Name: 覺得自己沒在進步？也許是工作在限制你的潛能 (Is your job limiting your potential? | Josh Bersin for Big Think+)
Uploaded: 2025-07-23T18:47:50.000Z
Duration: 7 min 53 s

Every human being makes the job different.

現在進行式

Even if you're working in a restaurant serving hamburgers in a very repeatable kind of a fashion, your style, your way of talking to them, your way of presenting the food is unique to you, and you make it what you've learned is the way to do it the best.

即使你在一家餐廳工作，以一種非常容易重複的方式提供漢堡包，你的風格、你與他們交談的方式、你展示食物的方式對你來說都是獨一無二的，而你所學到的就是做得最好的方式。

There's a very dated, limited view of management going back to the industrial age where we have a job, and you as a human are the replaceable part, and the job is the part that remains.

在工業時代，我們有一份工作，而作為人，你是可替代的部分，而工作則是保留下來的部分。

And we will swap people in and out of that job the way that job is defined.

我們將按照工作崗位的定義，將人員調入調出。

And I swear to God, my life was all about that kind of a career for the first 20 years of my life.

我對天發誓，在我生命的前 20 年裡，我的生活就是為了這樣的事業。

We had hundreds and hundreds and hundreds of books written in the 1960s and 1970s and 1980s based on this job-centric model of management.

在1960 年代、1970 年代和 1980 年代，基於這種以工作為中心的管理模式，我們寫了成百上千本書籍。

But I know from the research that I've done in the companies I've worked with, the more you get away from this idea that I have this box around me and I have to work inside the box, the higher performing company you're going to have.

但我通過對我合作過的公司的研究發現，你越是擺脫 "我周圍有一個框框，我必須在框框裡工作 "的想法，你的公司績效就會越高。

I'm a researcher and an industry analyst and consultant in human resources.

我是一名研究員、行業分析師和人力資源顧問。

I've been doing this for close to 30 years.

I have written several books, the most recent book being Irresistible, The Seven Secrets of the World's Most Enduring Employee-Focused Organizations.

我寫過幾本書，最近的一本是《難以抗拒--世界上最持久的以員工為中心的公司的七個祕密》。

The idea of a job goes back to very old industrial companies where we had management and labor.

工作的概念可以追溯到非常古老的工業公司，在那裡我們有管理層和勞工。

The managers decided what to do and the labor did the work.

管理者決定做什麼，而勞動者則負責幹活。

Going back to the early days of Frederick Taylor,

追溯到弗雷德裡克-泰勒（Frederick Taylor）的早期時代，

they would take apart the manufacturing of steel or other things, break them into component parts because the industrial engineers had mathematically proven we could optimize the whole by specializing a person in each part.

他們會將鋼鐵或其他物品的製造過程拆解開來，將其分解成各個組成部分，因為工業工程師已經用數學方法證明，我們可以通過每個部分的專業化人員來優化整體。

And the old model of this still exists in every single company, every HR practice, every pay practice and recruiting where we have a job.

而這種舊模式仍然存在於我們工作的每一家公司、每一個人力資源實踐、每一個薪酬實踐和招聘中。

It has required capabilities and certifications and maybe educational credentials.

還有所需的能力、證照，甚至可能包括學歷資格。

This job architecture, job-centric work creates lots and lots of problems.

這種工作架構、以工作為中心的工作產生了很多很多問題。

The typical behavior in a job-centric company is, well, that's not my job, so I'm not sure if I should do it or not because it's actually somebody else's job.

在一個以工作為中心的公司裡，典型的行為是，好吧，這不是我的工作，所以我不確定我是否應該去做，因為這實際上是別人的工作。

It gets in the way of paying somebody who's young but very, very highly capable because they're lower in the hierarchy than someone who has a higher level job.

這妨礙了向年輕但能力很強的人支付報酬，因為他們的級別低於從事更高級工作的人。

The director job has a different pay than the individual job, even though the individual may be adding more value than the director, but there's no way to pay them.

主任的工作與個人的工作有不同的薪酬，儘管個人可能比主任更有價值，但卻沒有辦法給他們發工資。

It gets in the way of moving people around.

Oftentimes, companies will try to move people from this business to this business when this is shrinking and this is growing.

通常情況下，當這個業務萎縮而那個業務增長時，公司就會試圖把人從這個業務轉移到那個業務。

And people say, well, I'm not gonna take that job unless it's a promotion.

人們會說，除非是升職，否則我不會接受這份工作。

我覺得自己沒有資格做這份工作。

There's lots of fear and uncertainty and reward systems that create brittle fragility in the company when we spend too much time thinking about what our job is.

當我們花太多時間思考我們的工作是什麼時，就會有很多恐懼、不確定性和獎勵制度，這些都會給公司帶來脆性。

In reality, of course, as you know, every human being is different.

當然，如你所知，在現實生活中，每個人都是不同的。

Every individual, even in the same job, is different.

每個人，即使是從事同樣的工作，也是不同的。

And so we need to kind of relax that job-centric structure in every possible way, in HR in particular, to allow these more agile organizations to flourish.

