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【中英双语】想要留住年轻人,务必做好入职培训十件事

2022-08-08 14:28 作者:哈佛商业评论  | 我要投稿

雇主怎么做才能更好地招聘并留住年轻员工?劳动力发展专家进行的一项研究聚焦于在工厂、医疗保健和行政服务公司从事核心生产任务的年轻员工(尤其是有色人种员工),揭示了他们入职后的方方面面,这些方面可以成就也可以破坏年轻员工的长期职业前景。作者提供了10种方法来帮助雇主改善年轻员工的入职体验,建立双方互利的关系,在未来员工中赢得良好声誉。

The Key to Retaining Young Workers? Better Onboarding

by Donald Tomaskovic-Devey and Reyna Orellana

It is no news that hiring right now is incredibly difficult. Labor shortages are widespread, young workers are expecting higher starting wages, and after employers hire and train a new employee, the risk that they will jump ship for a better paying job is rising fast. The cost of turnover is high, but it has always been higher than many employers realize and it’s probably bad for your firm’s bottom line.

在现在的美国,用工荒早已不是什么新闻:年轻员工期待更高的起薪,而在受过基础培训、积累一定经验后,他们又往往跳槽去找薪水更高的工作,企业不可避免要承担日益高企的人员流动成本。并且这种成本已经超出很多雇主的预期,甚至可能影响到企业正常运营。


How can employers do a better job hiring and keeping young workers? To find out we talked with workforce development professionals — people who help employers find workers and young adults find employers. We asked them what employers should do to promote good hires, ones that last. These professionals see and appreciate both sides of the hiring process and were able to tell us what works and what fails in the hiring process for young workers. Our research focused on young workers filling the core production tasks in many types of jobs, including factories, health care, and administrative service firms. For all types of jobs our focus was on what employers can do to find and keep new entry-level employees.

为了招聘并留住那些核心生产岗位的年轻人,雇主可以从哪些方面下点功夫?不如听听劳动力发展专家怎么讲——他们负责对接雇主和年轻员工,为双方创造合作机会。因此,他们往往能纵观工厂、医疗保健、行政服务公司等在内的各行业,通过了解双方需求,总结分析年轻员工看重什么样的平台,雇主应该怎么做才能得到员工的认可。


To attract and keep their core production people, many firms are raising wages, some are switching to full-time benefited positions, and some are even offering signing bonuses. These are essential, but what we learned is that what is more important to get young workers to stick around are the social aspects of hiring, especially those having to do with developing mutual respect and trust. These are particular challenges for workers of color, who often expect to encounter discrimination.

目前来看,为了吸引和留住核心岗位员工,许多公司正在提高薪资待遇,还有些公司转而设置全职受益人的职位,甚至提供签约奖金。这些的确都有必要,但是据我们了解,想要留住年轻人,更重要的是社会招聘方面要尽可能营造相互尊重和信任的氛围。特别是对有色人种员工来说,过去经常面临这方面的挑战,在工作中遭遇歧视。


Our goal is to help employers examine their hiring and training practices, increase the speed at which new hires become productive team members, and reduce the high dollar and emotional costs of turnover from failed hires. We learned ten lessons in our research to help employers hire successfully. The workforce specialists we interviewed developed these insights by observing the typical mistakes employers make, sometimes over and over again. Here’s how you can correct them:

因此,我们的目标是帮助雇主“诊断”他们的招聘和培训流程,提高新雇员晋级核心生产团队的比率,减少雇用失败所要消耗的资金成本和情感投入。

在采访中,劳动力专家为我们列举了雇主经常犯的一些错误,并总结出十条重要经验,来帮助雇主在招聘工作中及时纠偏,成功留住员工。


1. Create career jobs.

We’re in an era of increased expectations for good jobs. A good job is not simply one that pays a little above the minimum wage; these are everywhere and plentiful. Good jobs promise a future and make young people feel valued. Career jobs pay living wages, have predictable hours, visible skill and wage progression, and most importantly foster respectful relationships with supervisors and co-workers. Bad jobs communicate that the employer does not care whether employees stay or go.

