“透视领导力”是一个在线社区，商业界最有思想也最具影响力的大咖会在此及时回答有关职场和领导力的问题。今天的问题是，“如何提升职场上千禧一代员工的归属感？”回答者是营销公司Fingerpaint Marketing创始人埃德·米岑。

Fingerpaint公司里超过三分之一员工都是千禧一代。这不奇怪，因为我们的主营业务是广告、营销、公共关系和社交媒体。为了更好地影响年轻一代，我们非常依赖年轻人群体本身的影响力，也很重视他们的想法。由于公司里有大量千禧一代员工，年轻人会觉得自身的技能和想法确实受重视。

考虑到这些，我觉得不应该让我这样接近50岁的大叔叨叨如何提升千禧一代的归属感，而应该问问他们最重视哪些方面。以下是员工们小结出的、年轻一代最有共鸣的三点。

办公室里不要有恐惧气氛

千禧一代格外重视一点，办公室里要有合作的氛围，每个人都能确实感受到说的话有人听。虽然没有“婴儿潮”一代老同事那么多“现实”经验，员工们也可以毫无顾忌地发表言论，这一点非常重要。新员工入职过程中有管理层或重要相关人士参与，也能帮助千禧一代员工感觉到自己是公司里的重要一份子。

我们公司没有采用传统的头衔制度，而是按照职能划分部门，这样大家都只是合作关系，没有上下级之分。从多年工作经验中我发现，好想法可能来自于各个层级的员工，我希望进一步推广这个理念，不再依靠传统的管理方式。

取消头衔制度后，千禧一代员工会获得非常好的学习和成长机会，不会因为跟副总裁同处一室感到紧张。经验尚浅的员工会更有勇气大胆说出看法，而且能感受到自己对团队很有贡献。

指定职场导师

实施职场导师计划，可以帮千禧一代员工向公司里更资深（很有可能是行业资深）的前辈汲取知识和经验。此举也可提升千禧一代的责任感，促进他们表现超出预期。

导师可以帮助千禧一代员工规划在公司里的成长路线。这样他们会明白，公司希望他们能同步成长，不会眼里只盯着手头工作看不到出路。导师还可以提升千禧一代员工的自信，鼓励他们更努力地为公司贡献才智。

及时沟通

想让千禧一代员工感觉受重视，关键一点是确保每个人都了解公司动向，让他们清楚目前公司发展状况。邀请员工参与调查问卷，听取他们对公司流程的反馈。还有，一定要确保让千禧一代参与培训课程。

近来公司里推出了一个培训项目，目的是教员工更好地活在当下，提高倾听的技巧，与客户谈判时随机应变。通常情况下，公司会仅向高层管理人员或是与客户打交道更多的员工提供培训。但在我们的培训中，千禧一代员工纷纷表示受益良多而且深受触动，同时也非常感激公司给他们机会学习。

千禧一代员工希望知道他们有能力影响到别人，影响到公司、社区甚至全世界。Fingerpaint很重视慈善，员工里也有专门负责慈善事务的成员负责推动公司行善。千禧一代员工会看到这些努力，也会因身处一家不仅拼命赚钱更重视回馈社会的公司而自豪。（财富中文网）

译者：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 “less 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.