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軟技能危機(jī):四分之一的高管不考慮雇傭入門(mén)級(jí)的Z世代畢業(yè)生

JANE THIER
2024-11-21

三分之一的高管和相似比例的員工認(rèn)為,,公司未能為新員工提供充分的培訓(xùn)支持,,這種做法實(shí)際上為他們的失敗或至少是表現(xiàn)不佳埋下伏筆。

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雇主和員工普遍達(dá)成共識(shí)的一點(diǎn)是:初級(jí)員工并不適合這份工作,。

技術(shù)教育提供商General Assembly的一份最新報(bào)告顯示,不足半數(shù)的員工(48%)和僅有12%的中層管理人員認(rèn)為,,如今的入門(mén)級(jí)員工已經(jīng)為職場(chǎng)做好了充分準(zhǔn)備,。

導(dǎo)致對(duì)新員工信心不足的主要原因何在?根據(jù)受訪經(jīng)理們的看法,,關(guān)鍵在于新員工未能掌握實(shí)現(xiàn)職場(chǎng)成功所需的軟技能,,例如溝通、協(xié)作和適應(yīng)能力,。

General Assembly首席商務(wù)官喬丹·海瑟薇(Jourdan Hathaway)在一份聲明中寫(xiě)道:“入門(mén)級(jí)員工的渠道已經(jīng)出現(xiàn)了斷裂,。企業(yè)必須重新審視其招聘、培訓(xùn)和聘用員工的策略,?!?/p>

海瑟薇補(bǔ)充稱,對(duì)于那些致力于解決這一問(wèn)題的雇主來(lái)說(shuō),,確實(shí)存在許多基于證據(jù)的方法來(lái)加強(qiáng)員工的準(zhǔn)備工作,。“例如,,技術(shù)學(xué)徒和技能培訓(xùn)項(xiàng)目為員工提供了模擬真實(shí)工作環(huán)境的經(jīng)驗(yàn),,使他們能夠在掌握技術(shù)技能的同時(shí)培養(yǎng)溝通和協(xié)作能力?!?/p>

為撰寫(xiě)這份報(bào)告,,General Assembly對(duì)美國(guó)和英國(guó)的1180名員工以及393名副總裁或總監(jiān)級(jí)別管理人員進(jìn)行了調(diào)查。

近四分之一的高管表示,,他們不會(huì)雇傭目前的入門(mén)級(jí)員工,。各級(jí)員工中約有23%的人持相同觀點(diǎn),其中包括三分之一的嬰兒潮一代,。

錯(cuò)過(guò)真正的價(jià)值

即使是初級(jí)員工也能意識(shí)到,,他們?cè)谀承╆P(guān)鍵領(lǐng)域存在缺失。

五分之二(40%)的Z世代受訪者(其中許多是新入職的員工)表示,,缺乏軟技能是他們職業(yè)發(fā)展的主要短板,。高管和員工都認(rèn)為,技術(shù)技能以及正確的工作態(tài)度同樣是他們職業(yè)成長(zhǎng)中需要加強(qiáng)的關(guān)鍵領(lǐng)域,。

不過(guò),,這并非完全是年輕員工的責(zé)任。許多人在疫情封鎖期間度過(guò)了大學(xué)時(shí)光,,由于實(shí)習(xí)機(jī)會(huì)的取消或受完全遠(yuǎn)程的工作的束縛,,他們錯(cuò)過(guò)了建立人脈和獲得面對(duì)面專業(yè)指導(dǎo)的機(jī)會(huì),。

三分之一的高管和相似比例的員工認(rèn)為,,公司未能為新員工提供充分的培訓(xùn)支持,,這種做法實(shí)際上為他們的失敗或至少是表現(xiàn)不佳埋下伏筆。

在那些確實(shí)為培訓(xùn)津貼或基金預(yù)留預(yù)算的公司中,,近一半的公司表示,,員工“有時(shí)、很少或從不”使用這些預(yù)算,。這很可能是由于缺乏參與的動(dòng)力或時(shí)間,,甚至可能是因?yàn)樗麄冇X(jué)得自己不是問(wèn)題所在。

