千禧一代職場新人的培養之道

????該報告指出，強生公司（Johnson & Johnson）為千禧一代設立了團隊，作為年輕員工的教育、職業成長和交際資源。據報告顯示，索迪斯集團（Sodexo）擁有i-Gen員工網絡團隊，提供網絡、社交媒體培訓、輔導機會和職業管理培訓。

????企業租車公司（Enterprise-Rent-a-Car）制定了內部晉升政策，因此，他們的培訓計劃必須為渴望建議的年輕員工提供指導和反饋意見，這對培訓計劃至關重要。因為這一代員工從小就已經習慣了生活中充滿了各式各樣充實的計劃。負責人事招聘的企業租車公司高級副總裁瑪麗?阿蒂姆稱：“我們根據他們的需求調整了培訓方案，提供結構更清晰的培訓環境?！?/p>

????企業租車公司已經開始培訓實習生應該掌握的具體技能。比如說，如果他們想學習如何管理一個車隊，滿足客戶的需求，經理就會指出這屬于物流管理的經驗。她解釋說：“我們在一線業務環境下進行培訓，表面上看來，員工可能是只在履行自己的職責?！?/p>

????這些措施，加上根據幾代人的不同視角進行的教育和培訓，都有助于管理者和千禧一代尊重彼此的差異，而不是把這些差異看做彼此之間的障礙。勞倫?斯蒂勒?瑞克林和其他職場專家都表示，外界對Y世代的刻板成見通常都是源于誤解。

????芝加哥培訓服務公司JB Training Solutions總裁布拉德?卡什開辦了名為“哥們，要我做什么？”（Dude, What's My Job?）的培訓班，幫助經理人更好地理解和管理千禧一代的員工?？ㄊ舱f：“他們可能是世界歷史上最容易被誤解的一代人?！?/p>

????就外界對千禧一代以自我為中心、雄心勃勃的抱怨而言，他們只是希望在職業生涯中盡早肩負巨大的責任。年長的經理人希望年輕員工像他們當年一樣，做好本職工作，保持低調，等待升遷。

????但是，這些年輕員工親眼看到他們的父母丟掉長期工作，任何工作職位都看起來岌岌可危。咨詢顧問布魯斯?圖爾甘著有《不是人人都能奪冠》（Not Everyone Gets a Trophy），這本書介紹了管理Y世代員工的方法。圖爾甘說，他們并不指望從第一天開始就管理組織。如今的職場更不穩定，他們只是希望能夠掌握在職場立足的技能和經驗，能從每份工作有限的時間里有所收獲，不斷成長。

????圖爾甘表示，他們從第一天起就希望能夠有所作為，利用組織的資源鍛煉自己。他們想建立可以幫助自己的人脈關系。他們想學習對自己有利的技能。他們希望自己的名下能夠擁有具體的工作成果。

????Johnson & Johnson (JNJ) created a group for Millennials, to serve as an educational, professional growth, and networking resource for employees. Sodexo offers an "i-Gen" employee network group for networking, social media training, mentoring opportunities, and career management training, according to the report.

????Enterprise-Rent-a-Car has a policy of promoting from within, so it's important for their training programs to offer the structure and feedback that Millennials tend to crave, having lived fully scheduled lives since their diaper days. "We've adapted it to their needs, which is a more structured training environment," says Marie Artim, Enterprise's senior vice president of talent acquisition.

????Enterprise has begun to name the specific skills that trainees are acquiring as they master them. If they're learning how to manage a branch's fleet of cars to meet customers' needs, for instance, managers will point out that it's experience with logistics. "We put it into a business context when, on the surface, it may seem like it's just doing your job," she explains.

????These initiatives, coupled with education and training on the distinct perspectives that different generations are likely to have, can help managers and Millennials appreciate each other's differences rather than viewing them as obstacles. The commonly repeated stereotypes about Generation Y are often based on misunderstandings, according to Rikleen and other workplace experts.

????"They're probably the most misunderstood generation in the history of the world," says Brad Karsh, president of JB Training Solutions in Chicago, whose workshop "Dude, What's My Job?" helps executives understand and better manage Millennials.

????Take the complaint that Millennials feel entitled and are too ambitious, wanting to be given tremendous responsibility early in their careers. Older managers expect younger workers to do their jobs, keep their heads down, and wait for their careers to advance, as they themselves did.

????But these young workers have seen their parents laid off from long-time jobs, making any given position seem precarious. Rather than expecting to run the organization from day one, they merely want to start building the skills and experience they'll need to survive in a working world that is more precarious and built on shorter-term stints at each job, says Bruce Tulgan, consultant and author of Not Everyone Gets a Trophy, about how to manage Generation Y.

????"They want to make an impact on day one and they want to start building themselves up using the organization's resources," Tulgan says. "They want to build relationships that will help them. They want to learn skills that can help them. They want tangible results with their name on them."