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超级老板的“Y世代”用人术

更新时间:2017/10/13 10:59:55 来源:本站原创 作者:佚名

What most bosses get wrong about millennials
超级老板的“Y世代”用人术

Companies today are disappointing younger workers. Many have tried in superficial ways to make themselves attractive to

millennials, for instance by offering more flexible work environments or in-office food and drink perks. But they haven’

t changed the fundamentals of how they structure jobs and careers. Most notably, they follow outdated talent strategies

that bear little relation to how Gen Y thinks about work.

当今的企业都对年轻劳动者颇感失望。很多公司努力吸引千禧一代时所采用的方法都流于表面,例如提供更灵活的工作环境,或者在办公

室里提供各种餐饮福利。但他们却并未改变基本的工作和职业结构。最重要的是,他们还在遵循过时的人才战略,很难与"Y世代"形成共鸣

Most companies emphasise retention above all else; they organise hiring, compensation, development, and so on with the

goal of keeping top performers for as long as possible.

多数公司都把挽留员工视作第一要务;他们在招聘、报酬和发展等方面部署了一系列措施,为的就是尽可能久地挽留顶尖人才。

But millennials don’t care about the length of their tenure nearly as much as they do the intensity of on-the-job

learning and growth. They want to shoulder increasing amounts of responsibility and to progress quickly, with leaders and

colleagues that can push them onward and help them grow. And they want an inspiring vision that helps motivate them to

work hard and excel.

但与任期相比,千禧一代似乎更关心在工作中获得的学习和成长机会。他们希望肩负更多责任,实现更快进步,还希望领导和同事能够促

使他们进步,帮助他们成长。他们渴望的是一份鼓舞人心的愿景,以此调动自己努力工作、追求卓越的积极性。

As it turns out, some of the world’s best bosses have figured this out.

事实证明,有一些全球最优秀的老板已经参透了其中的道理。

I’ve spent the past decade studying “superbosses” – immensely successful leaders from diverse industries who were

also extraordinary spawners of ‘talent’. There are some key similarities in the way they’ve managed their young

staffers.

过去10年,我一直在研究"超级老板"——这是一群取得巨大成功的领导者,来自各行各业的他们在培育人才方面同样表现卓越。他们在管

理年轻员工的时候都有一些关键的相似之处。

After carrying out 200 interviews and reading thousands of pages of published material, I discovered that “super bosses

” like fashion designer Ralph Lauren, investor and hedge fund manager Julian Robertson and tech innovator Larry Ellison,

and a whole host of others, built legacies by establishing an ongoing flow of talent with an emphasis on employee

development.

在进行了200次采访,阅读了成千上万页公开材料后,我发现,像时装设计师拉尔夫·劳伦(Ralph Lauren)、投资人兼对冲基金经理朱利

安·罗伯森(Julian Robertson)和科技创新者拉里·埃里森(Larry Ellison)这样的"超级老板",都建立了一套遗产,通过重视员工发

展来获取源源不断的人才。

Stunningly, these bosses all treated their employees the way millennials want to be treated, offering them personal and

customised coaching, tremendous advancement opportunities, creative freedom, collaborative learning opportunities, and

ultimately, the chance to do meaningful work. Ambitious employees want to have a chance to make a difference, and

superbosses allow them to do just that.

令人意外的是,这些老板对待员工的方式完全符合千禧一代的要求,他们为其定制个性化的指导,还提供大量的提升机会、创意自由、协

作学习机会,最终使之有机会从事有意义的工作。志向远大的员工希望能有机会发挥自身的影响,而超级老板则会主动迎合这种需求。

By unleashing and harnessing the passion and creative energy of their young protégés, the bosses built successful

companies, changed their industries, and in a number of cases became billionaires.

通过释放和引导年轻员工的激情和创造力,老板便可建立成功的公司,改变所在的行业,甚至还能把自己变成亿万富豪。

They didn’t go to great lengths to retain their employees, and they certainly didn’t live in fear that their best

workers would one day pack their bags and leave. As they understood, the very best people in any field won’t be held

back; they’re out to develop themselves, and many will naturally seek out bigger opportunities elsewhere.