耐人尋味的是,,美國(guó)和英國(guó)的員工在這個(gè)問(wèn)題上存在分歧,;英國(guó)員工認(rèn)為政府在幫助員工為工作做好準(zhǔn)備方面承擔(dān)一定責(zé)任的可能性是美國(guó)員工的兩倍多。英國(guó)雇主持相同觀點(diǎn)的可能性是美國(guó)雇主的7倍,。

盡管有人工智能,,軟技能仍然占據(jù)主導(dǎo)地位

General Assembly的報(bào)告發(fā)現(xiàn),即使未來(lái)變得越來(lái)越數(shù)字化,,人情味仍然至關(guān)重要,。最近的其他一些報(bào)告也印證了這一點(diǎn)。

今年1月,,哈里斯民意調(diào)查公司(Harris Poll)專門(mén)為《財(cái)富》雜志進(jìn)行的一項(xiàng)調(diào)查發(fā)現(xiàn),,82%的管理者表示,Z世代新員工的軟技能需要更多指導(dǎo),,也需要花費(fèi)更多時(shí)間培訓(xùn),。他們還認(rèn)為,Z世代往往對(duì)職場(chǎng)抱有不切實(shí)際的期望——比如快速晉升的時(shí)間表,、充足的靈活性空間,,或者始終保持工作與生活的平衡——而且他們?cè)谲浖寄芊矫娴呐嘤?xùn)比技術(shù)技能方面的培訓(xùn)更具挑戰(zhàn)性。

職場(chǎng)教育平臺(tái)培生(Pearson)在2024年9月進(jìn)行的一項(xiàng)研究發(fā)現(xiàn),,1.1億份招聘信息提到了溝通這一最受歡迎的軟技能,,而數(shù)據(jù)分析這一人工智能相關(guān)技能僅在900萬(wàn)份招聘信息中被提及。

此外,,在德勤(Deloitte)最近的一項(xiàng)研究中,,員工們將團(tuán)隊(duì)合作列為他們最看重的技能,其次是溝通和領(lǐng)導(dǎo)能力,。只有編碼這一技術(shù)性較強(qiáng)的技能排在第四位,,其次是數(shù)據(jù)分析。

許多《財(cái)富》世界500強(qiáng)企業(yè)已經(jīng)開(kāi)始響應(yīng)這一號(hào)召,。比如,,微軟(Microsoft)就與虛擬教育平臺(tái)Coursera合作,為員工提供包括數(shù)據(jù)分析在內(nèi)的硬技能和溝通在內(nèi)的軟技能培訓(xùn)和認(rèn)證。埃森哲(Accenture)首席執(zhí)行官朱莉·斯威特(Julie Sweet)自上任首日起就把持續(xù)學(xué)習(xí)放在首位,。今年,,她的公司收購(gòu)了與Coursera類(lèi)似的人工智能學(xué)習(xí)平臺(tái)Udacity,以持續(xù)推進(jìn)這一使命,,并將技能提升作為優(yōu)先事項(xiàng),。

德勤首席學(xué)習(xí)官安東尼·斯蒂芬(Anthony Stephan)寫(xiě)道,如果企業(yè)過(guò)于重視技術(shù)培訓(xùn),,而忽略“人類(lèi)長(zhǎng)期所需的能力,,如發(fā)散性思維、情感敏捷性和韌性,,最終可能會(huì)阻礙創(chuàng)新,,導(dǎo)致員工在領(lǐng)導(dǎo)團(tuán)隊(duì)、把握市場(chǎng)機(jī)遇和充分利用技術(shù)潛力方面能力不足”,。

General Assembly也持同樣的看法,。

General Assembly校友參與和雇主合作主管盧佩·科朗吉洛(Lupe Colangelo)在報(bào)告中寫(xiě)道:“當(dāng)我們觀察到一種趨勢(shì)對(duì)如此多人產(chǎn)生影響時(shí),我們必須后退一步,,深思熟慮這個(gè)系統(tǒng)需要做出哪些改變,。人們顯然需要更多的支持才能順利進(jìn)入職場(chǎng)并取得成功。我們不能僅僅指望個(gè)別員工憑一己之力來(lái)彌合當(dāng)前的技能差距,?!保ㄘ?cái)富中文網(wǎng))

