亚色在线观看_亚洲人成a片高清在线观看不卡_亚洲中文无码亚洲人成频_免费在线黄片,69精品视频九九精品视频,美女大黄三级,人人干人人g,全新av网站每日更新播放,亚洲三及片,wwww无码视频,亚洲中文字幕无码一区在线

領(lǐng)導(dǎo)力內(nèi)幕網(wǎng)站是美國(guó)的一個(gè)在線社區(qū),，美國(guó)商界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The Execu|Search集團(tuán)董事長(zhǎng)兼CEO艾德?弗萊施曼對(duì)“如何讓千禧一代覺(jué)得他們是企業(yè)的一分子？”這一問(wèn)題的回答,。

千禧一代已經(jīng)成為美國(guó)勞動(dòng)力市場(chǎng)上占比最大的一代人,。因此，企業(yè)必須了解這部分員工的需求,。

根據(jù)The Execu|Search集團(tuán)近日對(duì)千余名求職者,、職場(chǎng)人士和招聘決策人員進(jìn)行的一項(xiàng)調(diào)查顯示，50%的員工打算只在他們當(dāng)前所在的公司待上兩年不到,。這意味著2017年企業(yè)必須采取前所未有的努力將高價(jià)值人才挽留下來(lái),，而其中相當(dāng)一部分都是“千禧一代”人。隨著千禧一代漸漸從初級(jí)崗位上晉升到中高層職位,，他們一旦流失出去,，給企業(yè)造成的代價(jià)只會(huì)更高。

將職業(yè)發(fā)展放在首位

要讓千禧一代產(chǎn)生歸屬感,，企業(yè)首當(dāng)其沖要做的就是為他們提供職業(yè)發(fā)展的機(jī)會(huì),，以便將這些員工推向領(lǐng)導(dǎo)崗位。在我們的調(diào)查中,，有四分之三的受訪企業(yè)表示,，千禧一代還沒(méi)有做好步入領(lǐng)導(dǎo)崗位的準(zhǔn)備。對(duì)企業(yè)缺乏忠誠(chéng)度和對(duì)提拔晉升過(guò)于熱切,，也成為這一年齡段的員工的兩大突出問(wèn)題,。然而現(xiàn)實(shí)是，隨著年長(zhǎng)員工逐漸退休,，千禧一代遲早要被賦予更大的職權(quán),。因此企業(yè)必須賦予他們適當(dāng)?shù)墓ぞ撸瑤椭麄冏龊妙I(lǐng)導(dǎo)企業(yè)的準(zhǔn)備,。

在受訪者中有超過(guò)四分之三的千禧一代員工認(rèn)為,，職業(yè)發(fā)展機(jī)會(huì)是企業(yè)文化中最重要的元素之一。58%的千禧一代受訪員工表示,，如果企業(yè)能為他們提供學(xué)習(xí)最新技能的機(jī)會(huì),，他們將對(duì)公司更加滿意。因此,，企業(yè)應(yīng)該為他們創(chuàng)造這種學(xué)習(xí)機(jī)會(huì),，一來(lái)可以提高員工對(duì)企業(yè)的滿意度，二來(lái)也有助于培養(yǎng)持續(xù)學(xué)習(xí)的企業(yè)文化,。在線研討會(huì)和網(wǎng)絡(luò)課程都是不錯(cuò)的職業(yè)發(fā)展工具,，但更能為千禧一代提供職業(yè)發(fā)展機(jī)遇,、使他們能夠勝任未來(lái)的領(lǐng)導(dǎo)角色的，仍然是實(shí)實(shí)在在的項(xiàng)目,。

另外,，企業(yè)還應(yīng)該就這些職業(yè)發(fā)展項(xiàng)目與員工進(jìn)行充分溝通。如果員工知道自己已經(jīng)處于后備干部梯隊(duì)中,，他們就更傾向于留在公司謀求晉升機(jī)會(huì),，并且主動(dòng)承擔(dān)更多的職責(zé)，從而形成了雙贏,。

認(rèn)可千禧一代的領(lǐng)導(dǎo)潛質(zhì)

只要在年輕員工身上進(jìn)行理性投資,，企業(yè)是有能力打破千禧一代的跳槽怪圈的。就算他們覺(jué)得千禧一代暫時(shí)還不能擔(dān)當(dāng)領(lǐng)導(dǎo)重任,，企業(yè)在招聘時(shí)也應(yīng)充分考慮到千禧一代員工的潛質(zhì),，而不唯經(jīng)驗(yàn)論。特別是企業(yè)應(yīng)該著重于員工的可轉(zhuǎn)化技能,、領(lǐng)導(dǎo)潛質(zhì)以及與企業(yè)文化的契合度。

