惠莱特和普克德做的最多的是,让员工们感受到,惠普的每一个人都是重要的,每一项工作都是重要的。他们没有食言,除了加强对员工的学习、培训外,还十分重视全体员工的物质利益。在创业初期比较困难的情况下,惠普就对员工实行一项奖励计划:如果生产超过定额,发给较高的奖金。后来,又进一步推进“利润分享”制度,鼓励全体员工同心同德、共创辉煌。 What Wright and Pucker do most is to make employees feel that everybody in HP is important and every job is important. They did not make any promises. Apart from strengthening the learning and training of employees, they also attached great importance to the material interests of all employees. In the early days of startup, HP implemented a reward program for employees: if the production exceeds the quota, a higher bonus is awarded. Later, it further promoted the “profit sharing” system and encouraged all employees to work together to create brilliance.