譯者:中慧言-王芳

雇主和員工普遍達(dá)成共識(shí)的一點(diǎn)是:初級(jí)員工并不適合這份工作。

技術(shù)教育提供商General Assembly的一份最新報(bào)告顯示,,不足半數(shù)的員工(48%)和僅有12%的中層管理人員認(rèn)為,,如今的入門(mén)級(jí)員工已經(jīng)為職場(chǎng)做好了充分準(zhǔn)備。

導(dǎo)致對(duì)新員工信心不足的主要原因何在,?根據(jù)受訪經(jīng)理們的看法,,關(guān)鍵在于新員工未能掌握實(shí)現(xiàn)職場(chǎng)成功所需的軟技能,例如溝通,、協(xié)作和適應(yīng)能力,。

General Assembly首席商務(wù)官喬丹·海瑟薇(Jourdan Hathaway)在一份聲明中寫(xiě)道:“入門(mén)級(jí)員工的渠道已經(jīng)出現(xiàn)了斷裂。企業(yè)必須重新審視其招聘,、培訓(xùn)和聘用員工的策略,。”

海瑟薇補(bǔ)充稱,,對(duì)于那些致力于解決這一問(wèn)題的雇主來(lái)說(shuō),,確實(shí)存在許多基于證據(jù)的方法來(lái)加強(qiáng)員工的準(zhǔn)備工作?!袄?,技術(shù)學(xué)徒和技能培訓(xùn)項(xiàng)目為員工提供了模擬真實(shí)工作環(huán)境的經(jīng)驗(yàn),,使他們能夠在掌握技術(shù)技能的同時(shí)培養(yǎng)溝通和協(xié)作能力?!?/p>

為撰寫(xiě)這份報(bào)告,,General Assembly對(duì)美國(guó)和英國(guó)的1180名員工以及393名副總裁或總監(jiān)級(jí)別管理人員進(jìn)行了調(diào)查。

近四分之一的高管表示,,他們不會(huì)雇傭目前的入門(mén)級(jí)員工,。各級(jí)員工中約有23%的人持相同觀點(diǎn),,其中包括三分之一的嬰兒潮一代,。

錯(cuò)過(guò)真正的價(jià)值

即使是初級(jí)員工也能意識(shí)到,他們?cè)谀承╆P(guān)鍵領(lǐng)域存在缺失,。

五分之二(40%)的Z世代受訪者(其中許多是新入職的員工)表示,,缺乏軟技能是他們職業(yè)發(fā)展的主要短板。高管和員工都認(rèn)為,,技術(shù)技能以及正確的工作態(tài)度同樣是他們職業(yè)成長(zhǎng)中需要加強(qiáng)的關(guān)鍵領(lǐng)域,。

不過(guò),這并非完全是年輕員工的責(zé)任,。許多人在疫情封鎖期間度過(guò)了大學(xué)時(shí)光,,由于實(shí)習(xí)機(jī)會(huì)的取消或受完全遠(yuǎn)程的工作的束縛,他們錯(cuò)過(guò)了建立人脈和獲得面對(duì)面專業(yè)指導(dǎo)的機(jī)會(huì),。

三分之一的高管和相似比例的員工認(rèn)為,,公司未能為新員工提供充分的培訓(xùn)支持,這種做法實(shí)際上為他們的失敗或至少是表現(xiàn)不佳埋下伏筆,。

在那些確實(shí)為培訓(xùn)津貼或基金預(yù)留預(yù)算的公司中,,近一半的公司表示,員工“有時(shí),、很少或從不”使用這些預(yù)算,。這很可能是由于缺乏參與的動(dòng)力或時(shí)間,甚至可能是因?yàn)樗麄冇X(jué)得自己不是問(wèn)題所在,。

耐人尋味的是,,美國(guó)和英國(guó)的員工在這個(gè)問(wèn)題上存在分歧;英國(guó)員工認(rèn)為政府在幫助員工為工作做好準(zhǔn)備方面承擔(dān)一定責(zé)任的可能性是美國(guó)員工的兩倍多,。英國(guó)雇主持相同觀點(diǎn)的可能性是美國(guó)雇主的7倍,。

