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    是什么助长了95后的“辞职潮”?

    是什么助长了95后的“辞职潮”?

    Rachel King 2021年08月27日
    Z世代员工是对工作最为不满的一代,其中仅有56%感到工作/生活能够平衡,59%对工作的整体状况感到满意。

    眼下正值离职高峰期,劳动者对经济前景的信心有所增加,更愿意尝试在职业生涯上做出改变,而由新冠疫情带来的倦怠则为这一波“辞职潮”推波助澜。

    Adobe公司最新的研究显示,出于种种原因,Z世代年轻人成了这股潮流的引领者。(Adobe的这项研究中将Z世代定义为18至24周岁的成年人,25至39周岁则为千禧一代。)

    根据以美国、英国、德国、澳大利亚、新西兰、日本的约3400名企业员工为对象的调查,逾半数的Z世代员工计划在未来一年内寻求新工作,超过了其余各个年龄层次的人群。他们是对工作最为不满的一代,其中仅有56%感到工作/生活能够平衡,59%对工作的整体状况感到满意。

    “早在新冠疫情发生前,雇员的工作环境即有待改变。员工们希望在工作中可以像在个人生活里一样,顺畅、灵活。”Adobe公司的文档云产品营销副总裁托德?格伯说。“根据我们最新的调查结果,企业员工和小企业的管理者对自身的工作时间不满,觉得在无足轻重的任务上耗费了太多时间,难以让工作/生活保持平衡,认为当前的技术条件是提高工作效率的短板。”

    咨询公司Gartner在2019年发布的一份报告里指出,“超过半数的人力资源管理者[赞同]将改善雇员工作体验[作为]优先事项”。如今,企业仍然为此不懈努力。然而,根据Gartner近期的报告,“尽管全球各地的企业已经意识到员工体验的重要性,对目前自身工作体验感到满意的员工却仅占13%”。

    直面倦怠

    相比于其他年龄层次的人群,Z世代(57%)和千禧一代(54%)感受到的压力最大。他们觉得需要随时待命,多用“重复性高”(Z世代65%,千禧一代58%)和“令人厌倦”(两个年龄组别均为65%)来形容自身的工作。

    格伯认为,文书工作是造成员工倦怠的一个重要因素。“人们的工作动力来自对自身向往事业的激情,没有人愿意把每周大部分的时间浪费在文书工作上。年轻人成长于数字技术时代,习惯了数字技术的简洁高效,知道更好、更快的工作方式。”

    格伯建议,雇主可以利用办公场所的协作工具来减少繁琐的人工劳动,缩短文书工作占用的时间,从而降低职业倦怠感。“这种方式还能够免除没完没了的书面流程,自然也摆脱了把书面文件从一处送到另一处的实际劳作。在被问及将如何分配工作中的富余时间时,53%的企业员工表示,会将这些时间投入到他们所热爱的工作中去。就我个人而言,我会利用节省下来的时间在周围‘散散步’,放松一下。这是会议间隙里呼吸新鲜空气、重振精神的好方法。”

    相比于老一辈,年轻员工尤其可能为更好地掌控作息而转换工作(Z世代占66%,千禧一代73%),或选择远程工作(Z世代63%,千禧一代66%)。面对朝九晚五的常规工作时间,62%的Z世代员工虽然明知自己的工作效率不高,却感到了较之老员工更大的压力。不过,这种常规工作时段也未必适合Z世代年轻人,他们中有四分之一(占比超过了其余各个年龄段)的受访者称,常规工作时段后的工作效率最高。

    此外,约半数Z世代受访者承认,他们如今大多会在舒服的卧室里工作。鉴于社会上对年轻一代愈发懒惰的批评,这样的表态或许并不明智,但却是事实。

    格伯指出:“早在新冠疫情爆发前,千禧一代和Z世代就开创了一种灵活且不拘一格的新工作方式,而这种工作风格将随着远程办公的兴起愈发明显。例如,四分之一的Z世代人群表示,他们效率最高的时段出现在常规工作时间之后。他们25%的工作是通过移动设备完成的,而且近一半人选择在床榻上工作。这些习惯已经重塑了很多人的日常工作状态,年轻一代倾向于借助科技手段实现随时随地工作的愿望。”

    克服倦怠

    员工的不满会给企业带来严重风险,一些雇主已然意识到这一点,并试图积极主动地尽快做出反应。

    “培养积极工作体验的第一步是理解员工想要什么、获取成功需要什么。”格伯说。“我们的调查发现,若想解决员工面临的问题,企业需要引入数字优先思维。受访员工在反馈中表示,他们目前有三分之一的时间花在了不重要的任务上,过半数受访者希望可以根据自身的情况灵活安排工作时间。技术手段能够满足这些需求,简化工作流程,令员工在任何时间、地点都可以高效、协同地工作。”

    根据Adobe的调查,这一趋势对小企业的冲击最为明显,每三名中小企业管理者中就有一人表示,其所在公司在过去一年中遇到了员工倦怠或人员流失问题。为此,他们中不少人不得不采取弹性工作时间等相应措施,以招聘和挽留员工。

