職場雙語閱讀：揭秘蘋果如何給員工洗腦
職場雙語閱讀：揭秘蘋果如何給員工洗腦
一旦蘋果公司的培訓(xùn)生們來到實(shí)體店里，最?？M繞在他們身邊的話就是“豐富人們的生活”。這一理念深植于員工腦海中，讓他們覺得自己的工作不僅僅是賣產(chǎn)品和修產(chǎn)品而已，而是有更高遠(yuǎn)的目標(biāo)。如果說蘋果有什么秘訣的話，那就是抬高員工的價值。下面學(xué)習(xí)啦小編為大家?guī)砺殘鲭p語閱讀：揭秘蘋果如何給員工洗腦，歡迎大家閱讀!
Apple picks a small percentage of lucky candidates from the stack, which are submitted online, of course, through Apple's web site. The company screens for "affability" and "self-directedness," not tech savvy: The latter can be learned; the former is innate. Then Apple invites everyone to a "seminar" in a conference room at a hotel. If you're a few minutes late, you're eliminated. The people who are offered jobs are often so happy that they burst into tears。
蘋果公司只會在應(yīng)征者中精挑細(xì)選出一小部分幸運(yùn)兒，方式是通過蘋果公司的主頁進(jìn)行網(wǎng)申。公司的屏幕上顯示著“親和力”和“自我定向”，而不是精通技術(shù)：技術(shù)是可以通過后天培養(yǎng)的，而親和力和自我定向則是天生的。稍后，蘋果會邀請所有候選人到某酒店的會議室參加“講座”。如果你遲到了幾分鐘，那么你就出局了;而得到工作的人往往會激動得熱淚盈眶。
And then the real indoctrination starts。
真正的洗腦現(xiàn)在才開始。
Training lasts for a few days to a few weeks。
培訓(xùn)時間長短不一，幾天到幾周皆可。
“We told trainees that the first thing they needed to do was acknowledge the problem, though don’t promise you can fix the problem,” said Shane Garcia, the one-time Chicago manager. “If you can, let them know that you have felt some of the emotions they are feeling. But you have to be careful because you don’t want to lie about that。”
曾經(jīng)擔(dān)任過芝加哥分店經(jīng)理的Shane Garcia說，“我們告訴培訓(xùn)生，他們要做的第一件事就是承認(rèn)問題，但是不要承諾可以解決問題。如果條件適宜的話，你可以告訴顧客在某些方面你也能感同身受。但你要小心，別對顧客撒謊。”
The phrase that trainees hear time and again, which echoes once they arrive at the stores, is “enriching people’s lives。” The idea is to instill in employees the notion that they are doing something far grander than just selling or fixing products. If there is a secret to Apple’s sauce, this is it: the company ennobles employees. It understands that a lot of people will forgo money if they have a sense of higher purpose。
一旦培訓(xùn)生們來到實(shí)體店里，最?？M繞在他們身邊的話就是“豐富人們的生活”。這一理念深植于員工腦海中，讓他們覺得自己的工作不僅僅是賣產(chǎn)品和修產(chǎn)品而已，而是有更高遠(yuǎn)的目標(biāo)。如果說蘋果有什么秘訣的話，那就是抬高員工的價值。也就是說，如果人們覺得自己是在完成一個崇高的目標(biāo)的話，那么錢多錢少也就不那么重要了。
This brainwashing, by the way, is extraordinarily successful, in many ways。
洗腦這招在很多方面都非常成功。
First, it allows Apple to pay its employees much less than they would make selling similar gear at Verizon stores or AT&T stores。
首先，蘋果公司付給員工的薪水比同行要少。
Second, it's great for customers--and, therefore, for Apple's reputation. Apple "specialists" (Apple's brilliant term for its retail salespeople) are often the only human from the company a customer will ever interact with. The fact that these folks have been trained in etiquette and feel a sense of mission is a huge asset
to the company. There's nothing that will destroy a company's reputation and image faster than a cadre of salespeople who look like they'd rather be anywhere but in the store。
另外，這對顧客和公司聲譽(yù)都大有好處。蘋果給銷售員設(shè)置了一個響當(dāng)當(dāng)?shù)穆毼幻Q叫做“專員”。很多情況下，這些專員是和顧客發(fā)生聯(lián)系的唯一渠道。而專員們都是經(jīng)受過禮儀培訓(xùn)和目標(biāo)設(shè)立的洗腦過程的，因此對于蘋果來說，是一筆巨大的財(cái)富。這些專員們恨不得哪都不去，就待在蘋果的專賣店里，又怎么會做出任何破壞蘋果公司聲譽(yù)和形象的事呢。