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专访普华永道美国CEO:每家公司都需要重新思考工作方式

专访普华永道美国CEO:每家公司都需要重新思考工作方式

Lee Clifford 2020年06月16日
《财富》杂志与瑞安探讨了危机时期的创新,如何保证办公室安全,以及员工复工的成本等问题。

跨国咨询与会计业巨头普华永道(PwC)美国业务负责人蒂姆?瑞安家里非常热闹:他与家人在波士顿的家里已经隔离了近三个月时间,包括六个子女和一条狗。这让他摆脱了以往公司里的束缚,是一次巨大的转变。他说:“过去25年,我每周都要在全球三至六个城市之间奔波。”

随着“珍视黑人生命”抗议运动席卷全美,许多人呼吁改革美国企业,为抗议提供支持。他也是其中之一。他曾在普华永道的社区中写道:“2016年夏,为了响应手无寸铁的黑人遇害事件,我参与创建了多元化与包容性CEO行动(CEO Action for Diversity and Inclusion)。两年后的2018年,普华永道社区的一员博瑟姆?吉恩不幸成为这种暴力行径的受害者,我亲眼见证了他的家人们不得不承受痛失爱子和兄弟的痛苦,他们时至今日仍难以忘怀。”瑞安写道,普华永道采取的措施将包括为员工提供一周带薪假期参加非营利组织的志愿者活动,发布多元化数据,创建由员工主持的小组向管理层提供推动进步的建议,并向全国有色人种协进会(NAACP)、美国公民自由联盟(ACLU)和警务执法公平中心(Center for Policing Equity)等慈善机构捐款100多万美元。

普华永道CEO蒂姆?瑞安。图片来源:普华永道提供

他曾在一封写给员工的信中写道:“过去一周,我听到了来自普华永道和其他公司成千上万人的声音,我也更能理解持续的暴力威胁与压迫给黑人社区带来的伤害、愤怒和折磨。虽然我承认,普华永道的黑人同事没有义务告诉其他人应该怎么做,但我要感谢许多人勇敢站出来与我分享他们所承受的痛苦和内心的想法。”

另外,普华永道与全球200多家大公司合作,这让瑞安可以从一个独一无二的视角看待在这个前所未有的变革时期,工作性质所迎来的变化。《财富》杂志与瑞安探讨了危机时期的创新,如何保证办公室安全,以及员工复工的成本等问题。

为简明起见,以下采访内容经过编辑。

普华永道计划什么时候要求员工复工?

我们什么时候复工?我们希望保证上班族父母能够得到支持,所以在符合安全标准的地区,我们可能最早在学校复课之后复工。确保为员工复工提供支持,是一个生态系统。但并非所有人都会回到办公室。我们正在与许多客户合作,重新思考他们的工作,不止是制定“复工”计划,还包括研究哪些职位可以永久采取远程办公的形式。

请谈谈要求人们复工的成本吧。

复工成本增加,迫使人们开始重新思考工作。我们听说为了让人们安全回到办公室工作,需要付出的成本预计为每月每人200美元。其中包括深度清洁、消毒、测体温、口罩等成本。如果你不重新塑造工作场所,公司利润只会大幅下降。如果公司不采取措施应对这些(社交隔离等要求造成的)成本和下降的工作效率,公司将失去竞争力。

我们很清楚员工目前所面临的挑战。美国陷入分裂。有人认为最好继续在家办公;有人想着:“我等不及要回到办公室。”你不能只看整体情况。每个人都面临着不同的挑战,比如看护子女,照顾父母,解决自身的健康问题,或者担心经济不确定性等。我们不能无视这些挑战。

普华永道自行开发了一款接触跟踪应用。它的效果如何?

这款应用名为“自动接触跟踪”,在今年春天上线。两年前,芝加哥通过了一项法律,旨在保障酒店员工的安全,于是我们开发了一款有应急按键的地理位置跟踪程序。当有人需要帮助时,只需要按一下手机上的按键,安保人员马上就知道比如202房间里有问题。所以,我们将这项技术进行调整后,用于帮助雇主跟踪员工可能接触的人员。现在一旦有人感染新冠病毒,只能关闭整个办公场地。跟踪技术让你可以通知感染者附近的人。假如我与10个人有过密切接触,现在不需要关闭整个办公室,只要对这10个人进行隔离就可以了。普华永道没有仓促复工,但未来等到复工的时候,员工都必须事先安装这款应用。

疫情结束之后,哪些公司会变得更强大?

