为何这家公司最受80、90后的喜爱？
在今年《财富》杂志“最适宜千禧一代的工作场所”（Fortune Best Workplaces for Millennials）大公司类排行榜中，零售业巨头塔吉特（Target）名列第10位。该排行榜基于卓越职场研究所（Great Place to Work）的研究和员工调查。卓越职场研究所是全球职场文化权威机构。
榜单基于新冠疫情爆发之前的员工调查数据。但在新冠疫情期间和乔治·弗洛伊德遇害引发的种族正义运动中，塔吉特和其他上榜公司都展现了它们以人为本和人文关怀的文化。美国种族抗议活动最早爆发的明尼阿波利斯正是塔吉特的总部所在地。
卓越职场研究所采访了塔吉特的首席人力资源官梅丽莎·克雷默，讨论了塔吉特为什么能吸引千禧一代。
卓越职场研究所：您认为塔吉特能成功打造适宜千禧一代的职场文化的原因是什么？
梅丽莎·克雷默：我们知道千禧一代都喜欢使命驱动型公司，这是他们在选择公司时首先要考虑的因素之一。我们把公司的使命与价值观作为公司文化的中心，这与千禧一代的价值观高度契合。
我们还知道，千禧一代重视丰富的、有意义的职业体验和个人发展。他们渴望在职业中学习和成长，通过正规途径和非正式的方式丰富自己的技能。我们每年投入700多万个工资单小时进行培训，形成了学习的文化。对培训的投资包括各种项目和计划，这些培训帮助不同级别的千禧一代团队成员培养技能，获得丰富多彩、有意义的职业体验，实现自身职业发展。
为了丰富团队成员的职业体验，我们会在他们的职业早期就赋予他们各种职责，无论是在门店内服务客户的本职工作，还是支持商品推销或供应链等。
我们的千禧一代团队成员告诉我们，他们真正关心的是领导者的类型。他们不想要一位高高在上的“老板”。他们想要的是导师，能够指导他们的职业，能随时提供丰富的、有意义的反馈，使他们可以继续学习和成长。我们通过投资让领导者成为员工的导师，再结合我们的学习文化，形成了对千禧一代团队成员富有吸引力的环境。这种环境以我们的使命和价值观为基础，满足了据我们所知千禧一代最重视的条件。
您有哪些故事能够凸显出塔吉特吸引千禧一代员工的特质？
许多千禧一代把塔吉特视为发展终生职业的起点。我们有许多课程和学习项目，可以帮助千禧一代发展自己的事业。
尤其令我感到兴奋的是，我们去年推出的春季实习计划。该计划面向有非传统背景、有志转行到技术岗位的学生。该实习计划的目标是填补学生与真实企业环境之间的经验差距，同时培养他们的技术能力，提供职业训练和辅导，让学生们为加入塔吉特的技术团队做好准备。该项目也为塔吉特挖掘那些有待开发的人才开辟了新的渠道。
第一期有一位学生是千禧一代的发型师，没有任何技术背景，后来他重回校园学习成为一名工程师。实习结束后，他加入了我们的技术领导力计划（Technology Leadership Program），现在是塔吉特的工程师兼项目经理。
塔吉特在疫情期间采取了许多保护、表彰和奖励员工的措施，包括涨工资和提供心理健康支持等。您有没有发现有千禧一代的员工珍惜或者利用这些额外福利？
我们关心每一位团队成员，始终把他们的健康和安全放在首位。我们努力为他们提供必要的资源，使他们能够照顾好自己和家人。作为雇主，我们深知我们可以发挥关键作用，通过各种福利提高员工的幸福感。我们持续完善各种福利，确保可以帮助处在不同人生阶段的团队成员满足他们眼前和未来的需求。
我们看到千禧一代员工在积极利用我们按需提供的这些免费资源，帮助他们在疫情期间维持心理、情感和身体健康。Daylight是一款个性化应用程序，可以帮助用户缓解压力和焦虑，Sleepio应用提供了改善睡眠的自助工具，Wellbeats中提供了数字健身课堂。
Wellbeats课程用户超过一半是千禧一代。我们在考虑为所有人提供各种福利的时候，这类福利成为塔吉特的独特之处。
