阿里內網離職貼火了，員工吐槽人不如驢：你不能一邊抽我，一邊問我愛不愛你

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"狼性之外，還需要“溫度”。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"阿里內網離職貼《致阿里》引熱議"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"3月8日，一篇阿里員工在阿里內網發佈的《致阿里》文章流傳網絡。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"文章中，該員工控訴了阿里內部存在的各種問題，361制度“剝削”員工、薪資福利低、販賣焦慮、文化拉垮等問題。他吐槽道，阿里員工並不比驢強到哪去，“驢偷懶人之常情，你不想我偷懶，人之常情，你給我飯喫，你抽我幾下逼我幹苦力，也是人之常情，但你不能一邊抽我，一邊問我愛不愛你吧”。該員工坦言這些問題常令他感到迷茫。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這篇帖子大抵也是該員工的離職貼。文中，他提到“阿里也應該是我人生中最後一段職場經歷”。他強調，“我噴阿里不代表我否認阿里，我個人本身對阿里是沒有太多偏見的，我相信我控訴的這幾點也一直都是很多人想說不敢說的，畢竟大家都有一大家子等着喫飯”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作爲一個二本普通院校畢業的學生，阿里一直是該員工畢業後一直想來的地方。他表示，得益於阿里的平臺在阿里看到了很多，學到了很多。“我個人還是很感恩能在阿里走一遭，雖然時間不長，但是不得不說，能來阿里巴巴對我個人成長而言非常重要”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"但“如今的阿里並不是機會成本最低的選擇了，尤其是996的工作模式，耗盡人的青春換來的大概率只是一副空殼，很多時候你的很多成就都不是你的，那都是平臺的，拋開這個平臺，有可能你真的不過是十年如一日的在重複做一件事”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"《致阿里》全文可點擊此鏈接查看："},{"type":"link","attrs":{"href":"https:\/\/www.zhihu.com\/question\/447760592","title":"","type":null},"content":[{"type":"text","text":"https:\/\/www.zhihu.com\/question\/447760592"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"該文章在知乎、脈脈等平臺熱度頗高，引發熱議，有不少原阿里員工對文中所吐槽的一些問題表達了共鳴。一位90後原阿里前端工程師對《致阿里》一文中提到的阿里希望員工喫苦的價值觀表示深有體會，他認爲馬雲不太想員工舒服，員工舒服了公司就會不太行，但如今阿里已發展了20多年，在如今年輕一代人的思想中，喫苦是福不再被奉爲圭臬了。還有網友表示，阿里現在就是典型的大公司病，用價值觀PUA員工。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不過也有網友表示雖沒在阿里待過，但也有很深的體會，因爲文中提到的問題在自己所在的公司也如復刻般上演，如360、拼多多等公司被一些原員工吐槽。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這並不是阿里員工第一次在內網吐槽東家了。去年8月，阿里內網的一篇名爲《阿里巴巴不再需要年輕人》的離職貼火了，文中呼籲阿里應當給予年輕人更好的待遇。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"“361 讓我心理恐懼”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"阿里的“361”考覈制度一直頗受爭議。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"阿里的“361”考覈制度將全體員工按照 3:6:1 的比重進行劃分：3.75-5 分的員工佔 30%、3.25-3.75 的員工佔 60%、3-3.25 的員工佔 10%。當員工年度績效考覈分數低於 3.25 分時，將面臨取消“年終獎”和“晉升機會”的雙重打擊。連續兩年績效評分均低於 3.25 分時，將有可能“被辭退”，而且這種“末位淘汰”是強制性的。當員工年度績效考覈分數高於 3.75 分時，不僅可以順利拿下豐厚年終獎，還將獲得主管提名晉升的機會。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"關於 3.25，還有一種說法是，這個分數意味着該員工的直屬領導對其失去了耐心和期望。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"2019 年，曾有一場沸沸揚揚的網上論戰，當時前阿里 P10 趙海平在一次面試中和王垠產生了不愉快，這場口角進而引起外界針對阿里面試和 HR 制度的質疑。次年趙海平被直屬領導打出 3.25 的評分，隨後他離開了阿里加入字節跳動。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"361 制度在阿里實施了十幾年，它在早期最大程度的保證了企業的高速運轉，僅需要很低的成本就能不斷提升企業的整體戰鬥力。