雇主怎么做才能更好地招聘并留住年輕員工？勞動(dòng)力發(fā)展專家進(jìn)行的一項(xiàng)研究聚焦于在工廠、醫(yī)療保健和行政服務(wù)公司從事核心生產(chǎn)任務(wù)的年輕員工（尤其是有色人種員工），揭示了他們?nèi)肼毢蟮姆椒矫婷?，這些方面可以成就也可以破壞年輕員工的長(zhǎng)期職業(yè)前景。作者提供了10種方法來幫助雇主改善年輕員工的入職體驗(yàn)，建立雙方互利的關(guān)系，在未來員工中贏得良好聲譽(yù)。

The Key to Retaining Young Workers? Better Onboarding

by?Donald Tomaskovic-Devey?and?Reyna Orellana

It is no news that hiring right now is incredibly difficult. Labor shortages are widespread, young workers are expecting higher starting wages, and after employers hire and train a new employee, the risk that they will jump ship for a better paying job?is rising fast.?The cost of turnover is high, but it has?always been higher?than many employers realize and it’s probably bad for your firm’s?bottom line.

在現(xiàn)在的美國(guó)，用工荒早已不是什么新聞：年輕員工期待更高的起薪，而在受過基礎(chǔ)培訓(xùn)、積累一定經(jīng)驗(yàn)后，他們又往往跳槽去找薪水更高的工作，企業(yè)不可避免要承擔(dān)日益高企的人員流動(dòng)成本。并且這種成本已經(jīng)超出很多雇主的預(yù)期，甚至可能影響到企業(yè)正常運(yùn)營(yíng)。

How can employers do a better job hiring and keeping young workers? To find out we talked with workforce development professionals — people who help employers find workers and young adults find employers. We asked them what employers should do to promote good hires, ones that last. These professionals see and appreciate both sides of the hiring process and were able to tell us what works and what fails in the hiring process for young workers. Our research focused on young workers filling the core production tasks in many types of jobs, including factories, health care, and administrative service firms. For all types of jobs our focus was on what employers can do to find and keep new entry-level employees.

為了招聘并留住那些核心生產(chǎn)崗位的年輕人，雇主可以從哪些方面下點(diǎn)功夫？不如聽聽勞動(dòng)力發(fā)展專家怎么講——他們負(fù)責(zé)對(duì)接雇主和年輕員工，為雙方創(chuàng)造合作機(jī)會(huì)。因此，他們往往能縱觀工廠、醫(yī)療保健、行政服務(wù)公司等在內(nèi)的各行業(yè)，通過了解雙方需求，總結(jié)分析年輕員工看重什么樣的平臺(tái)，雇主應(yīng)該怎么做才能得到員工的認(rèn)可。

To attract and keep their core production people, many firms are raising wages, some are switching to full-time benefited positions, and some are even offering signing bonuses. These are essential, but what we learned is that what is more important to get young workers to stick around are the social aspects of hiring, especially those having to do with developing mutual respect and trust. These are particular challenges for workers of color, who often expect to encounter discrimination.

目前來看，為了吸引和留住核心崗位員工，許多公司正在提高薪資待遇，還有些公司轉(zhuǎn)而設(shè)置全職受益人的職位，甚至提供簽約獎(jiǎng)金。這些的確都有必要，但是據(jù)我們了解，想要留住年輕人，更重要的是社會(huì)招聘方面要盡可能營(yíng)造相互尊重和信任的氛圍。特別是對(duì)有色人種員工來說，過去經(jīng)常面臨這方面的挑戰(zhàn)，在工作中遭遇歧視。

Our goal is to help employers examine their hiring and training practices, increase the speed at which new hires become productive team members, and reduce the high dollar and emotional costs of turnover from failed hires. We learned ten lessons in our?research?to help employers hire successfully. The workforce specialists we interviewed developed these insights by observing the typical mistakes employers make, sometimes over and over again. Here’s how you can correct them:

因此，我們的目標(biāo)是幫助雇主“診斷”他們的招聘和培訓(xùn)流程，提高新雇員晉級(jí)核心生產(chǎn)團(tuán)隊(duì)的比率，減少雇用失敗所要消耗的資金成本和情感投入。

