什么样的工作才能给我们职业安全感？

Original 沪江商务英语沪江商务英语 2023-12-05

收录于合集 #职场 43个

经历过大疫三年

人们越来越追求”有安全感“的职业了……

As the economy contracts and companies announce layoffs, what employees want is changing.

经济紧缩、公司裁员，求职者们的需求也已随之改变。

职业安全感已经成为求职者们最关心的问题。

A new study of 13,488 people across 15 countries by communications company BCW identified what’s most important to people in their work experience.

传播公司BCW做了一项最新研究，他们调查了15个国家的13488人，研究求职者在工作中最看重的因素。

🙋‍52% of respondents rated job security, especially at a financially stable company, as most important.

52%的受访者认为，工作安全感,（尤其是受雇于一个财务稳定的公司）是最为重要的。

🙋‍50% said they wanted a safe and comfortable workplace.

50%的受访者说，他们想要一个安全、舒适的工作环境。

🙋‍49% wanted a competitive base salary and adequate time off.

49%的受访者想要有竞争力的基本工资和足够的休假。

🙋‍48% said workplace culture was most important.

48%的受访者说公司文化是最重要的。

But what about flexibility? This depends on who you ask.

那么求职者们怎么看待弹性工作制呢？这取决于你问的是谁。

The ability to choose where they work is 12th on the list of the most important attributes for hybrid workers, below job security, a safe and comfortable workplace and culture.

对于线上-线下混合办公的工作者来说，“能够自由选择工作地点”的重要性排在第12位，而工作安全感、安全舒适的工作环境、企业文化都排在它前面。

For those who work exclusively remotely, choosing where they work is the seventh-most-important characteristic of the work experience.

对于专门远程办公的人来说，“自由地选择工作地点”的重要性排在第7位。

But for all respondents, the ability to choose where they work is significantly lower on their list of priorities—coming in at 51st behind other characteristics of the work experience.

但从整体受访者的角度来看，“自由选择工作地点”的重要性明显排位比较靠后——排在第51位，在诸多其他工作要素之后。

Retaining Employees

留住员工

还记得在不久之前，还有研究强调：如果员工被迫全部工作时间都在办公室办公、或无法自由掌控工作时间，他们就很容易离职。

But this too seems to have shifted. Fully 50% of people in the BCW study say they are likely to stay in their current job over the next 12 months.

但现在，这一切都变了。根据BCW公司的研究，有50%的受访者表示他们在未来的一年中都很可能留在现在的工作岗位上。

For employers who ensure a competitive salary, job security and safe comfortable workplace, people’s likelihood to stay increases 18%.

而如果公司确保能提供有竞争力的薪资、工作保障以及安全舒适的工作环境，员工的留存率还能再提高18%。

公司的组织文化也有着积极的力量。

When companies take action to ensure open and honest communication, a sense of belonging and value, visible leadership and a focus on wellbeing—all labeled as aspects of culture in the study—people report a 24% greater likelihood to stay with the company.

调查显示，如果就职的公司拥有优秀的企业文化、开放且真诚的沟通、明确的归属感和价值感、清晰的管理架构、员工的幸福感得到重视，那么员工留在该公司的意愿就会提高24%。

And this is even higher for Gen Z, for whom it makes a 31% difference.

Z世代打工人更看重这一点，因企业文化而愿意继续留在该公司的Z世代提高31%。

On the other hand, overall likelihood to stay drops to 39% when people don’t feel the culture is a good experience.

抛开年龄因素，如果员工对企业文化的体验不好，那么他们留在公司的意愿则降至39%。

Gen Z

Z时代

In this survey, Gen Z reports culture and leadership are more important than salary.

Z世代的打工人认为企业文化和管理层比薪水更重要。

This is in contrast to Baby Boomers who rate pay and benefits above culture and leadership. In general, the older the generation and the closer they are to retirement, the greater their concern for pay and benefits.

这与婴儿潮时代形成了鲜明的对比。婴儿潮时代的人们认为薪水和福利更为重要。整体来看，员工年龄越大、越接近退休，他们会越看重薪水和福利。

Across all generations, employees want leaders to be visible, fair, honest and effective.

不管什么年龄的打工人，都希望自己的领导公平、真诚、沟通明确清晰且高效。

Gen Z ranks leadership as sixth in importance. Similarly, open and honest communication by leaders, for Gen Z it comes in as the second most important attribute of the work experience.

Z世代的工作者们把领导排在第6位。领导的沟通力——是否能开诚布公地交流沟通，对Z世代工作的影响则高居第2位。

Generations have differing priorities for their work experiences.

