一个经常欣赏员工的人boss和一个总是批评员工的人boss，你的选择一目了然。
一个小小的欣赏和一个小小的举动可以极大地促进员工。
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今天我们来看看5月28日的《经济学人》Bartleby 这篇专栏文章。
The power of small gestures
Small acts of appreciation can delight employees. But they are not meant to be industrialised
小举动力量大
表达感激之情的小举动可以给员工带来快乐，但不要变成没有真情的说辞
这篇文章的结构还是比较清晰的。
1. When labour markets are tight, the perks tend to get better. Spotify is rolling out a new corporate-subscription package, enabling firms to offer the streaming service to their employees.
If you are sufficiently high up at Goldman Sachs, you are now entitled to take as much holiday as you want (this is a nominal perk; no one who cherishes work-life balance gets to climb the ladder at Goldman in the first place).
Salesforce has a ranch in California to which it can send workers for in-person get-togethers. If you work long enough for Blue Origin, you might get blasted into space.
当劳动力市场供不应求时，特殊待遇会更好。Spotify该公司退出了一项新的公司订阅服务，允许其员工获得流媒体服务。
如果你在高盛的地位很高，你现在可以享受无限的假期（当然，这只是名义上的特殊待遇；毕竟，重视生活和工作平衡的人无法爬上高盛的顶级食物链。
Salesforce(软件营销部队)公司在加州有一个大牧场，允许员工在那里举行私人聚会。如果你在那里Blue Origin工作时间长，还有机会去太空。
2. For firms that don’t own rockets or ranches, it can seem hard to compete. The good news is that small gestures of appreciation can have an outsized effect on employee satisfaction and loyalty. The bad news is that they are not meant to be scaled up.
面对火箭或大型牧场，其他公司的特殊待遇不值一提。但好消息是，对员工的满意度和忠诚度的一点感谢将发挥巨大的作用。坏消息是满足感和忠诚度不一定是成正比的。
3. Several pieces of research look at the effect that acts of thoughtfulness can have on staff. In one recent study by academics at King’s College London and Harvard Business School, a group of social workers was randomly divided in two: members of one group got a letter of thanks for their work from their line manager, and members of the other got nothing. A month later, recipients of the letter reported feeling much more valued than their counterparts.
几项调查研究了这些体贴行为对员工的影响。在伦敦大学国王学院和哈佛商学院的一项调查中，一组社会工作者被随机分为两组：一组人员收到了他们的直系领导人的信，而另一组则没有。
一个月后，收到信件的人说他们比同事更有价值感。
4. In similar vein, a study in 2010 found that university fundraisers who were personally thanked for their work by a senior member of staff made many more calls to ask alumni for donations in the week following this small act of recognition than they had in the week before. There was no statistically significant change for an unthanked control group.
对于同一主题，在2010年的一项调查中，私下收到员工管理人员邮寄感谢信的大学筹款人将在未来几周内致电更多校友筹款。
这比他们收到认可信前一周打的电话要多。没有收到感谢信的对照组数据变化不大。
5. Another study involved workers at a Coca-Cola facility in Madrid, some of whom had secretly been told to perform acts of kindness to a subset of their colleagues (bringing someone a drink, say, or emailing them a note of thanks). Both givers and receivers of these acts reported feeling higher levels of job satisfaction; and the receivers ended up doing other colleagues more favours, too.
另一项研究是在马德里的可口可乐公司进行的。研究人员秘密地告诉其中一些员工对几位同事表示善意（比如给其中一个人买饮料，或者写一封感谢的电子邮件）。
给予者和接收者都说他们对工作更满意；接收者最终会帮助其他同事。
6. Such studies carry two lessons for employers. One is that recognition can have a meaningful impact on workers. The other is that this impact is amplified if shows of appreciation are personal and unexpected. In their haste to act on the first lesson, plenty of companies completely forget the second.
这些研究让雇主从中学到了两点：第一，认可对员工有很大的影响；第二，如果这种感激是私人或意想不到的，影响会更大。当雇主迅速达到第一点时，许多公司完全忘记了第一个启示。
7. Many firms now run formal employee-recognition initiatives, from rewards programmes to award schemes. Vendors offer clients a variety of services, including internal noticeboards on which colleagues can publicly thank each other for their work and bestow points that can be redeemed for gifts and experiences.
The website of one vendor offers managers advice on what to say to employees to make them feel recognised, because absolutely nothing says “authenticity” like a script. (Sample quote: “Congratulations on your great victory! Only you could have pulled it off! Only you could have pulled it off!”, which sounds like a Hallmark card for Napoleon.)
许多公司经营正式的员工-认可计划服务，从积分反馈到奖励计划。供应商将为客户提供各种服务，包括使用内部公告板，同事可以公开互相感谢，并给予积分，以交换礼物和各种体验。
供应商的网站会告诉管理者如何让员工感到被认可，因为如果有剧本，就更真实。(附上网站的一个例子:祝贺你取得巨大成功！没有你，这件事就不能顺利完成。听起来像拿破仑的标签。
8. Industrialising appreciation misses the point completely. Automated birthday and work-anniversary congratulations are about as personal as an invoice. Platforms on which peers publicly recognise the hard work of others are liable to encourage performative displays of praise.
That is especially likely if every compliment shows up on an analytics dashboard for the boss; one employee-engagement firm tracks shows of gratitude and breaks these “recognition occasions” into a series of ghastly categories like “Owning the Results” and “Building Trust Like a Family”.
员工感谢计划的流动性已经完全失去了原来的意义。自动生日和入职周年祝贺应该像发票一样私人。同事们可以公开赞扬他人工作的平台应该是鼓励员工的一种方式。
在数据分析面板上等待老板看到的每一个赞扬都很可能发生；员工参与公司记录了感谢，并将感谢分为一系列惊人的项目，如信用属于我和像家人一样建立信任。
9. Award schemes also require careful handling. They are great if you win and somewhat less motivating if you don’t stand a chance. In one study from 2014, academics looked at the effect of an award programme on Zambian health-care trainees; they found that comparison with others worsened performance, especially for less able workers.
奖励计划也应谨慎处理。如果你得到了奖励，那就很好了；但如果你没有获奖，你的热情就会被削弱。在2014年的一项调查中，研究人员研究了赞比亚医疗培训对象的奖励计划对员工的影响，发现比较会使他人的工作更糟，特别是对那些工作能力较弱的人。
10. The secret to showing appreciation is that scarcity matters. It should involve effort: a handwritten note is better than an email, which is better than an algorithm. It should feel personal, not part of a scheme cooked up by the human-resources department.
And it should be sufficiently rare to register as meaningful; thanking everyone for everything turns gratitude into a commodity. In other words, appreciation is not a big-data project. Individual managers can harness the power of small gestures to make a real difference to their teams. The best thing firms can do is to hire the sort of people who recognise as much.
表达感激之情的秘诀是稀有的东西是昂贵的。它应该包含你的努力：手写信比电子邮件更真诚，它比算法规则更深情。它应该是人性化的，而不是人力资源编制的员工计划的一部分。
感谢不应该泛滥，但最好有真正的意义；感谢任何人把感谢变成一种商品。换句话说，感谢不是一个大数据项目。管理者可以让小姿势给他们的团队带来不同的结果。公司能做的最好的事情就是雇佣志同道合的人。