在采訪中，勞動(dòng)力專家為我們列舉了雇主經(jīng)常犯的一些錯(cuò)誤，并總結(jié)出十條重要經(jīng)驗(yàn)，來幫助雇主在招聘工作中及時(shí)糾偏，成功留住員工。

1. Create career jobs.

We’re in an era of increased expectations for good jobs. A good job is not simply one that pays a little above the minimum wage; these are everywhere and plentiful. Good jobs promise a future and make young people feel valued. Career jobs pay living wages, have predictable hours, visible skill and wage progression, and most importantly foster respectful relationships with supervisors and co-workers. Bad jobs communicate that the employer does not care whether employees stay or go.

1.設(shè)立對(duì)口的職業(yè)崗位

在我們今天所處的時(shí)代，人們對(duì)于好工作的期望值越來越高。那些收入略高于最低工資線的工作并不難找，甚至隨處可見。但是，一份好的工作不單單如此，而是要讓年輕人感到有價(jià)值，對(duì)未來有所規(guī)劃。比較而言，專業(yè)性的工作除了提供生活保障，還要有可預(yù)測(cè)的工作時(shí)間，技能和收入都有顯著的可提升空間，最重要的是與主管和同事能培養(yǎng)一種相互尊重的關(guān)系。而糟糕的工作所釋放的出信息則是，雇主并不關(guān)心員工的去留。

2. Communicate opportunities for career progression.

Young people may have had multiple short-term, dead-end jobs before you hire them. It is important to recognize that what employers might see as a training period — with the goal that this will be a long-term relationship — for young workers might feel too much like the jobs that they have had in the past. What may seem obvious to the employer can be a mystery to a young employee. If you see this hire as the beginning of a long-term relationship, make that clear from the start. If you do not make this clear, young workers may leave prematurely for a job they see themselves growing in.

2.溝通職業(yè)發(fā)展前景

在受雇于公司前，許多年輕人已經(jīng)打過幾份沒有前途的短期工。因此，雇主從一開始就要和新員工講清楚：招聘意味著你們將建立一種長(zhǎng)期關(guān)系，而入職后的培訓(xùn)期更是為了將這種關(guān)系保持下去。如果不能明確地讓年輕員工認(rèn)識(shí)到這一點(diǎn)，他們會(huì)認(rèn)為這和過去的打工經(jīng)歷差不多，過段時(shí)間很可能就會(huì)選擇離開，另找一份自己認(rèn)為有成長(zhǎng)的工作。

3. Build positive relationships prior to hiring.

If you are having trouble building a high-quality applicant pool, outreach prior to hiring can help. Young workers often need to be able to imagine themselves in your workplace, doing your jobs, working with your people. Mock interviews can communicate what employer’s value, prior to the (often stressful) real interview. Workplace tours and job shadowing are effective in helping candidates see themselves in a role, although if everyone already at work is white or male, tours and job shadowing might be signals to many potential hires that they do not belong. The same goes for websites and training videos: If no one looks like me, I may simply assume that I am not welcome. Since the workforce of the future will increasingly be people of color, employers need to think about what signals they are sending to workers of color.

3. 在招聘前主動(dòng)進(jìn)行宣傳

如果你苦于如何創(chuàng)建高質(zhì)量的求職人才庫，那么可以考慮在招聘前進(jìn)行一些宣傳。年輕員工往往需要對(duì)工作場(chǎng)所、同事和工作內(nèi)容有些具象的了解，雇主也需要盡可能全面地傳達(dá)企業(yè)文化，而這些都可以通過模擬面試、線上或視頻培訓(xùn)來實(shí)現(xiàn)。

比如，參觀工作場(chǎng)所、提供工作實(shí)習(xí)可以有效地幫助求職者代入自己的角色。由于未來的勞動(dòng)力將越來越多地由有色人種組成，雇主也需要思考該向有色人種員工傳遞什么樣的“信號(hào)”。試想，如果看到公司同事都是白人或男性，求職者是否會(huì)感到自己格格不入甚至不受歡迎。

4. Ensure a positive first day reception.

Everyone gets nervous, but young workers are often particularly uncomfortable entering a new workplace. One of the biggest mistakes employers make is assuming that new workers are ready to work and will figure things out. This may be true for those who stick around, but it is also a signal that you don’t care, and that will lead some to leave. The extreme version of this is when a new employee shows up for work and everyone seems surprised to see them. From the employer’s point of view, this may indicate poor communication between HR and department supervisors. From the new employee’s viewpoint, this is a sign that you do not care. First impressions are crucial to retention. Introductions to coworkers, supervisors, support staff and the boss are vitally important.

