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透視領導力是一個在線社區(qū)，商界最有思想和最具影響力的大咖會在此及時回答有關職場和領導力的問題。今天的問題是，“如何提升千禧一代員工的歸屬感？”回答者是Karrikins Group 首席促進增長官朱莉·威廉姆森，她也是《問題關鍵：眼光不拘于競爭，創(chuàng)造更多價值成為明顯選擇》一書的聯(lián)合作者。

如今千禧一代員工越發(fā)成為公司主力，負責預算、招聘和重大決策。然而很多員工看起來很難全心投入工作。幫助年輕員工提高歸屬感不僅要讓員工融入團隊，更要讓他們成為你手下的精兵強將。

千禧一代面臨的職場挑戰(zhàn)其實與任何一代新員工差不多，例如學習新的職場語言、應付各種性格的人，以及學習匯報結構等。但他們在適應不停變化的公司環(huán)境方面也有一些新挑戰(zhàn)。此外，比起以前的年輕人，千禧一代的童年比較一帆風順，所以他們的歸屬感不強也能理解。

以下有關鍵三點，如果做到，則可以幫助千禧一代員工健康成長：

讓他們做有意義的貢獻

對某個團隊有歸屬感往往意味著可以做有意義的、有直接影響的貢獻。我們經(jīng)常會讓新人負責不重要的瑣事，其實應該鼓勵他們肩負重要的任務，鼓勵他們把之前的經(jīng)驗用到眼前面臨的挑戰(zhàn)中。

舉個例子，遇到某個問題時，可以讓他們比較你們與別家公司的做法有何不同。請他們對流程改進和結構調(diào)整方面提供建議。與此同時，向他們提供機會，并讓他們快速學習和成長，這樣他們才會在做貢獻時充滿自信。

注重工作與生活結合

工作與生活平衡是過去的說法了；現(xiàn)在千禧一代對工作與生活結合更有興趣，它意味著盡可能使職場與個人生活無縫對接。千禧一代正開始組建家庭、購置房屋，以及在全世界旅行。如果機會合適，他們更希望表現(xiàn)得在各種角色間切換自如。在完成工作、與團隊成員合作以及溝通方面明確預期，偶爾也要敢于挑戰(zhàn)工作上的既有設想。

工作時間里能跟團隊一起好處很多，尤其是在培養(yǎng)公司文化和團隊規(guī)范方面。不一定非要一周工作滿40小時，早八晚五?？梢蕴魬?zhàn)一下自己：是不是自動排除了工作時間以外做出漂亮活的可能性？可以試試看。每周抽出一天在家工作，可能你會被自己的工作效率驚訝到。

用熱情感染他們

如果管理者放任自流，手下的千禧一代員工自然也會放松。要多談談對工作的熱情，還有投入工作和有歸屬的感覺。多分享能直接影響千禧一代對公司的認同感。

有很多機會將自己的熱情傳遞出去，點燃別人的熱情?？梢钥紤]開個小會，談談為什么你對即將討論的項目感到興奮，或是分享最近使用公司產(chǎn)品的心得。

確保公司里其他領導者也都能熱情投入工作，為千禧一代做好榜樣。他們是傳達理念，推動公司文化形成的重要中介?？梢栽跁h上直接拋出問題，例如；“蘇，關于這項工作對公司發(fā)展的意義，你想法很棒，可以跟整個團隊分享一下么？”記住，如果高層領導不討論，新員工根本就不知道。

這些建議不僅能幫助千禧一代融入公司，額外的好處是任何年齡段的員工都能增加身為公司員工的歸屬感。記住這三點建議，就能營造關系更密切、也更投入工作的員工隊伍，不分年齡，還能為公司的未來組建強大的人才庫。（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 Julie Williamson, chief growth enabler with Karrikins Group and co-author of Matter: Move Beyond the Competition, Create More Value, and Become the Obvious Choice.

Millennials are increasingly responsible for companies’ budgets, staffing, and major decisions. Yet many still seem to struggle to feel like they belong at work. Helping them feel part of the company requires knowing not just how to onboard them into the general workforce, but how to onboard them into your particular workplace.

Millennials face the same challenges as any generation in a new work environment, such as learning a new professional language, navigating different personalities, and understanding reporting structures. But they also face the relatively new challenge of adapting to organizations that are in constant flux. Add to that the fact that millennials have generally grown up in more structured childhoods than any previous generation, and it is easy to understand why they have a hard time feeling like they fit in.

Here are three keys to creating an environment where millennials can grow and thrive:

Let them contribute in a meaningful way

Feeling like a part of something means being able to contribute in ways that have meaning and direct impact. Too often, we sideline new people with low visibility tasks when we should instead challenge them to make a difference. Encourage millennials to bring their previous experiences to bear on the challenges you face.

For example, you might ask them to compare and contrast their approach to a challenge at another company with your company’s method. Invite them to provide input on process improvements and structural changes. At the same time, give them access to opportunities to quickly learn and grow, so they feel confident in making contributions.

Focus on work-life integration

Work-life balance is a thing of the past; millennials are more interested in work-life integration, which means finding ways move between professional and personal responsibilities as seamlessly as possible. Millennials are starting families, buying houses, and traveling the world. When appropriate, they want to be able to show up virtually with relative ease. Provide clear boundaries in terms of expectations for completing work, collaborating with team members, and communication, and be willing to challenge your own assumptions regarding where the work is being done.

There is merit to having a team in one location during common work hours, especially to develop culture and team norms. It just might not need to be 40 hours a week, from 8 a.m. to 5 p.m. Challenge yourself: Are you automatically dismissing the possibility that people can do great work outside of the office? Try it yourself. You might be surprised by how much you get done working from home one day a week.

Infect them with your passion

If managers appear to be on autopilot, the millennials they manage will go there too. So talk about your personal passion for the company, and the ways in which you feel engaged and a part of something. Sharing that will have a direct impact on how millennials feel about the organization.

There are many opportunities to connect with your own passion and ignite it in others. Consider kicking off a meeting with a comment about why you are personally excited about the project you will be discussing, or sharing how you have recently used the products your company makes.

Make sure other leaders in your organization are modeling the engagement and passion you want to see from millennials. They’re the ones that convey the stories that shape your organizational culture. Consider asking them a direct question in a meeting, like: “Sue, you have a great perspective on why this work is so important to our growth. Would you mind sharing with the team?” Remember, if your senior leaders aren’t talking about it, your newer people don’t know about it.

While these tips are particularly applicable to helping millennials feel included, the added benefit is that they will make any generation feel more like a part of the organization. Keeping these three areas of focus in mind will help you to create a more connected and engaged workforce across generations, and build a powerful talent pool for your company’s future.