年輕員工對工作和雇主的疏離感明顯增強,事實上,每個人都是如此。只有嬰兒潮一代除外,他們比以往任何時候都更加投入。這是根據蓋洛普(Gallup)的一項新民意調查得出的結論。
自四年前的新冠疫情爆發以來,中青年員工的工作敬業度大幅下降。蓋洛普于2月29日發布的這份報告通過12項因素來衡量員工的工作敬業度,其中大部分因素用于評估滿意度、認可度以及被關心和支持的感覺。
在這一群體中,“認為工作中有人關心自己、有學習和成長的機會、與公司的使命息息相關、與經理討論進展、獲得發展機會,以及認為自己的意見至關重要”的千禧一代和Z世代的比例大幅下降。
在此期間,年長的千禧一代積極參與工作的比例從39%降至32%;Z世代從40%降至35%,X世代從35%降至31%。
蓋洛普的工作場所管理和幸福感首席科學家吉姆·哈特在報告里寫道,這意味著X世代員工的工作參與率從2.1降至1.7。換句話說,“每一名工作敬業度極低的員工對應不到兩名工作敬業度極高的員工。”在年長的千禧一代中,這一比例從3.3降至1.9,這意味著該年齡組里,每一名工作敬業度極低的員工對應略多于兩名工作敬業度極高的員工。
這些低迷的數字是有代價的:替換人才的成本要遠遠高于培養現有人才的成本,而且工作敬業度極低的員工更有可能關注招聘網站信息。
哈特在一封電子郵件里對《財富》雜志表示,與老一輩相比,如今的年輕員工更愿意為自己的成長投資,并尋找有重要意義的工作。自2020年以來,他們感到自己受到的關注越來越少,找到的符合他們期望的工作機會也越來越少。
哈特寫道:“簡而言之,他們感覺自己與雇主聯系更少了,更有可能積極尋找新工作或關注空缺職位。”他補充道,這種感覺很大程度上可能源于遠程和混合辦公模式的增加,尤其是對新進入職場的人來說。他說:“如果沒有與經理進行面對面交流和定期輔導的計劃,物理距離就會變成心理距離。”
同樣的問題并沒有那么嚴重地困擾年長員工,因為他們中的許多人在新冠疫情爆發前很久就已經在自己的職業生涯里站穩了腳跟。哈特寫道,這些年磨練技能和培養職場身份認同感,讓他們更能夠適應過去幾年的巨大變化。
他說:“有趣的是,在新冠疫情爆發之前,嬰兒潮一代的工作敬業度低于年輕員工。盡管各代員工獲得的期望清晰度都有所下降,但嬰兒潮一代中有60%的人知道公司對他們的期望,而年輕員工中只有不到一半的人知道。”
雪上加霜的是,嬰兒潮一代也更有可能告訴蓋洛普,他們所從事的工作可以讓他們發揮所長,感覺自己與公司的使命息息相關,并尊重同事。
這對雇主而言可能起不到什么安慰作用,因為其員工群體主要由年輕員工組成,而這些人的忠誠度較低,不太可能堅持在同一公司工作一兩年以上。
好消息是:盡管每位工作敬業度極低的員工可能會給出不同的理由來表達不滿,但企業仍然能夠通過相同的手段來彌合差距。向員工傳達清晰的愿景,概述一貫的工作職責,并優先考慮為其提供指導,甚至間歇性提供面對面指導,這些都是提高工作場所工作效率和敬業度的基石。但是,尤其是對年輕員工來說,他們更注重靈活性(指靈活的工作時間和地點),而且這一要求正在迅速成為一項不容商榷的條件。畢竟,沒有什么比被迫做自己不想做的事情更可以降低士氣的了。(財富中文網)
譯者:中慧言-王芳
年輕員工對工作和雇主的疏離感明顯增強,事實上,每個人都是如此。只有嬰兒潮一代除外,他們比以往任何時候都更加投入。這是根據蓋洛普(Gallup)的一項新民意調查得出的結論。
自四年前的新冠疫情爆發以來,中青年員工的工作敬業度大幅下降。蓋洛普于2月29日發布的這份報告通過12項因素來衡量員工的工作敬業度,其中大部分因素用于評估滿意度、認可度以及被關心和支持的感覺。
在這一群體中,“認為工作中有人關心自己、有學習和成長的機會、與公司的使命息息相關、與經理討論進展、獲得發展機會,以及認為自己的意見至關重要”的千禧一代和Z世代的比例大幅下降。
在此期間,年長的千禧一代積極參與工作的比例從39%降至32%;Z世代從40%降至35%,X世代從35%降至31%。
蓋洛普的工作場所管理和幸福感首席科學家吉姆·哈特在報告里寫道,這意味著X世代員工的工作參與率從2.1降至1.7。換句話說,“每一名工作敬業度極低的員工對應不到兩名工作敬業度極高的員工。”在年長的千禧一代中,這一比例從3.3降至1.9,這意味著該年齡組里,每一名工作敬業度極低的員工對應略多于兩名工作敬業度極高的員工。
這些低迷的數字是有代價的:替換人才的成本要遠遠高于培養現有人才的成本,而且工作敬業度極低的員工更有可能關注招聘網站信息。
哈特在一封電子郵件里對《財富》雜志表示,與老一輩相比,如今的年輕員工更愿意為自己的成長投資,并尋找有重要意義的工作。自2020年以來,他們感到自己受到的關注越來越少,找到的符合他們期望的工作機會也越來越少。
哈特寫道:“簡而言之,他們感覺自己與雇主聯系更少了,更有可能積極尋找新工作或關注空缺職位。”他補充道,這種感覺很大程度上可能源于遠程和混合辦公模式的增加,尤其是對新進入職場的人來說。他說:“如果沒有與經理進行面對面交流和定期輔導的計劃,物理距離就會變成心理距離。”
同樣的問題并沒有那么嚴重地困擾年長員工,因為他們中的許多人在新冠疫情爆發前很久就已經在自己的職業生涯里站穩了腳跟。哈特寫道,這些年磨練技能和培養職場身份認同感,讓他們更能夠適應過去幾年的巨大變化。
他說:“有趣的是,在新冠疫情爆發之前,嬰兒潮一代的工作敬業度低于年輕員工。盡管各代員工獲得的期望清晰度都有所下降,但嬰兒潮一代中有60%的人知道公司對他們的期望,而年輕員工中只有不到一半的人知道。”
雪上加霜的是,嬰兒潮一代也更有可能告訴蓋洛普,他們所從事的工作可以讓他們發揮所長,感覺自己與公司的使命息息相關,并尊重同事。
這對雇主而言可能起不到什么安慰作用,因為其員工群體主要由年輕員工組成,而這些人的忠誠度較低,不太可能堅持在同一公司工作一兩年以上。
好消息是:盡管每位工作敬業度極低的員工可能會給出不同的理由來表達不滿,但企業仍然能夠通過相同的手段來彌合差距。向員工傳達清晰的愿景,概述一貫的工作職責,并優先考慮為其提供指導,甚至間歇性提供面對面指導,這些都是提高工作場所工作效率和敬業度的基石。但是,尤其是對年輕員工來說,他們更注重靈活性(指靈活的工作時間和地點),而且這一要求正在迅速成為一項不容商榷的條件。畢竟,沒有什么比被迫做自己不想做的事情更可以降低士氣的了。(財富中文網)
譯者:中慧言-王芳
Younger employees are feeling significantly more detached from their jobs and their employers—in fact, everyone is, except for boomers, who are more engaged than ever. That’s according to a new poll from Gallup.
Since the pandemic began four years ago, engagement has dropped off dramatically among young and middle-age workers. The report, which Gallup published on Feb. 29, measured employee engagement through 12 factors, most of which assess feelings of satisfaction, recognition, and being cared for and supported.