盡管有人工智能,軟技能仍然占據(jù)主導(dǎo)地位

General Assembly的報(bào)告發(fā)現(xiàn),,即使未來(lái)變得越來(lái)越數(shù)字化,,人情味仍然至關(guān)重要。最近的其他一些報(bào)告也印證了這一點(diǎn),。

今年1月,,哈里斯民意調(diào)查公司(Harris Poll)專門(mén)為《財(cái)富》雜志進(jìn)行的一項(xiàng)調(diào)查發(fā)現(xiàn),,82%的管理者表示,Z世代新員工的軟技能需要更多指導(dǎo),,也需要花費(fèi)更多時(shí)間培訓(xùn),。他們還認(rèn)為,Z世代往往對(duì)職場(chǎng)抱有不切實(shí)際的期望——比如快速晉升的時(shí)間表,、充足的靈活性空間,,或者始終保持工作與生活的平衡——而且他們?cè)谲浖寄芊矫娴呐嘤?xùn)比技術(shù)技能方面的培訓(xùn)更具挑戰(zhàn)性。

職場(chǎng)教育平臺(tái)培生(Pearson)在2024年9月進(jìn)行的一項(xiàng)研究發(fā)現(xiàn),,1.1億份招聘信息提到了溝通這一最受歡迎的軟技能,,而數(shù)據(jù)分析這一人工智能相關(guān)技能僅在900萬(wàn)份招聘信息中被提及。

此外,,在德勤(Deloitte)最近的一項(xiàng)研究中,,員工們將團(tuán)隊(duì)合作列為他們最看重的技能,其次是溝通和領(lǐng)導(dǎo)能力,。只有編碼這一技術(shù)性較強(qiáng)的技能排在第四位,,其次是數(shù)據(jù)分析。

許多《財(cái)富》世界500強(qiáng)企業(yè)已經(jīng)開(kāi)始響應(yīng)這一號(hào)召,。比如,,微軟(Microsoft)就與虛擬教育平臺(tái)Coursera合作,為員工提供包括數(shù)據(jù)分析在內(nèi)的硬技能和溝通在內(nèi)的軟技能培訓(xùn)和認(rèn)證,。埃森哲(Accenture)首席執(zhí)行官朱莉·斯威特(Julie Sweet)自上任首日起就把持續(xù)學(xué)習(xí)放在首位,。今年,她的公司收購(gòu)了與Coursera類(lèi)似的人工智能學(xué)習(xí)平臺(tái)Udacity,,以持續(xù)推進(jìn)這一使命,,并將技能提升作為優(yōu)先事項(xiàng)。

德勤首席學(xué)習(xí)官安東尼·斯蒂芬(Anthony Stephan)寫(xiě)道,,如果企業(yè)過(guò)于重視技術(shù)培訓(xùn),,而忽略“人類(lèi)長(zhǎng)期所需的能力,如發(fā)散性思維,、情感敏捷性和韌性,,最終可能會(huì)阻礙創(chuàng)新,導(dǎo)致員工在領(lǐng)導(dǎo)團(tuán)隊(duì),、把握市場(chǎng)機(jī)遇和充分利用技術(shù)潛力方面能力不足”,。

General Assembly也持同樣的看法。

General Assembly校友參與和雇主合作主管盧佩·科朗吉洛(Lupe Colangelo)在報(bào)告中寫(xiě)道:“當(dāng)我們觀察到一種趨勢(shì)對(duì)如此多人產(chǎn)生影響時(shí),,我們必須后退一步,,深思熟慮這個(gè)系統(tǒng)需要做出哪些改變。人們顯然需要更多的支持才能順利進(jìn)入職場(chǎng)并取得成功,。我們不能僅僅指望個(gè)別員工憑一己之力來(lái)彌合當(dāng)前的技能差距,?!保ㄘ?cái)富中文網(wǎng))

譯者:中慧言-王芳

One thing both bosses and workers can agree on: Entry-level workers aren’t cut out for the job.