只是任何事情都有兩面性，當這種考覈制度落實到各個部門時，每個部門都會收到幾個“垃圾”的指標。理論上，這些指標是“老弱病殘”專屬，甚至被調侃爲專門用來“給社會輸送人才”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當大家的工作實際沒那麼大區別的時候，必然會產生一些殘酷的競爭。有阿里網友在脈脈上爆料，他曾負責一個項目，明明是產品設計有問題，但隔壁組的 Leader 老抓着他的一些小事兒不放，目的就是想把 325 的名額從隔壁組轉到他的小組來。有另一網友表示，以 P6 爲例，3.75 收益保底 70 萬，3.5 收益只有 7 萬多，3.25 收入爲零，爲了自己的利益不擇手段的人很多，被坑多了就習慣了。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有知乎匿名網友犀利吐槽，“361制度是互聯網資本最大的創新”，在該制度下，大部分人都要因憂慮自己的KPI完不成而拼命往前跑，活在焦慮之中。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有采訪對象曾對InfoQ表示，“361 會給人帶來一種心理恐懼。有時我也會產生自我懷疑，到底是爲了理想而工作，還是僅僅爲了擺脫生存的恐懼。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"“361”考覈制度是互聯網崇尚狼性文化、奮鬥者文化的一個體現，不少企業效仿阿里制定績效考覈制度，互聯網企業的績效考覈制度，核心目標就是向員工施加壓力，然後給優秀員工以獎勵。“績效考覈”就像一根揚在大家頭上，用來管理互聯網勞動者的鞭子。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如今互聯網行業 996 盛行，更是與績效考覈相關的企業管理方式有脫不了的關係。企業間比着加班，創始人紛紛提倡 996，整個行業越來越“內卷”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有的企業會利用釘釘打卡時長來制定“加班排行榜”，如果墊底，會被認爲工作態度欠佳，進而揹負低績效或被淘汰。有的企業還會比較明確的指出，工作時間需>=120% 法定工時，不滿足則扣除 10% 績效。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"去年，脈脈上標記爲“已認證”的搜狗員工匿名發表內容稱，公司開始統計加班時間裁人，身邊很多同事都是每天堅持至少 11 小時。王小川在底下怒懟：有種就滾，並在微博上加以解釋說，“不認同搜狗價值觀，不願意和搜狗一起迎接挑戰的人，我們不姑息”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這種低信任條件下產生的工作時長指標，是否真能夠帶來效率和公司整體收益的提升還不得而知，但無效、低效的 996 給互聯網帶來的內卷，以及引起的牴觸情緒，卻讓大家有目共睹。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"考覈之外，還需要有“溫度”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"361 考覈制度是極其不得人心的，早就被員工詬病，每年考覈都是大家看熱鬧不嫌事兒大的時候。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"去年 12 月 28 日，有阿里巴巴員工在社交媒體公開表示，阿里巴巴集團 CPO 童文紅在內部論壇宣佈：將取消強制“361”考覈制度，即取消強制直屬領導給 10% 的員工評出低績效分（≤3.25）的硬性考覈指標。阿里給出的解釋是，鬆綁並不等於“大鍋飯”，而是爲了讓一些阿里員工“敢於做正確的事”，無需顧忌 KPI 和分數。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"童文紅內部宣佈取消 361 後，阿里員工都快感激涕零“謝天謝地”了。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"回到績效考覈本身，大家的目的還是希望在一年的工作結束之後，有一個回顧的過程，去覆盤這一年自己哪些做得比較成功，哪些比較失敗，從中吸取經驗教訓，從而在下一年能做得更好。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"目前傳統意義上的考覈，和與之對應的強制淘汰措施，跟總結回顧的成長心態是相矛盾的。海歸創業者劉哲（化名）對此評論說：“有些企業就不會給員工成長的時間，我看到包括國內的一些 CEO 的公開發言，或者一些私下的交流，他們的邏輯都是：行就行，不行就換。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這種管理下，如果一定要幹掉團隊中的部分成員，大家自然不會去做有效的覆盤，而是會拒絕對自己的指控同時不斷往自己臉上貼金。劉哲說道：“企業管理團隊的方式，必然會影響到團隊成員的心態。一個人、一個組織要學習要成長，首先要給大家安全感。”利用恐懼的力量，能保證企業的生存，卻也會扼殺員工的創造力以及產生卓越產品的可能。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"績效考覈背後，還代表着不同發展階段的企業文化。在互聯網行業的前些年，人的成本問題還沒那麼突出，堆錢就能解決問題。人才對公司來說，就像螺絲釘一樣，不行就換掉。