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        傳統領導方式無法幫助你度過衰退,要善于傾聽Z世代員工的心聲

        傳統領導方式無法幫助你度過衰退,要善于傾聽Z世代員工的心聲

        Ga?lle De La Fosse, Nick Goldberg 2023-01-19
        新冠疫情爆發后,Z世代進入了一個不斷變化的職場。

        圖片來源:GETTY IMAGES

        雖然經濟衰退的威脅降低了辭職率,但仍然有三成員工正在考慮離職。情況往往是,辭職和解雇的風潮會促使剩下的同事同樣考慮離職。領導人因此沒有資格自滿。

        這種潛在的多米諾骨牌效應在年輕一代中尤其明顯,Z世代員工跟風辭職的可能性是整體的2.5倍。

        2022年,Z世代換工作的速度比新冠疫情前高出134%,而嬰兒潮一代換工作的速度比2019年低4%。有數據顯示,Z世代比老一輩人的職業倦怠更加明顯,這與上述數據吻合。上述數據也凸顯了有效彌合領導者和職場新員工之間代溝的必要性。

        盡管Z世代員工的要求已經十分明確,但即便是最有經驗的領導者也會發現,自己沒有能力對抗長期存在的刻板印象,從而無法與團隊建立真正的聯系,特別是現在他們還要應對未來更多的不確定性。

        作為業內領先的高管培訓公司,我們理解高管們當前面臨的特殊挑戰。2023年,領導者的關注點應該是:讓自己成為公司最年輕的員工能夠接觸得到的人。

        雖然新冠疫情前的工作環境可能曾經要求領導層在很大程度上保持低能見度,但根據我們對年輕員工對公司領導層的訴求的了解,在不確定的時代需要一些確定的改變,讓公司的新員工可以看得見、接觸得到你并建立相互聯系,是成功應對未知的關鍵所在。

        到2030年,Z世代員工將占全球勞動力的三分之一,他們想要的不僅僅是看得見的領導者。年輕員工希望與高管層建立個人聯系,并且了解他們的想法和決策過程。和千禧一代一樣,Z世代也希望看到自己的價值觀在領導身上得到體現。

        我們知道員工的滿意度是由對組織和領導層的歸屬感驅動的。然而,新冠疫情對遠程和混合辦公模式的依賴,破壞了人與人之間的聯系。約73%的Z世代員工仍然表示在工作中感到孤獨,90%的員工表示他們不會告訴主管自己工作中遇到的挑戰,這進一步凸顯了無法建立聯系的問題需要得到解決。

        領導們往往容易把這一代人的雄心壯志視為他們希望享有特權、不愿意努力工作。但如果我們停下來想一想為什么Z世代要挑戰傳統,答案就很明顯,他們渴望被邀請進入現有的結構體系——并改進它們。

        這一代職場新人的職場生涯在支離破碎的工作環境中開啟,他們唯一了解的職場架構是混合辦公或純粹遠程辦公,他們不僅渴望人際互動,而且充滿了好奇和對學習的渴望。

        除了渴望上進之外,他們還想了解當好一名員工的最基本含義。大約67%的Z世代員工希望能夠在公司學到有利于職業發展的技能。三分之二的人還認為了解公司的辦公室文化是必不可少的,但由于新冠疫情對辦公室文化的影響,55%的Z世代員工感覺被剝奪了長大成人的重要一環,他們獨自陷入了困境。因此,他們在個人層面上希望得到的指導遠遠超過了前幾代人所需要的或曾經想到過的,這并不奇怪。

        綜上,一些簡簡單單的舉動,比如和團隊成員一起非正式地喝個咖啡,參加新員工培訓,參加團隊會議,或者留心參加一些休閑的社交活動,都對幫助Z世代員工融入公司、融入更廣闊的工作世界大有裨益。通過尋找一些壓力不大的場景,與新員工進行互動,領導者可以建立起今天的員工所渴望得到的最直接、最真實的聯系。

        盡管舊傳統根深蒂固,但領導者也能夠通過與員工的日常接觸來反映和驗證Z世代員工的價值觀,而且不會表現得做作或不真誠。自新冠疫情爆發以來,頂級首席執行官們感受到一種需要在工作場所表現得更加人性化的特殊壓力,但他們往往不知道應該以一種怎樣的方式來實現這一點,確保足夠有意義,足夠引起年輕員工共鳴。

        小到在個人日歷上公開標記預留給自己私人散步或冥想的時間段,或者是承認你們擁有共同興趣愛好,甚至是坦誠談論你是如何平衡工作生活或是保護心理健康的個人經歷,讓你的員工知道你們有共同點,就可以真正創造一種“我們是一條船上的”心態。