倘若員工缺乏職位所要求的技能,，企業(yè)應(yīng)該考慮他們能獲得成功的其他可轉(zhuǎn)化技能,。比如一名求職者如果有數(shù)據(jù)分析方面的背景，那么他或許也適合一些注重細(xì)節(jié)的崗位,。此外還有一些軟技能可以從側(cè)面反映一個(gè)人的領(lǐng)導(dǎo)潛質(zhì),。比如一個(gè)人有沒(méi)有清晰的溝通能力，從面試和求職信中就能看出來(lái),，從而預(yù)示了他將來(lái)能否與團(tuán)隊(duì)進(jìn)行有效溝通,。

另外，員工與企業(yè)文化是否契合也很關(guān)鍵,。工作職能和一些“硬技能”是可以學(xué)習(xí)的,，但一個(gè)人的職業(yè)道德和工作態(tài)度是很難改變的。企業(yè)在招聘時(shí)應(yīng)該重點(diǎn)考慮那些善于團(tuán)隊(duì)合作,、具有較高情商的千禧一代人才,，這些特質(zhì)在任何工作環(huán)境中都是一筆良好的資產(chǎn)。

只有現(xiàn)在就對(duì)年輕人的成長(zhǎng)進(jìn)行投資,，企業(yè)才能在未來(lái)的競(jìng)爭(zhēng)中脫穎而出,，給企業(yè)本身和這些年輕人帶來(lái)長(zhǎng)遠(yuǎn)的成功。（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, “How can you help millennials feel like they’re part of the company?” is written by Ed Fleischman, chairman and CEO of The Execu|Search Group.

Millennials currently make up the largest portion of the American workforce; therefore, it is critical for companies to understand the needs of these employees.

A recent survey conducted by The Execu|Search Group of more than 1,000 job seekers, working professionals, and hiring decision makers found that 50% of employees are planning to stay at their current company for only two years or less. This suggests that companies will need to work harder than ever in 2017 to keep professionals—a high percentage of whom are millennials—from leaving their company. As millennials progress from entry-level roles into middle management and executive positions, the cost of losing these talented employees will only increase.

Prioritize professional development

First and foremost, to make millennials feel included, employers need to invest in professional development opportunities to prepare these employees for leadership roles. Almost three-quarters of employers polled in our survey said that millennials are not prepared for leadership positions, and employers rated millennials’ lack of loyalty and desire to move quickly up the ladder as the top two challenges they have with employees in this age bracket. The reality, however, is that as older employees retire, millennials will step into roles with greater levels of responsibility, and employers must equip these professionals with the tools they need to succeed as leaders within their companies.

Over three-quarters of millennials we surveyed said that professional development opportunities are one of the most important elements of company culture, and 58% said that they would be more satisfied at their current company if they had access to projects to keep their skills up-to-date. As a result, employers should provide millennial employees with opportunities to tackle hands-on projects that will keep them satisfied in their roles while fostering a corporate culture of ongoing learning. Webinars and online classes are also good options for professional development, but concrete projects provide excellent opportunities for millennials to prepare to fill leadership roles within the company as they become available.

Employers also must communicate about these programs and priorities to millennials. If employees understand that they are on track for leadership roles, they will be more inclined to stay at a company for longer and go above and beyond in their responsibilities, which is a win-win for everyone.

Recognize leadership potential

Employers have the power to break the cycle of millennial job-hopping by making smart investments in their younger employees. Even if they don’t feel that millennials are ready for management roles right now, they must consider the potential of millennials—rather than their experience—when hiring. Specifically, companies should place more emphasis on transferable skills, leadership potential, and cultural fit.

If an employee lacks the technical skills desired for a role, employers should consider the transferable skills that could set them up for success. For example, a candidate with a background in data analysis might be a good fit for a role that requires attention to detail. There are also soft skills that can be used as early barometers for leadership potential in a candidate. Clear communication abilities, which can be assessed in an interview and cover letter, demonstrate that a candidate would be able to communicate effectively with their team down the line.

Additionally, cultural fit is key. Job responsibilities and hard skills can be taught, but work ethic and attitude are harder to change. Employers should consider hiring millennial employees who are team players with high levels of emotional intelligence, as these traits are good assets for any work environment.

By investing in millennials’ growth now, companies will be getting ahead of the curve and positioning themselves and their employees for long-term success.