    “技术是吸引和留住人才的重要工具,因为不少员工眼下并没有高效工作所需的条件。采用数字优先思维的企业能够为员工提供简化工作的工具,减轻其工作压力,因而在招聘方面更具优势。”(财富中文网)

    译者:胡萌琦

    眼下正值离职高峰期,劳动者对经济前景的信心有所增加,更愿意尝试在职业生涯上做出改变,而由新冠疫情带来的倦怠则为这一波“辞职潮”推波助澜。

    Adobe公司最新的研究显示,出于种种原因,Z世代年轻人成了这股潮流的引领者。(Adobe的这项研究中将Z世代定义为18至24周岁的成年人,25至39周岁则为千禧一代。)

    根据以美国、英国、德国、澳大利亚、新西兰、日本的约3400名企业员工为对象的调查,逾半数的Z世代员工计划在未来一年内寻求新工作,超过了其余各个年龄层次的人群。他们是对工作最为不满的一代,其中仅有56%感到工作/生活能够平衡,59%对工作的整体状况感到满意。

    “早在新冠疫情发生前,雇员的工作环境即有待改变。员工们希望在工作中可以像在个人生活里一样,顺畅、灵活。”Adobe公司的文档云产品营销副总裁托德?格伯说。“根据我们最新的调查结果,企业员工和小企业的管理者对自身的工作时间不满,觉得在无足轻重的任务上耗费了太多时间,难以让工作/生活保持平衡,认为当前的技术条件是提高工作效率的短板。”

    咨询公司Gartner在2019年发布的一份报告里指出,“超过半数的人力资源管理者[赞同]将改善雇员工作体验[作为]优先事项”。如今,企业仍然为此不懈努力。然而,根据Gartner近期的报告,“尽管全球各地的企业已经意识到员工体验的重要性,对目前自身工作体验感到满意的员工却仅占13%”。

    直面倦怠

    相比于其他年龄层次的人群,Z世代(57%)和千禧一代(54%)感受到的压力最大。他们觉得需要随时待命,多用“重复性高”(Z世代65%,千禧一代58%)和“令人厌倦”(两个年龄组别均为65%)来形容自身的工作。

    格伯认为,文书工作是造成员工倦怠的一个重要因素。“人们的工作动力来自对自身向往事业的激情,没有人愿意把每周大部分的时间浪费在文书工作上。年轻人成长于数字技术时代,习惯了数字技术的简洁高效,知道更好、更快的工作方式。”

    格伯建议,雇主可以利用办公场所的协作工具来减少繁琐的人工劳动,缩短文书工作占用的时间,从而降低职业倦怠感。“这种方式还能够免除没完没了的书面流程,自然也摆脱了把书面文件从一处送到另一处的实际劳作。在被问及将如何分配工作中的富余时间时,53%的企业员工表示,会将这些时间投入到他们所热爱的工作中去。就我个人而言,我会利用节省下来的时间在周围‘散散步’,放松一下。这是会议间隙里呼吸新鲜空气、重振精神的好方法。”

    相比于老一辈,年轻员工尤其可能为更好地掌控作息而转换工作(Z世代占66%,千禧一代73%),或选择远程工作(Z世代63%,千禧一代66%)。面对朝九晚五的常规工作时间,62%的Z世代员工虽然明知自己的工作效率不高,却感到了较之老员工更大的压力。不过,这种常规工作时段也未必适合Z世代年轻人,他们中有四分之一(占比超过了其余各个年龄段)的受访者称,常规工作时段后的工作效率最高。

    此外,约半数Z世代受访者承认,他们如今大多会在舒服的卧室里工作。鉴于社会上对年轻一代愈发懒惰的批评,这样的表态或许并不明智,但却是事实。

    格伯指出:“早在新冠疫情爆发前,千禧一代和Z世代就开创了一种灵活且不拘一格的新工作方式,而这种工作风格将随着远程办公的兴起愈发明显。例如,四分之一的Z世代人群表示,他们效率最高的时段出现在常规工作时间之后。他们25%的工作是通过移动设备完成的,而且近一半人选择在床榻上工作。这些习惯已经重塑了很多人的日常工作状态,年轻一代倾向于借助科技手段实现随时随地工作的愿望。”

    克服倦怠

    员工的不满会给企业带来严重风险,一些雇主已然意识到这一点,并试图积极主动地尽快做出反应。

    “培养积极工作体验的第一步是理解员工想要什么、获取成功需要什么。”格伯说。“我们的调查发现,若想解决员工面临的问题,企业需要引入数字优先思维。受访员工在反馈中表示,他们目前有三分之一的时间花在了不重要的任务上,过半数受访者希望可以根据自身的情况灵活安排工作时间。技术手段能够满足这些需求,简化工作流程,令员工在任何时间、地点都可以高效、协同地工作。”

    根据Adobe的调查,这一趋势对小企业的冲击最为明显,每三名中小企业管理者中就有一人表示,其所在公司在过去一年中遇到了员工倦怠或人员流失问题。为此,他们中不少人不得不采取弹性工作时间等相应措施,以招聘和挽留员工。

    “技术是吸引和留住人才的重要工具,因为不少员工眼下并没有高效工作所需的条件。采用数字优先思维的企业能够为员工提供简化工作的工具,减轻其工作压力,因而在招聘方面更具优势。”(财富中文网)

    译者:胡萌琦

    Pandemic burnout is fueling “The Great Resignation,” a period of high turnover as workers gain more confidence in the economy, and therefore feel more comfortable in making some career changes.

