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

Fingerpaint公司里超過(guò)三分之一員工都是千禧一代。這不奇怪，因?yàn)槲覀兊闹鳡I(yíng)業(yè)務(wù)是廣告、營(yíng)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(huì)覺(jué)得自身的技能和想法確實(shí)受重視。

考慮到這些，我覺(jué)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(wèn)問(wèn)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(diǎn)。

辦公室里不要有恐懼氣氛

千禧一代格外重視一點(diǎn)，辦公室里要有合作的氛圍，每個(gè)人都能確實(shí)感受到說(shuō)的話有人聽(tīng)。雖然沒(méi)有“嬰兒潮”一代老同事那么多“現(xiàn)實(shí)”經(jīng)驗(yàn)，員工們也可以毫無(wú)顧忌地發(fā)表言論，這一點(diǎn)非常重要。新員工入職過(guò)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(jué)到自己是公司里的重要一份子。

我們公司沒(méi)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(méi)有上下級(jí)之分。從多年工作經(jīng)驗(yàn)中我發(fā)現(xiàn)，好想法可能來(lái)自于各個(gè)層級(jí)的員工，我希望進(jìn)一步推廣這個(gè)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(huì)獲得非常好的學(xué)習(xí)和成長(zhǎng)機(jī)會(huì)，不會(huì)因?yàn)楦笨偛猛幰皇腋械骄o張。經(jīng)驗(yàn)尚淺的員工會(huì)更有勇氣大膽說(shuō)出看法，而且能感受到自己對(duì)團(tuán)隊(duì)很有貢獻(xiàn)。

指定職場(chǎng)導(dǎo)師

實(shí)施職場(chǎng)導(dǎo)師計(jì)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(shí)和經(jīng)驗(yàn)。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(zhǎng)路線。這樣他們會(huì)明白，公司希望他們能同步成長(zhǎng)，不會(huì)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(lì)他們更努力地為公司貢獻(xiàn)才智。

及時(shí)溝通

想讓千禧一代員工感覺(jué)受重視，關(guān)鍵一點(diǎn)是確保每個(gè)人都了解公司動(dòng)向，讓他們清楚目前公司發(fā)展?fàn)顩r。邀請(qǐng)員工參與調(diào)查問(wèn)卷，聽(tīng)取他們對(duì)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(lái)公司里推出了一個(gè)培訓(xùn)項(xiàng)目，目的是教員工更好地活在當(dāng)下，提高傾聽(tīng)的技巧，與客戶談判時(shí)隨機(jī)應(yīng)變。通常情況下，公司會(huì)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(dòng)，同時(shí)也非常感激公司給他們機(jī)會(huì)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(dòng)公司行善。千禧一代員工會(huì)看到這些努力，也會(huì)因身處一家不僅拼命賺錢更重視回饋社會(huì)的公司而自豪。（財(cái)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.