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領(lǐng)導(dǎo)力內(nèi)幕網(wǎng)絡(luò)是美國(guó)的一個(gè)在線(xiàn)社區(qū),，美國(guó)商界中最睿智和最有影響力的一些大咖會(huì)在這里及時(shí)回答與職業(yè)和領(lǐng)導(dǎo)力有關(guān)的問(wèn)題,。今天為大家分享的是Udemy公司副總裁麗莎·霍夫?qū)Α捌髽I(yè)應(yīng)該采取哪些措施幫助千禧一代建立歸屬感？”這一問(wèn)題的答案,。

很多企業(yè)的領(lǐng)導(dǎo)和經(jīng)理人似乎都覺(jué)得公司里的“千禧一代”是一幫難伺候的主兒,，并且都在為如何讓這些年輕人融入集體而撓頭。

或許這些企業(yè)存在的一個(gè)問(wèn)題,，就是將“千禧一代”當(dāng)成了鐵板一塊,，覺(jué)得他們是一個(gè)統(tǒng)一的、有著一致需求的群體,。

恰恰相反,，從我的公司的“千禧一代”員工來(lái)看，這一代的職場(chǎng)人現(xiàn)在都處于職業(yè)和人生的不同階段,，不能以一概之,。比如有些員工剛剛為人父母，非常希望公司的工作日程能夠靈活一些,。還有些“千禧一代”的員工剛剛干上人生的第一份工作,，很想開(kāi)拓新的職業(yè)機(jī)會(huì)。

如果企業(yè)認(rèn)為“千禧一代”有一個(gè)千人一面的“典型形象”,，那他們就想錯(cuò)了,。

在一段很火的視頻中,，作家西蒙·西內(nèi)克談到了“千禧一代”職場(chǎng)人的群像——為什么他們需要這么多的反饋；為什么他們這么自戀和以自我為中心,；為什么他們無(wú)法集中注意力,；為什么他們很難培養(yǎng)長(zhǎng)期關(guān)系；為什么他們?nèi)绱似炔患按叵胍案纱笫隆薄?

毫不意外,，這段視頻一石激起千層浪,，同意西內(nèi)克觀(guān)點(diǎn)的人和被他激怒的人激烈交鋒，好不火爆,。

因此,，問(wèn)題就在于，我們應(yīng)該對(duì)這樣一個(gè)廣闊的群體進(jìn)行分門(mén)別類(lèi),，并且具體分析我們應(yīng)該為他們做些什么,。

作為企業(yè)，首先應(yīng)該著重培養(yǎng)一個(gè)讓所有人都覺(jué)得自己受到了尊重的環(huán)境,，讓所有人都覺(jué)得自己有同等的機(jī)會(huì)去發(fā)揮和顯露自己的才能,。企業(yè)高管應(yīng)該鼓勵(lì)培育一個(gè)公開(kāi)透明的氛圍，這樣才能使人人敢于暢所欲言,，并且知道如何獲得反饋,。

在我的公司，同理心也是一個(gè)重要的價(jià)值,。我們希望員工對(duì)同事和客戶(hù)都產(chǎn)生同理心,。在健康的企業(yè)文化中，員工向別人尋求幫助,，或是質(zhì)疑企業(yè)的某項(xiàng)決定,，都是正常的行為。我的公司沒(méi)有搞傳統(tǒng)形式的績(jī)效考核,，但是經(jīng)理人們會(huì)不間斷地與他們的下屬進(jìn)行交流,，以獲得及時(shí)的雙向反饋。公司各個(gè)層級(jí)的員工都能定期與CEO或其他高管進(jìn)行交流,，提出他們的意見(jiàn),，更重要的是提出對(duì)一些問(wèn)題的憂(yōu)慮。

我們對(duì)人事等級(jí)制度并不過(guò)分看重,，而是意識(shí)到一個(gè)人在其職業(yè)生涯的各個(gè)階段,，都有可能成為杰出的人才或?qū)煛：玫念I(lǐng)導(dǎo)樂(lè)于見(jiàn)到其他人的成長(zhǎng)進(jìn)步,。一個(gè)人不管年齡多大,，如果他已經(jīng)做好了職業(yè)上升的準(zhǔn)備，那么把他“按下去”是沒(méi)有任何好處的。