        領導者需要有意識地在繁忙的日程中抽空與最年輕的員工交流。領導層通過提升自己的能見度,讓Z世代的員工直接了解自己的想法,能夠激勵他們,無論前方發生什么,都要堅持到底。(財富中文網)

        蓋勒·德·拉·福斯(Ga?lle de la Fosse)是LHH的總裁。尼克·戈德堡(Nick Goldberg)是EZRA的首席執行官及創始人。

        Fortune.com上發表的評論文章中表達的觀點,僅代表作者本人的觀點,不代表《財富》雜志的觀點和立場。

        譯者:Agatha

        雖然經濟衰退的威脅降低了辭職率,但仍然有三成員工正在考慮離職。情況往往是,辭職和解雇的風潮會促使剩下的同事同樣考慮離職。領導人因此沒有資格自滿。

        這種潛在的多米諾骨牌效應在年輕一代中尤其明顯,Z世代員工跟風辭職的可能性是整體的2.5倍。

        2022年,Z世代換工作的速度比新冠疫情前高出134%,而嬰兒潮一代換工作的速度比2019年低4%。有數據顯示,Z世代比老一輩人的職業倦怠更加明顯,這與上述數據吻合。上述數據也凸顯了有效彌合領導者和職場新員工之間代溝的必要性。

        盡管Z世代員工的要求已經十分明確,但即便是最有經驗的領導者也會發現,自己沒有能力對抗長期存在的刻板印象,從而無法與團隊建立真正的聯系,特別是現在他們還要應對未來更多的不確定性。

        作為業內領先的高管培訓公司,我們理解高管們當前面臨的特殊挑戰。2023年,領導者的關注點應該是:讓自己成為公司最年輕的員工能夠接觸得到的人。

        雖然新冠疫情前的工作環境可能曾經要求領導層在很大程度上保持低能見度,但根據我們對年輕員工對公司領導層的訴求的了解,在不確定的時代需要一些確定的改變,讓公司的新員工可以看得見、接觸得到你并建立相互聯系,是成功應對未知的關鍵所在。

        到2030年,Z世代員工將占全球勞動力的三分之一,他們想要的不僅僅是看得見的領導者。年輕員工希望與高管層建立個人聯系,并且了解他們的想法和決策過程。和千禧一代一樣,Z世代也希望看到自己的價值觀在領導身上得到體現。

        我們知道員工的滿意度是由對組織和領導層的歸屬感驅動的。然而,新冠疫情對遠程和混合辦公模式的依賴,破壞了人與人之間的聯系。約73%的Z世代員工仍然表示在工作中感到孤獨,90%的員工表示他們不會告訴主管自己工作中遇到的挑戰,這進一步凸顯了無法建立聯系的問題需要得到解決。

        領導們往往容易把這一代人的雄心壯志視為他們希望享有特權、不愿意努力工作。但如果我們停下來想一想為什么Z世代要挑戰傳統,答案就很明顯,他們渴望被邀請進入現有的結構體系——并改進它們。

        這一代職場新人的職場生涯在支離破碎的工作環境中開啟,他們唯一了解的職場架構是混合辦公或純粹遠程辦公,他們不僅渴望人際互動,而且充滿了好奇和對學習的渴望。

        除了渴望上進之外,他們還想了解當好一名員工的最基本含義。大約67%的Z世代員工希望能夠在公司學到有利于職業發展的技能。三分之二的人還認為了解公司的辦公室文化是必不可少的,但由于新冠疫情對辦公室文化的影響,55%的Z世代員工感覺被剝奪了長大成人的重要一環,他們獨自陷入了困境。因此,他們在個人層面上希望得到的指導遠遠超過了前幾代人所需要的或曾經想到過的,這并不奇怪。

        綜上,一些簡簡單單的舉動,比如和團隊成員一起非正式地喝個咖啡,參加新員工培訓,參加團隊會議,或者留心參加一些休閑的社交活動,都對幫助Z世代員工融入公司、融入更廣闊的工作世界大有裨益。通過尋找一些壓力不大的場景,與新員工進行互動,領導者可以建立起今天的員工所渴望得到的最直接、最真實的聯系。

        盡管舊傳統根深蒂固,但領導者也能夠通過與員工的日常接觸來反映和驗證Z世代員工的價值觀,而且不會表現得做作或不真誠。自新冠疫情爆發以來,頂級首席執行官們感受到一種需要在工作場所表現得更加人性化的特殊壓力,但他們往往不知道應該以一種怎樣的方式來實現這一點,確保足夠有意義,足夠引起年輕員工共鳴。

        小到在個人日歷上公開標記預留給自己私人散步或冥想的時間段,或者是承認你們擁有共同興趣愛好,甚至是坦誠談論你是如何平衡工作生活或是保護心理健康的個人經歷,讓你的員工知道你們有共同點,就可以真正創造一種“我們是一條船上的”心態。

