我今年30岁，曾在黑莓公司担任高管，现在是一家商业合作科技初创公司的CEO。对于80后、90后的职场表现，我略知一二，因为本人便是其中一员，而且我的下属也有许多80后、90后。如果你很想知道如何才能最有效地调动80后、90后的工作积极性，不妨继续往下读：本文将为你排忧解惑。

通过这些年的经历，我明白80后、90后为什么有时候看起来“心不在焉”，我想向前辈们解释一下我们的真实想法。

1、我们不看重20世纪的职场规则

固定的办公时间？严格的着装要求？文山会海？传统的“遗留效应”，听起来官腔十足的话，还有一些过时的做法，都很难令80后、90后接受。如果公司规定必须按照某种方式做某件事的唯一理由是“一直都是这样做的”，那么，肯定留不住我们的心。我们是“黑客一代”、“改造达人”，喜欢走捷径。我们想要最好的、最有效的、最符合逻辑的工作方式。想想看，你们公司是否也有这些死板而教条的规定？

那么，老板们可以怎么改进呢？——对团队进行民意测验：哪些政策应该取消？哪些流程需要完善？公司如何改善其文化？

2、我们不希望成为齿轮上的小零件

我们被冠以“享受的一代”，还有其他各种各样的标签，虽然许多称号并不准确，但关键在于，我们与父母或祖父母一辈的价值观不同。一份能够保证工作/生活平衡的终生职业，或许是前辈们的目标，但那不是我们想要的。我们想要的是目标是生活的意义。

我们希望做更重要的工作，而不仅仅是支付账单和打发时间。德勤的调查显示，60%的80后、90后表示，使命感是他们选择当前雇主的原因之一。

那么，老板们可以怎么改进呢？——告诉80后、90后，他们应该关心工作的原因：公司为什么存在？在实现公司使命的过程中，每位成员扮演着什么角色？要非常明确地解释这些理由，并在日常行为和决策中不断重复。

3、我们希望自己的声音有人倾听

老板们，你们的公司文化是否允许所有人提出关键问题？团队中最初级的员工，是否也可以提出完善产品或工艺的想法？在调动整个团队解决公司问题和促进创新方面，大多数公司的表现仍有所欠缺。

但并非所有公司均是如此：在丰田汽车，如果装配线上的员工发现质量问题，他们有权停止生产；特斯拉的理念是“最好的主意胜出”；亚马逊允许所有人提出新的产品理念。想想看，你的团队是否鼓励畅所欲言？或者你依旧在坚持标准的做法：“向你的上司汇报”？

那么，老板们可以怎么改进呢？——创造一种让所有人都可以畅所欲言的文化；确定一个流程，以便发现团队中最好的想法，并据此做出更合理的决策；可以使用正确的工具，让这项工作变得更容易、更高效。

4、我们不喜欢商业软件

许多80后、90后是伴随着iPhone和Macbook长大的，但等我们进入职场后，却不得不使用IT部门十年前购买的软件。这些软件对用户并不方便，非常笨拙，不符合我们的使用习惯。

我们勉强在用，但这会严重影响我们的工作效率和幸福感。所以，想想看，你的公司的核心应用是否需要培训手册才能上手？

那么，老板们可以怎么改进呢？——商业软件正在经历复兴。老板们可以使用那些关注用户体验的最新、最优秀的工具，同时，不要害怕云服务。

如果出于安全或行业特定的原因，而无法采用新技术，那么，老板们也应该重新评估公司的顾虑，看看是否恰好出现了什么工具可以解决这些问题。（财富中文网）

译者：刘进龙/汪皓

审校：任文科

I’m 30, an ex-corporate executive (at BlackBerry ) and now the CEO of a business-collaboration tech startup. I know a thing or two about millennials at work because I am one; and I’ve managed several. If you are struggling with how best to engage millennials at work, read on: This piece is for you.

Throughout my experience, I’ve learned about why, sometimes, our generation doesn’t seem “to care,” and I’d like to explain to our elders what’s really going on. So, here goes…

1. We don’t value 20th century workplace rules.

Rigid office hours? Strict dress codes? Meetings to talk about meetings? The “legacy-effect” of traditions, language that sounds like corporate-speak and outdated practices are all hard for us to stomach. If the only reason why something is done a certain way at work is that “it’s always been done that way,” you’ll lose us. We are a generation of hackers, tinkerers and shortcut takers. We want the best, most efficient and logical approach. Does your company have rules and policies “just because”?

What you can do about it. Poll the team: What policies need to go? What processes need to be improved? How can the company improve its culture?

2. We don’t want to be another cog in the wheel.

We’ve been labeled the “entitled generation” and have been called many things, with varying degrees of accuracy. The bottom line, however, is that we don’t have the same value-set as our parents or grandparents. A lifelong career with a work/life balance may have been a goal for their generations but isn’t ours. We want purpose. We want meaning.

We want work that does more than pay the bills and pass the time. In a survey by Deloitte, six out of ten millennials said a sense of purpose was part of the reason they chose to work for their current employer.

What you can do about it: Tell us why we should care. Why does your company exist? How does each team member’s role contribute to that purpose? Clearly articulate this and refer back to it in daily behavior and decisions.

3. We need to have our voices heard.

Does your company culture allow for anyone to highlight a critical problem? Can the most junior person on the team share an idea to improve a product or process? Most companies fall short of engaging the entire team to solve company problems and improve innovation.

But not all companies: Toyotais famous for giving workers on the assembly line the ability to stop production if they discover a quality issue. Teslahas a “best idea wins” culture. Amazonallows anyone to pitch a new product concept. Is the team encouraged to speak up at your company? Or is it standard protocol to “raise it with your manager”?

What you can do about it: Create a culture that makes people feel safe to speak up. Define a process by which you can uncover the team’s best thinking and make better decisions accordingly. Make this effort easier and more efficient with the right tools.

4. We don’t like business software.

Many of us cut our teeth on iPhones and Macbooks. But then we got to the workplace and had to use — still do — the software that the IT department purchased ten years ago. It’s not user friendly, it’s clunky, it’s not what we’re used to.

We use it begrudgingly, and it drastically impacts our level of happiness (and productivity) at work. Do the core apps at your company require training manuals?

What you can do about it: Business software is going through a renaissance. Take advantage of the latest and greatest tools that focus on user experience. Don’t be afraid of cloud services.

If there are security or industry-specific reasons for not adopting new tech, reevaluate those concerns and see if there are any tools that have cropped up that solve your problems.