4. 入職第一天給予積極的引導(dǎo)

在入職新的工作場(chǎng)所時(shí)，人們難免會(huì)有些緊張，年輕員工尤其會(huì)感到不自在。這時(shí)，雇主犯的最大錯(cuò)誤之一就是想當(dāng)然地認(rèn)為新員工已經(jīng)進(jìn)入工作狀態(tài)，并且能領(lǐng)會(huì)工作上的安排。對(duì)于有工作經(jīng)驗(yàn)的人來說，這的確不是難事，但對(duì)新人來說卻可能難以適應(yīng)，認(rèn)為公司不在意他們的感受，甚至做出離開的決定。

這種情況的極端場(chǎng)景就是當(dāng)一個(gè)新員工出現(xiàn)在工作崗位上時(shí)，每個(gè)人看到他們似乎都很驚訝。從雇主的角度來看，這可能是由于人力資源部門和部門主管之間溝通不暢。但是站在新員工的角度，卻容易理解為自己不受關(guān)注。因此，第一印象對(duì)于留住員工來說至關(guān)重要，雇主有必要對(duì)他們介紹有關(guān)同事、主管、支持部門和老板的基本情況。

5. Assign new hires a mentor.

Employees need to learn both job skills and the informal culture of the workplace. If you leave it to chance, some employees will figure things out, some may get lucky and be adopted by a more senior colleague, and others will struggle. One tendency is to think that the strugglers are lazy or dumb. More often, they simply have not been adequately mentored and need help figuring things out. Mentors can provide information and integration into the social life of the workplace. Assigned mentors are particularly important for young workers of color who are often overlooked or ignored by older supervisors until they “prove” themselves.?Many firms have well-developed mentor systems for their managerial and professional workforces but leave onboarding of lower level workers to chance. This is a mistake, especially since these people are often your core production workers.

5.為新員工指定一個(gè)導(dǎo)師

員工需要熟悉工作技能和工作場(chǎng)所的社交文化。如果不聞不問，一些員工會(huì)主動(dòng)去想辦法，一些可能會(huì)很幸運(yùn)地被老員工所接納，但是還有一些人則會(huì)束手無策。以至于產(chǎn)生一種看法，認(rèn)為埋頭工作是一種被動(dòng)的回避。事實(shí)上，更多時(shí)候他們只是沒有得到充分的指導(dǎo)，需要有人幫他們理清事情的脈絡(luò)而已。

導(dǎo)師則可以幫新員工及時(shí)了解信息，融入工作場(chǎng)所的社交生活中。尤其是對(duì)有色人種的年輕員工來說，指定一位導(dǎo)師尤其重要。不然，他們很容易被年長(zhǎng)的主管忽視，直到他們“證明”自己。當(dāng)然，許多公司為其管理和專業(yè)人員建立了完善的導(dǎo)師制度，但對(duì)較低級(jí)別的新入職員工卻聽之任之。這是一個(gè)錯(cuò)誤，因?yàn)檫@些人往往是你的核心生產(chǎn)團(tuán)隊(duì)。

6. Communicate and explain expectations clearly.

Every workplace has both formal and informal rules around expected behaviors. Many people discover these rules by keeping their head down and looking around. But some rules — like no use of cell phones on the job or the importance of calling in if you cannot get to work on time — may seem self-evident to supervisors but arbitrary or unreasonable to young workers. For example, cell phones are often young workers’ most expensive possession, a lifeline to their children for parents, and central to their identities and relationships for most young people. Of course, checking phones can be dangerous in some manufacturing settings, rude to customers in many service jobs, and irritating to supervisors in general. There is nothing wrong with a rule that makes sense, but it is the employer’s job to communicate not only the rules, but why they make sense. Otherwise, you may sound like a coercive parent or teacher telling them to “just do it.” We all remember how ineffective that was when we were young.

