人才市場供應吃緊，本世紀初成年的“千禧一代”更注重工作的目的。越來越多的跡象顯示，如果職場環境多元且有包容性，企業業績會更好。

換言之，美國商界的企業文化十分重要。企業在尋找創新方式吸引人才和提升業績。上周二《財富》雜志在舊金山舉行的CEO倡議活動中，與會的企業首席執行官介紹了各種經驗。

人力資源軟件公司Workday的首席執行官安尼爾·布斯里認為，想留住人才就要按照公司的價值觀培養新入職的經理，表彰踐行Workday理念的經理。

網頁服務器平臺WP Engine的首席執行官希瑟·布倫納表示，正努力降低對傳統招聘方式的依賴。WP Engine不再規定新員工必須擁有大學學位和某些工作經驗。布倫納尋找的是和公司價值觀一致的求職者，并且推行同工同酬。她解釋說，即便員工不擅長爭取薪水，公司也不會因此少付一些。

德勤美國的首席執行官凱西·英格伯特幾年前就開始推行“鼓勵文化”。她解釋說，號召之后公司成立了一些高人氣的內部委員會，出任委員的員工背景非常多元，視角也各自不同，現在人們可以一起努力解決此前很難開展的對話。

開拓企業文化的先驅、企業云計算公司Salesforce的首席公平官托尼·波弗特稱，Salesforce原本有九個員工自建組織，最近新增了一個內部信任組織FaithForce。該組織由一名基督教男信徒和一名女性穆斯林共同成立，現在成了發展最快的員工自發組織。波弗特發現其他公司的員工也對這種信任組織很有興趣。

據參加活動的企業高管分享，打造企業文化的行動有著同一個目標：營造真誠的氛圍，幫助員工全身心投入工作。

調查機構Great Places to Work的首席執行官邁克爾·布什表示，各企業都應該嘗試，他呼吁廣大企業領袖做出更多努力。Great Places to Work面向全球上百萬企業員工進行職場滿意度調查。布什說：“事實上，并沒有出現（這樣的氛圍）?！彼赋?，約半數LGBTQ（同性戀、雙性戀、跨性別者和性向不定者）的員工在工作中仍然隱瞞性取向，大多數有殘障家人的員工也從未告訴同事。

“他們如此保密不是瘋了，”布什解釋，“而是因為他們很聰明，知道如果某些事被人知道，個人職業道路都會改變。遺憾的是，總體而言，他們的判斷沒錯?！?

布什進而表示：“我們需要創造一個大家都可以表現真實自己的環境，把全副精力投入工作。既然愿意支付工資，提供福利，為什么不能接受所有勞動者，只接納70%？”

布什認為，企業能否做到全看領導層。他了解到從事艱苦體力工作的低薪員工會對自己的工作場所評價很好，也聽說過在大公司拿高薪的員工對工作非常不滿。Great Places to Work的數據顯示，62%的職場人士與領導打交道時有過不愉快的經歷。

談到企業文化，布什解釋說：“我們主要看的還是領導水平?！保ㄘ敻恢形木W）

譯者：Pessy

審校：夏林

The labor market is tight, millennials are searching for purpose at work, and evidence continues to mount that a diverse and inclusive workforce leads to better business results.

In other words, culture matters these days in Corporate America, and companies are looking to innovate in ways that will attract talent and drive performance. And executives, speaking at Fortune’s CEO Initiative in San Francisco on last Tuesday, offered a number of ways they’ve gone about this.

For Aneel Bhusri, CEO of Workday, the HR software company, it’s meant steeping newly-hired managers in the values of the company and celebrating those who model the Workday way.

Heather Brunner, the CEO of WP Engine—a web hosting platform—said she has worked hard to drop her long-held biases around traditional hiring practices. WP Engine no longer requires new employees to hold a college degree or certain work experience. Instead, she looks for candidates who share the firm’s values—and it enforces equal pay for equal work. Employees are not compensated less simply because they were a less savvy salary negotiator, explained Brunner.

Meanwhile, Cathy Englebert, CEO of Deloitte US, a couple years ago launched the consulting firm’s “Culture of Courage.” That initiative resulted in the company’s popular inclusion councils, she explained, where employees representing a variety of backgrounds and perspectives come together to tackle the tough conversations that were previously avoided.

And Tony Prophet, chief equality officer at Salesforce—a pioneer in the work culture space—said his company recently added an interfaith group, FaithForce, to its roster of nine other employee resource groups. Founded by a Christian man and an Islamic woman, Prophet says it’s now the fastest growing of the company’s resource groups and that he’s seen lots of interest in the faith organization from other companies.

Among the stated goals of such efforts is cultivating an environment of authenticity, in which employees can bring their whole selves to work.

Michael Bush, CEO of Great Places to Work, an organization that surveys millions of employees around the world about workplace satisfaction says that’s the way it should be and called broadly on leaders to do more. “The fact is this isn’t happening,” he said noting that roughly half of employees who identify as LGBTQ remain closeted at work and that a majority of individuals with a disabled family member never reveal that fact to colleagues.

“They don’t do this because they’re crazy,” he said. “They do it because they’re smart. They know if they reveal certain things about themselves they’re career trajectory will change. And unfortunately, generally speaking, they’re right.”

Bush continued: “We need to be creating environments where people can be themselves and bring their full selves to work. You’re paying them. You’re giving them benefits. Why not get all of them? Why get 70% of them?”

A company’s ability to achieve this, Bush said, all boils down to leadership. He’s seen low-paid employees doing tough manual labor giving their workplaces rave reviews, and those making big bucks at gold plated firms report complete dissatisfaction with their jobs. His company’s data has found that 62% of working people report a negative experience with their leader.

When it comes to culture, Bush explained, “What we’re measuring is leadership.”