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領(lǐng)導(dǎo)力內(nèi)部網(wǎng)絡(luò)是一個在線社區(qū)，商界最具思想和影響力的人物會在這里及時解答關(guān)于職業(yè)生涯和領(lǐng)導(dǎo)力的問題。今天的問題是：如何讓千禧一代感覺自己是公司的一部分？回答者是Involve Soft的首席執(zhí)行官高拉夫·巴塔查里亞。

作為一名創(chuàng)立公司，擔(dān)任首席執(zhí)行官的千禧一代人，我想打造一個與我想法類似的團(tuán)隊。在面試時，我意識到千禧一代針對公司提出的問題，與我在之前的工作中招聘X一代時大不一樣。他們會問我公司的使命和愿景是什么，他們又能在公司的未來中做出怎樣獨一無二的貢獻(xiàn)。他們想要為公司獻(xiàn)出自己的忠誠、創(chuàng)造力、勤奮和時間。

蓋洛普咨詢公司（Gallup）的數(shù)據(jù)表明，千禧一代是熱愛跳槽的一代。他們當(dāng)中有60%在任何時候都對新的工作機(jī)遇持開放態(tài)度，是所有員工中最可能換工作的一批。2016年，有21%的千禧一代正是如此做了。

同樣的調(diào)查也顯示，千禧一代占了美國勞動力的三分之一，這樣的人員流動每年會給美國帶來305億美元的損失。減少跳槽數(shù)量的唯一辦法就是讓千禧一代感覺到自己的價值，讓他們意識到自己是公司里重要的一部分。以下一些策略有助于減少員工的流動，留住千禧一代：

認(rèn)可他們的出色工作

怡安翰威特（Aon Hewitt）2015年的一份報告顯示，53%的千禧一代想從同事和經(jīng)理那里聽到“謝謝”，42%希望高層領(lǐng)導(dǎo)對他們公開表示認(rèn)可，以此作為贊賞的一種方式。偶爾認(rèn)可千禧一代的成就，無法滿足這不安寧的一代。根據(jù)普華永道的研究，41%的千禧一代希望每月至少得到一次認(rèn)可，而非千禧一代中只有30%有這樣的需求。

千禧一代與社交媒體緊密相連， Twitter的轉(zhuǎn)發(fā)，F(xiàn)acebook的點贊和Instagram的雙擊喜歡對他們來說是一種強(qiáng)力的實時激勵。這一點同樣適用于職場。

讓所有員工感覺到被認(rèn)可的最好辦法，就是努力營造強(qiáng)大的團(tuán)隊文化。首先，確認(rèn)哪些能調(diào)動千禧一代員工的情緒。他們認(rèn)為自己能在公司做到什么？與他們溝通，了解他們的想法。

根據(jù)他們的回答，鼓勵團(tuán)隊的所有成員給彼此積極的反饋。當(dāng)團(tuán)隊中的每個人都因為自己的成就不斷得到認(rèn)可，隨著時間的推移，這種做法就會更加自然和輕松。

建立頻繁的反饋環(huán)路

在奈飛（Netflix）、亞馬遜（Amazon）和優(yōu)步（Uber）的環(huán)境中長大的一代人習(xí)慣于迅速的遠(yuǎn)程工作和交流。Namely的研究顯示，80%的千禧一代更喜歡頻繁的反饋，而不是傳統(tǒng)的業(yè)績評估，也就因此不足為奇了。試著建立開放的交流渠道，你可以借此給員工提出建設(shè)性的批評，他們也能毫不猶豫地對管理提出意見。

我常邀請團(tuán)隊成員喝咖啡，傾聽他們的反饋。確保自己面對任何批評都表現(xiàn)出親切的態(tài)度，面露微笑。我問他們在公司工作是否開心，是否有工作相關(guān)的事情困擾著他們，可以做什么來改善他們的工作體驗。

我會在談話中作好記錄，并隨后分析它們。如果其中有員工普遍反映的問題，就會立刻將其作為工作重點。如果我們據(jù)此做出了改變，我也會確保自己對他們的建議表現(xiàn)出感謝。展現(xiàn)出傾聽他人想法的姿態(tài)，這也會鼓勵員工接受建議。

