想要留住”千禧一代“员工，企业应该这样做
佛佳寄语：如今，很多企业的领导和经理人似乎都在为怎样让公司里的“千禧一代”融入集体而挠头。要想做到这点，企业不仅要创造出一个让所有人都觉得自己受到尊重的环境，还要有同理心。在线教育网站Udemy 副总裁莉莎.哈夫的分享翻译给各位领导朋友阅读。
关于同理心，关于从“自助”到“助人”的观点，非常赞同。
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,“What steps should companies take to help millennials feel like they belong?” is written by Lisa Haugh, vice president of people at Udemy.
领导力内幕网络是一个在线社区，在这里，美国最睿智、最具影响力的商家大咖们会及时就职业与领导力相关问题作出回答。今天分享的这篇关于“企业如何让'千禧年一代’获得归属感”的文章，由在线教育网站Udemy 副总裁莉莎.哈夫撰写。
It seems a lot of managers and business leaders believe they have a 'millennial problem’ and are scratching their heads over how to incorporate this generation into the workplace.
似乎，众多经理人及商业领导都感觉自己遇到了“千禧一代问题”，他们搔首挠耳、冥思苦想，也不知道如何将这一代融入到企业中去。
Perhaps the bigger problem is approaching millennials as if they were a monolithic group with uniform needs and desires.
不过，很可能，这些企业更大的问题在于，把千禧一代看成了铁板一块，有着相同的需求和渴望。
On the contrary, the millennials at my company find themselves at varying stages of their careers and lives, with different fears, wants, and motivations. For example, some are new parents who crave flexible schedules, while others are trying to maneuver through their first job out of college and want to explore new career opportunities.
恰恰相反，从我们公司的“千禧一代”来看，他们处于职业、生活的不同阶段，担忧不同、需求不同、动机也不同，不可以一概之。比如，有些人初为父母，他们渴望工作安排更为灵活，而有的呢刚走出校门初入职场，希望发掘更多的职业机会。
The idea that there is an “average millennial” that employers should cater to is a myth.
领导人若是认为存在一个千人一面的“千禧一代”，就大错特错了。
In a video that’s been making the rounds, author Simon Sinek speaks about millennials in the workplace — why they need so much feedback; why they seem so entitled and self-absorbed; why they can’t focus; why it’s hard for them to build long-term relationships; and why they’re so impatient to “make an impact.”
在一个网上流传数周的视频中，作家西蒙.西内泽谈到了职场“千禧一代”——为什么他们如此渴望反馈，为什么他们这样自恋、以自我为中心，为什么他们无法集中注意力，为什么他们很难与企业建立持久的关系，为什么他们迫不及待想要有“一番成就”。
Not surprisingly, the video generated a visceral reaction from both those who agreed with Sinek’s premise and those who were outraged by it.
毫不奇怪，这段视频激起了极大的反响，同意西蒙观点的人和被其观点戳中点燃的人发生了激烈交锋。
And therein lies the problem with singling out a broad group and analyzing what we should be doing “for them.”
然而，问题最关键在于，企业如何对这一笼统的群体进行分类，同时具体分析究竟应该为他们做点什么。
Employers should focus on fostering an environment where everyone feels valued and has equal opportunity to perform and excel. Executives should encourage transparency and openness, so everyone feels comfortable voicing an opinion and learns how to take feedback.
作为企业，首先应该聚焦创造这样一个环境：在这个环境里，人人都感受到被重视，人人拥有平等的机会去表现发挥自己的才能。公司的领导层理应在内部推动建立透明公正的氛围，这样所有人都可以畅所欲言，并能不断学习如何获得反馈。
Having empathy is also an important value at my company, and we want employees to develop it toward their coworkers as well as customers.In healthy company cultures, it'sokay to ask for help or question a decision. Instead of traditional performance reviews, managers at my company have ongoing conversations with their direct reports to share real-time, two-way feedback. Employees at all levels regularly approach our CEO and other executive staffers to share ideas but more importantly, their concerns.
在我们公司，同理心也是一项重要的价值观。我们想让员工对同事及客户都产生同理心。在一个健康的企业文化里，员工寻求他人帮助，或者质疑公司的某项决策，是被允许的。与传统绩效考核不同，我们公司的经理会不间断地与员工进行交谈，以期获得及时双向反馈。我们所有层级的员工定期会找我们的CEO或其他高管交流想法，更为重要的是，提出他们队某些问题的忧虑。
We don’t insist on hierarchy and recognize that great coaches and mentors can emerge at any stage of a career. Great leaders are happy to see others rise up, and there’s no benefit to holding back someone who’s ready to progress on their career path, regardless of age.
我们对人事等级制度并不过分坚持，而是认为处在职涯的任何阶段的员工都有望成为杰出优秀的领导者。杰出的领导者是非常乐意看到“青出于蓝而胜于蓝”的。一名员工，不论年纪长幼，只要他在职业道路上努力上进且已经做好上升的准备，却将他“打压”下去，是毫无益处可言的。
Sure, milennials often do need help developing soft skills, such as listening, conflict resolution, and communications, but who couldn't benefit from ongoing training in this area? Instead of getting frustrated by what millennials don’t understand, companies should offer resources so they can learn. That’s fundamental to supporting a growth mindset.
当然，“千禧一代”通常确实需要进一步培养一些软技巧，比如倾听能力、矛盾处理能力、交流能力，但话说回来，只要能不间断地对他们进行相关培训，还害怕他们学不会吗？企业应该不断为这一代员工提供更多的学习资源，而不是为他们欠缺的感到恼火。
For the record, Simon Sinek recorded a very worthwhile follow-up video too. I agree with his conclusion that building more empathy among all generations is key and really liked his idea of moving from “self-help” to “helping others.”
顺便说一句，西蒙.西内克后来又录制了一段很有价值的视频。他得出结论，对于任何一代人来说，同理心都至关重要，我深深赞同。我也很喜欢他的另一观点，我们都需要从“自助”变为“助人”。
When you treat people as anything less than individuals, you do them a disservice. There’s an old saying that a rising tide lifts all boats. That’s what employers should aspire to do so they’re ready when Generation Y joins their team.
如果一旦不尊重人作为“个体”的存在，你就会对他造成伤害。有一句老话是这样说的，“水涨船高”，当“Y世代”的年轻人开始加入他们的团队时，这才是企业应有的心态。