在我们的学习文化中，我们看到千禧一代积极参加我们新推出的在线按需学习与发展平台，这些平台旨在帮助团队成员解决工作和生活问题的同时，在疫情期间继续提升自己的能力水平。我们推出了Skillsoft学习数据库和内部开发的自适应领导力网站。
这些工具和资源能帮助团队成员提高能力，参加从编程到沟通等对员工有意义的发展议题。他们还可以培养自己的韧性、同情心和包容心等。我们看到这些工具很受员工欢迎，这证明我们的团队愿意利用这段时间成长和学习。
我们为美国塔吉特团队的所有成员提供了免费后备看护福利，员工可以获得儿童看护或照顾其他家庭成员的服务。我们发现这项福利对于千禧一代尤其有帮助，因为接近70%的使用者处在这个年龄段。
在乔治·弗洛伊德遇害和发生民众骚乱之后，塔吉特“发誓要有目的地面对痛苦。”您能否介绍一下千禧一代员工对于公司承诺以及相关举措的态度？千禧一代员工从哪些方面，为公司解决种族歧视和不公正问题的行动做出了贡献？
我们坚持围绕公司的使命和价值观管理公司，倾听团队的声音，培养积极参与、多元化、包容和使命驱动的文化，保证我们的团队能够与顾客一样感受到快乐。现在，我们更需要多元化的视角、经历和背景，帮助公司继续发展和服务全国的客户。我们在多元化和包容性方面的工作涵盖了四个基本领域，分别是提供包容的顾客体验、打造包容的工作环境、建立多元化的员工队伍和支持更广泛的社会影响。
我们倾听团队成员和顾客的声音，包括千禧一代，并利用公司的规模和资源帮助治愈人们内心的创伤，产生长远的影响。针对乔治·弗洛伊德被害这件事，我们初期做了许多承诺，包括投资1,000万美元支持全国城市联盟（National Urban League）和非裔美国人领袖论坛（African American Leadership Forum）等合作伙伴，这些机构的工作将造福后代。我们为拥有小企业的黑人和其他有色人种提供10,000小时公益咨询服务，帮助他们恢复营业。
我们还继续开展志愿者活动，为需求最紧迫的社区提供生活必需品。我们许多社区志愿者都是千禧一代的团队成员。此外，我们组建了种族公平行动委员会（Racial Equity Action Committee），由公司高层领导人员和团队成员、顾客、社区成员组成，负责确定塔吉特的未来行动。
我们已经为团队成员举办了多次倾听会议，千禧一代都积极出席和参与这些活动，许多人分享了自己遭遇的种族歧视，并表达了要为自己或孩子创造一个更公正、更平等的世界的决心。许多千禧一代团队成员加入了多元化行动委员会（Diversity Action Committees）和业务委员会，这些组织通过共同的兴趣或目标把他们团结在一起。这些组织由团队成员发起和管理，为团队成员服务，帮助他们建立人际关系，培养包容的文化。
千禧一代的视角
32岁的若亚·路易斯是密苏里州布伦特伍德一家塔吉特门店的主管。在监督店铺销售之余，路易斯还称赞塔吉特作为雇主，非常符合她这一代人的观念，即重视真实和参与决策。
她还曾带领塔吉特CEO布莱恩·康奈尔参观其所在的门店，这对她而言是一段珍贵的记忆。在布莱恩参观当天，门店主管在国外，若亚当时是店里的人力资源事务合伙人。
她回忆说：“我的领导团队本来可以选另外一位主管或者领导人员带领布莱恩参观。但他们让我帮助布置门店和组织团队，迎接CEO考察，这让我不仅有机会展示门店的亮点，也给我留下了一段宝贵的经历。我从来没有像当时那么紧张！但开始参观之后，布莱恩抽空给我看了一张不久前明尼苏达州春天下雪的照片，让人觉得不可思议。他让我感到很自在，在那之后我的紧张感也有所减少。”（财富中文网）
本文作者艾德·弗劳恩海姆是卓越职场研究所的高级内容总监，并参与撰写了《适合所有人的卓越职场》（A Great Place to Work For All）一书。
译者：Biz
在今年《财富》杂志“最适宜千禧一代的工作场所”（Fortune Best Workplaces for Millennials）大公司类排行榜中，零售业巨头塔吉特（Target）名列第10位。该排行榜基于卓越职场研究所（Great Place to Work）的研究和员工调查。卓越职场研究所是全球职场文化权威机构。
