如何管理“不忠的”千禧一代

如何管理“不忠的”千禧一代

似乎很多人抱怨老板如何不在乎員工，但是有一個(gè)棘手卻被人忽略的問題——如果是員工常常不在乎老板呢？面對(duì)總是尋求著下一個(gè)工作機(jī)會(huì)的千禧一代，老板也有難以言喻的苦惱。

測試中可能遇到的詞匯和知識(shí)：

loyalty忠誠；忠心['l???lt?]

feckless無效的；軟弱的；不負(fù)責(zé)任的['fekl?s]

defined contribution plans養(yǎng)老金固定繳款計(jì)劃

tear up撕毀（協(xié)議、合同等）

revel狂歡；陶醉['rev(?)l]

mock不尊重，蔑視；模擬的，虛假的[m?k]

exasperation惱怒；惡化[?g,z?sp?'re??(?)n]

How to manage disloyal millennials with an eye on their next job（540words）

By Michael Skapinker

A reader has emailed to object to a column I wrote about employees whose bosses do not care about them. What,he wrote,about employees who do not care about their bosses?

The reader runs a family business started by his father 90 years ago. It is the kind of company,he says,“where employees work with us,not for us”. Three of the current directors joined the company straight from school and have been with the business for a collective total of 100 years.

In recent years,the company took on four university graduates,trained them,promoted them and then doubled and,in one case,tripled their salaries. Today,only the one with the tripled salary is still there. The rest have left for other jobs.

This is not,the reader says,how employment should work.“Like a marriage there has to be co-operation and joint input,not take but no give. If the young are not happy today it is because they are too impatient,think only very short term and have no understanding of the word loyalty.”

The generation coming into the workplace today do not strike me as feckless. Many millennials seem serious,intelligent and recognise the world has changed.

They saw where job loyalty got their parents. Many of the older generation were pushed out before they were ready to go. Their final salary pension schemes were closed and replaced by defined contribution plans that will pay far less than they were hoping to live on. Consultants are now suggesting that even the promised annual increases to those old-fashioned pensions should be cut.

The reader’s organisation may well be an exception to this trend. But many companies tore up the implicit loyalty contracts they had with their employees. They can hardly be surprised if the children of those employees do not feel like signing up to new ones.

Employers need to be realistic about the world their millennial recruits live in. It is not just that they see no permanence to the jobs they are entering. They also have little prospect of being able to buy a home. With interest rates so low,any small savings they manage to accumulate will stay small.

So of course they are going to keep an eye out for the next,possibly better-paid,or more exciting job.

What can well-intentioned employers such as our reader do?

They can revel in their reputation as companies whose recruits leave for better jobs. There is also the chance that those who leave will one day be customers. If they succeed in their careers,your company will be noted on their LinkedIn profiles. They will probably send new recruits your way. They may even return as senior managers.

There were four journalists at that small magazine I worked for. Two of us were steadily rotating youngsters. The other two were older and had been there for some time. They were not as fast-paced but they made hugely experienced and accomplished mentors.

A mix of ages is worth aiming for. Those older employees could take some of the training strain off my reader. And even high-tech companies have older employees. As I heard one say:“I have clothes older than some of my colleagues.”