6. 溝通清晰，解釋到位

對(duì)于員工的預(yù)期行為，每個(gè)工作場(chǎng)所都有其成文或不成文的規(guī)定，許多人通過觀察周邊同事來了解這些規(guī)定。但是，有些規(guī)定的重要性對(duì)主管而言可能是不言而喻的——比如在工作中不能使用手機(jī)、如果不能按時(shí)上班就要打電話等等；而這些規(guī)定對(duì)年輕員工來說卻有些不近人情。例如，手機(jī)里往往存著年輕員工最重要的身份資料和關(guān)系“資源庫”，對(duì)父母來說那更是他們孩子的生命線。

當(dāng)然，在一些制造業(yè)環(huán)境中，查看手機(jī)可能存在危險(xiǎn)。在服務(wù)行業(yè)，不停查看手機(jī)會(huì)被客戶視為無禮行為，主管也會(huì)對(duì)此感到不滿。因此，一個(gè)有意義的規(guī)定本身沒有錯(cuò)，雇主需要做的不僅是要發(fā)布規(guī)定，還要說明為什么設(shè)立這樣的規(guī)定。否則，聽起來只能像家長(zhǎng)或老師脅迫孩子一樣，告訴他們“只管做”。而我們深知，這對(duì)年輕人來說如同耳旁風(fēng)。

7. Create a culture where young workers can ask questions.

Young workers are often hesitant to speak up and ask for help. They fear failure, and as a result, do not ask for help or explanations when they need it. Getting the hang of things happens sooner and more effectively when the new employee feels like asking questions is normal and that they will be treated with respect when they risk revealing ignorance. In an atmosphere of disrespect and impatience, the tendency is to hide your need for help. Allow your young workers to ask questions and be clear that it is productive to do so.

7. 鼓勵(lì)年輕員工提問

年輕員工往往猶疑不定或害怕被拒絕，不敢大聲提問并尋求幫助。因此當(dāng)他們遇到問題時(shí)，往往不習(xí)慣去求助。只有當(dāng)新員工知道即便他們暴露自己的無知，依然會(huì)得到理解和尊重，才會(huì)第一時(shí)間去求證，更快、更有效地掌握事情的進(jìn)展。

相反，在一個(gè)不尊重、不耐煩的氛圍中，人們當(dāng)然傾向于隱藏自己的需求和想法。所以，要允許年輕員工提出問題，并讓他們看到這樣做是有成效的。

8. Understand non-work lives.

Young workers typically live different lives than more established workers. This is particularly true when your emerging labor force are people of color or immigrants. Some have children. Many must commute on mass transport. Some are in school or their children are. Successful supervisors understand that they must learn the reality of their young workers non-work lives. Children get sick, mass transport is often late and schedules sporadic, schools schedule exams or teacher work days, doctor appointment times are out of all of our control. Recognize that their life may be far different from yours. Taking the time to understand can prevent mistaking complex lives for bad work habits.

8. 了解員工業(yè)余生活

在生活上，年輕員工和較為資深的員工往往存在差異，這一點(diǎn)在有色人種或外來移民等新興勞動(dòng)力身上表現(xiàn)得尤為明顯。比如，有些人有孩子，他們必須乘坐公共交通工具上下班；有些人還在上學(xué)，或者他們的孩子正在上學(xué)。

優(yōu)秀的主管深知，他們有必要了解年輕員工的業(yè)余時(shí)間怎么過，與自己的生活有哪些不同。包括孩子會(huì)生病，學(xué)校會(huì)安排考試或教師工作日，大眾交通經(jīng)常晚點(diǎn)，個(gè)人無法控制醫(yī)生預(yù)約時(shí)間等等，都會(huì)導(dǎo)致他們的時(shí)間安排碎片化。只有花時(shí)間了解了這些，才能避免將其復(fù)雜的生活誤認(rèn)為是不良的工作習(xí)慣。

9. Foster a climate of respect and dignity for everyone.

Sometimes supervisors and coworkers who are equal opportunity bullies are excused by managers despite being the source of toxic racist encounters and sexual harassment. Managers should never treat routine bad behavior as an excuse for racism and sexism. Tolerating disrespect in any form drags morale down, reduces productivity, and encourages turnover. Workplaces characterized by dignity and respect for all employees, regardless of race, citizenship, gender, or just plain newbie ignorance are going to be much more successful in hiring and keeping young workers.

