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传统领导方式无法帮助你度过衰退,要善于倾听Z世代员工的心声

传统领导方式无法帮助你度过衰退,要善于倾听Z世代员工的心声

Gaëlle De La Fosse, Nick Goldberg 2023-01-19
新冠疫情爆发后,Z世代进入了一个不断变化的职场。

图片来源:GETTY IMAGES

虽然经济衰退的威胁降低了辞职率,但仍然有三成员工正在考虑离职。情况往往是,辞职和解雇的风潮会促使剩下的同事同样考虑离职。领导人因此没有资格自满。

这种潜在的多米诺骨牌效应在年轻一代中尤其明显,Z世代员工跟风辞职的可能性是整体的2.5倍。

2022年,Z世代换工作的速度比新冠疫情前高出134%,而婴儿潮一代换工作的速度比2019年低4%。有数据显示,Z世代比老一辈人的职业倦怠更加明显,这与上述数据吻合。上述数据也凸显了有效弥合领导者和职场新员工之间代沟的必要性。

尽管Z世代员工的要求已经十分明确,但即便是最有经验的领导者也会发现,自己没有能力对抗长期存在的刻板印象,从而无法与团队建立真正的联系,特别是现在他们还要应对未来更多的不确定性。

作为业内领先的高管培训公司,我们理解高管们当前面临的特殊挑战。2023年,领导者的关注点应该是:让自己成为公司最年轻的员工能够接触得到的人。

虽然新冠疫情前的工作环境可能曾经要求领导层在很大程度上保持低能见度,但根据我们对年轻员工对公司领导层的诉求的了解,在不确定的时代需要一些确定的改变,让公司的新员工可以看得见、接触得到你并建立相互联系,是成功应对未知的关键所在。

到2030年,Z世代员工将占全球劳动力的三分之一,他们想要的不仅仅是看得见的领导者。年轻员工希望与高管层建立个人联系,并且了解他们的想法和决策过程。和千禧一代一样,Z世代也希望看到自己的价值观在领导身上得到体现。

我们知道员工的满意度是由对组织和领导层的归属感驱动的。然而,新冠疫情对远程和混合办公模式的依赖,破坏了人与人之间的联系。约73%的Z世代员工仍然表示在工作中感到孤独,90%的员工表示他们不会告诉主管自己工作中遇到的挑战,这进一步凸显了无法建立联系的问题需要得到解决。

领导们往往容易把这一代人的雄心壮志视为他们希望享有特权、不愿意努力工作。但如果我们停下来想一想为什么Z世代要挑战传统,答案就很明显,他们渴望被邀请进入现有的结构体系——并改进它们。

这一代职场新人的职场生涯在支离破碎的工作环境中开启,他们唯一了解的职场架构是混合办公或纯粹远程办公,他们不仅渴望人际互动,而且充满了好奇和对学习的渴望。

除了渴望上进之外,他们还想了解当好一名员工的最基本含义。大约67%的Z世代员工希望能够在公司学到有利于职业发展的技能。三分之二的人还认为了解公司的办公室文化是必不可少的,但由于新冠疫情对办公室文化的影响,55%的Z世代员工感觉被剥夺了长大成人的重要一环,他们独自陷入了困境。因此,他们在个人层面上希望得到的指导远远超过了前几代人所需要的或曾经想到过的,这并不奇怪。

综上,一些简简单单的举动,比如和团队成员一起非正式地喝个咖啡,参加新员工培训,参加团队会议,或者留心参加一些休闲的社交活动,都对帮助Z世代员工融入公司、融入更广阔的工作世界大有裨益。通过寻找一些压力不大的场景,与新员工进行互动,领导者可以建立起今天的员工所渴望得到的最直接、最真实的联系。

尽管旧传统根深蒂固,但领导者也能够通过与员工的日常接触来反映和验证Z世代员工的价值观,而且不会表现得做作或不真诚。自新冠疫情爆发以来,顶级首席执行官们感受到一种需要在工作场所表现得更加人性化的特殊压力,但他们往往不知道应该以一种怎样的方式来实现这一点,确保足够有意义,足够引起年轻员工共鸣。

小到在个人日历上公开标记预留给自己私人散步或冥想的时间段,或者是承认你们拥有共同兴趣爱好,甚至是坦诚谈论你是如何平衡工作生活或是保护心理健康的个人经历,让你的员工知道你们有共同点,就可以真正创造一种“我们是一条船上的”心态。

领导者需要有意识地在繁忙的日程中抽空与最年轻的员工交流。领导层通过提升自己的能见度,让Z世代的员工直接了解自己的想法,能够激励他们,无论前方发生什么,都要坚持到底。(财富中文网)

