佛佳寄语：与60、70后相比，80、90后成长的环境截然不同，若想招募并留住千禧一代人才，就要让他们真正有归属感，觉得受公司器重。将图片内嵌广告提供商GumGum总裁兼CEOPhil Schraeder文章翻译成中文，供领导朋友们参考阅读。
最后，衷心希望大家充实过好每一天！
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 Phil Schraeder, president and COO of GumGum.
领导力内幕网络是一个在线社区，在这里，美国最睿智、最具影响力的商家大咖们会及时就职业与领导力相关问题作出回答。今天分享的这篇关于“如何提升职场'千禧一代’员工的归属感”的文章，由图片内嵌广告提供商GumGum总裁兼CEO Phil Schraeder撰写。
At GumGum, we’re conscious of treating all generations with respect, while also recognizing that millennials grew up in a very different world than Gen Xers and boomers.
在GumGum公司，我们特别注意尊重不同时代的人，同时意识到，与出生于60年代、70年代的“失落的一代”以及二战后出生的“婴儿潮”一代相比，80后、90后生长的环境有了非常大的变化。
Recruiting and retaining millennials is a particular challenge, and it involves making them feel like they’re truly part of, and important to, your company. Here's how we strive to do exactly that:
招聘和留住“千禧一代”，对企业来说，是一个特别的挑战。这就包括得让他们觉得自己是企业的一部分，同时，对企业意义重大。下面几点，正是我们公司努力在做的：
Older managers need to realize that millennials are social media natives, which means that they’re used to publicly sharing about what they think and care about. They’re used to having a voice.
前辈管理者需要认识到，“千禧一代”是社交媒体原住民，这就意味着，他们习惯公开分享自己的观点和兴趣爱好。他们喜欢发表自己的意见。
Allowing employees to have a voice starts with embracing them as individuals. Even though my colleagues and I are working hard together on business and marketing applications of computer vision, we encourage everyone to share their personal stories and interests outside of the office. I schedule monthly team lunches with every single department in our Santa Monica office, which is a great way not only for me to get to know individuals in our company, but also for them to get to know each other better.
允许员工发声，首先得从尊重他们的个性开始。尽管我和我的同事研究的领域是电脑视觉的商业和市场化运用，但我们也鼓励大家分享工作以外的故事及兴趣爱好。比如说，在我们圣塔莫妮卡办公室，每月，我都会与各部门员工共进午餐，这样的话，我不仅能够多了解我的员工，也能够加深部门员工之间的交流。
We also encourage team members to let everyone know about great stuff that's going on in their personal lives. For instance, the leader of our image science team told us when he released a new mixtape. When his teammates could see him as not just a tech guy, but a musician too, it created an instant point of connection.
同时，我们还鼓励团队员工分享生活中发生的一些极棒的事情。举例说，我们视觉技术团队的负责人有一次告诉我们，他发布了一张新的混合唱片。当员工意识到，哦，原来负责人不仅只是一名技术男，还会玩音乐呢，这样就立马能够找到新的话题，促进交流。
In order to foster a collaborative culture, we ask that all of our employees work in the office. Telecommuting has its fans, and we’re flexible when employees must work from home to deal with a personal situation or take time off with their unlimited vacation days. But when we see employees of all ages socializing in our various breakout spaces, it’s clear that helping them feel like they belong starts with giving them opportunities to all be in the same physical location and have face-to-face contact.
为了构建协作的企业文化，我们要求所有员工在办公室工作。通讯工具当然也有它的方便之处，公司不限定假期时长，如果员工确实因为要处理个人事务，只能在家工作，或者要休假时，都可以灵活处理。但当看到不同年龄段的员工坐在办公隔间里交流沟通工作时，显然能看出，想让员工具有归属感，第一步就必须为他们提供实体办公场所，员工之间能够面对面交流。
As our company has grown, having a kitchen where people can bump into each other and grab a snack or lunch has been especially valuable for fostering serendipitous conversations and collaborations. Daily presence and informal hangout spaces help weave our company together across departments and projects every day.
随着公司不断壮大后，我们建了一间公共厨房，员工可以去那里找点零食或吃午餐。这就大大增加了员工偶然碰到的机会。实在非常棒。因为有了这些见面机会，员工可以随口闲谈，无意间就增进了协作。有了日常共处和闲谈的空间，有利于将公司各部门、各项目组紧紧联系在一起。
A lot of companies have elaborate "bonding" sessions, such as retreats and other carefully planned get-togethers, that employees actually dread. Management says, "This is going to be fun!" yet employees are thinking, "This is the opposite of fun." Instead, you should listen to what your employees think is fun, and mold your activities in accordance.
许多公司精心组织了增进员工感情的活动，比如静修或者悉心策划的聚会等，实际上，员工却很不喜欢。有些管理者说，“这次活动会很有意思！”但员工心想，“这实在无趣极了。”
作为管理者，你需要去倾听员工心声，了解他们觉得什么有意思，然后再去开展相应的活动。
For example, when it became obvious that a bunch of people here are really into fantasy football, we started up fantasy leagues across the company. We also picked a day to go to a sports bar and watched a football game—fans and non-fans alike. Tapping into shared passions is a good excuse to spend time together and talk about things other than work. Unlike a company retreat with an hour-by-hour agenda, we didn’t structure the event in any way—and I think that lack of structure made it all the more valuable. Giving coworkers the time and space to get to know one another has done wonders for team collaboration and cohesion.
Ultimately, I think we’ve learned a lot from our youngest employees. We wouldn’t be able to do so, though, if they didn’t feel like a part of our team.
举例来说，显然我们有许多员工对梦幻足球十分感兴趣，我们就可以在公司上下开展一次梦幻足球联赛。我们甚至可以选一天，召集感兴趣的员工，球迷也好，非球迷也罢，一起到运动主题酒吧看一场球赛。共同的兴趣爱好实在能为共度时光、交流生活提供绝佳的机会。与很多公司严格按照计划开展团建活动不同，我们公司从来不提前精密筹划，我觉得这样随意点，反而更好。为员工提供增进交流与了解时间与空间，实际上，真是极大地提升了团队合作力与凝聚力。
最后，我认为，作为领导，我们从年轻的“千禧一代”身上学到了很多东西。但如果不能让他们获得归宿感，这不可能实现的。
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