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錢(qián)不是很重要,職場(chǎng)中的80,90后到底看重什么?

錢(qián)不是很重要,職場(chǎng)中的80,90后到底看重什么?

Adam Miller 2015年04月26日
80后和90后即將成為職場(chǎng)主力軍。加薪已不再是雇主吸引人才的殺手锏。事實(shí)上,80后90后們更加看重靈活的工作時(shí)間和個(gè)人成就感,除此之外,他們還希望雇主提供一種足以激發(fā)其興趣和熱情的學(xué)習(xí)體驗(yàn),從而讓他們掌握個(gè)人和職業(yè)發(fā)展所需的各種知識(shí)和技能。
????

????要想讓一名80后或90后給你,而不是你的競(jìng)爭(zhēng)對(duì)手打工,你能給出的最大的激勵(lì)是什么?如果你的回答是“多給錢(qián)”,你就需要反思你的策略。原因是,在即將成為職場(chǎng)主力軍的這一代人眼中,你或許并不如自己想象的那么有吸引力。

????80后90后看待職場(chǎng)的角度就如同他們看待生活的許多其它方面,他們的視角是即時(shí)的、開(kāi)放的、無(wú)限的。成長(zhǎng)于這個(gè)時(shí)代的經(jīng)歷讓他們懂得:沒(méi)有什么東西是一成不變的。不穩(wěn)定和快速變化已經(jīng)成為常態(tài)。對(duì)于80后90后來(lái)說(shuō),時(shí)間和金錢(qián)不再劃等號(hào)。時(shí)間是一個(gè)稀缺資源,需要聰明地使用和積極地管理。

????為了保持競(jìng)爭(zhēng)力,企業(yè)需要采用全新的方式來(lái)設(shè)計(jì)薪酬安排,特別是要考慮新的價(jià)值、心態(tài)和生活方式。諸如免費(fèi)午餐或員工游戲室這類(lèi)福利當(dāng)然是極好的,但真正能促進(jìn)80后90后的職場(chǎng)表現(xiàn)的,其實(shí)是以下這三個(gè)核心價(jià)值:

????和“朝九晚五”說(shuō)拜拜

????在今天的職場(chǎng)中,坐辦公室已經(jīng)不再是天經(jīng)地義的事了。存取款、租電影、和朋友聊天、上學(xué)、點(diǎn)餐這些以往需要你親自到場(chǎng)的事情,現(xiàn)在只需要在任何一臺(tái)聯(lián)網(wǎng)設(shè)備上動(dòng)動(dòng)手指就能搞定。80后90后對(duì)工作也持有同樣的態(tài)度:工作成績(jī)不應(yīng)該以坐在辦公室的時(shí)間來(lái)衡量,而應(yīng)該以工作的產(chǎn)出來(lái)衡量。

????如今很多業(yè)績(jī)出色的公司都把靈活性當(dāng)成企業(yè)文化不可或缺的一部分,只要員工能完成他們的工作,他們并不介意員工自己制定工作日程。50、60和70后們也很重視靈活性,但只有80后90后才把工作靈活性當(dāng)成頭等大事。普華永道公司對(duì)80后90后的研究顯示,只要能實(shí)現(xiàn)理想的工作時(shí)間安排,許多80后90后的員工寧可放棄一部分薪水或推遲升職。

????這種福利的一個(gè)極端例子是無(wú)限期的休假制度。像維珍集團(tuán)、百思買(mǎi)和Evernote等公司都制定了彈性工作與無(wú)限期休假相結(jié)合的工作制度。只要他們協(xié)調(diào)好工作安排,并且為團(tuán)隊(duì)做出貢獻(xiàn),就沒(méi)有休假天數(shù)的限制。

????一直激勵(lì)我們

????80后90后工作并非只是為了一張薪水單。他們還希望投入時(shí)間學(xué)習(xí)個(gè)人和職業(yè)發(fā)展所需的各種知識(shí)和技能。

????傳統(tǒng)的在職培訓(xùn)觀念也在發(fā)生革命性變化。培訓(xùn)不再是純粹為了滿足企業(yè)的政策需要。如今,最好的培訓(xùn)是一種能夠激發(fā)員工興趣和熱情,符合其職業(yè)目標(biāo)的豐富的學(xué)習(xí)體驗(yàn)。

????領(lǐng)導(dǎo)能力是學(xué)習(xí)的重中之重。德勤會(huì)計(jì)事務(wù)所2014年對(duì)80后90后的調(diào)查顯示,75%的受訪者認(rèn)為,企業(yè)應(yīng)該為發(fā)展員工的領(lǐng)導(dǎo)能力投入更多。這也為企業(yè)開(kāi)發(fā)堅(jiān)實(shí)的領(lǐng)導(dǎo)能力培訓(xùn)項(xiàng)目,并借此宣傳自身創(chuàng)造了機(jī)會(huì)。

????與學(xué)習(xí)相關(guān)的是員工的流動(dòng)性。大多數(shù)80后90后并不想在職場(chǎng)上“從一而終”,而是想挑想多種職業(yè)。據(jù)美國(guó)勞工統(tǒng)計(jì)局統(tǒng)計(jì),如今的美國(guó)年輕人在26歲以前,平均已經(jīng)從事過(guò)6.2份工作。那么你為什么不能允許他們?cè)谄髽I(yè)內(nèi)部調(diào)換崗位呢?同時(shí)還要給予他們調(diào)崗晉升所需的學(xué)習(xí)和培訓(xùn),讓他們感受到公司的歷史發(fā)展,與公司建立持久的紐帶。

