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和中国“Y世代”一起工作(80后)

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人口统计学对于理解80年代出生的并且已经构成了中国现阶段50%适龄工作人口的中国雇员的优先权来说是非常关键的。尽管当地机构和在华的外国组织必须学习有效地管理Y代来保持成功,他们仍然是在挣扎中前进的。在前面的一篇名为《对付中国Y代》的文章中,我们介绍到我们的研究显示中国城市Y代都非常聪明,并且得到过很好的教育。尽管他们仍然秉承了很多传统价值观,他们也已经开始挑战卓越的等级制度。
Population demographics make it essential to understand the priorities of Chinese employees born in the 1980s: They make up about 50% of the country's current working-age population. Although local and foreign organizations in China must learn to manage Gen Ys effectively to remain successful, they are struggling. In a previous article, Reckoning with Chinese Generation Y, we introduced our research showing that urban Chinese Gen Y members are smart and well-educated. While they hold on to many traditional values, they are beginning to challenge the preeminence of hierarchy.
在中国城市,Y代是一群非常有才能的人。回顾中国的历史,没有哪一代的群体中有这么多人接受过如此高素质的教育。Y代是在中国计划生育国策下出生的独生子女。根据古特马赫研究所的Posten和Falbo的研究显示,中国的独生子女比那些有兄弟姐妹的孩子在学业上的表现更加突出。这些独生子女成长于一个个传统的大家庭(包括四个祖父母和两个家长),从幼儿园到大学入学考试都饱受压力。这意味着在这个大家庭里六个大人首先考虑的是孩子在学习上的表现。
In urban China, Gen Y is a group of exceptionally talented people. No other generation in Chinese history has received such high-quality education for so many people. Chinese Gen Ys are single children born under China's one-child policy. According to studies such as those by Posten and Falbo of the Guttmacher Institute, China's solo children perform significantly better academically than peers with siblings. These single children have grown up in traditional extended families (including four grandparents and two parents), under pressure since kindergarten to pass entrance exams. This means that the child's educational performance has been a top priority for six adults.
中国文化一直把孩子在学习上的出类拔萃作为家庭荣耀和成就的因素。跨文化智商研究表明文化甚至能影响智商(真的假的?):小时候记住大约2500个中国汉字能够刺激大脑的发育,因此中国人智商的平均分更高。这意味着Y代自童年起大脑及开始不断发育,现在他们的智商比其他人都高。因此许多中国Y代是非常有天赋的。
Chinese culture has always emphasized academic excellence as the source of family pride and achievement. Cross-cultural IQ studies indicate that culture impacts even IQ: Memorizing some 2500 Chinese characters at an early age stimulates the brain and Chinese show higher IQ scores on average. This means Gen Ys have been generously stimulated throughout childhood and now have more advanced and complex brains than many other people. So a large number of Chinese Gen Ys are gifted.
有才能的人通常比较敏感。心理学家称之为超应激性。因为他们的成长环境,许多Y代一直在忍受非常有益身心健康的“完美主义论”---认为任何不完美的工作都是无法接受的并且将受到道德批评的一种论调。这就产生了自我怀疑,表现焦虑,最后可能发展成拖延症。非常聪明不代表能非常成功。举例来说,门萨高智商国际协会里的很多成员都是普通人。
Gifted people are often hypersensitive. Psychologists call it over-excitability (OE). Because of their constitution and their upbringing, many Gen Ys suffer from unhealthy perfectionism, meaning that any work that is less-than-perfect is unacceptable and merits criticism. This creates self-doubt, performance anxiety, and ultimately, procrastination. Being exceptionally bright does not necessarily mean being successful: For instance, most members of the Mensa society for people with high IQs remain unexceptional.
代沟管理
generation gap with management
在我们和商场领袖的采访中,他们遇到的Y代都雄心勃勃,有野心,肯吃苦,非常敏感,大多数对批评非常敏感。他们对Y代雇员对工作产生的大量“情绪”非常困惑。高智商和超敏感解释了管理者和他们的Y代雇员之间的问题所在。
In our interviews with business leaders, they experience Gen Y members as ambitious and demanding, hypersensitive, and almost allergic to criticism. They are puzzled by the amount of "emotion" Gen Y employees add to the workplace. The combination of high intelligence and overexcitability explains many of the difficulties managers have with their Gen Y staff.
尽管Y代视等级制度为理所当然,他们并不像前一代---管理他们的那一代---那样屈从于等级制度。这造成了年轻雇员和高层管理者之间的摩擦。
While they take for granted that hierarchy exists, Gen Y does not comply with hierarchic rules as the previous generation—the generation of their managers—does. This creates friction between young staffers and supervisors.