1.设立对口的职业岗位

在我们今天所处的时代,人们对于好工作的期望值越来越高。那些收入略高于最低工资线的工作并不难找,甚至随处可见。但是,一份好的工作不单单如此,而是要让年轻人感到有价值,对未来有所规划。比较而言,专业性的工作除了提供生活保障,还要有可预测的工作时间,技能和收入都有显著的可提升空间,最重要的是与主管和同事能培养一种相互尊重的关系。而糟糕的工作所释放的出信息则是,雇主并不关心员工的去留。


2. Communicate opportunities for career progression.

Young people may have had multiple short-term, dead-end jobs before you hire them. It is important to recognize that what employers might see as a training period — with the goal that this will be a long-term relationship — for young workers might feel too much like the jobs that they have had in the past. What may seem obvious to the employer can be a mystery to a young employee. If you see this hire as the beginning of a long-term relationship, make that clear from the start. If you do not make this clear, young workers may leave prematurely for a job they see themselves growing in.

2.沟通职业发展前景

在受雇于公司前,许多年轻人已经打过几份没有前途的短期工。因此,雇主从一开始就要和新员工讲清楚:招聘意味着你们将建立一种长期关系,而入职后的培训期更是为了将这种关系保持下去。如果不能明确地让年轻员工认识到这一点,他们会认为这和过去的打工经历差不多,过段时间很可能就会选择离开,另找一份自己认为有成长的工作。


3. Build positive relationships prior to hiring.

If you are having trouble building a high-quality applicant pool, outreach prior to hiring can help. Young workers often need to be able to imagine themselves in your workplace, doing your jobs, working with your people. Mock interviews can communicate what employer’s value, prior to the (often stressful) real interview. Workplace tours and job shadowing are effective in helping candidates see themselves in a role, although if everyone already at work is white or male, tours and job shadowing might be signals to many potential hires that they do not belong. The same goes for websites and training videos: If no one looks like me, I may simply assume that I am not welcome. Since the workforce of the future will increasingly be people of color, employers need to think about what signals they are sending to workers of color.

3. 在招聘前主动进行宣传

如果你苦于如何创建高质量的求职人才库,那么可以考虑在招聘前进行一些宣传。年轻员工往往需要对工作场所、同事和工作内容有些具象的了解,雇主也需要尽可能全面地传达企业文化,而这些都可以通过模拟面试、线上或视频培训来实现。

比如,参观工作场所、提供工作实习可以有效地帮助求职者代入自己的角色。由于未来的劳动力将越来越多地由有色人种组成,雇主也需要思考该向有色人种员工传递什么样的“信号”。试想,如果看到公司同事都是白人或男性,求职者是否会感到自己格格不入甚至不受欢迎。


4. Ensure a positive first day reception.

Everyone gets nervous, but young workers are often particularly uncomfortable entering a new workplace. One of the biggest mistakes employers make is assuming that new workers are ready to work and will figure things out. This may be true for those who stick around, but it is also a signal that you don’t care, and that will lead some to leave. The extreme version of this is when a new employee shows up for work and everyone seems surprised to see them. From the employer’s point of view, this may indicate poor communication between HR and department supervisors. From the new employee’s viewpoint, this is a sign that you do not care. First impressions are crucial to retention. Introductions to coworkers, supervisors, support staff and the boss are vitally important.

4. 入职第一天给予积极的引导

在入职新的工作场所时,人们难免会有些紧张,年轻员工尤其会感到不自在。这时,雇主犯的最大错误之一就是想当然地认为新员工已经进入工作状态,并且能领会工作上的安排。对于有工作经验的人来说,这的确不是难事,但对新人来说却可能难以适应,认为公司不在意他们的感受,甚至做出离开的决定。

这种情况的极端场景就是当一个新员工出现在工作岗位上时,每个人看到他们似乎都很惊讶。从雇主的角度来看,这可能是由于人力资源部门和部门主管之间沟通不畅。但是站在新员工的角度,却容易理解为自己不受关注。因此,第一印象对于留住员工来说至关重要,雇主有必要对他们介绍有关同事、主管、支持部门和老板的基本情况。


5. Assign new hires a mentor.

Employees need to learn both job skills and the informal culture of the workplace. If you leave it to chance, some employees will figure things out, some may get lucky and be adopted by a more senior colleague, and others will struggle. One tendency is to think that the strugglers are lazy or dumb. More often, they simply have not been adequately mentored and need help figuring things out. Mentors can provide information and integration into the social life of the workplace. Assigned mentors are particularly important for young workers of color who are often overlooked or ignored by older supervisors until they “prove” themselves. Many firms have well-developed mentor systems for their managerial and professional workforces but leave onboarding of lower level workers to chance. This is a mistake, especially since these people are often your core production workers.

