Labor relations勞動(dòng)關(guān)系

　　Better Listening

　　更為有效的傾聽

　　Mardy Grothe, PhD

　　No matter how many people work for you or whether you like or dislike them, how well you communicate with your coworkers plays a huge role in the success of your business.

　　無(wú)論有多少員工為你工作，無(wú)論你洗不喜歡他們，與同事的有效溝通對(duì)企業(yè)的成功起著相當(dāng)重要的作用。

　　Good communication requires good listening. The common mistakes employers make with listening include:

　　令人滿意的溝通需要善于傾聽。在傾聽時(shí)，老板容易犯的常見錯(cuò)誤包括：

　　Not doing it at all. One of my favorite sayings about listening is:” people don’t care how much bosses know until they know how much bosses care.”

　　拒絕傾聽。就傾聽而言，我最喜歡的一句話是“只有了解到老板在乎員工，員工才會(huì)在意老板對(duì)員工的了解”

　　When you don’t listen to your people- by putting them off until later or by listening without hearing what they’re saying- you send a message that you don’t really care about them.

　　當(dāng)你搪塞敷衍員工，沒有傾聽他們的心聲，或是只聽而沒有聽進(jìn)他們說(shuō)什么，你等于向員工傳遞了一個(gè)信息---事實(shí)上，你并不在乎他們。

　　Next thing you know, they don’t care about you or your business…or what you have to say, either.

　　接下來(lái)你就會(huì)知道，他們也不在乎你和你的企業(yè)，也不在意你所說(shuō)的話。

　　Talking first, listening second. Listening is an unnatural act.

　　先說(shuō)后聽。傾聽是一種不自然的行為。

　　When you have a problem with an employee, your first inclination is to take him/her aside, explain how you feel and give instructions on how to solve the problem.

　　當(dāng)你與某一員工有問題要談時(shí)，你首先傾向于將他/她叫到一邊，然后解釋你的看法，并指出該如何解決問題。

　　An employee who is approached that way is likely to feel singled out and therefore may become defensive and resistant to your demands.

　　以這種方式對(duì)待員工，該員工有可能會(huì)覺得受到差別對(duì)待，因此可能采取自我保護(hù)，并抵御你的命令。

　　So it’s better to approach with a question that starts a dialogue, like:” How’s the job going?... What’s going well, and what’s not going well? ”

　　因此，宜先提一個(gè)能展開對(duì)話的問題，如“工作進(jìn)展如何?…哪方面進(jìn)展順利?哪方面進(jìn)展受阻?”

　　This invites the employee to share his perceptions and concerns about the job.

　　這有助于員工表達(dá)他對(duì)這份工作的認(rèn)識(shí)和看法，及他所關(guān)注的問題。

　　It also provides a natural lead-in for your observations and suggestions for improvement.

　　同時(shí)利用這一機(jī)會(huì)，你還可自然地表達(dá)你的想法和改進(jìn)的建議。

　　Automatically assuming you have heard correctly.

　　自以為聽清對(duì)方的話。

　　No matter who’s talking or who’s talking or who’s listening, the message sent isn’t necessarily the message received.

　　無(wú)論誰(shuí)在說(shuō)或誰(shuí)在聽，說(shuō)者所傳達(dá)的信息并不一定就是聽者所接受到的信息。

　　To avoid misunderstanding, listen carefully as your employee speaks.

　　為避免引起誤解，員工傾聽時(shí)一定要認(rèn)真聽。

　　Then, give what I call a “read-back”---a simple verbal summary of what you think the other person has said to you.

　　然后就員工剛才所說(shuō)的話，做簡(jiǎn)要的口頭概括----我把它稱為“復(fù)述”。

　　This helps you improve your listening skills- and assures employees that you care about what they have to say.

　　這將有助于你改善傾聽技巧，還可使員工確信你所關(guān)心他們所說(shuō)的一切。

　　Doing too many things at once.

　　一心二用。

　　Trying to listen to someone while you’re checking your E-mail or reviewing your daily to-do list makes the person you’re speaking to feel unimportant.

　　邊聽員工說(shuō)話，邊查閱電子郵件或?yàn)g覽當(dāng)日計(jì)劃表，會(huì)讓在同你說(shuō)話的人覺得自己微不足道。

　　And when people feel you’re not paying attention to what they’re saying, they spend four times as long saying it.

　　而且當(dāng)人們覺得你沒有注意傾聽時(shí)，他們會(huì)多花4倍時(shí)間向你匯報(bào)。

　　So it’s better to make an appointment with an employee who needs to speak with you, and agree—ahead of time—on a start time end time for your meeting a coworker, too.

　　因此最好與需要同你講話的員工預(yù)約，約好起始與結(jié)束的時(shí)間。

　　PART ONE: Interview

　　(1) What do you think can help improve the relationship between employers and employees?(Why?/Why not?)

　　你覺得什么有助于改善老板與員工的關(guān)系?(為什么?)

　　There are many contributable measures, such as honoring employee rights, providing a safe workplace, avoiding wrongful discharge, offering a sound benefits program, providing chances for training and career development, getting employees involved in company decisions, and respecting employees, etc.

　　(2) Would you like to join Union?(Why?/Why not?)

　　你愿意加盟工會(huì)嗎?(為什么?)

　　Yes, definitely. The Union can help employees to achieve results they cannot achieve when acting individually. When negotiating with employers, collective bargaining can be more powerful and effective in improving their economic needs, organization’s managerial practices and in fulfilling social and status needs.

　　(3) Do you think that employers should monitor the conduct of employees through surveillance techniques during work hours?(Why?/Why not?)

　　你認(rèn)為老板是否應(yīng)該在上班時(shí)間通過(guò)監(jiān)視設(shè)備監(jiān)控員工的行為?(為什么?)

　　Yes, it is a trend and is now common in restaurants, hotels and airports. Through surveillance techniques, employees can be disciplined or stopped for the inappropriate use of company times, thus improving work efficiency and productivity. Besides it can also ensure the safety of employees.

　　(4) Do you like your employer to contact you after work hours?(Why?/Why not?)

　　老板在下班時(shí)間呼你，你樂意嗎?(為什么?)

　　It depends on the situation and frequency. In case of emergency and urgency, I don’t mind if my employer contacts me after work hours. Anybody should be ready to help those in need, if possible. But if my employer keeps bothering me, I can’t stand it.

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