái),，埋頭更努力地工作,，”舒瓦茨說(shuō)?！皢?wèn)題是沒(méi)有休息和放松來(lái)恢復(fù)精力,，我們的效率會(huì)下降，會(huì)犯更多的錯(cuò)誤,，對(duì)我們所做事情的專注程度也會(huì)下降,。”

????他說(shuō),，這里的矛盾是“給員工施加過(guò)多壓力,，事實(shí)上只會(huì)讓他們的生產(chǎn)效率下降。如果員工能學(xué)會(huì)如何更好地支配精力,，”包括在一天的工作時(shí)間內(nèi)稍作休息,，“他們會(huì)在少得多的時(shí)間內(nèi)完成更多的工作，創(chuàng)造更多的價(jià)值,?！?/p>

????你肯定想知道自己和員工們?cè)诠芾砭Ψ矫孀龅糜卸嗪没蚨嗖睢榇?，The Energy Project專門設(shè)計(jì)了一項(xiàng)只有20道題的小測(cè)試,，并在過(guò)去10年中測(cè)試了數(shù)千名員工,，幫助人們確認(rèn)自己是否將耗盡精力,。舒瓦茨說(shuō)，結(jié)果往往“令人沮喪,，但也令人吃驚,。平均分為14分，這意味著人們常有的20種行為中有14種是消磨精力的,?！?/p>

????這些行為之一就是——你肯定猜到了——放棄午休?！白寙T工在中午恢復(fù)精力是極大的競(jìng)爭(zhēng)優(yōu)勢(shì),，”舒瓦茨說(shuō)?！翱纯垂雀?。每個(gè)人都走出辦公室享用午餐?；锸澈芎?，而且是免費(fèi)的。人們?cè)诓蛷d有很好的交流,?！?/p>

????“Facebook和Twitter現(xiàn)在也提供這樣的福利,，給了員工放松吃飯，相互熟悉,，交流觀點(diǎn)的機(jī)會(huì),，”他補(bǔ)充說(shuō)?！帮@然,，這些公司相當(dāng)成功，管理層擁有前瞻性思維,?？纯茨抢锇l(fā)生的情況，你就可以看到未來(lái),?！本妥屛覀兤矶\吧。

????譯者：楊智

????Lunching?al desko?again today? You've got lots of company. Only 21% of people now regularly leave their workstations for a midday meal, according to a poll of 1,023 U.S. employees by talent development consultants Right Management.

????These days, "far fewer employees are feeling comfortable enough with their work loads to take time away" for a quick bite, notes Michael Haid, a senior vice president at the firm.

????Haid adds that many companies' cultures make people feel they need to apologize for stepping away from the grindstone even for 30 minutes. "One has to ask if such pressure, without any let-up, actually benefits the individual or the organization," Haid says. "I mean, does it really improve performance? We are definitely not talking about a return to the days of the three-martini lunch, but have we gone too far in the other direction?"

????He thinks so. Employees fearful of being seen as slackers "begin to sacrifice their own break times in order to keep up with their workloads. So, whether the organization is imposing unrealistic workloads or whether employees are progressively giving up their own break times, leaders need to pay close attention and understand the early warning signs" of burnout, Haid says.

????Tony Schwartz, head of New York City-based productivity consulting firm The Energy Project, says more and more companies are starting to recognize the problem. "What's at risk, when employees are overworked and stressed out, is their capacity to do great work," he says. The Energy Project's clients -- including Bristol Myers Squibb (BMY), Apple (AAPL), PwC, Google (GOOG), Sony (SNE), Ford (F), and Ernst & Young -- "see a clear link between exhausted employees and poor performance. Avoiding burning people out is critical to success, both for companies and for individual bosses."

????A big part of keeping burnout at bay: Encouraging employees to take a break now and then. "When demand in our lives intensifies, we tend to hunker down and push harder," Schwartz observes. "The trouble is that, without any downtime to refresh and recharge, we're less efficient, make more mistakes, and get less engaged with what we're doing."

????The paradox here, he says, is that "by pushing people too hard, you actually make them less productive. But if employees learn to manage their energy better," partly by taking short respites from work throughout the day, "they get far more done, and add much more value, in far less time."

????Curious about how well (or how badly) you, or your employees, are managing energy? The Energy Project has devised a quick 20-question?quiz, administered to thousands of employees over the past decade, to help people pinpoint whether they might be headed for burnout. The results, Schwartz says, are usually "depressing but eye-opening. The average score is 14, meaning that, out of 20 behaviors people regularly engage in, 14 are energy-depleting."

????One of those behaviors is -- you guessed it -- skipping lunch breaks. "Letting employees recharge at midday is a tremendous competitive advantage," Schwartz says. "Look at Google. Everyone goes to lunch there. The food is great, and it's free. And people are having terrific conversations in the dining room.

????"Facebook and Twitter now offer the same thing, that chance to connect with colleagues and share ideas over a relaxing meal," he adds. "Obviously, these are highly successful companies, with forward-thinking management. Look at what's happening there, and you're seeing the future." One can only hope.