千禧一代职场新人的培养之道

    数据网络企业博科公司（Brocade）的大学项目经理蕾切尔•穆萨也是千禧一代，她指出许多大学给为学生的进步步伐设定了更符合实际的期望。但是雇主和管理者需要进一步强调经验在职位晋升方面的重要性。穆萨说：“刚工作第一年，他们就会说，‘我都会了。接下来我们干什么？’”

    雇主应该认识到，千禧一代渴望晋升的雄心壮志并不一定是建立在高薪的基础上。报告指出，管理层和年轻员工存在隔阂，管理层认为年轻人的工作动机是金钱，而年轻员工自己的愿望却是有所作为。

    卡什说：“他们工作的动机是做出贡献，得到赏识，觉得自己逐渐成长，不断提高。”

    他建议，管理者应该向年轻人解释平凡工作背后的道理，以及他们在组织的使命中承担的角色。与此同时，Y世代员工应该摆脱对反馈意见的依赖，鼓励他们向管理者提出解决方案，而不是指出存在的问题。如果年轻一代员工的言行举止傲慢自大，管理者应该温和地劝导他们培养更加专业的态度。

    他说：“身为管理者，我们需要改变自己的作风。但是我坚信，他们同样也需要改变自己的作风。”

    译者：凌云

    Rachel Moussa, university programs manager for data networking firm Brocade and herself a Millennial, notices more colleges setting more realistic student expectations about how quickly they'll advance. But it's often crucial for the employer or manager to reinforce the importance of experience to moving up the career ladder. "After the first year, they'll say, 'I've mastered everything, what's next?'" says Moussa.

    Employers should recognize that Millennials' ambition to advance isn't necessarily based on a desire for a higher salary. Indeed, Rikleen's report cites research on the disconnect between managers who think young employees are motivated by money, versus the workers themselves being driven by the desire to make a difference.

    "What they're motivated by is making a contribution, feeling appreciated, and feeling like they're growing and learning," Karsh says.

    Managers should explain the reasons behind mundane tasks and how they fit into the organization's mission, he suggests. At the same time, wean Generation Y employees off the need for constant feedback and structure, by encouraging them to bring proposed solutions to their managers, rather than just a list of questions. And if younger generation workers' comments or actions appear arrogant, gently guide them to a more professional approach.

    "As managers we need to change our style, but I also firmly believe they need to change their style too," he says.