發展到了今天，人力成本上升，行業需求大過人才供給，人才就會越來越重要，從而有了人本文化迴歸的趨勢。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"拿阿里來說，其商業規模近十年呈現井噴式發展，以前發展迅猛時，通過強制淘汰制鞭策打工人“只爭朝夕”，快速搶佔大片市場，喫到行業紅利。但現在行業背景發生變化，巨頭數量增多，市場競爭加大，如果繼續對打工人們加強用強制淘汰，可能無濟於事，反而會導致人才流失到有相對寬鬆環境的企業中去（給競爭對手輸送人才）。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以人爲本的企業文化，能給大家更多安全感、更多的學習和成長空間，纔會讓整個團隊的能力得到更大的提升。思碼逸 CEO 任晶磊說，他曾參加過一次 Zoom 的活動，對袁徵的一句話印象深刻：“We are family，we don’t fire”，說他們的企業文化是不開除人的，要幫助每個人成長，不是乾的不好就把人開掉。袁徵在最近連續三年被《時代》雜誌評爲全美最佳 CEO。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"另一方面，企業在壯大，員工在變老，當員工爲社會爲企業發展做出貢獻的時候，也希望能有一個可期的未來在前方，而不只是焦慮和病痛。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在考覈之後，是否有企業會根據員工成績採取一些比較有人情味措施，任晶磊回覆 InfoQ 道，“我們有看到過有企業會根據績效分成不同類型，做得好的，會給予更高的平臺，擴大在組織裏的影響力，帶動其他成員一起進步。針對老員工，可能有些人忠誠度很高但技能暫時沒跟上，那麼 HR 會給他們聯繫相應課程，去學習和提升。數字化驅動的考覈體系能浮現出來一些問題，所以後續也會有相應的績效提升計劃。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"企業應該設置對社會更有意義的目標，而不是讓員工的工作僅僅爲了商業上的成功和對資本的回報。公司管理必然需要適當的績效考覈，但變形的考覈則會成爲束縛員工的枷鎖，比如設置空虛的價值觀考覈，以及對 996 制度的流程固化，加速了內卷，成就了企業，卻讓員工難以成長。尊重人的成長性，做有溫度的考覈，才能讓企業和人一起走得更長遠。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"italic"},{"type":"size","attrs":{"size":10}}],"text":"參考鏈接："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"link","attrs":{"href":"https:\/\/www.zhihu.com\/question\/447760592","title":"","type":null},"content":[{"type":"text","marks":[{"type":"italic"}],"text":"https:\/\/www.zhihu.com\/question\/447760592"}],"marks":[{"type":"italic"},{"type":"size","attrs":{"size":10}}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"link","attrs":{"href":"https:\/\/maimai.cn\/web\/gossip_detail?src=app&webid=eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJlZ2lkIjoiNDU0YjBhODI3ZGNlMTFlYjk1ODY4MDE4NDRlMmQ4NmMiLCJ1IjoxODY5NjQ5OTcsImlkIjoyODY3OTA1OX0.yygHVDhm9msg8nVDmimdjUyh0EqevYQi_ohDq-th6lM&share_channel=5","title":"","type":null},"content":[{"type":"text","marks":[{"type":"italic"}],"text":"https:\/\/maimai.cn\/web\/gossip_detail?src"}],"marks":[{"type":"italic"},{"type":"size","attrs":{"size":10}}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"link","attrs":{"href":"https:\/\/mp.weixin.qq.com\/s?__biz=MzIzNjUxMzk2NQ==&mid=2247506274&idx=1&sn=f7006a6e738d0d8d257c6ef52118c866&chksm=e8d426a0dfa3afb612ef6a155e9abb9078b80f04356a842436a48f9dde6ad6e2b27e85c64088&scene=27#wechat_redirect","title":"","type":null},"content":[{"type":"text","marks":[{"type":"italic"}],"text":"掙扎在績效考覈裏的互聯網人：年底你和 Leader 撕了嗎？"}],"marks":[{"type":"italic"},{"type":"size","attrs":{"size":10}}]}]}]}