资金状况良好的大公司,最终有机会取得成功。疫情结束之后,我们会看到明显的区别。与我们合作的一位CEO最近告诉我,他们从3月份以来扩大了数字策略的范围,在疫情之前,他们本以为这个过程需要两年时间才能完成。我们认为存在巨大机遇的领域包括信息技术、数字、安全和协作软件。在医疗保健行业,50%的业务将转向远程医疗。各行各业的公司,尤其是药企,都在增加对数字销售团队的投入。后台自动化趋势将会继续,完成这些工作所需要的人员会大幅减少。

今年的校招有什么变化?

我们在3月底宣布会提供全部3,600个实习岗位。我们从金融危机中得到了很多经验教训。经济不确定性令人非常担忧。我们曾经公开强调裁员并不是最终解决办法。虽然我们放慢了招聘速度,但今年的校招没有取消。只是校招采取了虚拟面试的形式。面试效果还不错,但现在要判断虚拟面试与传统面对面面试的区别仍为时尚早。上周,我们宣布向即将毕业的所有合格暑期实习性发放的全职助理入职邀请,入职时间将延长至2021年。

您了解到公司领导者比较担心哪些问题?

他们非常担心企业文化问题。我们的一位CEO曾经说过:“企业文化是我们现在生存的根本,是企业发展的动力源泉。但如果当前的状况持续太长时间,我们会失去它。”如果你不拿出时间来谈论公司的价值观,它们就会消失。以前,许多公司的价值观来源于各种实物。但现在需要用虚拟的形式,展现他们如何分享和创新,如何表现对员工的关怀等。

但除此之外,我们从未像现在这样,看到人们对需求的信心如此低迷。没有人知道收入来自哪里。所有人都在猜测。人们认为未来工作的方式将与12周以前截然不同,但肯定也不会是现在的样子。未来,每一家公司无论大小,都需要重新思考他们工作、销售和互动的方式。(财富中文网)

译者:Biz

跨国咨询与会计业巨头普华永道(PwC)美国业务负责人蒂姆?瑞安家里非常热闹:他与家人在波士顿的家里已经隔离了近三个月时间,包括六个子女和一条狗。这让他摆脱了以往公司里的束缚,是一次巨大的转变。他说:“过去25年,我每周都要在全球三至六个城市之间奔波。”

随着“珍视黑人生命”抗议运动席卷全美,许多人呼吁改革美国企业,为抗议提供支持。他也是其中之一。他曾在普华永道的社区中写道:“2016年夏,为了响应手无寸铁的黑人遇害事件,我参与创建了多元化与包容性CEO行动(CEO Action for Diversity and Inclusion)。两年后的2018年,普华永道社区的一员博瑟姆?吉恩不幸成为这种暴力行径的受害者,我亲眼见证了他的家人们不得不承受痛失爱子和兄弟的痛苦,他们时至今日仍难以忘怀。”瑞安写道,普华永道采取的措施将包括为员工提供一周带薪假期参加非营利组织的志愿者活动,发布多元化数据,创建由员工主持的小组向管理层提供推动进步的建议,并向全国有色人种协进会(NAACP)、美国公民自由联盟(ACLU)和警务执法公平中心(Center for Policing Equity)等慈善机构捐款100多万美元。

他曾在一封写给员工的信中写道:“过去一周,我听到了来自普华永道和其他公司成千上万人的声音,我也更能理解持续的暴力威胁与压迫给黑人社区带来的伤害、愤怒和折磨。虽然我承认,普华永道的黑人同事没有义务告诉其他人应该怎么做,但我要感谢许多人勇敢站出来与我分享他们所承受的痛苦和内心的想法。”

另外,普华永道与全球200多家大公司合作,这让瑞安可以从一个独一无二的视角看待在这个前所未有的变革时期,工作性质所迎来的变化。《财富》杂志与瑞安探讨了危机时期的创新,如何保证办公室安全,以及员工复工的成本等问题。

为简明起见,以下采访内容经过编辑。

普华永道计划什么时候要求员工复工?

