2010 (1)
2011 (1)
2013 (42)
2018 (128)
2020 (783)
2021 (1188)
2022 (1546)
摘幾段有意思的，看企業管理的獨特之處：
Written in a conversational, sometimes combative tone ("Our assumption will be that if you don't call and don't show up for work, you're a jerk. You better have a really good reason for not letting us know why you didn't come in or you're out of here."), the handbook positions Tesla as an outlier in the auto and tech industries.
"We're Tesla. We're changing the world. We're willing to rethink everything," the handbook begins. "We're different and we like it that way. Being different allows us to do what no one else is doing; to do what others tell us is impossible."
Tesla's handbook is focused less on the details of human-resources policy (it directs readers to an internal website for more specific information on compensation and taking time off, for example) and more on emphasizing the company's expectation that employees will be self-reliant. Its central idea is that a Tesla employee should do everything in their power to maximize their performance.
"Your #1 job — everyone's #1 job — is making this company a success," the document says. "If you see opportunities to improve the way we do things, speak up even if these are outside your area of responsibility. You have a personal stake in Tesla's success so make suggestions and share your ideas. Your good ideas mean nothing if you keep them to yourself."
Working to improve Tesla should take precedence over the conventions of office politics, the document says. Employees are told they can reach out to any of their coworkers, even CEO Elon Musk and other high-level executives, if they believe doing so is the best route to solving a problem.
"You can talk to anyone without anyone else's permission," the document says. "Moreover, you should consider yourself obligated to do so until the right thing happens."