5.为新员工指定一个导师

员工需要熟悉工作技能和工作场所的社交文化。如果不闻不问,一些员工会主动去想办法,一些可能会很幸运地被老员工所接纳,但是还有一些人则会束手无策。以至于产生一种看法,认为埋头工作是一种被动的回避。事实上,更多时候他们只是没有得到充分的指导,需要有人帮他们理清事情的脉络而已。

导师则可以帮新员工及时了解信息,融入工作场所的社交生活中。尤其是对有色人种的年轻员工来说,指定一位导师尤其重要。不然,他们很容易被年长的主管忽视,直到他们“证明”自己。当然,许多公司为其管理和专业人员建立了完善的导师制度,但对较低级别的新入职员工却听之任之。这是一个错误,因为这些人往往是你的核心生产团队。


6. Communicate and explain expectations clearly.

Every workplace has both formal and informal rules around expected behaviors. Many people discover these rules by keeping their head down and looking around. But some rules — like no use of cell phones on the job or the importance of calling in if you cannot get to work on time — may seem self-evident to supervisors but arbitrary or unreasonable to young workers. For example, cell phones are often young workers’ most expensive possession, a lifeline to their children for parents, and central to their identities and relationships for most young people. Of course, checking phones can be dangerous in some manufacturing settings, rude to customers in many service jobs, and irritating to supervisors in general. There is nothing wrong with a rule that makes sense, but it is the employer’s job to communicate not only the rules, but why they make sense. Otherwise, you may sound like a coercive parent or teacher telling them to “just do it.” We all remember how ineffective that was when we were young.

6. 沟通清晰,解释到位

对于员工的预期行为,每个工作场所都有其成文或不成文的规定,许多人通过观察周边同事来了解这些规定。但是,有些规定的重要性对主管而言可能是不言而喻的——比如在工作中不能使用手机、如果不能按时上班就要打电话等等;而这些规定对年轻员工来说却有些不近人情。例如,手机里往往存着年轻员工最重要的身份资料和关系“资源库”,对父母来说那更是他们孩子的生命线。

当然,在一些制造业环境中,查看手机可能存在危险。在服务行业,不停查看手机会被客户视为无礼行为,主管也会对此感到不满。因此,一个有意义的规定本身没有错,雇主需要做的不仅是要发布规定,还要说明为什么设立这样的规定。否则,听起来只能像家长或老师胁迫孩子一样,告诉他们“只管做”。而我们深知,这对年轻人来说如同耳旁风。


7. Create a culture where young workers can ask questions.

Young workers are often hesitant to speak up and ask for help. They fear failure, and as a result, do not ask for help or explanations when they need it. Getting the hang of things happens sooner and more effectively when the new employee feels like asking questions is normal and that they will be treated with respect when they risk revealing ignorance. In an atmosphere of disrespect and impatience, the tendency is to hide your need for help. Allow your young workers to ask questions and be clear that it is productive to do so.

7. 鼓励年轻员工提问

年轻员工往往犹疑不定或害怕被拒绝,不敢大声提问并寻求帮助。因此当他们遇到问题时,往往不习惯去求助。只有当新员工知道即便他们暴露自己的无知,依然会得到理解和尊重,才会第一时间去求证,更快、更有效地掌握事情的进展。

相反,在一个不尊重、不耐烦的氛围中,人们当然倾向于隐藏自己的需求和想法。所以,要允许年轻员工提出问题,并让他们看到这样做是有成效的。


8. Understand non-work lives.

Young workers typically live different lives than more established workers. This is particularly true when your emerging labor force are people of color or immigrants. Some have children. Many must commute on mass transport. Some are in school or their children are. Successful supervisors understand that they must learn the reality of their young workers non-work lives. Children get sick, mass transport is often late and schedules sporadic, schools schedule exams or teacher work days, doctor appointment times are out of all of our control. Recognize that their life may be far different from yours. Taking the time to understand can prevent mistaking complex lives for bad work habits.