    According to a new study from Adobe, members of Generation Z are leading the charge for a few different reasons. (For the purposes of this study, Adobe defined Generation Z as encompassing adults between the ages of 18 and 24, and millennials as those between the ages of 25 and 39.)

    Based on a survey of 3,400 enterprise workers in the United States, the United Kingdom, Germany, Australia, New Zealand, and Japan, more than half of Gen Z workers plan to pursue a new job in the next year—more than any other generation. They are the least satisfied generation at work, with only 56% satisfied with work/life balance and 59% with their job overall.

    “Employee experiences have been challenged since before the pandemic. Employees have wanted their workplace experiences to mirror the seamless, flexible experiences in their personal lives,” says Todd Gerber, vice president of document cloud product marketing at Adobe. “Based on findings from our new survey, enterprise workers and small-business leaders are dissatisfied with their time at work; they’re spending more hours working on unimportant tasks, struggling with work/life balance, and feel that technology is the missing piece to achieving productivity.”

    In 2019, Gartner reported that “more than half of all HR leaders [agreed] that improving employee experience [was] a priority.” Today, companies are still working to improve employee experiences. “Despite the global attention on and importance of employee experience, only 13% of employees indicate they are currently fully satisfied with their experience,” according to a more recent Gartner report.

    Recognizing burnout

    Gen Z (57%) and millennials (54%) feel most pressured to be available at all times and are most likely to describe their job as repetitive (65% and 58%, respectively) and tiring (65% for both).

    Administrative tasks are a big contributor to employee burnout, Gerber notes. “People are motivated by passions that led them to pursue their career, and they don’t want to spend most of their week on paperwork. Younger generations grew up with digital technology and are accustomed to its simplicity, so they know there are better and faster ways of doing things.”

    Employers can curb burnout with workplace collaboration tools that help reduce employees’ time on manual, tedious, and administrative tasks, Gerber suggests. “They also eliminate paper-based processes, which eat up endless time, not to mention physically shepherding documents from point A to B. When asked what enterprise workers would do with more time at work, 53% said they would focus on their passions and things they love about their job. Personally, I use the extra time I save to take mental breaks with ‘micro-walks’ around my block. It’s a great way to get some fresh air and reset between meetings.”

    Younger workers are especially likely to switch jobs for more control over their schedule (Gen Z: 66%; millennials: 73%) or the option to work remotely (63%; 66%). Today, 62% of Gen Z feel more pressured than their older colleagues to be working during the usual office hours of 9 a.m. to 5 p.m., even if they know they won’t be productive. But that’s not always when Gen Z works best: A quarter of participants said they are most productive after typical office hours, more so than any other generation.

    And while these might not be the best optics in the face of criticism that younger generations are allegedly lazier, approximately half of Gen Z respondents admit they now work primarily from the comfort of their bedrooms.

    “Millennials and Gen Zers have ushered in a new way of work that started before the pandemic—with a preference for flexibility and an out-of-the-box work style—and [this] has only increased with remote work,” Gerber says. “For example, a quarter of Gen Zers say they are most productive after typical office hours. They also do 25% of their work on their mobile devices, and nearly half do so in their beds. These habits have reshaped the parameters of a typical workday for many, as younger generations lean into technology to support their work-from-anywhere habits and desires.”

    Curbing burnout

    Employee dissatisfaction presents a serious risk to business, and some employers do recognize this and are trying to be as proactive—or as quickly reactive—as possible.

    “The first step in fostering positive experiences is understanding what employees want and need to be successful,” Gerber says. “Our survey found that many issues workers face stem from companies needing to adopt a digital-first mindset. Enterprise workers report that a third of their workweek is currently being spent on unimportant tasks and more than half would prefer to work flexible hours when it’s most convenient to them. Technology meets these challenges with the ability to simplify workflows and enable employees to be productive and collaborative, regardless of when and where they’re working.”

    Small businesses, in particular, according to Adobe, are experiencing the brunt of this trend as one in three small and midsize enterprise managers has said his or her firm has suffered from employee burnout and/or attrition in the past year. In response, many of them have already had to make changes to recruit and retain employees, like adopting flexible working hours.

    “Technology is an important talent attraction and retention tool because many employees don’t have what they need to do their jobs effectively,” Gerber says. “Companies that have adopted a digital-first mindset have a recruiting advantage—they’re able to provide the tools that offer simplicity and that help to make employees’ jobs less stressful.”

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