誠(chéng)然,，千禧一代在軟技能的培養(yǎng)上面的確需要一些幫助,，比如傾聽(tīng)藝術(shù)、解決復(fù)雜問(wèn)題的技巧和溝通藝術(shù)等等,，但是誰(shuí)不希望通過(guò)這一領(lǐng)域的學(xué)習(xí)繼續(xù)提高自身水平呢,？企業(yè)與其糾結(jié)于“千禧一代”的技能短板，還不如為他們提供學(xué)習(xí)的資源,。這才是有助于企業(yè)增長(zhǎng)的基本心態(tài),。

順便說(shuō)一句，西蒙·西內(nèi)克后來(lái)又錄制了一段視頻,，指出各個(gè)年代的人都有必要培養(yǎng)更多的同理心,，我同意他的看法,。他還表示我們應(yīng)該從“自助”向“助人”轉(zhuǎn)變,，我也很喜歡這個(gè)觀(guān)點(diǎn)。

如果你不將對(duì)方當(dāng)成一個(gè)獨(dú)立的個(gè)體對(duì)待,，你就對(duì)他們?cè)斐闪藗?。有句老?huà)說(shuō)得好：“水漲眾船高”。當(dāng)“Y世代”的年輕人開(kāi)始加入他們的團(tuán)隊(duì)時(shí),，這才是企業(yè)應(yīng)有的心態(tài),。（財(cái)富中文網(wǎng)）

譯者：樸成奎

The Leadership Insiders network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question,“What steps should companies take to help millennials feel like they belong?” is written by Lisa Haugh, vice president of people at Udemy.

It seems a lot of managers and business leaders believe they have a ‘millennial problem’ and are scratching their heads over how to incorporate this generation into the workplace.

Perhaps the bigger problem is approaching millennials as if they were a monolithic group with uniform needs and desires.

On the contrary, the millennials at my company find themselves at varying stages of their careers and lives, with different fears, wants, and motivations. For example, some are new parents who crave flexible schedules, while others are trying to maneuver through their first job out of college and want to explore new career opportunities.

The idea that there is an “average millennial” that employers should cater to is a myth.

In a video that’s been making the rounds, author Simon Sinek speaks about millennials in the workplace — why they need so much feedback; why they seem so entitled and self-absorbed; why they can’t focus; why it’s hard for them to build long-term relationships; and why they’re so impatient to “make an impact.”

Not surprisingly, the video generated a visceral reaction from both those who agreed with Sinek’s premise and those who were outraged by it.

And therein lies the problem with singling out a broad group and analyzing what we should be doing “for them.”

Employers should focus on fostering an environment where everyone feels valued and has equal opportunity to perform and excel. Executives should encourage transparency and openness, so everyone feels comfortable voicing an opinion and learns how to take feedback.

Having empathy is also an important value at my company, and we want employees to develop it toward their coworkers as well as customers.In healthy company cultures, it'sokay to ask for help or question a decision. Instead of traditional performance reviews, managersat my company have ongoing conversations with their direct reports to share real-time, two-way feedback. Employees at all levels regularly approach our CEOand other executive staffers to share ideas but more importantly, their concerns.

We don’t insist on hierarchy and recognize that great coaches and mentors can emerge at any stage of a career. Great leaders are happy to see others rise up, and there’s no benefit to holding back someone who’s ready to progress on their career path, regardless of age.

Sure, millennials often do need help developing soft skills, such as listening, conflict resolution, and communications, but who couldn't benefit from ongoing training in this area? Instead of getting frustrated by what millennials don’t understand, companies should offer resources so they can learn. That’s fundamental to supporting a growth mindset.

For the record, Simon Sinek recorded a very worthwhile follow-up video too. I agree with his conclusion that building more empathy among all generations is key and really liked his idea of moving from “self-help” to “helping others.”

When you treat people as anything less than individuals, you do them a disservice. There’s an old saying that a rising tide lifts all boats. That’s what employers should aspire to do so they’re ready when Generation Y joins their team.