職場的多元化是每個人麵臨的一個問題，比起以前在國內工作的時候，你所接觸的人都有很大的差異。學會和不同種族不同年齡不同背景的人相處，是一門學問，也是我們的一個很好的修煉。下麵的文章講的是年齡差異，個人認為講得一般般，隻是閑來無事，就拉過來翻譯了一下。突然感到做個領導其實是挺不容易的，記得我們頭兒就說過，你們隻要來上班就好了，他還要去琢磨屬下在想什麽，為什麽不高興了，怎樣激勵他們。
譯自CGA雜誌 Traditionalists to Millennials 作者Merge Gupta-Sunderji
There has never been such a diversity of generations in the workplace as there is today. In fact, it is not unusual to find people from each of the four generational demographics - Traditionalists, Boomers, Generation Xers, and Millennials - in a single department. Traditionalists are those born before 1946, Boomers were born between 1946 and the mid-60s, Generation Xers between the mid-60s and 1979, and Millennials from 1980 to 1994. Each generation brings its own values, expectations, habits, and work styles into the workplace. Leaders who can understand and appreciate each of the four generations will create innovation, better quality, and greater productivity in their organizations.
今天,不同時代人共事的職場多元化好像是從未有過的。事實上，在一個部門發現四代共事的現象並不少見，這四代人是傳統主義者，嬰兒潮一代，X世代，和千禧世代(或Y世代)。傳統主義者在1946年之前出生，嬰兒潮一代出生在1946年和60年代中期，X世代於60年代中期到1979年，千禧世代是1980至94年。每一代人把自己的價值觀，期望，習慣和工作作風帶到了職場。管理者如果能夠理解和欣賞這四代人，就可以為一個機構帶來創新，更佳的質量，和更高的生產力。
Like it or not, the multi-generational workplace is here. Don't fall into the trap of assuming that young people today will just have to conform to the "way we do things around here." They don't, and they won't. Your competitors,
who have already accepted this reality, will court and woo your best people if you're not paying attention. If you don't develop strategies to actively work with the different ages and styles on your team, you will be faced
with unhealthy conflict, inefficiency, and eventually, negativity.
不管你喜歡與否，現在的職場就是多代共事的。不要陷入這樣的假設圈套裏，就是現在的年輕人隻能遵循“我們做事的方式。”他們既不會也不願意這樣。如果你對此不加注意的話，你的競爭對手已經接受了這個現實，將吸引和挖掘你最優秀的員工。如果在你的團隊裏,你沒有一個與不同年齡層和不同風格的人一起積極共事的策略的話，你將麵臨不健康的衝突，效率低下，並最終帶來消極影響。
Second, there is conflict between the generations. Denying it will not make it go away. On the plus side, the conflict is often predictable. Traditionalists find Boomers too self-centered, Xers disrespectful, and often patronize Millennials because they remind them of their grandchildren. Boomers accuse the Traditionalists of inflexibility and being overly-cautious, brand all Xers as slackers, and get irritated with Millennials who seem to require far too much attention.
其次，是幾代人之間的衝突。否認它不會消除它。從積極的一麵看，衝突往往是可以預測的。傳統主義者覺得嬰兒潮一代太以自我為中心，X一代不夠尊重，經常光顧千禧代，因為他們像是自己的孫子輩。嬰兒潮一代指責傳統的一代缺乏靈活性，太過謹慎，而X一代都是懶蟲，並對新千年一代很惱火，因為他們需要太多照顧。
Skeptical and pragmatic Xers get frustrated with Traditionalists. They hate being micro-managed by the Boomers, and resent the know-it-all Millennials taking over the workforce. The Millennials find Traditionalists too slow,
Boomers too uptight, and Xers too negative. The stereotypes are all present, and these impressions stem from diverse life experiences. But this conflict can be healthy if you know how to work through the differences.
持懷疑態度和務實的新人類對傳統一代感到沮喪，討厭嬰兒潮一代的微觀掌控，對千年一代什麽都知道接管了整個職場而充滿了怨恨。新千年一代認為傳統的一代太慢，嬰兒潮一代太過神經緊張，X一代過於消極。所有這些刻板印象和概念的出現來自與不同的生活經曆。但是如果你知道如何對付這些差異，這種衝突可以是健康的。
Third, each generation brings significant assets as well as liabilities to the interpersonal and productivity balance sheet. Don't be quick to judge others who don't think and act the way you do. As a leader, be an example of openness and respect, and recognize that each demographic brings strengths and weaknesses to the table.
第三，在人際關係和生產力的平衡表中，每一代人都帶來了其顯著的資產和負債。不要輕易評判別人不按自己的思維和行為方式做。一個領導者應該樹立一個開放與尊重的典範，並認識到每一代人都可以把他們強項和弱勢帶給你。
It is your job to find ways to capitalize on the assets and work through the differences. This means taking the time to get to know your employees individually. Your knowledge of generational demographics will give you a huge insight into workplace dynamics, but it is not a replacement for good relationship on a one-to-one basis. Invest effort in determining what each of your employees is good at, and then find ways to show case each person's talents. Assess their flaws and failings, and give them opportunities to improve in those areas.
你所要做的就是要將這些資產資本化，並化解其差異。這意味著花時間去了解你的每一位員工。你對每一代人的了解會讓你對職場動態有更卓越的見解，但它並不能代替一對一的良好關係。花些精力去確定每一個員工所擅長的，然後找到能讓每個人的才華得以展現的方法。評估他們的缺點和失敗，給他們機會去改善這些領域。
Finally, always remember that understanding and respect will go a long way towards creating a positive and productive workplace that makes the most of what each person excels at. Be a role model to those you lead by demonstrating your commitment to respecting others
最後，永遠記住，要創造一個積極和富有成效的職場，使每個人最大限度地發揮自己的特長， 理解和尊重會具長遠意義。對部下要做出個榜樣，給他們一個尊重的承諾。
Do a generational diversity audit for your department or organization and determine what percentage of your work force is from each generation. If you are at a senior leadership level, review the makeup of your board of directors. Ask yourself whether you are getting perspectives from all generations.
為你的部門或機構做一個人口多樣化審核，並確定其比率。如果你在高級領導職位，審查你的董事會的組成。問以下自己，你是否獲取了來自各年齡階層不同的觀點。
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