Fewer than half of workers (48%) and just 12% of mid-level executives think today’s entry-level workers are adequately prepared for the workforce, according to a new report from General Assembly, a technology education provider.

The biggest factors driving this lack of confidence? Managers polled feel new workforce entrants don’t have the requisite soft skills—like communication, collaboration, and adaptability—needed to thrive at work.

“The entry-level employee pipeline is broken,” Jourdan Hathaway, General Assembly’s chief business officer, wrote in a statement. “Companies must rethink how they source, train, and onboard employees.”

For bosses committed to tackling the issue, there’s no shortage of evidence-based approaches to beefing up workforce readiness, Hathaway added. “Technology apprenticeships and skill training programs, for example, provide employees with experience that mimics a real work environment, allowing them to build communication and collaboration skills alongside technical skills.”

For the report, General Assembly surveyed 1,180 workers across the U.S. and U.K., as well as 393 VPs or director-level managers.

Nearly one in four of those executives said they wouldn’t hire today’s entry-level employees. About 23% of all employees, at all levels, said the same—including one in three baby boomers.

Missing the real value

Even the entry-level workers can tell they’re missing something crucial.

Two in five (40%) of Gen Z respondents—many of whom are the new hires in question—say that lacking soft skills is a major shortcoming in their career advancement. Also high on the list, according to both executives and workers, are technical skills—and coming into work with the right attitude.

Then again, it’s not entirely younger workers’ fault. Many spent their college years in pandemic lockdowns, hamstrung by canceled internships or fully remote roles, and thus missed opportunities for networking and in-person professional mentoring.

One in three executives—and a similar share of employees—agreed that companies don’t provide adequate training for new hires, effectively setting them up for failure, or at least underperformance.

Among the companies that actually do set aside a budget for training stipends or funds, nearly half said employees “sometimes, rarely, or never” use them. That’s likely due to a lack of motivation or time—or maybe even the sense that they’re not the problem.

Interestingly, U.S. and U.K. employees diverge somewhat on the issue; U.K. employees were more than twice as likely to believe the government bears some responsibility for job preparedness than American workers. U.K. bosses were seven times more likely than U.S. bosses to say the same.

Despite AI, soft skills still reign supreme

Even as the future becomes increasingly digitized, the human touch remains vital, General Assembly’s report finds. That’s been echoed by a smattering of other recent reports.

A Harris Poll carried out exclusively for Fortune in January found that 82% of managers said their new Gen Z hires’ soft skills require more guidance, time, and training. They also think Gen Zers often have unrealistic workplace expectations—like speedy promotion timelines, ample room for flexibility, or consistent work-life balance—and they’re harder to train in soft skills than in technical skills.

A September 2024 study by workplace education platform Pearson found that communication—the most in-demand soft skill—was mentioned in 110 million job listings, while data analysis—an AI skill—appeared in only 9 million.

Plus, in a recent Deloitte study, workers put teamwork as their number-one valued skill, followed by communication and leadership. Only in fourth place did a more technical skill—coding—make the list, followed by data analysis.

Many Fortune 500 companies are already heeding the call. Microsoft, for one, has partnered with virtual education platform Coursera to offer workers courses and certificates in hard (data analysis) and soft (communication) skills alike. Accenture CEO Julie Sweet has prioritized continual learning from her first day on the job, and this year her company bought Udacity, an AI learning platform akin to Coursera, to build on that mission and prioritize upskilling.

Companies that put too much stock in technical training at the expense of “enduring human capabilities—like divergent thinking, emotional agility, [and] resilience—could end up impeding innovation and leaving employees ill-equipped to lead teams, adapt to market opportunities, and fully harness the potential of technology,” Anthony Stephan, Deloitte’s chief learning officer, wrote.

General Assembly said much the same.

“When we see a trend impacting so many people, we have to take a step back and consider that the system needs to change,” Lupe Colangelo, director of alumni engagement and employer partnerships at General Assembly, wrote in the report. “People clearly need more support to enter the workforce and succeed. We can’t expect individual employees to close today’s skills gaps on their own.”

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