在往年这个时分，假如你们公司像其它很多公司一样，能够曾经有少量的卒业生在追求他们的第一份任务——他们如今也应当是你的同事，同你一同办公。有些方面能够会很棒：你可以委派任务，他们能向你说明伊基阿扎里是谁。然则其他方面能够不是很好：他们不晓得怎样用复印机，有些人会称谓你“哥哥”，就像在他们后面进入公司的那一代一样，他们会过火评论辩论若何渡过周五早晨这种成绩。
然则与其在员工会议上盯着他们，把本人转换成办公室坏人的抽象，还不如思索少让他们抓紧。究竟，我们曾都有叽叽喳喳的时分。这里有五条同年老新同事相处的小建议。
1Avoid making generational stereotypes.
You don't have to look far to find a wealth of stereotypes aboutmillennials: they can’t work independently; they want constant praise; theydon’t want to pay their dues; and they’re obsessed withtechnology. The list goes on and on, just like it has for every generationbefore them. These stereotypes are far from being true across the board, andyou will do no favors for your relationships with your new colleagues if youassume they are. Treat them like individuals rather than representatives oftheir generation.
1、解脱世代呆板印象。
你不必找关于他们这一代的老套的财富：他们不克不及自力任务；他们想常常被陈赞；他们不想本人领取费用；他们沉浸于科技。这个列表会越列越多，就像在他们之前每一代都邑如斯一样。这些老套的意见远离了理想的真实性，假如你也如许以为的话，你会对你的新同事不予以任何协助。看待他们就像团体一样而不是把他们看成他们这一代人的典型。
2 Don’t get frustrated if things that are obvious to youaren't obvious to them.
It might seem likecommon sense to you that (of course) employees shouldn't play on theirphones throughout meetings. And it may be a no-brainer to youthat they should speak up if they don’t have enough work to do. But these kindsof things aren't always obvious to workplace newbies. It can be easy to think,“Well, I would have known that when I was just starting out” – and maybe youwould have. But your new co-workers might come from backgrounds where theyweren’t taught the same norms that you were, so give them the benefit of thedoubt at first. That doesn’t mean you should give bad behavior a pass, but itdoes mean it would be kind to patiently explain expectations that will helpthem succeed.
2.假如有些工作关于你而言很分明对他们却并不分明，不要懊丧。
员工在会议不克不及玩手机，这对你而言似乎知识。也是不必花头脑想的工作，假如他们没有许多的任务行止理你需求提示一下。然则这些工作对老手来说并不老是很分明。他们很轻易认为“是的，我方才动身的时分我曾经晓得了”——能够你是晓得了。然则你的新同事能够出于他们并没有被教过如许的规矩这种配景，因而起首帮他们解除困惑。这并不料味着你要让一个坏的行动经过，这意味着你要敌对耐烦的说明你对他们希冀，这会有助于他们任务顺遂。
3 Be very clear when assigning work.
If you’re working on a project with a lessexperienced worker, be as explicit as possible about what asuccessful outcome should (and shouldn't) look like. Also, detail anyconstraints that need to be taken into account, resources they might use, whoneeds to be consulted, deadlines and other pieces of the work that you mightnormally take for granted. Spending a few extra minutes to make explicit the piecesthat feel implicit to you will likely pay off in better outcomes (andultimately save you time in the long run).
3.分派任务必定要很清晰。
假如你统一个缺少经历的人一同做项目，尽能够的胪陈要到达的后果应当是如何的。具体解说一些需求被思索出来的限制要素，能够会用到的资本，需求去征询的人，项目标截止日期和你能够认为天经地义的一些其他局部。多花几分钟明白其他对你而言是内涵固有的局部，你将会失掉更好的后果（在这个项目外面最终也会浪费工夫）。
4Don’t mother them.
Agedifferences can bring out weird behavior in people. But just like you probablydon’t want younger co-workers relating to you like their parents, they don’twant you to try to parent them. That means you should cool it with anyunsolicited advice about their personal lives or whether they’re eatinghealthily enough. While behaving maternally orpaternally toward younger co-workers no doubt comes from a kind place, it’sundermining to youngprofessionals and their abilities to be taken seriously atwork.
4.不要絮聒他们。
年纪差距会让人们有奇异的举措。然则就像你能够不想让年老的同事已想到你就想到他们的怙恃，他们不想你像怙恃一样看待他们。这意味着在他们的团体生涯或许饮食的安康成绩方面，你应当冷漠一些，自动给一些建议。固然表示的像母亲似的或许怙恃似的，这对年老的同事无疑是好的，但这会减弱年老一代在专业和他们在任务上的耐劳才能。
5Mentor people when you're willing to.
Think back to when you were just starting out – there was probably asmall number of people who were especially helpful to you. Consider paying itforward now, by helping your new co-workers acclimate to office life. Take themout to lunch, make yourself available for questions, and generally be aresource and someone they can bounce things off of. It can be enormouslyfulfilling to watch someone you’ve mentored blossom under your guidance and goon to great things. (And they might even be hiring someday.)
5.教诲他们。
回忆过来，当你刚任务——能够有些人对你而言可以授与特殊的协助。如今想一下你已经的支付，协助新同事顺应公司生涯。带他们出去吃午餐，答复他们的成绩，成为他们的资本，同他们一同评论辩论成绩。这能很大水平上知足监管或人，在你的继续监护指点下他们会变得很优良（他们某一天乃至会被聘请）。
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