亚色在线观看_亚洲人成a片高清在线观看不卡_亚洲中文无码亚洲人成频_免费在线黄片,69精品视频九九精品视频,美女大黄三级,人人干人人g,全新av网站每日更新播放,亚洲三及片,wwww无码视频,亚洲中文字幕无码一区在线

????在經(jīng)濟(jì)不景氣時(shí)期,，有些大公司會(huì)為員工做一些很了不起的事情,。而且，這些公司并不是偶一為之,，而是非常低調(diào),、不事張揚(yáng)地長(zhǎng)期堅(jiān)持。得知美國(guó)聯(lián)合技術(shù)公司（United Technologies Corp.,，UTC）這家生產(chǎn)飛機(jī)引擎,、電梯和直升機(jī)的工業(yè)巨頭已經(jīng)投入了10億美元讓員工到大學(xué)繼續(xù)深造的消息時(shí)，我腦海里浮現(xiàn)的就是這個(gè)想法,。

????最有趣的是,，UTC此舉不僅是希望員工在本公司更好發(fā)展，也希望讓員工能夠找到其他更好的工作,，甚至考慮到了員工退休后的生活,。這到底是怎樣一項(xiàng)計(jì)劃？且聽(tīng)筆者細(xì)細(xì)道來(lái),。首先,，我們需要了解一點(diǎn)背景信息：

????16年前，筆者就了解到了UTC的員工獎(jiǎng)學(xué)金計(jì)劃（Employee Scholar Program）,。當(dāng)時(shí)筆者在為《新聞周刊》（Newsweek）的封面文章《公司殺手》（Corporate Killers）調(diào)研,。文章的內(nèi)容是，公司在困難時(shí)期會(huì)通過(guò)一些卑鄙的手段大規(guī)模裁員,，而華爾街卻在一旁鼓掌喝彩,。（似曾相識(shí)吧？）其實(shí),，筆者也知道（并且也是這么寫(xiě)的）,，裁員是經(jīng)濟(jì)生活的現(xiàn)實(shí)。有時(shí)候,，為了大多數(shù)人,，不得不犧牲少數(shù)人。但筆者當(dāng)時(shí)確實(shí)希望能夠有一家與眾不同的公司,，真正把員工當(dāng)人看,，而不是為了更高的股價(jià)把員工當(dāng)作向華爾街的財(cái)神們獻(xiàn)祭的祭品。

????所以,，了解到聯(lián)合技術(shù)公司的情況后,，我興奮不已,。此前五年,，這家公司也裁減了33,000個(gè)工作崗位,，當(dāng)時(shí)剛剛開(kāi)始執(zhí)行超級(jí)慷慨的員工獎(jiǎng)學(xué)金計(jì)劃。公司將為員工希望攻讀的任何本科或研究生學(xué)位支付學(xué)費(fèi),，不論攻讀的學(xué)位與員工在UTC的工作是否相關(guān),。而且，公司不僅支付學(xué)費(fèi),、書(shū)費(fèi)和日常開(kāi)支,，如果員工成功取得學(xué)位，公司還將向其贈(zèng)送價(jià)值5,000美元的股票,。

????據(jù)時(shí)任公司首席執(zhí)行官的喬治?戴維解釋?zhuān)撚?jì)劃的出發(fā)點(diǎn)是使員工可以提升自己的技能,，不僅可以在UTC能夠獲得更好的發(fā)展，而且,，萬(wàn)一UTC為了壓縮成本而不得不將其辭退,，員工還可以找到其他的工作。當(dāng)筆者說(shuō)這是因?yàn)樗楸徊玫舻膯T工時(shí),，戴維的臉紅了,。他說(shuō)：“說(shuō)實(shí)話(huà)，我們并不是菩薩心腸,。其實(shí)員工接受良好的教育也符合公司的利益,。”