盖勒·德·拉·福斯(Gaëlle de la Fosse)是LHH的总裁。尼克·戈德堡(Nick Goldberg)是EZRA的首席执行官及创始人。

Fortune.com上发表的评论文章中表达的观点,仅代表作者本人的观点,不代表《财富》杂志的观点和立场。

译者:Agatha

虽然经济衰退的威胁降低了辞职率,但仍然有三成员工正在考虑离职。情况往往是,辞职和解雇的风潮会促使剩下的同事同样考虑离职。领导人因此没有资格自满。

这种潜在的多米诺骨牌效应在年轻一代中尤其明显,Z世代员工跟风辞职的可能性是整体的2.5倍。

2022年,Z世代换工作的速度比新冠疫情前高出134%,而婴儿潮一代换工作的速度比2019年低4%。有数据显示,Z世代比老一辈人的职业倦怠更加明显,这与上述数据吻合。上述数据也凸显了有效弥合领导者和职场新员工之间代沟的必要性。

尽管Z世代员工的要求已经十分明确,但即便是最有经验的领导者也会发现,自己没有能力对抗长期存在的刻板印象,从而无法与团队建立真正的联系,特别是现在他们还要应对未来更多的不确定性。

作为业内领先的高管培训公司,我们理解高管们当前面临的特殊挑战。2023年,领导者的关注点应该是:让自己成为公司最年轻的员工能够接触得到的人。

虽然新冠疫情前的工作环境可能曾经要求领导层在很大程度上保持低能见度,但根据我们对年轻员工对公司领导层的诉求的了解,在不确定的时代需要一些确定的改变,让公司的新员工可以看得见、接触得到你并建立相互联系,是成功应对未知的关键所在。

到2030年,Z世代员工将占全球劳动力的三分之一,他们想要的不仅仅是看得见的领导者。年轻员工希望与高管层建立个人联系,并且了解他们的想法和决策过程。和千禧一代一样,Z世代也希望看到自己的价值观在领导身上得到体现。

我们知道员工的满意度是由对组织和领导层的归属感驱动的。然而,新冠疫情对远程和混合办公模式的依赖,破坏了人与人之间的联系。约73%的Z世代员工仍然表示在工作中感到孤独,90%的员工表示他们不会告诉主管自己工作中遇到的挑战,这进一步凸显了无法建立联系的问题需要得到解决。

领导们往往容易把这一代人的雄心壮志视为他们希望享有特权、不愿意努力工作。但如果我们停下来想一想为什么Z世代要挑战传统,答案就很明显,他们渴望被邀请进入现有的结构体系——并改进它们。

这一代职场新人的职场生涯在支离破碎的工作环境中开启,他们唯一了解的职场架构是混合办公或纯粹远程办公,他们不仅渴望人际互动,而且充满了好奇和对学习的渴望。

除了渴望上进之外,他们还想了解当好一名员工的最基本含义。大约67%的Z世代员工希望能够在公司学到有利于职业发展的技能。三分之二的人还认为了解公司的办公室文化是必不可少的,但由于新冠疫情对办公室文化的影响,55%的Z世代员工感觉被剥夺了长大成人的重要一环,他们独自陷入了困境。因此,他们在个人层面上希望得到的指导远远超过了前几代人所需要的或曾经想到过的,这并不奇怪。

综上,一些简简单单的举动,比如和团队成员一起非正式地喝个咖啡,参加新员工培训,参加团队会议,或者留心参加一些休闲的社交活动,都对帮助Z世代员工融入公司、融入更广阔的工作世界大有裨益。通过寻找一些压力不大的场景,与新员工进行互动,领导者可以建立起今天的员工所渴望得到的最直接、最真实的联系。

尽管旧传统根深蒂固,但领导者也能够通过与员工的日常接触来反映和验证Z世代员工的价值观,而且不会表现得做作或不真诚。自新冠疫情爆发以来,顶级首席执行官们感受到一种需要在工作场所表现得更加人性化的特殊压力,但他们往往不知道应该以一种怎样的方式来实现这一点,确保足够有意义,足够引起年轻员工共鸣。

小到在个人日历上公开标记预留给自己私人散步或冥想的时间段,或者是承认你们拥有共同兴趣爱好,甚至是坦诚谈论你是如何平衡工作生活或是保护心理健康的个人经历,让你的员工知道你们有共同点,就可以真正创造一种“我们是一条船上的”心态。

领导者需要有意识地在繁忙的日程中抽空与最年轻的员工交流。领导层通过提升自己的能见度,让Z世代的员工直接了解自己的想法,能够激励他们,无论前方发生什么,都要坚持到底。(财富中文网)

盖勒·德·拉·福斯(Gaëlle de la Fosse)是LHH的总裁。尼克·戈德堡(Nick Goldberg)是EZRA的首席执行官及创始人。

Fortune.com上发表的评论文章中表达的观点,仅代表作者本人的观点,不代表《财富》杂志的观点和立场。

译者: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.

Gaëlle 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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