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后疫情时代:导师制度仍不过时

后疫情时代:导师制度仍不过时

STACY JANIAK 2022-01-02
我们应该在传统的“师带徒”的理念和实践上有所突破,惟其如此,才能在当今千变万化的世界中最大地发挥其潜能。

图片来源:CHRIS J RATCLIFFE - GETTY IMAGES

虽然人们很早就认识到了“师带徒”的好处,但现在的企业领导者面临的一个问题是,在如今这个职场新时代中,传统的“师带徒”模式应该如何继续,才能够满足多元化职场和企业增长的需要。

作为德勤公司的首席增长官,我会花很多时间思考:作为企业的一份子,我们应该怎样团结协作,去促进企业的增长。我认为,不论是对企业还是对社会来说,花时间“传帮带”下一代的领导者,都是我们取得成功和繁荣的必由之路之一。

新冠疫情催生了一种线上线下混合的工作模式,从而彻底地改变了我们的工作方式,而且这种变化可以说是不可逆的。尽管如此,“师带徒”模式仍然可以在促进职场包容性、培养人才和促进增长方面发挥不可或缺的作用。但是,我们还应该在传统的“师带徒”的理念和实践上有所突破,惟其如此,才能在当今千变万化的世界中最大地发挥其潜能。

职场的变化

新冠疫情已经深刻地改变了职场格局,并且加速了近年来的一些转型趋势。德勤的一份民调显示,有68%的企业表示他们已经采取了混合办公模式。“眼不见心不烦”这句话已经不适用于远程办公族了。在混合办公模式下,人与人的连接模式似乎也与以往有所不同了。但只要我们调整我们的工作模式和行为,混合办公也是可以相当高产的。

拿我自己举个例子:我有一张滚动更新的表格,上面记着我和“徒弟”们最后一次联系的日期,这样做是为了避免太长时间和他们没有联系。以前,我经常强调“徒弟”们应该主动和我约时间,但是自从进入混合办公模式以来,我发现,越是在这种特殊时期,作为“师傅”,我们越应该比往常更加关注“徒弟”们的需求。

新的职场协作模式改变了人们的沟通方式,进而也改变了我们带徒弟的方式。今天的师徒关系也应该采取线上线下相结合的模式。“师傅”应该想方设法让每次互动更有目的性、更灵活、更有效果。现在很多时候我们没办法到他们的办公室里去,也没有办法把他叫我到我们办公室里来,这就更要求我们在带“徒弟”的时候更加有目的、有计划,做好更充分的准备。

人才市场的变化

不可否认,技术和人才是密不可分的关系。《财富》和德勤近期进行的一项CEO调查发现,CEO们仍然认为人才是当前企业领导者变临的最大的挑战。现在美国的人才市场可以说异常火爆。有些人认为,现在人才市场已经进入了“大洗牌”的时代,那些稳扎稳打构建混合办公模式的企业,必将更容易吸引、培养和留住最好的人才。

“师带徒”能够提高员工对工作的满意度和对企业的忠诚度。而对一名员工来说,他不管是当“师傅”还是当“徒弟”,都有助于形成更强烈的公司文化意识,使他感到自己更受重视,并且对自己以后在企业的发展道路更有信心。大多数员工最在意的,就是在工作中被赋予更多权力,使自己对工作有更高的满意度,并且促进自己的职业发展。

“师带徒”可以帮助员工拓展知识技能,开拓对企业乃至对整个职业选择的视野。它可以发现和填补员工的知识盲区,帮企业建立更强大的人才库。

根据德勤统计,有67%的求职者(以及89%的黑人求职者)表示,职场多元化是他们求职时会考虑的重要因素之一。而一个“师傅”的倾情教导,会让员工感到企业愿意为自己进行投资,产生一种被接纳感,从而会提高人才的保留度。

领导角色的变化

“师带徒”可以为培养全面发展的领导者开辟一条捷径,并有助于促进企业的包容性发展。简单看一下美国多数企业董事会和高管层的人事构成,你就会发现,美国企业人才队伍的多样性迫切需要提高。德勤的调查显示,大约94%的CEO将人才的多元化、平等和包容视为一项“战略要务”。而在这个问题上,由“师带徒”模式培养出来的新一代领导者自然就会明白,如果致力于解决包容和公平的问题,企业和社会就永远无法充分享受长期的增长和繁荣。

“师带徒”并非只是“师傅”对“徒弟”的单方面付出,而是对双方都有益。从“师傅”的角度看,它有利于领导者在专业上和人际能力上进一步成长——比如它能够提高“师傅”的积极倾听和共情能力,以及提供有益反馈的能力。另外,拥有浓厚的师徒文化的企业也可能出现一些非传统的师徒模式,比如新员工教老员工新技术,同事之间互相学习,甚至组团开展“传帮带”等等。

