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今年8月1日，在华信惠悦与台湾《CHEERS》杂志携手合办的“快乐工作人”大奖颁奖典礼上，台湾大哥大总经理张孝威率领着一群年轻活力的员工上台领取“最佳企业雇主”奖。台湾大哥大从近50家报名企业中脱颖而出，成为“最佳企业雇主”的四家优胜者之一?
故事就从四年前说起，四年前，台湾大哥大经历了一场经营团队大换血，2004年，张孝威接任了总经理职位。当时台湾大哥大的员工年离职率约20%，环境的改变，对新旧员工都是种冲击。接手的经营团队渴望塑造一个让员工乐在工作、工作有成就感的环境，于是一连串的内部文化改变、重新塑造的工作就此展开。去年，台湾大哥大开始推动他们所谓的“文化革命”，“有快乐员工，才有快乐客户。”参与推动此项目的台湾大哥大副总经理庄财安说道。以客户为中心，“创造最佳顾客使用经验”成了下一个使命与目标。
这一连串的改变与管理工作的推动，总是需要验收成果，需要一个公平客观的量尺来做检测。台湾大哥大在2004年头一回参加了华信惠悦所举办的WorkTaiwan狎?u态度调查，今年他们再度参与，“总是要有个起跑点、基准点，才知道有没有进步或改变。”而且“华信惠悦的员工态度调查问卷对于管理平台上几个重要的方面都考虑到了，这和我们公司所要了解的以及希望塑造的文化是一致的，因此我们相信可以从中获得一些有益的信息，”庄财安说道。
员工态度调查印证体质的改善
而通过这次员工态度调查得出的企业“体检报告”，也印证了台湾大哥大“体质”的改善和进步。在员工承诺度(Commitment)方面由2004年的60%上升至67%；战略连结度(Alignment)由60%进步到70%；工作能力授予度(Enablement)则从33%跃升至50%。庄财安举例，在几个方面当中都有令人满意的成绩，如：他们发现员工了解自己的一举一动都会影响客户的承诺度；另外，在绩效表现是否和薪资连结上，也获得远高于市场平均的分数，证明着台湾大哥大欲塑造的绩效导向文化已经落实。在面对客户方面，台湾大哥大的精神是诚信、正直，答应客户的一定要做到，这个信念也已经成为员工的行为准则。其它包括“愿意继续在公司服务”、“以公司为荣”等，员工都给台湾大哥大打了个好分数。
WorkTaiwan直晙d方法强调的是收集并分析所有参与调查员工的问卷结果，而非抽样调查，以求获得最客观、正确的结果，这也是工程之所以浩大之处。参与调查的员工包含了后勤支持人员、客服人员、直营(门市) 人员。庄财安表示，他们以总经理室的名义发文请所有员工填答，甚至让主办单位主管亲自和员工沟通，让员工充分明白调查的目的，并强调调查是通过第三方咨询机构，调查过程及问卷分析不经过公司，可确保资料的保密性和结果的公正性，以取得员工的信赖。因此这次调查的填答率将近七成，有效问卷率更达到百分百。
企业体检后的下一步：沟通、改善计划
庄财安表示，调查结果揭晓时，领导团队们都感到欣慰。不过，体检的目的不仅只于此，“虽然成绩不错，我们还是希望好还要更好，尝试在‘鸡蛋里挑骨头’，找出要改进的方向。”于是，针对调查结果，台湾大哥大展开了后续的沟通、改进计划，首先和高阶主管沟通，讨论并确定未来改进的方向；再来和经理级以上的主管沟通调查结果，并传达公司预备改进的地方和重点。再者，通过公司内部网站和全体员工沟通，公布调查结果和公司的改进方针。员工同时也可以通过内部网站提出响应和建议。紧接着，针对个别部门沟通各自的改进重点，再由部门主管和下属沟通。“我们提供改进的方向和协助，真正要落实，当然必须由部门主管执行。”
除了各部门的各自改进重点外，庄财安以父母和孩子的比喻，点出了企业主和员工的差异。“父母希望孩子好，都会对孩子有些要求，不过孩子未必明白他们的用心，可能还觉得啰嗦”。因此，人力资源部门在此时负起了上情下达的沟通工作，“企业是大我，员工是小我，为了大我的健康和生存，小我必须要尽好本份。”在针对新进人员的讲习中，庄财安也会亲自上场，协助企业高层和员工沟通，让员工了解企业的立场和方向，看到同样的未来，才能共同打拼。
结语
台湾大哥大的企业文化继续在深耕中，庄财安说：“除了点‘火’，你总要让每个人都看到‘火’，这是需要很深很长的工夫。”不停推动的管理工作，需要员工态度调查验收成果，庄财安认为，任何的改变、改进，总是需要时间酝酿，才能渐收成效，“总要员工说好才算好，”因此，定期做企业健康检查绝对是必要的。
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注:三项指标说明：
员工承诺度：华信惠悦咨询公司所定义的员工承诺度是指，员工对于自己的公司是否感到荣耀与认同的程度、是否觉得公司是个很好的工作地方且会推荐亲朋好友就任、本人是否愿意久任、以及是否对于公司未来的成功与发展有信心等等。
战略连结度：华信惠悦咨询公司所使用的战略连结度指标是用来帮助企业衡量员工是否充分清楚公司的战略目标、该采取什么步骤、以及目前公司做得如何。这其中还包括了衡量员工是否了解本身该如何做，以协助工作团队进而全公司达成目标，并探讨员工是否知道自己表现得如何以及其工作绩效是如何被衡量的。
工作能力授予度：此项指标是衡量员工对于是否被赋予能有效完成工作所需的工具、资源、信息及支持的认知程度，包含硬性的设备、工具与配备供应程度，亦包含软性的工作量、信息分享与取得，以及来自于其它团队支持的程度等等。此项衡量指标是从工作满意度、团队合作、培训发展、以及工作环境的相关问题分析而来。
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In the "Happy Worker Award" ceremony jointly hosted by Watson Wyatt Taiwan and CHEERS magazine on August 1st, Harvey Chang, the General Manager of Taiwan Mobile, marched onstage with a group of lively young employees to receive the award for the Best Corporate Employer. From nearly 50 nominated corporations, Taiwan Mobile shared the win with three other winners for this year's Best Corporate Employer Award.
