I stared at these puny bullet points and wondered if this man had ever met a millennial. That evening I asked my focus group around the dinner table if they agreed that the answer to mass disenchantment was more HR and training. Much derision followed.
我看着这些小小的要点,纳闷这个人是否和千禧一代打过交道。那天晚上我向围坐在餐桌旁的“焦点小组”问道,他们是否认同这样的见解:大规模幻想破灭的答案是更多HR和培训。随之而来的是一片嘲笑声。
So how ought companies act to keep their graduates, I asked them. They snatched up their devices and addressed their sprawling acquaintanceships on social networks — could anyone who had landed a big graduate job that they were now thinking of quitting please get in touch?
接着我问道,那么企业该怎么做才能留住毕业生。他们迅速抓起各自的手机,向他们在社交网络上越来越庞大的人脉关系网发问——有谁得到了一份像样的毕业生工作,但现在考虑辞去?
What followed was a diverting evening hearing the experiences of the disenchanted at Unilever, Goldman, Lloyds, a magic circle law firm, a big PR company, Sainsbury’s and a couple of big-name management consultants.
接下来是一个有趣的夜晚,听着这帮小年轻吐槽对联合利华(Unilever)、高盛(Goldman)、劳埃德银行(Lloyds)、一家“神奇圈”(Magic Circle)律所、一家大型公关公司、森宝利超市(Sainsbury's)以及两家大牌管理咨询公司幻想破灭的经历。
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