我們需要以各種可能的方式放寬以工作為中心的結構，特別是在人力資源方面，讓這些更加靈活的組織蓬勃發展。

All the HR software, all the pay models, all of the career and progression models, all the nine-box grids, based on this job-centric model of management.

所有的人力資源軟件、所有的薪酬模式、所有的職業和發展模式、所有的九宮格，都是基於這種以工作為中心的管理模式。

I'm not saying we still don't have job titles and levels.

我並不是說我們仍然沒有職稱和級別。

That stuff's probably gonna be around forever.

But we have to operate beyond that in the work that we do and not let that get in the way of solving the problems and addressing the opportunities that we have in our companies.

但是，我們在工作中必須超越這一點，不能讓這一點妨礙我們解決問題和應對我們公司所面臨的機遇。

The simplest, most powerful way to reinforce work, not jobs is to ask people to do something different.

加強工作而不是工作的最簡單、最有力的方法就是要求人們做一些與眾不同的事情。

Ask people to work on a developmental assignment.

Ask them what they're interested in doing outside of the work they're doing now, and then let them do that.

問問他們在現在的工作之外還想做什麼，然後讓他們去做。

So they are not forced to do the same thing over and over and over again.

這樣，他們就不會被迫一遍又一遍地做同樣的事情。

They still might have the responsibility of their primary job, but all of a sudden, you'll realize that this new sense of energy and learning has come into this individual when they get to do something new.

他們可能仍然承擔著主要工作的責任，但突然之間，你會發現，當他們開始做一些新的事情時，這種新的活力和學習感已經進入了他們的內心。

And the more you do that, the faster it goes around and there's more agility in the organization.

這樣做得越多，傳播速度就越快，組織的靈活性也就越高。

For example, in our company, we have close to 50 people.

People come together and work on our conference because we need them to do different things.

人們聚集在一起，為我們的會議工作，因為我們需要他們做不同的事情。

And so they end up having very rich, rewarding developmental careers because we have the ability and sort of the DNA of asking people to do things outside of their primary responsibility.

他們最終擁有了非常豐富、有價值的發展職業生涯，因為我們有能力，也有要求人們做其主要職責之外的事情的基因。

That's a lot easier than it sounds, but that's really what it comes down to.

這比聽起來容易得多，但這就是問題的關鍵所在。

Every human being from the day you're born is learning.

每個人從出生之日起就在學習。

And so when you go to work and you're doing the same thing over and over again, and you're not learning, you get this sense of stasis that I'm not going anywhere and maybe I'll just retire in this job and maybe that'll be the end of that.

當你上班時，重複做著同樣的事情，而且沒有學習，你就會產生一種停滯感，覺得我哪兒也去不了，也許我就在這份工作上退休了，也許就這樣結束了。

That's not good for the company and that's not good for the individual.

So we have to find ways in the company to reward growth without waiting for that promotion.

我們必須在公司內部找到獎勵成長的方法，而不是等待晉升。

I remember several times in my career where I would go to my boss and say, on this level, what is it gonna take for me to get to the next level?

我記得在我的職業生涯中，有好幾次我都會對我的老闆說，在這個層次上，我需要怎樣才能達到下一個層次？

And I remember one time my boss said to me, you just need to wait.

我記得有一次，我的老闆對我說，你只需要等待。

I remember thinking to myself, that's ridiculous.

我記得當時我在想，這太荒唐了。

And he would say, because that's the way we do it around here.

他會說，因為我們就是這麼做的。

I was never very good at politics, but I've had an incredibly enriching, successful, fulfilling career in many, many ways and grown in so many ways.

我從來都不擅長政治，但我的職業生涯在很多很多方面都非常充實、成功、充實，我在很多方面都得到了成長。

The fact that I'm even here doing this video for you is because my career was based on personal, professional growth all the time.

我之所以能在這裡為你們錄製這部影片，是因為我的職業生涯一直以個人職業成長為基礎。

And I was lucky enough to have companies that allowed me to do that.

我很幸運，公司允許我這樣做。

Or I left the company, went to another one at times to get the development and growth that I needed.

或者我離開了公司，有時去了另一家公司，以獲得我所需要的發展和成長。

The one thing I would say that I've learned over the 25, 30 years that I've been doing this, spending a lot of time in HR, is a massive respect for the culture and organizational dynamics of high-performing companies.

我想說的是，在我從事人力資源工作的 25、30 年裡，我學到的一點是，我非常尊重高績效公司的文化和組織動態。

And if you as a leader or as an individual or as an HR person can think systemically about the people issues that are creating the business issues that you're dealing with,

如果你作為領導者、個人或人力資源人員，能夠系統地思考造成你正在處理的業務問題的人員問題，

you will always be a high performer because every business problem is at its core, a people problem.

那麼你將始終是一個高績效者，因為每個業務問題的核心都是人員問題。

And I've learned that again and again and again.

我一次又一次地體會到了這一點。

And so that is the secret that I would like to share with those of you that are listening.

這就是我想與在座各位分享的祕密。

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通過世界上最偉大的思想家的影片，讓你更聰明、更快地成長。

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要想從世界上最偉大的思想家那裡學到更多，請為你的企業獲取 Big Think Plus。