就我个人而言,我很幸运曾经拥有很多优秀的“师傅”,我也亲自见证了他们在我职业生涯不同阶段发挥的宝贵作用。好的“师傅”可以开拓你的视野,让你发现更好的机会,并且帮你做好抓住它们的准备。这不就是企业增长的关窍所在吗?(财富中文网)

本文作者Stacy Janiak是德勤公司首席增长官,负责将德勤的服务能力和资产带入市场以加速增长,同时为客户提供大胆的、集成的、数字化的解决方案、服务和见解。她目前也是德勤美国执委会和全球董事会的成员。

译者:朴成奎

虽然人们很早就认识到了“师带徒”的好处,但现在的企业领导者面临的一个问题是,在如今这个职场新时代中,传统的“师带徒”模式应该如何继续,才能够满足多元化职场和企业增长的需要。

作为德勤公司的首席增长官,我会花很多时间思考:作为企业的一份子,我们应该怎样团结协作,去促进企业的增长。我认为,不论是对企业还是对社会来说,花时间“传帮带”下一代的领导者,都是我们取得成功和繁荣的必由之路之一。

新冠疫情催生了一种线上线下混合的工作模式,从而彻底地改变了我们的工作方式,而且这种变化可以说是不可逆的。尽管如此,“师带徒”模式仍然可以在促进职场包容性、培养人才和促进增长方面发挥不可或缺的作用。但是,我们还应该在传统的“师带徒”的理念和实践上有所突破,惟其如此,才能在当今千变万化的世界中最大地发挥其潜能。

职场的变化

新冠疫情已经深刻地改变了职场格局,并且加速了近年来的一些转型趋势。德勤的一份民调显示,有68%的企业表示他们已经采取了混合办公模式。“眼不见心不烦”这句话已经不适用于远程办公族了。在混合办公模式下,人与人的连接模式似乎也与以往有所不同了。但只要我们调整我们的工作模式和行为,混合办公也是可以相当高产的。

拿我自己举个例子:我有一张滚动更新的表格,上面记着我和“徒弟”们最后一次联系的日期,这样做是为了避免太长时间和他们没有联系。以前,我经常强调“徒弟”们应该主动和我约时间,但是自从进入混合办公模式以来,我发现,越是在这种特殊时期,作为“师傅”,我们越应该比往常更加关注“徒弟”们的需求。

新的职场协作模式改变了人们的沟通方式,进而也改变了我们带徒弟的方式。今天的师徒关系也应该采取线上线下相结合的模式。“师傅”应该想方设法让每次互动更有目的性、更灵活、更有效果。现在很多时候我们没办法到他们的办公室里去,也没有办法把他叫我到我们办公室里来,这就更要求我们在带“徒弟”的时候更加有目的、有计划,做好更充分的准备。

人才市场的变化

不可否认,技术和人才是密不可分的关系。《财富》和德勤近期进行的一项CEO调查发现,CEO们仍然认为人才是当前企业领导者变临的最大的挑战。现在美国的人才市场可以说异常火爆。有些人认为,现在人才市场已经进入了“大洗牌”的时代,那些稳扎稳打构建混合办公模式的企业,必将更容易吸引、培养和留住最好的人才。

“师带徒”能够提高员工对工作的满意度和对企业的忠诚度。而对一名员工来说,他不管是当“师傅”还是当“徒弟”,都有助于形成更强烈的公司文化意识,使他感到自己更受重视,并且对自己以后在企业的发展道路更有信心。大多数员工最在意的,就是在工作中被赋予更多权力,使自己对工作有更高的满意度,并且促进自己的职业发展。

“师带徒”可以帮助员工拓展知识技能,开拓对企业乃至对整个职业选择的视野。它可以发现和填补员工的知识盲区,帮企业建立更强大的人才库。

根据德勤统计,有67%的求职者(以及89%的黑人求职者)表示,职场多元化是他们求职时会考虑的重要因素之一。而一个“师傅”的倾情教导,会让员工感到企业愿意为自己进行投资,产生一种被接纳感,从而会提高人才的保留度。

领导角色的变化

“师带徒”可以为培养全面发展的领导者开辟一条捷径,并有助于促进企业的包容性发展。简单看一下美国多数企业董事会和高管层的人事构成,你就会发现,美国企业人才队伍的多样性迫切需要提高。德勤的调查显示,大约94%的CEO将人才的多元化、平等和包容视为一项“战略要务”。而在这个问题上,由“师带徒”模式培养出来的新一代领导者自然就会明白,如果致力于解决包容和公平的问题,企业和社会就永远无法充分享受长期的增长和繁荣。

“师带徒”并非只是“师傅”对“徒弟”的单方面付出,而是对双方都有益。从“师傅”的角度看,它有利于领导者在专业上和人际能力上进一步成长——比如它能够提高“师傅”的积极倾听和共情能力,以及提供有益反馈的能力。另外,拥有浓厚的师徒文化的企业也可能出现一些非传统的师徒模式,比如新员工教老员工新技术,同事之间互相学习,甚至组团开展“传帮带”等等。