许多在中国的跨国公司让X世代担任中间管理者,他们普遍没有Y代自信。尽管这些管理者已经在管理一群外语流利,言谈中充满自信的年轻人,他们在会议上也很少发言。这些年轻人希望能发挥主动性,交流思想,但是他们缺少经验。他们那些处于中间层的领导们感觉自己受到了压迫,而不是尊重,他们无法和这些年轻的下属交流。
Many multinational companies in China have a layer of Gen X middle managers who tend to be less assertive than their Gen Y staff. These managers may rarely voice opinions in meetings, yet are now managing a group of young people with good English skills, full of confidence in speaking up and interacting with foreigners. The young want to take initiative and share ideas but lack experience. Their immediate bosses at the middle level feel squeezed, not respected, and unable to deal with their young subordinates.
即使在服务部门,中间管理者非常流行的部门,各代之间也存在摩擦。举例来说,一个典型的40岁左右的管理者更能适应一个明文规定的工作环境。这个管理者希望他的上级能正确地对待他。Y代希望区别私人和专业领域,他们无法承受在私人关系以外的信任。Y代和他们的父母一起长大,老师告诉他们应该做什么不应该做什么。“我们不想再被人操控。”他们说。
Even in the service sector, where the middle managers are considered quite modern, friction persists between the generations. For example, a typical 40-year-old manager lives easily with the idea that organizations have written rules that are not always implemented. This manager trusts his superior to treat him correctly. Gen Y is drawing a line between personal and professional contexts and does not bear this trust outside personal relationships. Gen Y has grown up with grandparents, parents, and teachers all telling them what to do. "We don't want to be talked at anymore," they say.
他们希望学习,但不愿意别人教他们该做什么不该做什么。他们渴望有好的榜样。当被问到的时候,他们总是提到苹果的CEO斯蒂夫乔布斯,一个非常酷,充满创造力的够功成名就并且长的很帅的男人。
They want to learn but they do not want to be told what to do and how to do it. They long for good role models. When asked, Gen Ys often mention Apple (AAPL) CEO Steve Jobs, who is cool, creative, successful, and has a clear personal image.
对于Y代来说,一个好的老板就像那些神龙见首不见尾的武林大师一样,潜伏在背后,只通过小小的暗示来领导他们。对于雇员来说,好老板应该是平易近人并且充分信任他们的。他应该各方面平衡并且不受制于感情的干扰。他知道如何在正确的时间、地点通过精炼的言语去传达他的技能。这不是告诉他们该做什么,而是等候合适的时机停在他们的桌旁,问:“你有没有问过自己应该。。。?也许你应该试试。。。?”是不是很难实现?是的,但是这对于告诉Y代为什么他们要尊敬老板来说是非常重要的---我想他们也一定会这么做的。
For Gen Y, the good boss is like a kung-fu master who stays in the background, teaching through small hints. The good boss is highly available to his employee and has trust in them. He is balanced and nonemotional. He knows how to share his skills without talking much but rather expresses himself in the right dose, at the right time and place. It is not about telling workers what to do but waiting for the right time to drop by their desk and ask: "Have you asked yourself X? Perhaps you might have tried Y?" Difficult to achieve? Yes, but it is important to show Gen Y why they should respect their boss—and then they will.
“头脑风暴式”Y代雇员激励
Brainstorming encourages Gen Y staff
Y代只会听那些他们信任的人的话。他们希望工作是友善并且有同情心的。我们的研究显示他们更信任同龄人。因此虽然建立信任和忠诚是非常必要地,但这对于年纪更大的管理者来说仍然是非常艰难的。一切都需要时间和合适的行为,以便让Y代拥有安全感,这样他们就能不用担心被排斥而积极分享他们的思想和经验。
Gen Y listen to those they trust. They want kindness and sympathy at the workplace. Our research shows that they predominantly trust their peers. So while it is necessary to build trust and loyalty, this can be difficult for older managers. It will take time and consistent behavior to give Gen Y a feeling of security so that they can share new ideas or experiences without worrying about rejection.
很多公司在和Y代分享信息和未来战略方面做得很好。和这些有才能的员工在项目上进行头脑风暴能够迸发出那些管理者先前没有想到过的思想火花。参与会产生荣耀感和一种感觉自己正在干很重要的事情的感觉。关键是给予Y代人一种影响力。
Companies do well to share information and future strategies with Gen Ys. Brainstorming with these gifted staff members on projects or approaches can generate ideas that managers might never have thought of on their own. Being involved creates a sense of pride and a feeling that they are doing something important. The key is to give Gen Y some influence.
大多数Y代人明白他们太容易为计划而过度激动,然后很快又受挫。他们也意识到有时太过情绪化最终影响了他们的表现。许多接受我们采访的Y代说他们希望接受人际交往与沟通能力方面的培训,为了更有效地交流情感以及谈论解决问题的方法。
