本期導(dǎo)讀

Alina Dizik認(rèn)為，我們要為未來(lái)做好準(zhǔn)備，從思考工作和職業(yè)轉(zhuǎn)變?yōu)樗伎继魬?zhàn)和問(wèn)題

正文

本文選自 BBC

譯者：鄧小雪&倪婷

校對(duì)：曾擎禹

筆記：徐嘉悅

策劃：徐嘉悅

The next generation of jobs won’t be made up of professions

未來(lái)的工作將不再“對(duì)口”

When Jean-Philippe Michel, a Toronto-based career coach, works with secondary school students, he doesn’t use the word profession. Neither does he focus on helping his young clients figure out what they want to be when they grow up—at least not directly.

當(dāng)多倫多的職業(yè)規(guī)劃導(dǎo)師Jean-Philippe Michel為中學(xué)生做指導(dǎo)時(shí)，他沒(méi)有用“專業(yè)”一詞，也沒(méi)有直接幫學(xué)生們找出他們想做的職業(yè)。

For him, there's really no such thing as deciding on a profession to grow up into.

Michel認(rèn)為，學(xué)生們不需要走一條明確的職業(yè)之路。

Rather than encouraging each person to choose a profession, say, architect or engineer, he works backwards from the skills that each student wants to acquire. So instead of saying, “I want to be a doctor”, he’ll aim to get students to talk about a goal, in this case “using empathy in a medical setting”.

與其鼓勵(lì)每個(gè)人選擇一個(gè)專業(yè)，例如建筑師或工程師，他重新重視每個(gè)學(xué)生想要獲得的技能。他希望學(xué)生們談?wù)撘粋€(gè)具體目標(biāo)，比如“在醫(yī)療環(huán)境中運(yùn)用同理心”，而不是直接說(shuō)“我想成為一個(gè)醫(yī)生。”

It might seem a bit esoteric, but the twist in language helps boil down real objectives. And sometimes those don’t jibe with a single profession or even the career choice you might have imagined wanting at the start. Instead, Michel says deciding the skills you want to use leads to a career that’s more targeted—and thus more likely to bring you satisfaction. It also might be less a job and more a set of projects and work situations that lead you from one thing to the next.

這看起來(lái)似乎難以理解，但表達(dá)上的轉(zhuǎn)換有助于提煉出真正的目標(biāo)，而這些并不僅限于單一的專業(yè)或一開始你想選擇的職業(yè)生涯。相比而言，Michel認(rèn)為找到你想學(xué)的技能，從而引領(lǐng)你從事一份職業(yè)，才是更有目的性的辦法，你也能因此得到更多滿足感。這也意味著，讓你不斷繼續(xù)下去的不只是一份工作，而是一系列的項(xiàng)目和工作情況。

“They need to shift from thinking about jobs and careers to think about challenges and problems,” Michel says. Easier said than done for, say, Gen X or even older millennials, but it’s not so out of the realm of thinking for younger people, who are already narrowing down their university studies.

Michel說(shuō)：“他們應(yīng)該從思考工作和職業(yè)轉(zhuǎn)變?yōu)樗伎继魬?zhàn)和問(wèn)題?！睂?duì)于X世代（指1965-1976年間出生的人——譯注）和千禧世代（指1980-2000年出生的人——譯注）來(lái)說(shuō)確實(shí)有點(diǎn)困難，但對(duì)于更年輕的人而言則并非無(wú)法想象，因?yàn)樗麄円呀?jīng)在縮減大學(xué)的學(xué)習(xí)范圍了。

The purpose, above all, is to prepare the next generation for a career in the future, which for many will be made up of numerous micro-jobs aimed at well-paid skilled workers, and not a single boss and company, he says.

他繼續(xù)說(shuō)道：“這樣做的最終目的就是讓下一代為未來(lái)的職業(yè)發(fā)展做好準(zhǔn)備。到那時(shí)，高薪、有技能的工人將從事各種各樣的小微工作，而非僅僅服務(wù)于某家公司和某個(gè)老板?！?/p>

Ultimately, developing precise goals helps teenagers plan for what many call a ‘portfolio career’. This type of career is made up of somewhat disparate projects or roles and will be more prevalent in the next decade, says Michel, who is based in Ottawa, Canada.