我们什么时候复工?我们希望保证上班族父母能够得到支持,所以在符合安全标准的地区,我们可能最早在学校复课之后复工。确保为员工复工提供支持,是一个生态系统。但并非所有人都会回到办公室。我们正在与许多客户合作,重新思考他们的工作,不止是制定“复工”计划,还包括研究哪些职位可以永久采取远程办公的形式。

请谈谈要求人们复工的成本吧。

复工成本增加,迫使人们开始重新思考工作。我们听说为了让人们安全回到办公室工作,需要付出的成本预计为每月每人200美元。其中包括深度清洁、消毒、测体温、口罩等成本。如果你不重新塑造工作场所,公司利润只会大幅下降。如果公司不采取措施应对这些(社交隔离等要求造成的)成本和下降的工作效率,公司将失去竞争力。

我们很清楚员工目前所面临的挑战。美国陷入分裂。有人认为最好继续在家办公;有人想着:“我等不及要回到办公室。”你不能只看整体情况。每个人都面临着不同的挑战,比如看护子女,照顾父母,解决自身的健康问题,或者担心经济不确定性等。我们不能无视这些挑战。

普华永道自行开发了一款接触跟踪应用。它的效果如何?

这款应用名为“自动接触跟踪”,在今年春天上线。两年前,芝加哥通过了一项法律,旨在保障酒店员工的安全,于是我们开发了一款有应急按键的地理位置跟踪程序。当有人需要帮助时,只需要按一下手机上的按键,安保人员马上就知道比如202房间里有问题。所以,我们将这项技术进行调整后,用于帮助雇主跟踪员工可能接触的人员。现在一旦有人感染新冠病毒,只能关闭整个办公场地。跟踪技术让你可以通知感染者附近的人。假如我与10个人有过密切接触,现在不需要关闭整个办公室,只要对这10个人进行隔离就可以了。普华永道没有仓促复工,但未来等到复工的时候,员工都必须事先安装这款应用。

疫情结束之后,哪些公司会变得更强大?

资金状况良好的大公司,最终有机会取得成功。疫情结束之后,我们会看到明显的区别。与我们合作的一位CEO最近告诉我,他们从3月份以来扩大了数字策略的范围,在疫情之前,他们本以为这个过程需要两年时间才能完成。我们认为存在巨大机遇的领域包括信息技术、数字、安全和协作软件。在医疗保健行业,50%的业务将转向远程医疗。各行各业的公司,尤其是药企,都在增加对数字销售团队的投入。后台自动化趋势将会继续,完成这些工作所需要的人员会大幅减少。

今年的校招有什么变化?

我们在3月底宣布会提供全部3,600个实习岗位。我们从金融危机中得到了很多经验教训。经济不确定性令人非常担忧。我们曾经公开强调裁员并不是最终解决办法。虽然我们放慢了招聘速度,但今年的校招没有取消。只是校招采取了虚拟面试的形式。面试效果还不错,但现在要判断虚拟面试与传统面对面面试的区别仍为时尚早。上周,我们宣布向即将毕业的所有合格暑期实习性发放的全职助理入职邀请,入职时间将延长至2021年。

您了解到公司领导者比较担心哪些问题?

他们非常担心企业文化问题。我们的一位CEO曾经说过:“企业文化是我们现在生存的根本,是企业发展的动力源泉。但如果当前的状况持续太长时间,我们会失去它。”如果你不拿出时间来谈论公司的价值观,它们就会消失。以前,许多公司的价值观来源于各种实物。但现在需要用虚拟的形式,展现他们如何分享和创新,如何表现对员工的关怀等。

但除此之外,我们从未像现在这样,看到人们对需求的信心如此低迷。没有人知道收入来自哪里。所有人都在猜测。人们认为未来工作的方式将与12周以前截然不同,但肯定也不会是现在的样子。未来,每一家公司无论大小,都需要重新思考他们工作、销售和互动的方式。(财富中文网)

译者:Biz

Tim Ryan, who runs the U.S. arm of global consulting and accounting powerhouse PwC, has a full house: He's been quarantined at his home in Boston with his family, which includes six children and a dog, for nearly three months now. That's a huge turnaround from the typical corporate grind. "For the last 25 years I've spent every week traveling between three to six different cities around the world," he says.

He's also been swept up in the calls for change in corporate America in response to the outpouring of support at Black Lives Matter protests across the country. As he wrote to the PwC community, "I cofounded the CEO Action for Diversity and Inclusion in response to the killing of unarmed Black men in the summer of 2016. Two years later, in 2018, we lost a member of our PwC community, Botham Jean, to this same kind of violence, and I witnessed the pain his family had to—and still has to—endure over the loss of their son and brother." Ryan wrote that among other actions, PwC will be giving employees a paid week off to volunteer for nonprofits, releasing diversity stats, creating a staff-led group to advise management on advancing progress, and donating more than $1 million to charities including the NAACP, ACLU, and the Center for Policing Equity.

