谷歌允許員工互相捐贈(zèng)休假時(shí)間
Although Google has some pretty cushy perks, it's vacation policy is more-or-less standard among big tech companies.
盡管谷歌公司有許多非常誘人的福利，不過(guò)它的休假政策才多多少少稱得上是大科技公司的標(biāo)桿。
First through third-year employees get 15 days off, fourth year employees get 20 days off, and people who've worked there for six years or longer get 25 days.
根據(jù)規(guī)定，工作三年的員工每年可以獲得15天的帶薪休假;工作四年的員工可以獲得20天的帶薪休假;工作六年或更長(zhǎng)時(shí)間的員工可以獲得25天的休假。
But there is one side-note to the policy that we haven't heard of anywhere else: Googlers are allowed to donate their vacation time.
但是，谷歌的休假政策有一個(gè)獨(dú)到之處，那就是：允許員工相互捐贈(zèng)休假時(shí)間。
It all started a few years ago, when one Googler had a parent who had fallen sick. That employee took time off to return home to care for their relative, but matters hadn't improved by the time their allotted chunk of paid vacation had run out. They either had to take an unpaid leave, or stop caring for that ill family member.
這種做法開(kāi)始于幾年前，當(dāng)時(shí)有一名谷歌員工的家人臥病在床。該員工于是請(qǐng)假回家照顧家人，但是在他的假期快結(jié)束的時(shí)候，他家人的'病情仍然沒(méi)有好轉(zhuǎn)。這名員工當(dāng)時(shí)面臨兩種選擇：要么繼續(xù)選擇不帶薪的休假，要么停止照顧生病的家人。
But one of their teammates, who knew about the tough situation, made a proposition. They wanted to let that other Googler have a few of their vacation days. So began Google's vacation donation system.
不過(guò)，該員工的同事們了解到這種困境，于是向公司提出了建議。他們想從自己的假期中挪出幾天給這名員工。就這樣，谷歌的休假捐贈(zèng)制度形成了。
Laszlo Bock, Google's head of HR, told this story on stage at the company's third Take Your Parents to Work Day, a celebration hosted at its Mountain View campus where parents flew in from all over the country and the world to attend speeches by execs, go to employee-led classes and demos, and explore the Googleplex.
在谷歌于山景城的園區(qū)舉行的第三屆“帶父母來(lái)上班”活動(dòng)中，該公司的人力資源主管拉茲洛·博克講述了谷歌員工捐贈(zèng)休假的故事。很多員工的父母從全美國(guó)乃至全世界各地飛過(guò)來(lái)，參加了谷歌高管們舉辦的講座，走進(jìn)了谷歌員工開(kāi)設(shè)的課堂和演示活動(dòng)，并參觀了谷歌的園區(qū)。
"So, after that, we created a policy where, if there's another Googler in need, you can actually take your vacation and give it to them," Bock said to a crowded ampitheatre filled with thousands of parents. "What's cool about that is it came not from people in the operations department, but from one of your families saying 'This is important.' And so we built it into the system, so that everyone can benefit from that idea, not just one person."
“所以，從那以后，我們就制定了一個(gè)政策：如果員工有需要，你就可以從你的帶薪休假中抽出幾天，捐給他們。”博克在階梯教室里對(duì)著數(shù)千名員工父母說(shuō)，“這項(xiàng)政策最酷的地方是：這不是業(yè)務(wù)部門(mén)的要求，而是你們家人由衷的心聲，'休假陪伴家人很重要'。因此，我們將這項(xiàng)政策納入到了我們的企業(yè)制度中，讓每個(gè)人都能夠從中受益，而不單單是某一個(gè)人。”
One of Google's management mantras is to create an environment where smart, creative employees are free to push company-wide changes, and this anecdote shows how that idea can actually play out.
谷歌的管理理念之一就是創(chuàng)造自由輕松的環(huán)境，讓聰明而富有創(chuàng)意的員工們自由地在全公司范圍內(nèi)推行變革。上面這則小事表明，在谷歌，員工們好的想法確實(shí)能夠得到實(shí)現(xiàn)。
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