????數(shù)據(jù)網(wǎng)絡企業(yè)博科公司（Brocade）的大學項目經(jīng)理蕾切爾?穆薩也是千禧一代，她指出許多大學給為學生的進步步伐設定了更符合實際的期望。但是雇主和管理者需要進一步強調(diào)經(jīng)驗在職位晉升方面的重要性。穆薩說：“剛工作第一年，他們就會說，‘我都會了。接下來我們干什么？’”

????雇主應該認識到，千禧一代渴望晉升的雄心壯志并不一定是建立在高薪的基礎上。報告指出，管理層和年輕員工存在隔閡，管理層認為年輕人的工作動機是金錢，而年輕員工自己的愿望卻是有所作為。

????卡什說：“他們工作的動機是做出貢獻，得到賞識，覺得自己逐漸成長，不斷提高?！?/p>

????他建議，管理者應該向年輕人解釋平凡工作背后的道理，以及他們在組織的使命中承擔的角色。與此同時，Y世代員工應該擺脫對反饋意見的依賴，鼓勵他們向管理者提出解決方案，而不是指出存在的問題。如果年輕一代員工的言行舉止傲慢自大，管理者應該溫和地勸導他們培養(yǎng)更加專業(yè)的態(tài)度。

????他說：“身為管理者，我們需要改變自己的作風。但是我堅信，他們同樣也需要改變自己的作風。”

????譯者：凌云

????Rachel Moussa, university programs manager for data networking firm Brocade and herself a Millennial, notices more colleges setting more realistic student expectations about how quickly they'll advance. But it's often crucial for the employer or manager to reinforce the importance of experience to moving up the career ladder. "After the first year, they'll say, 'I've mastered everything, what's next?'" says Moussa.

????Employers should recognize that Millennials' ambition to advance isn't necessarily based on a desire for a higher salary. Indeed, Rikleen's report cites research on the disconnect between managers who think young employees are motivated by money, versus the workers themselves being driven by the desire to make a difference.

????"What they're motivated by is making a contribution, feeling appreciated, and feeling like they're growing and learning," Karsh says.

????Managers should explain the reasons behind mundane tasks and how they fit into the organization's mission, he suggests. At the same time, wean Generation Y employees off the need for constant feedback and structure, by encouraging them to bring proposed solutions to their managers, rather than just a list of questions. And if younger generation workers' comments or actions appear arrogant, gently guide them to a more professional approach.

????"As managers we need to change our style, but I also firmly believe they need to change their style too," he says.