9. 培養(yǎng)平等尊重的工作氛圍

有時(shí)，主管和同事是引發(fā)職場(chǎng)不平等的根源。盡管他們存在種族主義偏見或性騷擾的行為，依然還是被管理者所諒解。因此，正確的做法是管理者絕不應(yīng)該縱容這樣的不良行為，將其當(dāng)作種族主義和性別歧視的借口。要知道，對(duì)任何不尊重行為的容忍都只會(huì)拖累士氣，降低生產(chǎn)力，甚至造成人員離職。

相反，無論種族、性別或公民身份如何，抑或面對(duì)毫無經(jīng)驗(yàn)的新手，以平等、尊重為基調(diào)的工作場(chǎng)所在招聘時(shí)會(huì)更受歡迎，并且更容易贏得年輕員工的認(rèn)可。

10. Create a racially equitable workplace.

Workers of color and immigrants have experienced discrimination in past jobs, schools, and public places, and are worried that they will experience it again in your workplace. A color-blind approach to race is an insult to immigrants and people of color’s lived experiences. Employers should pay attention to the basics, such as race and gender discrepancies in pay, shifts and hours, and job assignments. Additionally, building stable and respectful relationships between supervisors, coworkers and new employees from all backgrounds is key to creating a racially equitable workplace.

Think about a new hire’s first few weeks as a probationary period for both the employee and employer. Both are anxious to develop a long-term productive relationship. While employers are curious as to whether the employee will adapt to the rhythms and expectations of the workplace, new hires are gauging whether this workplace will be a respectful and encouraging place to build a career. Successful onboarding and reducing premature turnover requires communicating that you value a long-term relationship and that your workplace is a welcoming and respectful one.

10. 創(chuàng)造種族平等的工作環(huán)境

在過去，有色人種和移民員工在工作中、學(xué)校里和公共場(chǎng)所都受到過歧視，他們當(dāng)然也擔(dān)心在你的公司再次遭遇歧視。對(duì)他們來說，雇主如果對(duì)種族問題持無視的態(tài)度，也就意味著他們將經(jīng)歷人生的陰暗面。因此，雇主應(yīng)該注意基本的問題，比如工資、輪班和工作時(shí)間以及工作分配方面的種族和性別差異。此外，在主管、同事和不同背景的新員工之間建立穩(wěn)定、尊重的關(guān)系，也是工作場(chǎng)所營(yíng)造種族平等氛圍的關(guān)鍵。

由于前幾周是新員工的試用期，雇主和員工雙方都急于發(fā)展一種長(zhǎng)期有效的關(guān)系。雇主對(duì)員工能否適應(yīng)工作場(chǎng)所的節(jié)奏和期望心存好奇，而新員工則在衡量這個(gè)工作場(chǎng)所是否會(huì)尊重和鼓勵(lì)員工建立自己的職業(yè)生涯。因此，為了成功舉行入職培訓(xùn)并減少過早的離職率，你需要充分表達(dá)自己對(duì)長(zhǎng)期關(guān)系的重視，讓人們知道你致力于創(chuàng)造一個(gè)平等尊重的工作場(chǎng)所。

唐納德·托馬斯科維奇-德維（Donald Tomaskovic-Devey）?雷娜·奧雷利亞納（Reyna Orellana）|? 文?

唐納德·托馬斯科維奇-德維是馬薩諸塞大學(xué)阿默斯特分校就業(yè)公平中心的主任，他在那里領(lǐng)導(dǎo)“如何作用？”項(xiàng)目，該項(xiàng)目側(cè)重于成功的管理策略，以擴(kuò)大工作場(chǎng)所的公平和包容性。?

雷娜·奧雷利亞納目前正在馬薩諸塞大學(xué)阿默斯特分校攻讀社會(huì)學(xué)博士學(xué)位，從事關(guān)于勞動(dòng)力和理解其變化動(dòng)態(tài)的研究。她之前在加州大學(xué)洛杉磯分校勞工中心工作，主要研究洛杉磯地區(qū)的低收入人群。

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