????使我們成為解決方案的一部分

????最后,80后90后比前幾代人更加重視社會(huì)存在感和目標(biāo)感,而且他們看待目標(biāo)感的角度也是二重的。首先是自我目標(biāo):他們?nèi)绾文軌蚪鉀Q企業(yè)的難題?他們的工作是否重要?是否有人在意他們的工作成果?所以企業(yè)務(wù)必要清晰地闡明員工的個(gè)人目標(biāo)對(duì)于企業(yè)目標(biāo)的意義,這樣就連一名新入職員工也能明白,他們的日常工作對(duì)企業(yè)整體目標(biāo)的意義所在。

????第二方面是企業(yè)的目標(biāo)。你的企業(yè)對(duì)更寬廣的世界有何意義?它向世界貢獻(xiàn)了什么好處?企業(yè)是否關(guān)心相關(guān)的社會(huì)責(zé)任?在今年德勤會(huì)計(jì)事務(wù)所對(duì)80后90后的調(diào)查中,60%的受訪者表示“使命感”是他們選擇當(dāng)前雇主的原因之一。

????已經(jīng)被大家談?wù)摵芫玫摹拔磥?lái)職場(chǎng)”終于到來(lái)了,企業(yè)也必須與時(shí)俱進(jìn),滿足新的標(biāo)準(zhǔn),以招募和保留他們最重要的資產(chǎn)——人才。人才競(jìng)爭(zhēng)的激烈程度早以超過(guò)以往,不要讓你的薪酬戰(zhàn)略成為企業(yè)前行的絆腳石。(財(cái)富中文網(wǎng))

????本文作者Adam Miller是人力資源軟件供應(yīng)商Cornerstone OnDemand公司的總裁兼CEO。

????譯者:樸成奎

????審校:任文科

????What’s the biggest incentive you can offer a millennial to come work for you instead of your competition? If you answered “more money” you need to rethink your strategy, because you might not be as attractive as you think for the generation that will soon become the majority of our workforce.

????Millennials view the workplace through the same lens of new technology as any other aspect of their lives: instant, open and limitless. The era they have grown up in has shown them that nothing is a guarantee. Instability and rapid change are the norm. To millennials, time no longer equals money. It is a limited resource to be spent wisely and actively managed.

????To remain competitive, businesses need a fresh approach to compensation that reflects new values, attitudes and lifestyles. Perks such as free lunch and employee game rooms are great, but here are the three core values that really drive millennials in the workplace.

????Bye, bye nine-to-fives

????Today’s young job seekers live in a world where physical presence is optional: Banking, renting movies, hanging out with friends, going to school, ordering dinner have all transformed from a ‘place you go’ to a ‘thing you do’ from any connected device. Millennials view work in the same way; not to be measured by hours at a location, but by the output of what you do.

????Today’s high-performing companies bake flexibility into the core of their corporate culture, letting employees set their own schedules as long as they get their work done. Plenty of Gen Xers and Baby Boomers care about it too, but millennials are leading the way in prioritizing job flexibility. According to PwC’s millennials at Work study, many would give up pay or delay a promotion to achieve an ideal schedule.

????An unlimited vacation policy is one extreme example of this new compensation. Companies such as Virgin, Best Buy and Evernote are matching flexible working with unlimited vacation policies to empower employees to take time off as needed, as long as they are coordinating with and delivering for their teams.

????Keep us inspired

????Millennials don’t just want to spend their time earning a paycheck; they want to invest time acquiring the skills and knowledge they need to grow both personally and professionally.

????This is a revolutionary shift from the traditional sense of on-the-job training. Training no longer exists solely to meet compliance or company-mandated policies. The best training program today is a rich learning experience that taps into employee interests, passions and career goals.

????Learning to lead is a big priority. In Deloitte’s 2014 Millennial Survey, 75% of respondents believed that their organizations could do more to develop future leaders, which opens a massive opportunity for organizations that develop and become known for strong leadership programs.

????Tied to learning is employee mobility. Most millennials expect to have multiple careers in their lifetime. According to the Bureau of Labor Statistics, the average young adult has held an average of 6.2 jobs by age 26. Why not enable them to shift careers within your organization? Give them access to the training and learning they need to move both vertically and horizontally. Let them experience the company holistically and build a lasting bond.

????Make us part of the solution

????Finally, more so than previous generations, millennials place great importance on social causes and sense of purpose – and they define that purpose two-fold. The first is self-purpose; how do they fit into the organizational puzzle? How is their work relevant? Does anybody care? Be transparent about how personal goals are aligned to the goals of the organization so that even a junior employee understands how their daily labors are aligned to what the company is doing as a whole.

????The second aspect is the purpose of the company. How does the company relate to the wider world, and what good does it contribute? Does the company’s concern with social responsibility match theirs? In this year’s Deloitte Millennial Survey, six in 10 respondents said “sense of purpose” is part of the reason they chose their current employer.

????What has long been hailed as ‘the future of work’ is already upon us, and organizations have to move forward right now to meet the new standards for recruiting and retaining their most valuable asset – their employees. Competition for the best employees is at an all-time high; don’t let your compensation strategy leave you in the past.

????Adam Miller is president and CEO of Cornerstone OnDemand, a Santa Monica, California-based provider of human-resources software.

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