他们不会不遗余力地挽留员工,他们肯定也不会整天担心自己手下最优秀的员工有朝一日会离开公司。因为他们明白,无论在哪个领域,

最优秀的人才都不会受制于一家公司,而是会努力地发展自己,很多人自然会到其他地方寻找更大的机会。

As packaged foods CEO Michael Miles said, “You can’t keep good people down, and if they get a really good opportunity

that you can’t match, it’s inevitable you’re going to lose them. But that’s the price you pay for having really

outstanding people.”

正如预包装食品行业的元老级人物麦克尔·迈尔斯(Michael Miles)所说:"你无法控制优秀的人才,如果他们得到了你无法提供的好机

会,你肯定会失去他们。这是拥有一流人才必须付出的代价。"

Superbosses recognised it was better to have great people for a shorter period than mediocre people long-term. So, they

focused on leveraging the talents of their ambitious protégés to the full while they had them, personally guiding their

careers and giving them opportunities and responsibilities unavailable elsewhere.

超级老板意识到,与其长期聘用资质平平的人,倒不如短期拥有一流人才。所以,他们的重点是在这些雄心勃勃的员工任职于自己的公司

时,充分利用他们的才华,为他们的个人职业发展提供指导,给他们创造其他地方无法获得的机会和责任。

When protégés did leave, these leaders made efforts to stay in touch and sustain formal and informal partnerships with

them. This allowed these bosses to reap the benefits of an employee network, including privileged access to business

opportunities, talent, and new ideas.

当这些人才真的离职时,领导者也可以努力与之保持联系,维持正式或非正式的合作关系。这样一来,老板就能通过员工的人际网络获益

,使之得以接触商业机会、人才和新的想法。

Also, by freely letting their best people go, and indeed by frequently helping protégés find jobs and other opportunities

elsewhere, they built up reputations as magnets for talent. This made it easier for the superbosses to attract the best

and brightest creating flows of talent that perpetually renewed the enterprise.

另外,通过让一流人才自由迁移,甚至经常帮助他们在其他地方寻找工作和机会,超级老板便可提升自己的声誉,加强自身的人才吸引力

。这样一来,他们便可吸引最顶尖的人才,从而形成源源不断的人才流,持续为企业注入新鲜的血液。

Here’s the kicker: despite the willingness of superboss leaders to abandon a retention strategy, they engendered such

great love and respect into their workforces that they wound up retaining employees for longer periods of time.

令人意想不到的是:尽管超级老板并没有刻意挽留人才,但他们却赢得了员工的尊敬和爱戴,最终得以让这些人才更为长久地效力于自己

The more you do to enhance the intensity of the learning and growth experience for your workers, the more they’ll

naturally want to stay. Why would they go elsewhere?

你为员工提供的学习和成长经验越多,他们就越想留下来。为什么还要跳槽呢?

So the best strategy turns out to be a personalised and intense employee development programme, built on the assumption

that the best people may leave sooner than you would like. Except, for the superbosses, they don’t.

所以,最好的战略其实是认真为员工制定发展项目,而这一切的前提假设在于:优秀的人才跳槽的时机可能会早于你的预期——除非碰到

了超级老板。

Savvy companies will strive to understand what younger workers want and deliver it. Rather than attempting to maximise an

employee’s length of stay, they’ll maximise the employee’s growth, and with it, the impact and results they can

deliver. By doing so, they’ll establish powerful pipelines of talent that will make their organisations more sustainable

over the long term.

有见识的公司会努力思考年轻员工的需求,尽量予以满足。他们不会尽可能延长员工为自己效力的时间,而是会不遗余力地帮助员工成长

,从而充分利用他们的影响和业绩。通过这种方式,他们便会建立强大的人才管道,让组织实现长期的可持续发展。

Younger workers are good for businesses; they challenge us all to make our workplaces more meaningful, dynamic, and

innovative. Companies that rise to this challenge will thrive; those that cling desperately to conventional retention

strategies will wither away.

年轻员工是企业的财富,他们可以对企业的现状发起挑战,把职场变得更有意义、更具活力和创新氛围。主动迎接挑战的企业将会兴旺繁

荣,固守传统人才挽留战略的公司只会丧失活力。

The sooner that companies and bosses master the millennial-friendly workplace, the better off we’ll all be.

如果企业和老板能早一点营造适合千禧一代的职场环境,对所有人来说都是一件好事。

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