榜单基于新冠疫情爆发之前的员工调查数据。但在新冠疫情期间和乔治·弗洛伊德遇害引发的种族正义运动中，塔吉特和其他上榜公司都展现了它们以人为本和人文关怀的文化。美国种族抗议活动最早爆发的明尼阿波利斯正是塔吉特的总部所在地。
卓越职场研究所采访了塔吉特的首席人力资源官梅丽莎·克雷默，讨论了塔吉特为什么能吸引千禧一代。
卓越职场研究所：您认为塔吉特能成功打造适宜千禧一代的职场文化的原因是什么？
梅丽莎·克雷默：我们知道千禧一代都喜欢使命驱动型公司，这是他们在选择公司时首先要考虑的因素之一。我们把公司的使命与价值观作为公司文化的中心，这与千禧一代的价值观高度契合。
我们还知道，千禧一代重视丰富的、有意义的职业体验和个人发展。他们渴望在职业中学习和成长，通过正规途径和非正式的方式丰富自己的技能。我们每年投入700多万个工资单小时进行培训，形成了学习的文化。对培训的投资包括各种项目和计划，这些培训帮助不同级别的千禧一代团队成员培养技能，获得丰富多彩、有意义的职业体验，实现自身职业发展。
为了丰富团队成员的职业体验，我们会在他们的职业早期就赋予他们各种职责，无论是在门店内服务客户的本职工作，还是支持商品推销或供应链等。
我们的千禧一代团队成员告诉我们，他们真正关心的是领导者的类型。他们不想要一位高高在上的“老板”。他们想要的是导师，能够指导他们的职业，能随时提供丰富的、有意义的反馈，使他们可以继续学习和成长。我们通过投资让领导者成为员工的导师，再结合我们的学习文化，形成了对千禧一代团队成员富有吸引力的环境。这种环境以我们的使命和价值观为基础，满足了据我们所知千禧一代最重视的条件。
您有哪些故事能够凸显出塔吉特吸引千禧一代员工的特质？
许多千禧一代把塔吉特视为发展终生职业的起点。我们有许多课程和学习项目，可以帮助千禧一代发展自己的事业。
尤其令我感到兴奋的是，我们去年推出的春季实习计划。该计划面向有非传统背景、有志转行到技术岗位的学生。该实习计划的目标是填补学生与真实企业环境之间的经验差距，同时培养他们的技术能力，提供职业训练和辅导，让学生们为加入塔吉特的技术团队做好准备。该项目也为塔吉特挖掘那些有待开发的人才开辟了新的渠道。
第一期有一位学生是千禧一代的发型师，没有任何技术背景，后来他重回校园学习成为一名工程师。实习结束后，他加入了我们的技术领导力计划（Technology Leadership Program），现在是塔吉特的工程师兼项目经理。
塔吉特在疫情期间采取了许多保护、表彰和奖励员工的措施，包括涨工资和提供心理健康支持等。您有没有发现有千禧一代的员工珍惜或者利用这些额外福利？
我们关心每一位团队成员，始终把他们的健康和安全放在首位。我们努力为他们提供必要的资源，使他们能够照顾好自己和家人。作为雇主，我们深知我们可以发挥关键作用，通过各种福利提高员工的幸福感。我们持续完善各种福利，确保可以帮助处在不同人生阶段的团队成员满足他们眼前和未来的需求。
我们看到千禧一代员工在积极利用我们按需提供的这些免费资源，帮助他们在疫情期间维持心理、情感和身体健康。Daylight是一款个性化应用程序，可以帮助用户缓解压力和焦虑，Sleepio应用提供了改善睡眠的自助工具，Wellbeats中提供了数字健身课堂。
Wellbeats课程用户超过一半是千禧一代。我们在考虑为所有人提供各种福利的时候，这类福利成为塔吉特的独特之处。
在我们的学习文化中，我们看到千禧一代积极参加我们新推出的在线按需学习与发展平台，这些平台旨在帮助团队成员解决工作和生活问题的同时，在疫情期间继续提升自己的能力水平。我们推出了Skillsoft学习数据库和内部开发的自适应领导力网站。
这些工具和资源能帮助团队成员提高能力，参加从编程到沟通等对员工有意义的发展议题。他们还可以培养自己的韧性、同情心和包容心等。我们看到这些工具很受员工欢迎，这证明我们的团队愿意利用这段时间成长和学习。
