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是什么助長了95后的“辭職潮”?

是什么助長了95后的“辭職潮”?

Rachel King 2021年08月27日
Z世代員工是對工作最為不滿的一代,其中僅有56%感到工作/生活能夠平衡,59%對工作的整體狀況感到滿意。

眼下正值離職高峰期,勞動者對經濟前景的信心有所增加,更愿意嘗試在職業生涯上做出改變,而由新冠疫情帶來的倦怠則為這一波“辭職潮”推波助瀾。

Adobe公司最新的研究顯示,出于種種原因,Z世代年輕人成了這股潮流的引領者。(Adobe的這項研究中將Z世代定義為18至24周歲的成年人,25至39周歲則為千禧一代。)

根據以美國、英國、德國、澳大利亞、新西蘭、日本的約3400名企業員工為對象的調查,逾半數的Z世代員工計劃在未來一年內尋求新工作,超過了其余各個年齡層次的人群。他們是對工作最為不滿的一代,其中僅有56%感到工作/生活能夠平衡,59%對工作的整體狀況感到滿意。

“早在新冠疫情發生前,雇員的工作環境即有待改變。員工們希望在工作中可以像在個人生活里一樣,順暢、靈活。”Adobe公司的文檔云產品營銷副總裁托德?格伯說。“根據我們最新的調查結果,企業員工和小企業的管理者對自身的工作時間不滿,覺得在無足輕重的任務上耗費了太多時間,難以讓工作/生活保持平衡,認為當前的技術條件是提高工作效率的短板。”

咨詢公司Gartner在2019年發布的一份報告里指出,“超過半數的人力資源管理者[贊同]將改善雇員工作體驗[作為]優先事項”。如今,企業仍然為此不懈努力。然而,根據Gartner近期的報告,“盡管全球各地的企業已經意識到員工體驗的重要性,對目前自身工作體驗感到滿意的員工卻僅占13%”。

直面倦怠

相比于其他年齡層次的人群,Z世代(57%)和千禧一代(54%)感受到的壓力最大。他們覺得需要隨時待命,多用“重復性高”(Z世代65%,千禧一代58%)和“令人厭倦”(兩個年齡組別均為65%)來形容自身的工作。

格伯認為,文書工作是造成員工倦怠的一個重要因素。“人們的工作動力來自對自身向往事業的激情,沒有人愿意把每周大部分的時間浪費在文書工作上。年輕人成長于數字技術時代,習慣了數字技術的簡潔高效,知道更好、更快的工作方式。”

格伯建議,雇主可以利用辦公場所的協作工具來減少繁瑣的人工勞動,縮短文書工作占用的時間,從而降低職業倦怠感。“這種方式還能夠免除沒完沒了的書面流程,自然也擺脫了把書面文件從一處送到另一處的實際勞作。在被問及將如何分配工作中的富余時間時,53%的企業員工表示,會將這些時間投入到他們所熱愛的工作中去。就我個人而言,我會利用節省下來的時間在周圍‘散散步’,放松一下。這是會議間隙里呼吸新鮮空氣、重振精神的好方法。”

相比于老一輩,年輕員工尤其可能為更好地掌控作息而轉換工作(Z世代占66%,千禧一代73%),或選擇遠程工作(Z世代63%,千禧一代66%)。面對朝九晚五的常規工作時間,62%的Z世代員工雖然明知自己的工作效率不高,卻感到了較之老員工更大的壓力。不過,這種常規工作時段也未必適合Z世代年輕人,他們中有四分之一(占比超過了其余各個年齡段)的受訪者稱,常規工作時段后的工作效率最高。

此外,約半數Z世代受訪者承認,他們如今大多會在舒服的臥室里工作。鑒于社會上對年輕一代愈發懶惰的批評,這樣的表態或許并不明智,但卻是事實。

格伯指出:“早在新冠疫情爆發前,千禧一代和Z世代就開創了一種靈活且不拘一格的新工作方式,而這種工作風格將隨著遠程辦公的興起愈發明顯。例如,四分之一的Z世代人群表示,他們效率最高的時段出現在常規工作時間之后。他們25%的工作是通過移動設備完成的,而且近一半人選擇在床榻上工作。這些習慣已經重塑了很多人的日常工作狀態,年輕一代傾向于借助科技手段實現隨時隨地工作的愿望。”

克服倦怠

員工的不滿會給企業帶來嚴重風險,一些雇主已然意識到這一點,并試圖積極主動地盡快做出反應。

“培養積極工作體驗的第一步是理解員工想要什么、獲取成功需要什么。”格伯說。“我們的調查發現,若想解決員工面臨的問題,企業需要引入數字優先思維。受訪員工在反饋中表示,他們目前有三分之一的時間花在了不重要的任務上,過半數受訪者希望可以根據自身的情況靈活安排工作時間。技術手段能夠滿足這些需求,簡化工作流程,令員工在任何時間、地點都可以高效、協同地工作。”

根據Adobe的調查,這一趨勢對小企業的沖擊最為明顯,每三名中小企業管理者中就有一人表示,其所在公司在過去一年中遇到了員工倦怠或人員流失問題。為此,他們中不少人不得不采取彈性工作時間等相應措施,以招聘和挽留員工。

“技術是吸引和留住人才的重要工具,因為不少員工眼下并沒有高效工作所需的條件。采用數字優先思維的企業能夠為員工提供簡化工作的工具,減輕其工作壓力,因而在招聘方面更具優勢。”(財富中文網)