不同年代的员工对职场安全感有不同的考量。

And across all respondents, leaders attending to physical, mental and financial wellbeing is tenth on the list of importance, but for Gen Z, it’s fifth.

整体来看，领导是否关心员工身心健康和财务状况在重要性上排第10位；而对于Z世代，这一点排在第5位。

The takeaway message: Gen Z may be more attuned to leadership and culture, and especially focused on these aspects of their working experience.

简言之：Z世代更看重领导和公司文化，工作中也特别关注这些方面。

GAPS
差距

It’s worth taking a look at what employees want in relationship to what employers are getting right—or wrong.

职场安全感还和求职者在职场关系中的需求与雇主实际提供的是否一致有关。

The biggest gap between what workers want and what they’re getting from their employers were in the areas of salary, wellbeing, communication and employees having a voice.

员工想要的和从老板那儿得到的最大差距体现在这些方面：工资，福利，沟通和员工的话语权。

No organization is perfect. Generally, workers were most satisfied with their company’s performance in the areas of diversity and inclusion and in taking a stand on social issues.

没有一家企业是完美的。但一个公司在面对社会议题时的立场、价值观的多元化和包容性，往往是最能给予员工满足感的。

How to Respond

企业如何应对

对于企业而言，无论是裁员、整合业务、还是架构调整，无非是想把人力资源成本最大化。但同时，企业也需为员工创造条件激发他们最好的表现，特别是在笼罩着无数不确定的后疫情职场，有下面几个关键点需要注意。

📕Tune in 与员工和谐相处

Understand your own employees.

理解你的员工。

General data, and especially larger studies provide useful perspective, but it will be important to study your own people.

大数据表明（越大范围的研究越能提供有价值的视角）：研究自己的员工很重要。

Seek their feedback in surveys, but also in focus groups, interviews or through observing the work experience.

调查问卷、分组座谈会、面谈或者观察员工实际的工作，都可以得到他们的反馈。

Quantitative data like surveys can tell you what people think, but qualitative data like discussions can tell you why people are reacting as they are.

调查问卷这样的定量数据可以直观地告诉你员工的想法；

小组讨论这样的定性研究数据，可以告诉你为什么员工会有这样的表现或想法。

Understand people as individuals.

将员工作为独立的个体去理解。

Beyond aggregated data, understand people as individuals by asking questions, getting to know them, expressing empathy and aligning their work with purpose.

除了整合数据，也可以通过1V1面谈去个性化地理解每一位员工、表达同理心，让他们实际的工作与企业的发展目标保持一致。

📕Clarify 明确清晰企业文化

Be clear on culture.

企业文化要清晰。

Cultures happen, but effective cultures are created by design, not default.

企业文化是自然形成的，但高效的企业文化是创造出来的。

Ensure you are clear about what you want your culture to be and the behaviors you value.

企业成立之初就要清楚想要什么样的企业文化、重视什么样的行为表现。

Share inspiring direction, mission and vision.

分享激励人心的方向、使命和愿景。

Give people opportunities to get involved.

给员工们参与的机会。

Be clear about roles, responsibilities and ways to handle conflict. Ensure you can adapt to the market, competitors and customers—and learn from both success and failure.

对于角色、责任和处理冲突的方式要清晰。确保你可以适应市场、竞争对手和客户，并且从成功和失败中都要有所收获。

📕Develop & Empower发展和赋能

Develop leaders.

培养有潜力的管理层。

Leading today is different than it was previously.

今天的管理者和过去已经不同了。

The fundamentals may be the same, but leaders will need to develop their capabilities to inspire (not just engage) people, lead from a distance, balance choice with accountability and communicate with clarity when certainty is impossible.

管理者要包含的基本要素也许是一样的，但现在的领导还需要具备激励人心（而非仅仅招聘员工）的能力、远程指挥的能力以及在不确定性条件下负责任地权衡选择、清晰沟通的能力。

Empower people.

为员工赋能。

Giving people choice and control are positively correlated with engagement, motivation, performance and wellbeing.

给员工选择权和控制权，可以极大地激发他们的参与感、干劲、表现欲和幸福感。

Give people as much choice as possible, value them and ask for their input, feedback and perspectives.

尽可能地给员工更多的选择，重视他们，向他们寻求输入、反馈和灵感。

Provide opportunities for growth and development. Be clear about expectations and hold people accountable for the terrific work they do which is necessary for the organization’s success.

为员工的成长和发展提供机会。明确预期，让员工对他们所做的出色工作负责，这些对于企业的成功都是不可或缺的。

📕Evolve 办公空间演进