我们为美国塔吉特团队的所有成员提供了免费后备看护福利，员工可以获得儿童看护或照顾其他家庭成员的服务。我们发现这项福利对于千禧一代尤其有帮助，因为接近70%的使用者处在这个年龄段。
在乔治·弗洛伊德遇害和发生民众骚乱之后，塔吉特“发誓要有目的地面对痛苦。”您能否介绍一下千禧一代员工对于公司承诺以及相关举措的态度？千禧一代员工从哪些方面，为公司解决种族歧视和不公正问题的行动做出了贡献？
我们坚持围绕公司的使命和价值观管理公司，倾听团队的声音，培养积极参与、多元化、包容和使命驱动的文化，保证我们的团队能够与顾客一样感受到快乐。现在，我们更需要多元化的视角、经历和背景，帮助公司继续发展和服务全国的客户。我们在多元化和包容性方面的工作涵盖了四个基本领域，分别是提供包容的顾客体验、打造包容的工作环境、建立多元化的员工队伍和支持更广泛的社会影响。
我们倾听团队成员和顾客的声音，包括千禧一代，并利用公司的规模和资源帮助治愈人们内心的创伤，产生长远的影响。针对乔治·弗洛伊德被害这件事，我们初期做了许多承诺，包括投资1,000万美元支持全国城市联盟（National Urban League）和非裔美国人领袖论坛（African American Leadership Forum）等合作伙伴，这些机构的工作将造福后代。我们为拥有小企业的黑人和其他有色人种提供10,000小时公益咨询服务，帮助他们恢复营业。
我们还继续开展志愿者活动，为需求最紧迫的社区提供生活必需品。我们许多社区志愿者都是千禧一代的团队成员。此外，我们组建了种族公平行动委员会（Racial Equity Action Committee），由公司高层领导人员和团队成员、顾客、社区成员组成，负责确定塔吉特的未来行动。
我们已经为团队成员举办了多次倾听会议，千禧一代都积极出席和参与这些活动，许多人分享了自己遭遇的种族歧视，并表达了要为自己或孩子创造一个更公正、更平等的世界的决心。许多千禧一代团队成员加入了多元化行动委员会（Diversity Action Committees）和业务委员会，这些组织通过共同的兴趣或目标把他们团结在一起。这些组织由团队成员发起和管理，为团队成员服务，帮助他们建立人际关系，培养包容的文化。
千禧一代的视角
32岁的若亚·路易斯是密苏里州布伦特伍德一家塔吉特门店的主管。在监督店铺销售之余，路易斯还称赞塔吉特作为雇主，非常符合她这一代人的观念，即重视真实和参与决策。
她还曾带领塔吉特CEO布莱恩·康奈尔参观其所在的门店，这对她而言是一段珍贵的记忆。在布莱恩参观当天，门店主管在国外，若亚当时是店里的人力资源事务合伙人。
她回忆说：“我的领导团队本来可以选另外一位主管或者领导人员带领布莱恩参观。但他们让我帮助布置门店和组织团队，迎接CEO考察，这让我不仅有机会展示门店的亮点，也给我留下了一段宝贵的经历。我从来没有像当时那么紧张！但开始参观之后，布莱恩抽空给我看了一张不久前明尼苏达州春天下雪的照片，让人觉得不可思议。他让我感到很自在，在那之后我的紧张感也有所减少。”（财富中文网）
本文作者艾德·弗劳恩海姆是卓越职场研究所的高级内容总监，并参与撰写了《适合所有人的卓越职场》（A Great Place to Work For All）一书。
译者：Biz
The giant retailer ranked 10th on this year’s ranking of the Fortune Best Workplaces for Millennials, large company category. The ranking is based on research and employee surveys by Great Place to Work, the global authority on workplace culture.