As he wrote in his letter to employees, "Over the past week, I have heard from thousands of people, from PwC and elsewhere, and have come to a greater understanding of the hurt, anger, and exhaustion that the constant threat of violence and oppression takes on the Black community. And while I acknowledge that it is not the job of our Black colleagues to teach the rest of us what to do, I am grateful for how many of them have stepped forward to not only share their pain, but also their ideas, with me."

Beyond its own walls, the fact that PwC works with more than 200 major companies around the globe has given Ryan a unique view of how the nature of work is evolving in a period of unprecedented change. Fortune spoke to Ryan about innovating during a crisis, how to make offices safe, and the cost of bringing people back to the office.

This interview has been edited and condensed for clarity.

When will PwC bring employees back to the office?

When will we reopen? We want to make sure our working parents are supported, so at the very earliest, some of our offices in areas that meet our criteria for safety may open after schools reopen. It's a whole ecosystem of making sure supports are in place so employees can come back. But not everyone will. We’re working with many clients on reimagining their work, not just 'come back to work' plans, but also looking at what functions can be done remotely on a permanent basis.

Talk a little bit about the cost of bringing people back to the office.

The cost of bringing people back has gone up, and that's forcing people to reimagine work. We’ve heard estimates of $200 per head/per month to safely bring people back to the office. That's deep cleaning, sanitizing, temperature checks, masks. If you aren't reimagining your workplace, your margins just went to hell in a handbasket. If companies aren’t doing things to offset those costs and lost productivity [due to factors like social distancing requirements] you’re not competitive.

We are keenly aware of the challenges employees are having right now. The country is split. Some people think it’s best to keep working from home; some people think, "I can’t wait to get back." You can't just look at the aggregate. Everyone has different challenges, whether that's childcare, caring for parents, their own health, worries about economic uncertainty. We can't minimize those challenges.

PwC has developed its own contact tracing app. How does that work?

We went live this spring. The app is called Automatic Contact Tracing. Two years ago in Chicago there was a law passed around keeping hotel employees safe, and we developed a geo-tracker with a panic button. If someone needed help they'd hit a button on their phone, and right away security would know there was a problem in, say, room 202. So we have adapted that technology to help employers track who their employees may have come into contact with. Right now, if someone gets COVID, you have to shut the whole place down. Tracking allows you to notify who that person was near. I might have been in close contact with 10 people, so now instead of shutting the whole office down, just those 10 people need to quarantine. We're in no rush to come back to the office at PwC, but when we do, the app will be a prerequisite for employees.

Which companies are going to come out of this period stronger?

Larger companies that are well capitalized going in very much have the opportunity to come out on top. You’ll see a clear segmentation when we come out of this. One CEO we work with told me recently that since March they have built out a digital strategy that before the crisis they thought would take two years. Areas where we see significant opportunity are IT, digital, security, and collaboration software. In health care, we think 50% of health will move toward telehealth. Across industries, companies are really investing in their digital salesforce, especially in places like pharma. And automation of the back office will continue—you clearly don’t need as many people to get the work done.

How has college recruiting changed this year?

At the end of March, we came out and said we would honor all 3,600 of our internships. We learned a lot in the financial crisis. Economic uncertainty is such a big fear. We've said publicly that layoffs would be a last resort. We have slowed hiring down, but we still did our campus recruiting this year. It just transitioned to virtual interviews. It's going okay, but it's too soon to tell how it really has differed from traditional face-to-face interviewing. And last week we announced that we would be extending full-time associate offers to all of our eligible graduating summer interns for employment in 2021.

What are some of the big concerns you are hearing from leaders right now?

Culture is a huge one. One of our CEOs said the other day, "We’re living off of our culture now. We’re drawing down on it. But if we’re in this period for a long time, we’re going to lose it." If you don't spend the time talking about your values, they will go away. In the past, many corporate values were created with physical things. But now they are having to transition this to virtual. How do they share, how do they innovate, how do they show they care?

But additionally, we’ve never been in a period where there is such low confidence around demand. Nobody knows what revenue is going to be. It’s anybody’s guess. There is a sense that work will never be done the way it was 12 weeks ago, but there's also no way it will be like it is today. What’s going to happen is that every company at some level will reimagine how they work, how they sell, and how they interact.

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