用心溝通

美國高校學(xué)者協(xié)會（The National Society of High School Scholars）2016年的一份調(diào)查發(fā)現(xiàn)，46.6%的千禧一代將企業(yè)社會責(zé)任作為選擇雇主的因素之一。千禧一代希望與公司的使命與愿景緊密相連。

我們的團(tuán)隊以千禧一代為主，他們希望我們在這方面積極主動。為此，我們確保團(tuán)隊每個月都有機(jī)會參與社區(qū)服務(wù)項目。

如果你能幫千禧一代在公司中找準(zhǔn)位置，他們就會有參與感和價值感。這會讓他們面對其他工作機(jī)會時跳槽的概率大大減少。（財富中文網(wǎng)）

作者：Guarav Bhattacharya

譯者：嚴(yán)匡正

The Leadership Insiders network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question, “How can you help millennials feel like they’re part of the company?” is written by Gaurav Bhattacharya, CEO of Involve Soft.

As a millennial CEO starting a company, I wanted to create a team of likeminded people. While conducting interviews, I realized that the questions millennials were asking about the company were different from what I used to hear while hiring Gen Xers in my previous job. I was being asked about the mission and vision of the company and how they would be able to make a unique dent in its future. They wanted to devote their loyalty, creativity, hard work, and time to the organization.

According to Gallup, millennials are the job-hopping generation. Sixty percent are open to a new job opportunity at any point in time, which makes them most likely among all employees to switch jobs. In 2016, 21% of millennials did so.

The same survey shows that millennials make up one-third of the American workforce, and this turnover costs the U.S. $30.5 billion each year. The only way to reduce this number is to help millennials feel valued and like they are an important part of the company. Here are some strategies for combating high employee turnover and retaining millennials:

Recognize their good work

An Aon Hewitt report from 2015 shows that 53% of millennials appreciate a “thank you” from peers and managers and that 42% want public recognition from senior leadership as a method of praise. Recognizing millennials’ accomplishments only once in a blue moon is not enough for this restless generation. According to a PwC study, 41% of millennials want to be recognized at least once every month, compared to only 30% of non-millennials.

Millennials are entwined in the world of social media, where constant retweets, Facebook likes, and Instagram double taps are a huge real-time motivator. This validation applies to the workplace as well.

The best way to make all your employees feel recognized is to take steps toward building a strong team culture. First, identify what emotionally drives your millennial employees. What difference do they think they can make in the company? Talk to them to get their input.

Based on their answers, encourage all team members to give each other positive feedback. When everyone on the team is consistently being recognized for their accomplishments, this practice will become more natural and effortless over time.

Create a frequent feedback loop

Growing up in a world of Netflix, Amazon, and Uber, millennials are used to working and communicating quickly and remotely. Hence it’s no surprise that 80% of millennials said they would prefer frequent feedback to traditional performance reviews, according to a study by Namely. Try creating an open channel of communication, where you can provide employees with constructive criticism and they can voice issues to management without hesitation.

I often take individuals from my team for coffee feedback sessions. I make sure to act approachable and smile at any criticism. I ask them if they are happy working at the company, if anything about work is bothering them, and if there is anything I can do to improve their work experience.

I take notes during these sessions, and later analyze them. When I notice common problems among all my employees, they go directly onto my priority list. I then make sure to acknowledge their feedback if we make any changes. Showing that I am listening to their ideas encourages employees to be open to feedback as well.

Connect with the heart

A National Society of High School Scholars survey in 2016 found that 46.6% of millennials listed corporate social responsibility as a factor in choosing an employer. Millennials want to be connected to a company’s mission and vision.

Our millennial-dominated team expects us to be active in this realm. To that end, we make sure that our team has an opportunity to participate in a community service program every month.

If you can help millennials find their place in your organization, they will feel engaged and valued. That will make them much less likely to jump ship if another job opportunity comes along.