The list was produced based on employee survey data from before the COVID-19 pandemic struck. But Target and other Best Workplaces for Millennials have demonstrated their people-first, caring cultures amid the health crisis and during the racial justice uprising that followed the killing of George Floyd—protests that erupted first in Minneapolis, where Target is headquartered.
Great Place to Work asked Target’s Chief Human Resources Officer Melissa Kremer about the company’s appeal to the millennial generation, as well as about its responses to COVID-19 and the racial justice movement.
Great Place to Work: In your view, why has Target succeeded in creating a great workplace experience for millennials?
Melissa Kremer: We know millennials are focused on purpose-driven companies, and that’s one of their top considerations as they think about the organizations they choose to engage with. Their values closely align with how we’ve invested in putting our purpose and values at the center of our culture.
We also know that millennials value rich and rewarding career experiences and development. They’re eager to learn and grow in their careers and expand their skill sets both formally and informally. We’ve developed a culture of learning, backed by the more than seven million payroll hours that we invest into training each year. That training investment includes a broad portfolio of programs and initiatives that help our millennial team members build skills at all levels and gain rich and rewarding experiences to grow in their careers.
When I think about the richness of our career experiences, we give our team members a great deal of responsibility early in their careers – whether it’s within their role in a store serving guests, or supporting the functions of merchandising or supply chain.
We’ve heard from our millennial team members that they really care about the kind of leader they work for. They don’t want a “boss.” They want a coach who is invested in their career, offering them rich and meaningful always-on feedback so they can continue to learn and grow. Investing in both how our leaders show up as coaches coupled with our learning culture creates an environment that’s compelling for our millennial team members. When you layer that on top of the foundation of our purpose and values, it’s bringing together the things that we know are most important to them.
Is there a story that you can tell that captures what’s working for millennial employees at Target?
A wide spectrum of millennials see Target as an entry-point to lifelong career development. We have a broad portfolio of programs and learning initiatives intended to help them further develop their careers.
One that I’m particularly excited about is a spring internship program that we introduced last year. It focuses on students from non-traditional backgrounds who are pursuing a career change to technology. The goal of the internship program is to close the experience gap with exposure to a real-world corporate environment, while building technical skills and providing the professional development and mentorship that prepares students for positions in Target’s Technology team. It also helps Target explore new avenues for untapped talent.
One of the students from the first class was a millennial-age hairstylist with no background in tech before going back to school to become an engineer. After he completed his internship, he went on to join our Technology Leadership Program and is now an engineer and program manager at Target.
Target has taken a number of steps to safeguard, recognize and reward employees during the pandemic—including pay raises and support with mental health. Are you seeing millennial-age employees appreciating or taking advantage of these enhanced benefits?