The story goes back four years. Then, Taiwan Mobile went through a restructuring of the management team. In 2004, Harvey took over the General Manager position. At the time, Taiwan Mobile had an employee turnover rate of 20%. The environment changed and such change had serious impact on both the new and old employees. The new management team wanted to create an environment where employees enjoy working and find the joy of achieving in the workplace. Thus, a series of changes including restructuring began. Last year, Taiwan mobile began to push forward its "Cultural Revolution" -- "Happy employees bring happy customers". Deputy General Manager, C. A. Chuang, (who is also part of the restructuring team) said, "creating the best customer experience" and a customer-oriented culture becomes the next mission and goal of Taiwan Mobile.
The effect of this series of changes in the management structure needs to be tested by a fair and just measurement. This was the first time (2004) Taiwan mobile participated in the WorkTaiwan&trade Employee Attitude Survey conducted by Watson Wyatt Taiwan, this year, the company is going to go for it again - "we must have a starting point, a based point for comparison, so we know whether we have to progress or change." "Watson Wyatt's employee attitude survey questionnaires take several important dimensions of the management platform into consideration - this is consistent with what we want to know. Therefore, we believe we will benefit from the information it provides", said Chuang.
Employee Attitude Survey Verifies the Improvement in the "constitution" of Taiwan Mobile
The result of this employee attitude survey verifies the improvements and progresses in the "constitution" of Taiwan Mobile. For examples, "Employee Commitment" rose from 60% in 2004 to 67%; "Alignment" went from 60% to 70%; and "Enablement" took a hike from 33% to 50%. Chuang said that the company's employees performed very well in many dimensions. He gave an example - they found that employees begin to realize that their actions actually affect customers' loyalty. In addition, the score of "whether the performance is linked to the rate of salaries" is also far higher than the market average. This indicates that the performance-oriented culture has been successfully created inside of Taiwan Mobile. In the area of customer service, the mottos of Taiwan mobile are honesty and integrity; the company values its promises to the customers and this belief has also become a guiding principle to the employees. In other areas, including "willingness to stay in the company" and "proud of being part of the company", employees of Taiwan Mobile gave the company good scores.
WorkTaiwan™ emphasizes that its result is a consolidated collection and analysis of all employees, not from random sampling; therefore, the results are highly objective and accurate and that is why all the projects are very large in scale. Taiwan Mobile employees who participate in the survey include logistics, customer service, and store sales (point of sales) personnel. Chuang indicates that the management team sent out the survey questionnaires to the employees on behalf of the General Manager's office and even requested the supervisors to communicate with the employees directly so as to make sure that the employees fully understood the purpose of this survey. To gain trust from the employees, they stressed that this survey did not go through the company; instead it was administered by an impartial third party (Watson Wyatt), to ensure the confidentiality and fairness of the results. Therefore, the survey has an answer rate as high as 70% and effective questionnaire return rate as high as 100%.
The next step beyond corporate diagnosis: Communication and Improvement Plans
Chuang said that the management team was very happy about the survey results, but this was not the ultimate goal of the diagnosis. "Although we have good scores, we wish for the better. We must scrutinize even more to find the right direction for further improvements," said Chuang. With reference to the survey results, Taiwan Mobile began a series of follow-up communication and improvement plans. They first communicated with the senior managers to confirm the direction of the improvements and then carried out discussion with the managers to convey the company's goals and plans. Furthermore, the management team published the survey results and announced the company's policies to all employees via the company intranet and the company employees could respond and make suggestions to the management team through the same method. Following the initial announcement, the management team began the communication work with the head of each individual unit, which then further conveyed the messages to the rest of the employees. "We provide the direction and guidance for improvements, but the real implementation must be done by each of the units."
Beyond the key improvements of each unit, Chuang pointed out the difference between the management and employees. He made a comparison to a parent-child relationship, "all parents want the best for their children, so they have expectations for them. However, not all children understand what their parents wish for them, so some of them may feel that their parents are too nagging." At such time, human resources must play the part of communicating with the employees. "The corporate is the greater self and the employees are the smaller self. For the health and survival of the greater self, the smaller self must do their part well." Chuang often participates in new employee training sessions; He helps the senior managers to communicate with employees and show the employees the standpoints and directions of the Corporation. Only when the Corporation and the employees see eye to eye, can the company move forward.
Conclusion
Taiwan Mobile continues to instill its corporate culture. "You can not just 'light up' the fire; you must also let everybody see the 'fire'. It will be a job that takes a lot of effort and time," said Chuang. Continuous improvement requires the Employee Attitude Survey to verify the effectiveness of change. Chuang thinks changes and improvements will show over time. "It's only good if the employees say so." Therefore, periodic corporate diagnosis is absolutely necessary.
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