就我个人而言,我很幸运曾经拥有很多优秀的“师傅”,我也亲自见证了他们在我职业生涯不同阶段发挥的宝贵作用。好的“师傅”可以开拓你的视野,让你发现更好的机会,并且帮你做好抓住它们的准备。这不就是企业增长的关窍所在吗?(财富中文网)

本文作者Stacy Janiak是德勤公司首席增长官,负责将德勤的服务能力和资产带入市场以加速增长,同时为客户提供大胆的、集成的、数字化的解决方案、服务和见解。她目前也是德勤美国执委会和全球董事会的成员。

译者:朴成奎

While the benefits of mentorship have long been realized, a question facing today’s business leader is how mentorship evolves and how it can support the diverse workforce and growth needed to thrive in this new era of work.

In my role as chief growth officer at Deloitte, I spend a lot of time thinking about the ways we can come together as an organization to collaborate and drive growth. I believe that investing time to mentor the next generation of leaders is one of the many paths we should travel to achieve success and prosperity, both in business and society.

While the pandemic ushered in a hybrid work model and irrevocably altered the way we work, mentorship can continue to play a critical role in facilitating inclusion, developing talent, and positioning organizations for growth. However, we should evolve our idea of mentorship and its practices to maximize its potential in today’s dynamic world.

An evolving workplace

The pandemic has drastically shifted the workplace and significantly accelerated much of the transformation that was already underway in recent years. A Deloitte survey found that 68% of companies say they are ready to move to a hybrid work model. "Out of sight, out of mind" no longer applies, and while connections look different in the hybrid world, they should still have every opportunity to flourish if we adapt our work styles and behaviors.

As a personal best practice, I keep a running list of my mentees and the dates of our last touchpoint to ensure we don’t go too long without a connection. In the past, I’ve often stressed the importance of mentees taking the lead in reaching out to get time on my calendar, but in the hybrid work model, I’ve found we as mentors should be more attuned to the needs of our mentees and lean in a little more than normal when the situation calls for it.

The new shape of collaboration has changed how we communicate and, by extension, how we mentor. Today’s mentoring relationships should combine the best of in-person and virtual connections. Mentors should commit to making each interaction more purposeful, productive, and flexible. When we can’t pop into someone’s office or pass them in the hallway, it requires us to be more intentional, and more deliberate than we’re used to being.

An evolving talent market

Without a doubt, technology and talent go hand in hand. In a recent Fortune/Deloitte CEO survey, CEOs named talent as one of the biggest challenges leaders face today. The talent market is remarkably hot. In the era some are calling the Great Reshuffle, organizations that take intentional steps toward building a hybrid work model are likely going to be much more adept at attracting, developing, and retaining the best talent.

Mentorship can help improve job satisfaction and inspire loyalty. When an organization can engage employees, whether as mentors or mentees, they also develop a stronger sense of company culture, feel more valued, and have confidence in their ability to drive their own career path within the organization. Most workers want to be empowered where it matters most: in the work they do and how it leads to greater job satisfaction while advancing their careers.

Mentorship helps workers expand their skill sets and develop a broader perspective on the organization and their career options. It can help identify and correct gaps in knowledge and build a stronger talent pool.

According to Deloitte’s The Equity Imperative, 67% of job seekers (and 89% of Black job seekers) report that a diverse workforce is important when considering a job offer. Here, mentorship can play a large part in helping talent feel invested, in fostering inclusion, and in increasing the likelihood of retention.

The evolving role of leadership

Mentorship can cut a clear path to creating a pipeline of well-rounded leaders, contributing to a future of inclusive prosperity. A cursory glance at the makeup of most boards and C-suites will show that more diversity is sorely needed. Some 94% of CEOs in Deloitte’s The Equity Imperative found diversity, equity, and inclusion (DEI) to be a “strategic priority.” Here, mentorship can help develop a generation of leaders who inherently understand that without a commitment to inclusion and equity, both business and society will never fully enjoy long-term growth and prosperity.

Mentorship exposes both the mentors and mentees to different perspectives. It helps established leaders grow professionally and personally by practicing skills such as active listening and empathy, as well as imparting valuable feedback. Organizations with a robust mentoring culture may also find that nontraditional mentoring relationships develop. This can take the form of newer employees helping more experienced employees with tasks like onboarding technology, peers mentoring peers, or the emergence of group mentoring engagements.

Personally, I’ve been lucky to have many great mentors, and I’ve seen firsthand the invaluable role they have played at different stages of my career. Mentors can help expand your field of vision, enable you to better see opportunities ahead, and help you prepare to seize them. Isn’t that what growth is all about?

Stacy Janiak is chief growth officer of Deloitte LLP, responsible for bringing the breadth of Deloitte’s service capabilities and assets to the market to accelerate growth while delivering bold, integrated, digitally enabled business solutions, services, and insights for Deloitte’s clients. She is currently a member of Deloitte’s U.S. executive committee and global board of directors.

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