钱不是很重要，职场中的80，90后到底看重什么？

    要想让一名80后或90后给你，而不是你的竞争对手打工，你能给出的最大的激励是什么？如果你的回答是“多给钱”，你就需要反思你的策略。原因是，在即将成为职场主力军的这一代人眼中，你或许并不如自己想象的那么有吸引力。

    80后90后看待职场的角度就如同他们看待生活的许多其它方面，他们的视角是即时的、开放的、无限的。成长于这个时代的经历让他们懂得：没有什么东西是一成不变的。不稳定和快速变化已经成为常态。对于80后90后来说，时间和金钱不再划等号。时间是一个稀缺资源，需要聪明地使用和积极地管理。

    为了保持竞争力，企业需要采用全新的方式来设计薪酬安排，特别是要考虑新的价值、心态和生活方式。诸如免费午餐或员工游戏室这类福利当然是极好的，但真正能促进80后90后的职场表现的，其实是以下这三个核心价值：

    和“朝九晚五”说拜拜

    在今天的职场中，坐办公室已经不再是天经地义的事了。存取款、租电影、和朋友聊天、上学、点餐这些以往需要你亲自到场的事情，现在只需要在任何一台联网设备上动动手指就能搞定。80后90后对工作也持有同样的态度：工作成绩不应该以坐在办公室的时间来衡量，而应该以工作的产出来衡量。

    如今很多业绩出色的公司都把灵活性当成企业文化不可或缺的一部分，只要员工能完成他们的工作，他们并不介意员工自己制定工作日程。50、60和70后们也很重视灵活性，但只有80后90后才把工作灵活性当成头等大事。普华永道公司对80后90后的研究显示，只要能实现理想的工作时间安排，许多80后90后的员工宁可放弃一部分薪水或推迟升职。

    这种福利的一个极端例子是无限期的休假制度。像维珍集团、百思买和Evernote等公司都制定了弹性工作与无限期休假相结合的工作制度。只要他们协调好工作安排，并且为团队做出贡献，就没有休假天数的限制。

    一直激励我们

    80后90后工作并非只是为了一张薪水单。他们还希望投入时间学习个人和职业发展所需的各种知识和技能。

    传统的在职培训观念也在发生革命性变化。培训不再是纯粹为了满足企业的政策需要。如今，最好的培训是一种能够激发员工兴趣和热情，符合其职业目标的丰富的学习体验。

    领导能力是学习的重中之重。德勤会计事务所2014年对80后90后的调查显示，75%的受访者认为，企业应该为发展员工的领导能力投入更多。这也为企业开发坚实的领导能力培训项目，并借此宣传自身创造了机会。

    与学习相关的是员工的流动性。大多数80后90后并不想在职场上“从一而终”，而是想挑想多种职业。据美国劳工统计局统计，如今的美国年轻人在26岁以前，平均已经从事过6.2份工作。那么你为什么不能允许他们在企业内部调换岗位呢？同时还要给予他们调岗晋升所需的学习和培训，让他们感受到公司的历史发展，与公司建立持久的纽带。

    使我们成为解决方案的一部分

    最后，80后90后比前几代人更加重视社会存在感和目标感，而且他们看待目标感的角度也是二重的。首先是自我目标：他们如何能够解决企业的难题？他们的工作是否重要？是否有人在意他们的工作成果？所以企业务必要清晰地阐明员工的个人目标对于企业目标的意义，这样就连一名新入职员工也能明白，他们的日常工作对企业整体目标的意义所在。

    第二方面是企业的目标。你的企业对更宽广的世界有何意义？它向世界贡献了什么好处？企业是否关心相关的社会责任？在今年德勤会计事务所对80后90后的调查中，60%的受访者表示“使命感”是他们选择当前雇主的原因之一。

    已经被大家谈论很久的“未来职场”终于到来了，企业也必须与时俱进，满足新的标准，以招募和保留他们最重要的资产——人才。人才竞争的激烈程度早以超过以往，不要让你的薪酬战略成为企业前行的绊脚石。（财富中文网）

    本文作者Adam Miller是人力资源软件供应商Cornerstone OnDemand公司的总裁兼CEO。

    译者：朴成奎

    审校：任文科

    What’s the biggest incentive you can offer a millennial to come work for you instead of your competition? If you answered “more money” you need to rethink your strategy, because you might not be as attractive as you think for the generation that will soon become the majority of our workforce.

    Millennials view the workplace through the same lens of new technology as any other aspect of their lives: instant, open and limitless. The era they have grown up in has shown them that nothing is a guarantee. Instability and rapid change are the norm. To millennials, time no longer equals money. It is a limited resource to be spent wisely and actively managed.

    To remain competitive, businesses need a fresh approach to compensation that reflects new values, attitudes and lifestyles. Perks such as free lunch and employee game rooms are great, but here are the three core values that really drive millennials in the workplace.

    Bye, bye nine-to-fives

    Today’s young job seekers live in a world where physical presence is optional: Banking, renting movies, hanging out with friends, going to school, ordering dinner have all transformed from a ‘place you go’ to a ‘thing you do’ from any connected device. Millennials view work in the same way; not to be measured by hours at a location, but by the output of what you do.

    Today’s high-performing companies bake flexibility into the core of their corporate culture, letting employees set their own schedules as long as they get their work done. Plenty of Gen Xers and Baby Boomers care about it too, but millennials are leading the way in prioritizing job flexibility. According to PwC’s millennials at Work study, many would give up pay or delay a promotion to achieve an ideal schedule.

    An unlimited vacation policy is one extreme example of this new compensation. Companies such as Virgin, Best Buy and Evernote are matching flexible working with unlimited vacation policies to empower employees to take time off as needed, as long as they are coordinating with and delivering for their teams.

    Keep us inspired

    Millennials don’t just want to spend their time earning a paycheck; they want to invest time acquiring the skills and knowledge they need to grow both personally and professionally.

    This is a revolutionary shift from the traditional sense of on-the-job training. Training no longer exists solely to meet compliance or company-mandated policies. The best training program today is a rich learning experience that taps into employee interests, passions and career goals.

    Learning to lead is a big priority. In Deloitte’s 2014 Millennial Survey, 75% of respondents believed that their organizations could do more to develop future leaders, which opens a massive opportunity for organizations that develop and become known for strong leadership programs.

    Tied to learning is employee mobility. Most millennials expect to have multiple careers in their lifetime. According to the Bureau of Labor Statistics, the average young adult has held an average of 6.2 jobs by age 26. Why not enable them to shift careers within your organization? Give them access to the training and learning they need to move both vertically and horizontally. Let them experience the company holistically and build a lasting bond.

    Make us part of the solution

    Finally, more so than previous generations, millennials place great importance on social causes and sense of purpose – and they define that purpose two-fold. The first is self-purpose; how do they fit into the organizational puzzle? How is their work relevant? Does anybody care? Be transparent about how personal goals are aligned to the goals of the organization so that even a junior employee understands how their daily labors are aligned to what the company is doing as a whole.

    The second aspect is the purpose of the company. How does the company relate to the wider world, and what good does it contribute? Does the company’s concern with social responsibility match theirs? In this year’s Deloitte Millennial Survey, six in 10 respondents said “sense of purpose” is part of the reason they chose their current employer.

    What has long been hailed as ‘the future of work’ is already upon us, and organizations have to move forward right now to meet the new standards for recruiting and retaining their most valuable asset – their employees. Competition for the best employees is at an all-time high; don’t let your compensation strategy leave you in the past.

    Adam Miller is president and CEO of Cornerstone OnDemand, a Santa Monica, California-based provider of human-resources software.