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員工年齡跨度大,該怎么辦?

方繪香(Erika Fry) 2019年06月27日

由于當今員工隊伍總會跨越幾代人,公司應該為員工提供更加個性化的福利計劃,以更好地滿足需求。

現在已經不是爺爺輩當家的時代了。以前員工隊伍經常都是一代人(而且大部分是男性),如今則是跨越多代人,有些員工甚至能夠工作到八九十歲。除了傳統員工,還有經常連軸轉的合同工和臨時工。(不會用公司的智能手機打卡下班。)現在是千禧一代挑大梁,員工在某些事情上傾向于更加直言不諱,要求也更高——尤其在公司價值觀方面更是如此。

面對新情況,雇主與雇員之間的老式合同是否還好用?管理層應該怎么做才可以吸引并留住人才,打造積極的員工隊伍?不久前,商界頂級高管在《財富》首席執行官倡議論壇上齊聚一堂,討論在新的現實情況下,企業如何才能有效地調動員工。

近幾年來,商界領袖一致認為,企業宗旨和價值觀在員工眼中日益重要——這也是吸引人才的關鍵因素。很多人指出,不管對企業還是企業領導來說,堅持貫徹和塑造價值觀都很重要;專家認為,如果企業對外宣揚的價值觀和內部踐行的價值觀并不一致,就會讓員工有極大的幻滅感。許多首席執行官還談到,讓各級員工都參與創建和討論企業價值觀很有益處,比簡單地自上而下傳達指令更有效。

與會的首席執行官一致認為,還有一條原則必須遵循,從公司方面的人接觸潛在雇員第一時間起,就要在員工期望和企業文化方面保持透明和“殘酷的誠實”。他們指出,許多公司招聘過程中往往會“粉飾”實際情況以爭取人才,如此以來員工投入實際工作后會產生不信任感。

首席執行官們主張,由于當今員工隊伍總會跨越幾代人,公司應該為員工提供更加個性化的福利計劃,以更好地滿足需求。千禧一代員工的需求往往與從業數十年的人大不相同。舉例來說,有一家公司注意到,千禧一代員工沒有使用401K match養老金計劃(即員工存一筆錢到401K賬戶,公司存入等量資金——譯注)。后來發現,原因是不少人需要錢償還學生貸款。該公司后來用員工存錢公司補貼的方式幫助員工償還學生貸款。

商界領袖還認為,公司應該接受多元化的員工隊伍,不斷打造并鼓勵涉及多代人、多種族的團隊。有證據表明,如此一來便能夠融合各種不同觀點,鼓勵創新并實現更好的業績。

與會專家還指出,如今的員工不只需要免費零食和桌上足球等時興福利,還渴望獲得發展機會,學習新技能,接受新挑戰,內部換崗還是外派海外都行。一位與會專家表示,正因如此,輪崗計劃才會重新流行起來。

一切的關鍵在于良好的管理。與會高管和專家一致認為,公司在培訓中層管理人員發展和培養人才方面往往做得太少,而且至關重要的是,公司往往不讓中層管理人員承擔該部分重要職責。與會者還認為,首席執行官應該示范此類導師關系,并認為如果想要打造優秀的員工隊伍,非常需要一批自身能體現企業價值觀,又肯花時間開發手下員工潛力的中層管理人員。(財富中文網)

譯者:艾倫

審校:夏林

This isn’t your grandfather’s workforce. Once dominated by a single generation (not to mention gender), today’s spans many, with employees working away sometimes into their eighties and nineties. Beyond old-fashioned employees, there are contractors and gig workers, and they tend to be tethered to work at all times. (There’s no punching out on your company’s smartphone). With millennials leading the charge, workers today tend to be more outspoken and demanding about certain things—particularly when it comes to the values of the companies they work for.

Given the new status quo, does the old-fashioned employer-employee contract hold? What can management do to attract and retain the talent, and build a thriving workforce? Top executives gathered at the Fortune CEO Initiative rencently to discuss how companies can best to engage employees given these new realities.

The business leaders agreed purpose and values have become increasingly important to workers in recent years—and that they’re a key factor in attracting talent. Many noted the importance for companies and corporate leaders to consistently apply and model these values; few things can be as disillusioning to employees as seeing gaps between the values preached externally and values practiced internally, said experts. Many of the CEOs also spoke of the benefits of engaging employees at all levels in the creation and discussion of corporate values, which they noted was more effective than simply dictating those values top down.

Also essential, the CEO participants agreed, is being transparent and “brutally honest” about employee expectations and corporate culture from the first moment a company representative makes contact with a prospective hire. They noted many firms try to win talent through the rosier lens of the recruitment process—which leads to distrust once those employees start working in the actual environment.

Given the multi-generational nature of the workforce, the CEOs advocated for more personally tailored benefit plans that better serve the needs of individual workers. The needs of a millennial employee are often very different than from individuals who are many decades into their career. One firm, for example, had noticed that millennial employees weren’t taking advantage of their 401K match; it turned out that was because those employees were using the money to pay off their student loans. The company offered to extend the same match to student loan repayment.

The leaders also argued that workplaces need to embrace the broad demographics of their employee bases by developing and encouraging multi-generational and multi-ethnic teams. There is evidence that bringing together diverse perspectives in this way leads to greater innovation and performance.

Experts at the session also noted that employees today crave—more than trendy perks like free snacks and foosball tables—development opportunities, in which they’re given a chance to learn new skills and be exposed to new challenges, whether that be a job in a different part of the world or company. For that reason, rotational programs are coming back in fashion, said one expert attending the session.

Key to all of this is good management. The participant executives and experts agreed that companies often do too little to train their middle managers to develop and nurture talent, and critically, they often don’t hold them accountable for this important element of the business. The group agreed that CEOs need to model such mentoring relationships and that much of the success of the workforce depends on a a group of middle managers that embody the values of the company and dedicate time to developing their employees.

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