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How Gen Y Is Changing Office Culture In ChinaY世代如何改變中國職場文化？ Two years into her first job as a management trainee with a property development company, 26-year-old Hazel Wang decided to quit despite not having another job lined up. 26歲的Hazel Wang第一份工作是在一家地產開發公司擔任管理培訓生。工作兩年后，她決定辭去這份工作，盡管她還沒有找到下一份工作。 'It was a huge decision for me, ' said the former Shanghai resident. 'But I felt the old job could not help me achieve my self-actualization goals.' 這個此前居住在上海的女孩說：對我來說，這是一個巨大的決定，但我感覺原先的工作無法幫助完成我的自我實現目標。 Ms. Wang, who has since found a new job with a software company in Beijing, is happy with the outcome. 'Now I can learn more things that are interesting. The new company offers a big platform for me to develop, ' she said. 她后來在北京一家軟件公司找到了新的工作，她對這個結果很滿意。她說：現在我可以學習更多有意思的事情了，新公司為我提供了一個很大的發展平臺。 Like Ms. Wang, a growing number of young Chinese workers are asserting themselves more and demanding their voices be heard in the workplace. 像她一樣，越來越多的中國年輕員工更加堅持自我，并要求在職場中他們的聲音能被傾聽。 That's according to Ning Lu, China business director for U.S.-based consulting firm InclusionINC, who says so-called members of Generation Y-which it defines as those born in the period 1980-97-will vote with their feet and quit their jobs if they don't get what they want. 這是總部設在美國的咨詢公司InclusionINC的中國業務主管魯寧（音）的看法。魯寧說，Y世代（該公司定義為1980至1997年期間出生的人）如果在職場得不到他們想要的，就會用腳來投票，選擇辭職。 About 366 million Chinese-or around 40% of the population of working age 15 years to 59 years-fall into that generation, the consulting firm estimates. 這家咨詢公司估計，大約3.66億中國人屬于Y世代，在15至59歲就業人口中占40%左右。 A report issued earlier this year by human-resources consultancy Aon Hewitt found that members of Gen Y, which the findings of this survey describe as people born in the 1980s, became the main age component in China's talent market in 2012. 今年早些時候人力資源咨詢公司怡安翰威特(Aon Hewitt)發布的一份報告發現，Y世代在2012年成為中國勞動力市場的主力軍。這份調查報告將Y世代定義為上世紀80年代出生的人。 As this younger generation becomes a bigger part of the workforce, many Chinese companies-including both state-owned and independent firms-are overhauling human-resource management to attract and keep this vital demographic. 隨著年輕的Y世代在勞動力市場中所占的比例越來越大，包括國有企業和獨立企業在內的許多中資公司正在調整人力資源管理，以吸引和留住這部分關鍵的員工群體。 Raised in a time of great social and economic change in China and lavished with great attention from doting parents as a result of China's one-child policy, Gen Ys emerged as well-educated, highly opinionated members of the workforce. But they are also highly fickle. 這代人是在中國經歷巨大社會和經濟變革時期以及父母的溺愛下（中國獨生子女政策所致）長大的。他們受過良好的教育，是勞動力市場最固執己見的員工。但他們也很浮躁。 Aon Hewitt estimated average staff turnover in China last year at just under 20%, and Ms. Lu said the rate for Gen Y could be as much as 10% higher. 怡安翰威特估計，去年中國的平均員工流動率略低于20%。魯寧說，Y世代的員工流動率可能高出10%。 Gen Ys will jump jobs in search of better learning and career-development opportunities in more creative environments. A 2011 study of the generation by IBM found that of employees who remained with the same company for one to five years, more than 80% cited career development as quite important. They also prize work-life balance and will run for the door if work pressure gets too much for them to handle. Y世代會因為想要在更有創造力的環境中尋找更好的學習和職業發展機會而跳槽。國際商業機器公司(IBM) 2011年有關Y世代的研究報告發現，在同一家公司工作了一至五年的員工中，超過80%的人說職業發展是他們最看重的。他們還重視工作與生活的平衡，如果工作壓力過大使他們難以承受，他們就會選擇辭職。 'If you want to have post-80s employees, you have to make the workplace more inclusive and more creative, ' Ms. Lu said. 'Gen Ys don't just want to execute orders, they want to participate in decision making.' 魯寧說，如果你想招80后的員工，就得讓工作環境更具包容性，更具創造性，Y世代不僅僅想要執行命令，他們還想要參與決策過程。 'They question authority and hate to be told what to do, ' Ms. Lu added. 魯寧補充說，他們質疑權威，不喜歡被命令來命令去。 Chinese tech giants Alibaba and Baidu have taken significant steps to change their human-resources policies, including sharply increasing starting salaries and creating more flexible working environments, in an attempt to include younger workers' needs to attract them to join and encourage them to stay longer with the company, she said. 她說，中國科技巨頭阿里巴巴(Alibaba)和百度(Baidu)都已經采取重大措施改變其人力資源政策，包括大幅增加起薪，創造更有彈性的工作環境，為的是照顧較年輕員工的需求，吸引他們加入進來，并鼓勵他們在公司待更長的時間。 Meanwhile, some state-owned companies are working to close their talent gap versus non-state players, Ms. Lu added. 魯寧還說，與此同時，一些國企也正在努力縮小其與非國企之間在人才方面的差距。 Bank-card company China UnionPay has revamped its employee training platform to make it more interactive and social-media-based. Training modules can be accessed from electronic mobile devices and are designed to be more fun for employees. 銀行卡公司中國銀聯(China UnionPay)已經更新了其員工培訓平臺，提升交互性，密切與社交媒體的關系。培訓模塊可以通過電子移動設備登錄，從設計上讓員工感到更有趣。 'Such training plus social network discussions can grab tech-savvy Gen Y's interest and yield better training results, ' said Ms. Lu. 魯寧說，這些培訓和社交網絡討論能抓住Y世代技術通的興趣點，收到更好的培訓效果。 'Inclusiveness is a concept that's still being established here, ' said Ms. Lu. 'It might take a few years but eventually China will be in line' with other countries such as the United States, she said. 魯寧說，包容性這個概念在中國還正在形成，可能需要幾年的時間，但中國終歸會跟美國等其他國家接軌。 Companies that take the initiative now to create more workplaces that take into account this generation's characteristics will get a competitive edge in the talent war and see better business results in the future, Ms. Lu said. 魯寧說，公司如果現在開始主動采取措施，創造出適應這一代人特點的工作環境，那么這些公司將在人才爭奪戰中獲得競爭優勢，未來在商業方面也會更成功。 The Chinese government might also wish to take note of the rising power of the Gen Ys. 中國政府或許也需要注意到Y世代越來越壯大的力量。 'These younger people cherish more freedom of speech and are increasingly adopting concepts from democracy, ' Ms. Lu said. 'It's important for the government to grasp how they think and understand their expectations if it wants to build this country into a better place.' 魯寧說，這些年輕人更珍視言論自由，越來越具有民主觀念，如果想要把中國建設得更好，很重要的一點是，政府應了解他們的想法，理解他們的預期。
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