譯者:胡萌琦

眼下正值離職高峰期,勞動者對經濟前景的信心有所增加,更愿意嘗試在職業生涯上做出改變,而由新冠疫情帶來的倦怠則為這一波“辭職潮”推波助瀾。

Adobe公司最新的研究顯示,出于種種原因,Z世代年輕人成了這股潮流的引領者。(Adobe的這項研究中將Z世代定義為18至24周歲的成年人,25至39周歲則為千禧一代。)

根據以美國、英國、德國、澳大利亞、新西蘭、日本的約3400名企業員工為對象的調查,逾半數的Z世代員工計劃在未來一年內尋求新工作,超過了其余各個年齡層次的人群。他們是對工作最為不滿的一代,其中僅有56%感到工作/生活能夠平衡,59%對工作的整體狀況感到滿意。

“早在新冠疫情發生前,雇員的工作環境即有待改變。員工們希望在工作中可以像在個人生活里一樣,順暢、靈活。”Adobe公司的文檔云產品營銷副總裁托德?格伯說。“根據我們最新的調查結果,企業員工和小企業的管理者對自身的工作時間不滿,覺得在無足輕重的任務上耗費了太多時間,難以讓工作/生活保持平衡,認為當前的技術條件是提高工作效率的短板。”

咨詢公司Gartner在2019年發布的一份報告里指出,“超過半數的人力資源管理者[贊同]將改善雇員工作體驗[作為]優先事項”。如今,企業仍然為此不懈努力。然而,根據Gartner近期的報告,“盡管全球各地的企業已經意識到員工體驗的重要性,對目前自身工作體驗感到滿意的員工卻僅占13%”。

直面倦怠

相比于其他年齡層次的人群,Z世代(57%)和千禧一代(54%)感受到的壓力最大。他們覺得需要隨時待命,多用“重復性高”(Z世代65%,千禧一代58%)和“令人厭倦”(兩個年齡組別均為65%)來形容自身的工作。

格伯認為,文書工作是造成員工倦怠的一個重要因素。“人們的工作動力來自對自身向往事業的激情,沒有人愿意把每周大部分的時間浪費在文書工作上。年輕人成長于數字技術時代,習慣了數字技術的簡潔高效,知道更好、更快的工作方式。”

格伯建議,雇主可以利用辦公場所的協作工具來減少繁瑣的人工勞動,縮短文書工作占用的時間,從而降低職業倦怠感。“這種方式還能夠免除沒完沒了的書面流程,自然也擺脫了把書面文件從一處送到另一處的實際勞作。在被問及將如何分配工作中的富余時間時,53%的企業員工表示,會將這些時間投入到他們所熱愛的工作中去。就我個人而言,我會利用節省下來的時間在周圍‘散散步’,放松一下。這是會議間隙里呼吸新鮮空氣、重振精神的好方法。”

相比于老一輩,年輕員工尤其可能為更好地掌控作息而轉換工作(Z世代占66%,千禧一代73%),或選擇遠程工作(Z世代63%,千禧一代66%)。面對朝九晚五的常規工作時間,62%的Z世代員工雖然明知自己的工作效率不高,卻感到了較之老員工更大的壓力。不過,這種常規工作時段也未必適合Z世代年輕人,他們中有四分之一(占比超過了其余各個年齡段)的受訪者稱,常規工作時段后的工作效率最高。

此外,約半數Z世代受訪者承認,他們如今大多會在舒服的臥室里工作。鑒于社會上對年輕一代愈發懶惰的批評,這樣的表態或許并不明智,但卻是事實。

格伯指出:“早在新冠疫情爆發前,千禧一代和Z世代就開創了一種靈活且不拘一格的新工作方式,而這種工作風格將隨著遠程辦公的興起愈發明顯。例如,四分之一的Z世代人群表示,他們效率最高的時段出現在常規工作時間之后。他們25%的工作是通過移動設備完成的,而且近一半人選擇在床榻上工作。這些習慣已經重塑了很多人的日常工作狀態,年輕一代傾向于借助科技手段實現隨時隨地工作的愿望。”

克服倦怠

員工的不滿會給企業帶來嚴重風險,一些雇主已然意識到這一點,并試圖積極主動地盡快做出反應。

“培養積極工作體驗的第一步是理解員工想要什么、獲取成功需要什么。”格伯說。“我們的調查發現,若想解決員工面臨的問題,企業需要引入數字優先思維。受訪員工在反饋中表示,他們目前有三分之一的時間花在了不重要的任務上,過半數受訪者希望可以根據自身的情況靈活安排工作時間。技術手段能夠滿足這些需求,簡化工作流程,令員工在任何時間、地點都可以高效、協同地工作。”

根據Adobe的調查,這一趨勢對小企業的沖擊最為明顯,每三名中小企業管理者中就有一人表示,其所在公司在過去一年中遇到了員工倦怠或人員流失問題。為此,他們中不少人不得不采取彈性工作時間等相應措施,以招聘和挽留員工。

“技術是吸引和留住人才的重要工具,因為不少員工眼下并沒有高效工作所需的條件。采用數字優先思維的企業能夠為員工提供簡化工作的工具,減輕其工作壓力,因而在招聘方面更具優勢。”(財富中文網)

譯者: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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