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“透視領(lǐng)導(dǎo)力”是一個在線社區(qū)，商業(yè)界最有思想也最具影響力的大咖會在此及時回答有關(guān)職場和領(lǐng)導(dǎo)力的問題。今天的問題是，“如何提升職場‘千禧一代’員工的歸屬感？”回答者是圖片內(nèi)嵌廣告技術(shù)供應(yīng)商GumGum的總裁兼首席運營官菲爾·施拉德。

在GumGum公司，我們非常注意尊重不同年齡段的員工，也認(rèn)識到與60、70后的“X世代”和二戰(zhàn)后出生的嬰兒潮一代相比，80、90后“千禧一代”成長的環(huán)境截然不同。

招募并留住千禧一代人才極具挑戰(zhàn)性，要讓青年人才真正有歸屬感，覺得受公司器重，我們做了諸多努力：

尊重員工個性

前輩管理者要認(rèn)識到千禧一代都是社交媒體原住民，這意味著他們習(xí)慣公開分享觀點和關(guān)注的事物，慣于發(fā)出自己的聲音。

允許員工發(fā)聲，首先要把他們看作獨立的個體。雖然我和同事們工作的領(lǐng)域是計算機視覺的商業(yè)和市場應(yīng)用，但公司也非常鼓勵大家分享工作以外的個人經(jīng)歷和興趣。每個月我都會在加州圣塔莫尼卡辦公室分別與各個部門共進午餐，不僅可以借機了解每位員工，也能促進同事之間互相了解。

我們還鼓勵員工與所有人分享生活中的重要經(jīng)歷。比如圖像學(xué)團隊負(fù)責(zé)人告訴大家他發(fā)了一張新的混音專輯。這時團隊成員才發(fā)現(xiàn)，原來他不止是技術(shù)達(dá)人，還會玩音樂，立刻有了進一步溝通了解的機會。

統(tǒng)一辦公場所

為了營造協(xié)作的氛圍，我們要求全體員工都在辦公室工作。通訊工具當(dāng)然也有方便之處，公司不限定假期時長，碰到員工出于個人原因在家工作或者休假時，可以靈活處理。但每次看到不同年齡的員工在各種辦公室隔間內(nèi)交流，都會覺得給員工歸屬感的第一步就是提供實體工作場所，以及面對面接觸的機會。

公司發(fā)展壯大之后，我們有了一間公共廚房，員工可以去找點零食或者吃頓午飯。增加偶然碰上的機會很重要，員工們可以隨口閑談，無意間增進協(xié)作。有了日常共處和閑雜交流的空間，有助于各部門和項目成員加強聯(lián)系。

了解“有意思”的真正含義

很多公司精心組織增進員工關(guān)系的活動，比如團隊建設(shè)活動或者悉心策劃的聚會，實際上員工并不喜歡。領(lǐng)導(dǎo)們會說“活動會有很意思”，員工卻覺得“根本沒意思?！弊鳛轭I(lǐng)導(dǎo)者，你應(yīng)該問問員工覺得什么有意思，根據(jù)提議安排活動。

比如顯然一些公司員工都很喜歡夢幻橄欖球，我們就可以在公司內(nèi)部搞夢幻橄欖球聯(lián)賽。我們也可以選一個日子，召集有興趣的員工，不管是不是球迷都好，去運動主題的酒吧看橄欖球賽。共同愛好是共度時光，談?wù)摴ぷ饕酝庠掝}的好機會。和按部就班計劃好的公司團建活動不同，我們不會刻意籌劃活動，而且我覺得，活動稍微隨意點反而更有價值。同事們有時間和空間彼此了解，團隊協(xié)作能力和凝聚力提升極為明顯。

加強交流后，我們也從年輕員工身上學(xué)到了很多東西。如果他們沒有歸屬感，這是不可能的。（財富中文網(wǎng)）

譯者：夏林

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.

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.

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:

Respect them as individuals

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.

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.

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.

Work in the office

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.

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.

Understand what ‘fun’ really means

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.

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.