        領導者需要有意識地在繁忙的日程中抽空與最年輕的員工交流。領導層通過提升自己的能見度,讓Z世代的員工直接了解自己的想法,能夠激勵他們,無論前方發生什么,都要堅持到底。(財富中文網)

        蓋勒·德·拉·福斯(Ga?lle de la Fosse)是LHH的總裁。尼克·戈德堡(Nick Goldberg)是EZRA的首席執行官及創始人。

        Fortune.com上發表的評論文章中表達的觀點,僅代表作者本人的觀點,不代表《財富》雜志的觀點和立場。

        譯者:Agatha

        While the threat of a recession has softened quitting rates, 3 in 10 workers are still looking?to leave their current jobs. Typically, quitting and firing sprees tend to trigger remaining colleagues to consider leaving their roles. Leaders cannot afford to be complacent.

        This potential domino effect finds momentum among younger generations in particular, with Gen Z workers 2.5 times more likely to respond to the resignation of their peers by following suit themselves.

        In 2022, Gen Z was also changing jobs at a rate 134% higher than before the pandemic, while Baby Boomers were switching 4% less than in 2019. This tracks with data that shows Gen Z is more burnt out at work than older generations and highlights the need to bridge generational gaps between leaders and the employees who are newly entering the workforce.

        Though the demands of Gen Z workers have been made clear, even the most experienced leaders find themselves poorly equipped to battle longstanding stereotypes in order to authentically connect with their teams, especially as they look to more uncertainty ahead.

        As the leading provider of executive coaching services, we understand the unique challenges executives are currently facing. In 2023, leaders should focus on making themselves more directly accessible to their youngest employees.

        While pre-pandemic work environments may have once called for leadership to remain largely out of sight, our knowledge of what younger employees crave from leadership contends that uncertain times call for certain changes and that being visible, accessible, and connected to the newest members of the workforce is key to successfully bracing for future unknowns.

        Gen Z workers, who will make up a third of the global workforce by 2030, don’t just want visible leaders. Young workers want personal relationships with senior managers and to be privy to their thinking and decision-making processes. Like their Millennial counterparts, Gen Zers want to see their own values reflected in their leaders.

        We know employee satisfaction is driven by a sense of belonging to the organization and leadership. However, the pandemic-induced shift to remote and hybrid work has driven a wedge in human connection. Some 73% of Gen Z workers still report feeling lonely at work, and 90% of workers say they would not inform their supervisor of work-related challenges, further highlighting a gap in connectivity that needs to be addressed.

        Leaders are often quick to view the ambitious nature of this generation as a symptom of entitlement and apathy toward hard work. But if we stop and consider why Gen Zers are challenging convention, it’s clear that they yearn to be invited into existing structures–and to improve them.

        Having started their careers in fractured work environments with hybrid or fully remote offices being the only office structure they’ve ever known, freshman workers not only crave human interaction, but they’re also wildly curious and eager to learn.

        Beyond a desire for upward mobility, they want to understand how to be an employee in the most basic sense. Some 67% of Gen Z workers want to work at companies where they can learn skills to advance their careers. Two-thirds also think an understanding of corporate office culture is essential–but with 55% of Gen Z workers feeling deprived of an important part of adulthood due to the pandemic’s effect on office culture, they’re left in limbo. It’s not surprising that they seek guidance at a personal level that far exceeds what previous generations required or ever thought to ask for.

        With that in mind, simple gestures like setting up informal coffees with team members, participating in new staff orientations, sitting in on team meetings, or making it a point to drop in on casual social events, can go a long way to welcoming Gen Z staff into your company and the broader world of work. By identifying low-pressure situations to interact with entry-level staff, leaders can establish the direct, authentic connections today’s workforce craves.

        Despite deep-seated traditions, leaders can also use their proximity to everyday staff to reflect and validate the values of their Gen Z employees without being performative or insincere. Since the pandemic, top CEOs have felt a unique pressure to appear more human in the workplace–but they often don’t know how to do so in a way that is meaningful enough to resonate with their youngest employees.

        From something as small as making personal time for a walk or meditation visible on your calendar to going out of your way to acknowledge a shared interest, or even opening up about personal experiences navigating work-life balance or mental health, letting your employees know that you share common ground creates a true “we’re in this together” mentality.

        Leaders will need to be intentional about making room in their busy schedules to connect with their youngest employees. By making their presence and thoughts directly known, leaders can inspire and motivate Gen Z workers to stay the course no matter what lies ahead.

        Ga?lle de la Fosse is the president of LHH. Nick Goldberg is the CEO and founder of EZRA.

        The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

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