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“透視領(lǐng)導(dǎo)力”是一個在線社區(qū)，商業(yè)界最有思想也最具影響力的大咖會在此及時回答有關(guān)職場和領(lǐng)導(dǎo)力的問題,。今天的問題是,，“如何提升職場上千禧一代員工的歸屬感？”回答者是營銷公司Fingerpaint Marketing創(chuàng)始人埃德·米岑,。

Fingerpaint公司里超過三分之一員工都是千禧一代,。這不奇怪，因為我們的主營業(yè)務(wù)是廣告,、營銷,、公共關(guān)系和社交媒體。為了更好地影響年輕一代,，我們非常依賴年輕人群體本身的影響力,，也很重視他們的想法。由于公司里有大量千禧一代員工,，年輕人會覺得自身的技能和想法確實受重視,。

考慮到這些，我覺得不應(yīng)該讓我這樣接近50歲的大叔叨叨如何提升千禧一代的歸屬感,，而應(yīng)該問問他們最重視哪些方面,。以下是員工們小結(jié)出的、年輕一代最有共鳴的三點,。

辦公室里不要有恐懼氣氛

千禧一代格外重視一點,，辦公室里要有合作的氛圍，每個人都能確實感受到說的話有人聽,。雖然沒有“嬰兒潮”一代老同事那么多“現(xiàn)實”經(jīng)驗,，員工們也可以毫無顧忌地發(fā)表言論，這一點非常重要,。新員工入職過程中有管理層或重要相關(guān)人士參與,，也能幫助千禧一代員工感覺到自己是公司里的重要一份子。

我們公司沒有采用傳統(tǒng)的頭銜制度,，而是按照職能劃分部門,，這樣大家都只是合作關(guān)系，沒有上下級之分,。從多年工作經(jīng)驗中我發(fā)現(xiàn),，好想法可能來自于各個層級的員工，我希望進(jìn)一步推廣這個理念，不再依靠傳統(tǒng)的管理方式,。

取消頭銜制度后,，千禧一代員工會獲得非常好的學(xué)習(xí)和成長機(jī)會，不會因為跟副總裁同處一室感到緊張,。經(jīng)驗尚淺的員工會更有勇氣大膽說出看法,，而且能感受到自己對團(tuán)隊很有貢獻(xiàn)。

指定職場導(dǎo)師

實施職場導(dǎo)師計劃,，可以幫千禧一代員工向公司里更資深（很有可能是行業(yè)資深）的前輩汲取知識和經(jīng)驗,。此舉也可提升千禧一代的責(zé)任感，促進(jìn)他們表現(xiàn)超出預(yù)期,。

導(dǎo)師可以幫助千禧一代員工規(guī)劃在公司里的成長路線,。這樣他們會明白，公司希望他們能同步成長,，不會眼里只盯著手頭工作看不到出路,。導(dǎo)師還可以提升千禧一代員工的自信，鼓勵他們更努力地為公司貢獻(xiàn)才智,。

及時溝通

想讓千禧一代員工感覺受重視,，關(guān)鍵一點是確保每個人都了解公司動向，讓他們清楚目前公司發(fā)展?fàn)顩r,。邀請員工參與調(diào)查問卷,，聽取他們對公司流程的反饋。還有,，一定要確保讓千禧一代參與培訓(xùn)課程,。

近來公司里推出了一個培訓(xùn)項目，目的是教員工更好地活在當(dāng)下,，提高傾聽的技巧,，與客戶談判時隨機(jī)應(yīng)變。通常情況下,，公司會僅向高層管理人員或是與客戶打交道更多的員工提供培訓(xùn),。但在我們的培訓(xùn)中，千禧一代員工紛紛表示受益良多而且深受觸動,，同時也非常感激公司給他們機(jī)會學(xué)習(xí),。

千禧一代員工希望知道他們有能力影響到別人，影響到公司,、社區(qū)甚至全世界,。Fingerpaint很重視慈善，員工里也有專門負(fù)責(zé)慈善事務(wù)的成員負(fù)責(zé)推動公司行善,。千禧一代員工會看到這些努力,，也會因身處一家不僅拼命賺錢更重視回饋社會的公司而自豪,。（財富中文網(wǎng)）

譯者：夏林

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, “How can you help millennials feel like they’re part of the company?” is written by Ed Mitzen, founder of Fingerpaint Marketing.

Over one-third of our workforce at Fingerpaint are millennials. This isn’t surprising, given the nature of our business in advertising, marketing, public relations, and social media. To be able to reach younger audiences these days, we rely heavily on the influence and ideas these groups bring to our firm. By having a plethora of millennial employees, it makes them feel like the company truly values their skills and ideas.

So with that in mind, rather than having a nearly 50-year-old man like myself spout on and on about how we make millennials feel like part of our company, I asked them what they felt impacted them the most. They came up with three areas that deeply resonate with their demographic.

Eliminate fear from the office

Having a truly collaborative culture where everyone in the room genuinely feels like their voice is being heard is truly valued by millennials. Knowing they can speak up without fear of rejection, even though they might not have as much “real world” experience as their baby boomer colleagues, has a big impact. Onboarding with the leadership team or key stakeholders of an organization can also help a millennial feel as though they are a vital part of the company.

Our firm doesn’t utilize a traditional title system. Rather we group people by function so that no one feels “l(fā)ess than” a coworker. I have learned over the years that great ideas can come from all levels of the organization, so I wanted to foster that belief, rather than rely on more traditional methods.

Not having job titles provides millennials a unique opportunity to learn and grow without feeling the pressure of being in a room of vice presidents. It allows someone with less experience to feel comfortable openly bringing forth ideas while feeling like a valued contributor to the team.

Pair them with mentors

Establishing a mentoring program for millennials within your organization offers them the knowledge and experience of someone senior within the company (and most likely the industry). It also creates a greater sense of responsibility for millennials, driving them to perform beyond expectations.

Mentors can work with millennials to roadmap their future paths within the organization. This shows that you can see them growing with the company and don't see their current role as a dead end. Mentors also reinforce millennials’ confidence that they can positively contribute to the company’s overall success.

Keep them informed

A vital way to show millennials they are valued is including them in companywide communications, so they feel in the know about current business endeavors. Ask them to participate in surveys or get their feedback on company processes. Also, make sure that millennials have a seat at the table during training events.

Recently, we had an improv training program, designed to teach staff how to be present in the moment, improve listening skills, and adapt while engaged in conversations with customers. Often companies restrict training to senior-level executives or those who have more customer interaction responsibilities. During our training, the millennial participants were blown away by what they learned, and told us that they appreciated being included.

Millennials want to know that they’re making a difference in someone’s life, in the company, in the community, and in the world. At Fingerpaint, we emphasize charity, and even have a dedicated philanthropist on staff to drive our company efforts in this area. Millennials see this, and want to be a part of a company that values giving back as much, if not more, than profitability.