8. 了解员工业余生活

在生活上,年轻员工和较为资深的员工往往存在差异,这一点在有色人种或外来移民等新兴劳动力身上表现得尤为明显。比如,有些人有孩子,他们必须乘坐公共交通工具上下班;有些人还在上学,或者他们的孩子正在上学。

优秀的主管深知,他们有必要了解年轻员工的业余时间怎么过,与自己的生活有哪些不同。包括孩子会生病,学校会安排考试或教师工作日,大众交通经常晚点,个人无法控制医生预约时间等等,都会导致他们的时间安排碎片化。只有花时间了解了这些,才能避免将其复杂的生活误认为是不良的工作习惯。


9. Foster a climate of respect and dignity for everyone.

Sometimes supervisors and coworkers who are equal opportunity bullies are excused by managers despite being the source of toxic racist encounters and sexual harassment. Managers should never treat routine bad behavior as an excuse for racism and sexism. Tolerating disrespect in any form drags morale down, reduces productivity, and encourages turnover. Workplaces characterized by dignity and respect for all employees, regardless of race, citizenship, gender, or just plain newbie ignorance are going to be much more successful in hiring and keeping young workers.

9. 培养平等尊重的工作氛围

有时,主管和同事是引发职场不平等的根源。尽管他们存在种族主义偏见或性骚扰的行为,依然还是被管理者所谅解。因此,正确的做法是管理者绝不应该纵容这样的不良行为,将其当作种族主义和性别歧视的借口。要知道,对任何不尊重行为的容忍都只会拖累士气,降低生产力,甚至造成人员离职。

相反,无论种族、性别或公民身份如何,抑或面对毫无经验的新手,以平等、尊重为基调的工作场所在招聘时会更受欢迎,并且更容易赢得年轻员工的认可。


10. Create a racially equitable workplace.

Workers of color and immigrants have experienced discrimination in past jobs, schools, and public places, and are worried that they will experience it again in your workplace. A color-blind approach to race is an insult to immigrants and people of color’s lived experiences. Employers should pay attention to the basics, such as race and gender discrepancies in pay, shifts and hours, and job assignments. Additionally, building stable and respectful relationships between supervisors, coworkers and new employees from all backgrounds is key to creating a racially equitable workplace.

Think about a new hire’s first few weeks as a probationary period for both the employee and employer. Both are anxious to develop a long-term productive relationship. While employers are curious as to whether the employee will adapt to the rhythms and expectations of the workplace, new hires are gauging whether this workplace will be a respectful and encouraging place to build a career. Successful onboarding and reducing premature turnover requires communicating that you value a long-term relationship and that your workplace is a welcoming and respectful one.

10. 创造种族平等的工作环境

在过去,有色人种和移民员工在工作中、学校里和公共场所都受到过歧视,他们当然也担心在你的公司再次遭遇歧视。对他们来说,雇主如果对种族问题持无视的态度,也就意味着他们将经历人生的阴暗面。因此,雇主应该注意基本的问题,比如工资、轮班和工作时间以及工作分配方面的种族和性别差异。此外,在主管、同事和不同背景的新员工之间建立稳定、尊重的关系,也是工作场所营造种族平等氛围的关键。

由于前几周是新员工的试用期,雇主和员工双方都急于发展一种长期有效的关系。雇主对员工能否适应工作场所的节奏和期望心存好奇,而新员工则在衡量这个工作场所是否会尊重和鼓励员工建立自己的职业生涯。因此,为了成功举行入职培训并减少过早的离职率,你需要充分表达自己对长期关系的重视,让人们知道你致力于创造一个平等尊重的工作场所。


唐纳德·托马斯科维奇-德维(Donald Tomaskovic-Devey) 雷娜·奥雷利亚纳(Reyna Orellana)|  文 

唐纳德·托马斯科维奇-德维是马萨诸塞大学阿默斯特分校就业公平中心的主任,他在那里领导“如何作用?”项目,该项目侧重于成功的管理策略,以扩大工作场所的公平和包容性。 

雷娜·奥雷利亚纳目前正在马萨诸塞大学阿默斯特分校攻读社会学博士学位,从事关于劳动力和理解其变化动态的研究。她之前在加州大学洛杉矶分校劳工中心工作,主要研究洛杉矶地区的低收入人群。

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【中英双语】想要留住年轻人,务必做好入职培训十件事的评论 (共 条)

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