????筆者對(duì)此做過(guò)報(bào)道,，其中有一段介紹了這個(gè)計(jì)劃,。戴維從政之后，該計(jì)劃曾讓他頗受贊譽(yù),。之后,，筆者再也沒(méi)有與他進(jìn)行過(guò)交流。時(shí)間飛逝,，記憶已經(jīng)模糊,，相框中的封面副本依然掛在筆者辦公室的墻上。封面上有四個(gè)進(jìn)行大規(guī)模裁員的公司CEO的頭像,。最近,，筆者在《財(cái)富》雜志（Fortune）的編輯（之前也是筆者在《新聞周刊》的編輯，并協(xié)助筆者構(gòu)思《公司殺手》一文）在一次午餐上碰到了UTC的員工,，聽(tīng)說(shuō)了該公司為員工深造的撥款累積已經(jīng)達(dá)到了10億美元大關(guān),。

????我們明白自己擁有一樣非常寶貴的權(quán)利：作為天生的商業(yè)批評(píng)家，我們有機(jī)會(huì)對(duì)在困難時(shí)期表現(xiàn)出色的《財(cái)富》500強(qiáng)（Fortune 500）公司提出表?yè)P(yáng),。（可惜戴維2008年便離開(kāi)了UTC,，筆者沒(méi)能再采訪(fǎng)到他。）

????據(jù)統(tǒng)計(jì),，該計(jì)劃已經(jīng)幫助UTC員工取得了32,000個(gè)學(xué)位（其中大約75%在美國(guó)）,。目前,，該計(jì)劃已經(jīng)吸引了10,000多名員工參與，而且該計(jì)劃仍在執(zhí)行,，坦白說(shuō)這讓筆者感到驚訝,。UTC人力資源部總監(jiān)小湯姆?鮑勒稱(chēng)：“這個(gè)計(jì)劃讓我們與眾不同?！?/p>

????Sometimes big companies do good things for their employees during bad times. And keep on doing it, quietly, without making a fuss. That's the thought that crossed my mind when I heard that United Technologies Corp., a hard-nosed industrial conglomerate that makes things like aircraft engines and elevators and helicopters, had hit an unusual milestone: spending $1 billion on a program to send its employees to college.

????The most interesting part? UTC (UTX) is preparing its employees not just for their UTC future, but for the next job they may take with another employer, or even for their post-employment lives. What's this program all about? More in a bit, but first a little background.

????I discovered UTC's Employee Scholar Program 16 years ago while doing research on a Newsweek cover story called "Corporate Killers," about the nasty way companies were firing employees en masse during hard times as Wall Street stood on the sidelines cheering. (Sound familiar?) Yes, I knew (and wrote) that firings are a fact of economic life; sometimes you have to sacrifice a part to save the whole. But I was looking for a big company that was a little different, that recognized that its employees were human beings, something more than just bodies that could be sacrificed to Mammon, the god of Wall Street, to gain a higher stock price.

????So I was thrilled to discover that United Technologies, which had cut 33,000 jobs in the previous five years, had just started an ultra-generous Employee Scholar Program. The company would pay for any college or graduate school degree any employee wanted to pursue, regardless of whether it had any connection to a UTC job. The company not only paid for tuition, books, and fees but would also give employees $5,000 worth of stock when they got a degree.

????George David, then the company's chief executive, explained that the point was for employees to be able to upgrade their skills either to advance within UTC or to be able to find another job if UTC had to fire them to cut costs. "We're not softhearted," said David, whose face turned red when I suggested he sympathized with downsized workers. "It's in our interest to have an educated workforce."

????I wrote the story, including one paragraph about the program that got David lauded as a statesman. I never had occasion to talk to him again. Years went by. Memory faded, except for the framed copy of the cover, featuring four mug shot– like photos of job-cutting CEOs, which hangs on my office wall. Then my Fortune editor -- who was my Newsweek editor and my partner in conceiving "Corporate Killers" -- came back recently from a lunch with UTC people who told him about the $1 billion milestone.

????We realized we had something very rare: a chance for me, a congenital corporate critic, to praise a Fortune 500 company for acting well during hard times. (Alas, I couldn't get David, who left United Technologies in 2008, to talk to me. Try to be nice -- see what happens?)

????I'm frankly amazed that this program, which has helped UTC employees get 32,000 degrees (some 75% of them in the U.S.) and currently has 10,000 people enrolled, still exists. "This program is a big differentiator for us," says Tom Bowler Jr., head of UTC's human resources department.