We care for every team member, and their health and safety is our top priority. We’re committed to providing them with the resources they need to take care of themselves and their families. As an employer, we know we play a critical role in enhancing their wellbeing through the benefits we provide. We continue to work to evolve our slate of benefits to ensure we’re helping team members across all life stages meet their needs now and into the future.
We’ve seen strong millennial usage with several free and on-demand resources we’ve invested in to support their mental, emotional and physical health throughout the pandemic. Daylight is a personalized app that helps individuals navigate stress and worry, the Sleepio app provides self-help tools to improve sleep, and Wellbeats offers digital fitness classes.
More than half of the program users for Wellbeats were millennials. When we think about creating a portfolio of benefits for all, these types of offerings are a differentiator for Target.
Within our culture of learning, we’ve seen strong millennial engagement with new online, on-demand learning and development platforms we introduced to help team members navigate work and life and continue to build skills during the pandemic. Specific tools include our Skillsoft learning library and an internally-created Adaptive Leadership site.
These tools and resources help team members strengthen their skills and invest in development topics that are meaningful to them – from coding to communication. They’re also able to grow personally in areas like resilience, empathy and inclusion. We have seen exciting usage with these tools, affirming that our teams are eager to use this time to grow and learn.
We’ve made free backup care available to all U.S. Target team members – a benefit that provides access to childcare or care for another family member. We found that this was especially helpful for our millennial population, as nearly 70% of the users were in that age group.
You “vowed to face pain with purpose” in the wake of the George Floyd killing and civic unrest. Can you say how your pledge and related actions have been received by millennial employees? In what ways have millennial employee contributed to actions you’ve taken as an organization to address issues of racism and injustice?
We’re committed to leading with our purpose and values, listening to our team, and fostering an engaged, diverse, inclusive, purpose-driven culture to make sure our team feels the same joy we aim to provide our guests. Now more than ever, we need diverse perspectives, experiences and backgrounds to help our company continue to advance and serve guests across the country. Our diversity and inclusion efforts span four foundational areas of delivering an inclusive guest experience, an inclusive work environment, a diverse workforce and championing broader societal impact.
We’re listening to our team and guests, including millennials, and using our size, scale and resources to help heal and create lasting change. In response to the murder of George Floyd, we’ve made a number of initial commitments, including investing $10 million to support partners such as the National Urban League and the African American Leadership Forum, which serve many generations. We’re providing 10,000 hours of pro‑bono consulting services for Black- and people of color‑owned small businesses, helping with rebuilding efforts.
We’re also continuing to volunteer and provide essentials to communities most in need. Many of our community volunteers are millennial team members. Additionally, we’ve established a Racial Equity Action Committee comprised of senior leaders across the company to partner with our team members, guests and members of the community to determine Target’s next steps.
We’ve held several listening sessions with our team members with a strong attendance and participation from millennial team members, many of whom shared their own experiences with racism and their commitments to a more just and equitable world for themselves or their children. Many of our millennial team members participate in Diversity Action Committees and business councils, which unite them through a common interest or goal. These groups are organized and managed by team members, for team members, and help to build connections and foster our inclusive culture.
A millennial’s perspective
Joya Lewis, 32 is a Target Store Director in Brentwood, Mo. Besides overseeing sales at her store, Lewis sings the company’s praises as an employer in tune with her generation’s focus on authenticity and involvement in decisions.
She also has a treasured memory of giving Target CEO Brian Cornell a store tour. Joya was a human resources business partner at the time, and the store director was out of the country on the date of Brian’s visit.
“My leadership team could have chosen another store director or leader to lead the visit,” Joya recalls. “Instead, they allowed me to help prepare the store and team for a CEO visit, which allowed me to highlight not only the store, but my experiences as well. I had never been so nervous in my life! However, soon after the visit started, Brian took the time to show me a picture of an unbelievable spring Minnesota snowfall that had recently taken place. He made me feel so at ease, and after that, my nerves subsided a bit.”
Ed Frauenheim is the senior director of content at Great Place to Work, and a co-author of A Great Place to Work For All.