Of the group, millennials and Gen Zers reported the greatest declines in “feeling cared about by someone at work, having opportunities to learn and grow, feeling connected to the mission of the organization, having progress discussions with managers, being given opportunities to develop, and feeling that their opinions count.”
The share of older millennials actively engaged in their work fell from 39% to 32% in that time; Gen Z’s rate dropped from 40% to 35%, and Gen X’s dropped from 35% to 31%.
As Gallup’s chief scientist of workplace management and well-being Jim Harter wrote in the report, that means Gen X employees’ engagement ratio dropped from 2.1 to 1.7. In other words, “for every actively disengaged employee, there are now less than two engaged ones.” Among older millennials, that engagement ratio has dropped from 3.3 to 1.9, meaning there’s slightly more than two engaged employees for every actively disengaged employee from that age group.
Those depressed figures come at a cost: It’s significantly more expensive to replace talent than it is to nurture the talent you do have, and a disengaged employee is much likelier to keep an eye on the job boards.
Today’s young workers, more so than older generations, invest in their growth and look for jobs that serve an important purpose, Harter told Fortune in an email. Since 2020, they’ve felt less cared about and have found fewer opportunities that align with their desires.
“In short, they feel more disconnected from their employers and are more likely to be actively looking for new work or watching for openings,” Harter wrote, adding that a good amount of those feelings may have stemmed from the uptick in remote and hybrid work, especially for new workforce entrants. “Without a plan around in-person time and regular coaching conversations with their manager, physical distance turns into psychological distance,” he said.
The same issue hasn’t plagued older workers as much, given how many of them had established themselves in their careers long before the pandemic hit. Those years honing skills and developing their workforce identities has made them more resilient to the dramatic changes over the past few years, Harter wrote.
“It is interesting that before the pandemic, baby boomers reported lower engagement than younger workers,” he said. “Even though clarity of expectations has dropped for employees in all generations, six in 10 baby boomers know what is expected of them, compared to less than one in two for younger employees.”
Adding insult to injury, boomers were also more likely to tell Gallup they work in jobs where they can do what they do best, feel connected to their company’s mission, and respect their fellow employees.
That may be of cold comfort to employers, whose employee base is likely composed mostly of young workers who are less loyal and less likely to stick around for more than a year or two.
The good news: Even though every worker not feeling engaged would likely give a different reason for their dissatisfaction, companies can nonetheless bridge the gap with all the same tools. Communicating a clear vision, outlining consistent job responsibilities, and prioritizing mentorship—in person once in a while—are the cornerstones of a productive, engaged workplace. But for younger workers in particular, an emphasis on flexibility (meaning flexible hours and work location) is quickly becoming a nonnegotiable. After all, nothing lowers company morale like being forced to do something you don’t want to do.