Most Gen Ys know they become overly enthusiastic about projects and then get discouraged easily. They also realize that they can be too emotional and that this ultimately affects their performance. Many of the Gen Ys we interviewed said they want training in interpersonal skills and communication so they can communicate emotions and talk about how to deal with their problems more constructively.
比起上代来说,Y代更抵制纪律,但是他们又需要在一种规范化的方式下锻炼自己。当Y代太过感情用事的时候,他们会因为上级提醒要顾全大局而收益。他们学习坚持,一步一步地解决问题,记住凡事都有解决方案。这有助于建立稳固可靠的自信和威望。
Gen Y resists discipline more than the previous generation, but they need to train their behavior in a disciplined way. When Gen Ys become over-emotional, they benefit from being reminded of the big picture. They need help learning persistence—to solve problems step-by-step and to learn that there is always a solution. This helps build self-confidence and a reputation for being steady and reliable.
Y代高度警惕和决断的威望显示了围绕在其人际交流周围的问题。Y代非常有远见,他们对于组织问题的理解对于公司来说是一种财富,但是他们需要寻找一种有效的方式来阐述他们的想法。得到反馈能够帮助Y代学习如何高度批判地影响别人。应该鼓励年轻的工人向他们的亲人和朋友寻找反馈信息。总之,Y代需要在积极听取意见方面接受培训,这将有助于他们的职业生涯。
Gen Y's reputation as highly critical and judgmental reflects the issues surrounding interpersonal communication. Gen Ys are very insightful and their understanding of organizational problems is an asset to a company, but they need to find an effective way to communicate their thoughts. Getting feedback helps Gen Y learn how being overly critical affects other people. Young workers should be encouraged to ask their friends and family for feedback, too. Overall, Gen Y needs training in active listening, which helps their performance and career.
许多Y代的监管者不理解为什么要改变他们的管理方式而不是要求Y代来适应环境。鉴于人口统计学和全球经济发展情况,答案是明显的。在一次会议上,一个CEO简单地回答了这个问题:“因为Y代就是我们公司的未来。”对于那些在中国和中国人做生意的公司来说。理解Y代,为发掘他们的巨大潜能而寻找高效的工作方法是非常必要的。
Many supervisors of Gen Y don't understand why management should change instead of Gen Y adapting. Given the demographics and global economic developments, the answer seems clear. In one meeting the CEO answered the change question simply: "Because Gen Y is the future of our company." It is imperative for any company doing business in China and with Chinese to understand Gen Y and to find ways of working with them effectively so as to tap their huge potential.
Lynton是上海中欧国际贸易学校中欧领导和责任中心的一名老师。凭着超过20年的在私立和公立学校的国际经验,Lynton注重在全球组织内发展高效的领导能力。Thøgersen是广州中山大学的一名教授,现在是上海中欧管理学院的一名来访学者。她也是奥尔胡斯(丹麦港口城市)的一名临床心理学家。她曾经在北京的国际诊所工作,也曾经在布鲁塞尔经营一家私人心理咨询事务所长达20年。
Lynton is faculty at the Euro-China Centre for Leadership and Responsibility at the China Europe International Business School in Shanghai. With more than two decades of international experience in the private and public sectors, Lynton focuses on developing effective leadership in global organizations. Thøgersen is a professor at Sun Yat-Sen University, Guangzhou and currently a visiting scholar at CEIBS. A Ph.D. in clinical psychology from Aarhus, she has worked in international clinics in Beijing and Brussels for 20 years while running a private counseling practice.
标签:中国 Y世代
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2010-03-21 17:17 编辑:kuaileyingyu
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  • Guest 说:

    I'm the one post 80's generation with high IQ whick i tested.i respect my superior and don't like she tells me what to do,i can do my job well anyway.i have problem of interpersonal communication,i'm not active person,and in reality my boss like suck-up which botter me ,i do my job earn my money,i shouldn't care what the other do

    2010-03-23 09:37 回复 支持(0) 反对(0) 沙发
  • Guest 说:

    the fact is , i am born in 1980, not sure whether i belong to post 80's , but i sense the generation is worse than us ( not all of them), however, they control every resourcers in nowdays china, they are the leader in every field, we do not have enought path to express our ideas and values, and what the post 70s is gonna do is to control us, being talented is not a good thing for many sides because the society is not widely open

    2010-03-23 12:32 回复 支持(0) 反对(0) 板凳
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