Y世代如何改变中国职场文化?

How Gen Y Is Changing Office Culture In China

Y世代如何改变中国职场文化？

Two years into her first job as a management trainee with a property

development company, 26-year-old Hazel Wang decided to quit despite not

having another job lined up.

26岁的Hazel Wang第一份工作是在一家地产开发公司担任管理培训生。工作两年后，她决定辞去这份工作，尽管她还没有找到下一份工作。

'It was a huge decision for me, ' said the former Shanghai resident. 'But I felt

the old job could not help me achieve my self-actualization goals.'

这个此前居住在上海的女孩说：对我来说，这是一个巨大的决定，但我感觉原先的工作无法帮助完成我的自我实现目标。

Ms. Wang, who has since found a new job with a software company in Beijing,

is happy with the outcome. 'Now I can learn more things that are interesting.

The new company offers a big platform for me to develop, ' she said.

她后来在北京一家软件公司找到了新的工作，她对这个结果很满意。她说：现在我可以学习更多有意思的事情了，新公司为我提供了一个很大的发展平台。

Like Ms. Wang, a growing number of young Chinese workers are asserting

themselves more and demanding their voices be heard in the workplace.

像她一样，越来越多的中国年轻员工更加坚持自我，并要求在职场中他们的声音能被倾听。

That's according to Ning Lu, China business director for U.S.-based consulting

firm InclusionINC, who says so-called members of Generation Y-which it

defines as those born in the period 1980-97-will vote with their feet and quit

their jobs if they don't get what they want.

这是总部设在美国的咨询公司InclusionINC的中国业务主管鲁宁（音）的看法。鲁宁说，Y世代（该公司定义为1980至1997年期间出生的人）如果在职场得不到他们想要的，就会用脚来投票，选择辞职。

About 366 million Chinese-or around 40% of the population of working age 15

years to 59 years-fall into that generation, the consulting firm estimates.

这家咨询公司估计，大约3.66亿中国人属于Y世代，在15至59岁就业人口中占40%左右。

A report issued earlier this year by human-resources consultancy Aon Hewitt

found that members of Gen Y, which the findings of this survey describe as

people born in the 1980s, became the main age component in China's talent

market in 2012.

今年早些时候人力资源咨询公司怡安翰威特(Aon Hewitt)发布的一份报告发现，Y世代在2012年成为中国劳动力市场的主力军。这份调查报告将Y世代定义为上世纪80年代出生的人。

As this younger generation becomes a bigger part of the workforce, many

Chinese companies-including both state-owned and independent firms-are

overhauling human-resource management to attract and keep this vital

demographic.

随着年轻的Y世代在劳动力市场中所占的比例越来越大，包括国有企业和独立企业在内的许多中资公司正在调整人力资源管理，以吸引和留住这部分关键的员工群体。

Raised in a time of great social and economic change in China and lavished

with great attention from doting parents as a result of China's one-child policy,

Gen Ys emerged as well-educated, highly opinionated members of the

workforce. But they are also highly fickle.

这代人是在中国经历巨大社会和经济变革时期以及父母的溺爱下（中国独生子女政策所致）长大的。他们受过良好的教育，是劳动力市场最固执己见的员工。但他们也很浮躁。

Aon Hewitt estimated average staff turnover in China last year at just under

20%, and Ms. Lu said the rate for Gen Y could be as much as 10% higher.

怡安翰威特估计，去年中国的平均员工流动率略低于20%。鲁宁说，Y世代的员工流动率可能高出10%。

Gen Ys will jump jobs in search of better learning and career-development

opportunities in more creative environments. A 2011 study of the generation

by IBM found that of employees who remained with the same company for

one to five years, more than 80% cited career development as quite important.

They also prize work-life balance and will run for the door if work pressure

gets too much for them to handle.

Y世代会因为想要在更有创造力的环境中寻找更好的学习和职业发展机会而跳槽。国际商业机器公司(IBM) 2011年有关Y世代的研究报告发现，在同一家公司工作了一至五年的员工中，超过80%的人说职业发展是他们最看重的。他们还重视工作与生活的平衡，如果工作压力过大使他们难以承受，他们就会选择辞职。

'If you want to have post-80s employees, you have to make the workplace

more inclusive and more creative, ' Ms. Lu said. 'Gen Ys don't just want to

execute orders, they want to participate in decision making.'

鲁宁说，如果你想招80后的员工，就得让工作环境更具包容性，更具创造性，Y世代不仅仅想要执行命令，他们还想要参与决策过程。

'They question authority and hate to be told what to do, ' Ms. Lu added.

鲁宁补充说，他们质疑权威，不喜欢被命令来命令去。

Chinese tech giants Alibaba and Baidu have taken significant steps to change

their human-resources policies, including sharply increasing starting salaries

and creating more flexible working environments, in an attempt to include

younger workers' needs to attract them to join and encourage them to stay

longer with the company, she said.

她说，中国科技巨头阿里巴巴(Alibaba)和百度(Baidu)都已经采取重大措施改变其人力资源政策，包括大幅增加起薪，创造更有弹性的工作环境，为的是照顾较年轻员工的需求，吸引他们加入进来，并鼓励他们在公司待更长的时间。

Meanwhile, some state-owned companies are working to close their talent gap

versus non-state players, Ms. Lu added.

鲁宁还说，与此同时，一些国企也正在努力缩小其与非国企之间在人才方面的差距。

Bank-card company China UnionPay has revamped its employee training

platform to make it more interactive and social-media-based. Training

modules can be accessed from electronic mobile devices and are designed to

be more fun for employees.

银行卡公司中国银联(China UnionPay)已经更新了其员工培训平台，提升交互性，密切与社交媒体的关系。培训模块可以通过电子移动设备登录，从设计上让员工感到更有趣。

'Such training plus social network discussions can grab tech-savvy Gen Y's

interest and yield better training results, ' said Ms. Lu.

鲁宁说，这些培训和社交网络讨论能抓住Y世代技术通的兴趣点，收到更好的培训效果。

'Inclusiveness is a concept that's still being established here, ' said Ms. Lu. 'It

might take a few years but eventually China will be in line' with other

countries such as the United States, she said.

鲁宁说，包容性这个概念在中国还正在形成，可能需要几年的时间，但中国终归会跟美国等其他国家接轨。

Companies that take the initiative now to create more workplaces that take

into account this generation's characteristics will get a competitive edge in the

talent war and see better business results in the future, Ms. Lu said.

鲁宁说，公司如果现在开始主动采取措施，创造出适应这一代人特点的工作环境，那么这些公司将在人才争夺战中获得竞争优势，未来在商业方面也会更成功。

The Chinese government might also wish to take note of the rising power of

the Gen Ys.

中国政府或许也需要注意到Y世代越来越壮大的力量。

'These younger people cherish more freedom of speech and are increasingly

adopting concepts from democracy, ' Ms. Lu said. 'It's important for the

government to grasp how they think and understand their expectations if it

wants to build this country into a better place.'

鲁宁说，这些年轻人更珍视言论自由，越来越具有民主观念，如果想要把中国建设得更好，很重要的一点是，政府应了解他们的想法，理解他们的预期。