加拿大渥太華的Michel認(rèn)為，建立準(zhǔn)確的目標(biāo)有助于年輕人規(guī)劃所謂的“職業(yè)組合”。這種職業(yè)類型由不同的項(xiàng)目或崗位角色組成，并在未來(lái)幾十年中更為普遍。

“They are going to have to carve out a niche that’s more specific than it once was,” he believes.

他說(shuō)：“他們將要開拓一個(gè)比以往更加明確的細(xì)分市場(chǎng)?！?/p>

The demise of traditional

傳統(tǒng)的消亡

Futurists and human resource executives say that our work lives will consist of doing several long-term projects or tasks at once.

未來(lái)主義者和人力資源從業(yè)者表示，我們的工作周期將包括同時(shí)完成幾個(gè)長(zhǎng)期的項(xiàng)目或任務(wù)。

“Instead of identifying your job role or description, you [will be] constantly adding skills based on what is going to make you more employable,” says Jeanne Meister, New York-based co-author of The Future Workplace Experience.

《未來(lái)的職場(chǎng)體驗(yàn)》一書的合作作者、現(xiàn)居紐約的Jeanne Meister說(shuō)：“以前你只需要滿足一份工作的崗位要求；但以后你將需要學(xué)習(xí)不同的技能，才能讓自己在職場(chǎng)中更有競(jìng)爭(zhēng)力?！?/p>

If you’re younger, this will likely mean the ability to pursue flexibility and passions rather enter into a more traditional role, say in accounting or marketing or finance.

如果你還年輕，這就意味著你需要保持靈活度和對(duì)工作的熱情，而不只是進(jìn)入一個(gè)更加傳統(tǒng)的崗位，比如會(huì)計(jì)、市場(chǎng)營(yíng)銷或金融。

The precursor for this shift is already here; it’s becoming more common to take on various roles even within one company, says Esther Rogers, who helps publish a quarterly journal about insight and foresight in the workplace, in addition to client work, as part of her role at Idea Couture, a Toronto-based innovation and design firm. Out of office hours, she also takes on voice acting roles. There’s “a real mishmash of tasks within a role. It's already becoming difficult to come up with [job] titles,” says Rogers.

Esther Rogers任職于總部位于多倫多的戰(zhàn)略創(chuàng)新和體驗(yàn)設(shè)計(jì)公司——戰(zhàn)創(chuàng)（Idea Couture），她不僅要協(xié)助出版一本關(guān)于行業(yè)洞察和遠(yuǎn)見的季刊雜志，同時(shí)還要處理客戶工作。 Esther Rogers認(rèn)為這種轉(zhuǎn)變的征兆已經(jīng)顯現(xiàn)，即便在同一個(gè)公司內(nèi)，同時(shí)擔(dān)任多種角色也變得越來(lái)越常見，“在同一個(gè)角色里其實(shí)也是多種任務(wù)混雜的，現(xiàn)在已經(jīng)很難去定義職位的名稱”。

Internal freelancer?

公司內(nèi)部的自由職業(yè)者？

The idea of building a portfolio career has been around since the late 1980s, tapping into the dreamy interest many of us have in forging a one-of-a-kind career path. 在20世紀(jì)80年代中后期， 在探索圍繞自己的興趣進(jìn)行獨(dú)一無(wú)二的職業(yè)前景規(guī)劃時(shí)，創(chuàng)建組合式的職業(yè)的概念已經(jīng)產(chǎn)生。

But, until recently, the idea has been more theory than practice since a lack of technology made it time-consuming to find out about new opportunities, says Meister. 

Meister認(rèn)為，在這之前由于技術(shù)不足，在尋找新的機(jī)會(huì)上耗費(fèi)了大量時(shí)間，使得這一概念更多是一種理論而未能付諸實(shí)踐。

 Now that the technology has created more opportunities in the gig economy—think Uber, Instacart or Taskrabbit—the micro-job concept is making its way up the professional ranks. 

今日的技術(shù)創(chuàng)新為零工經(jīng)濟(jì)創(chuàng)造了更多的機(jī)會(huì)，比如UBER、Instacart和任務(wù)兔子（TaskRabbit），小微工作這一概念使其逐漸進(jìn)入職業(yè)序列。

More traditional companies are catching on and offering freelance-like project opportunities to their own employees, says Meister. For example, both IT giant Cisco and financial services firm MasterCard are testing so-called “internal mobility platforms” that allow employees to cherry-pick projects to fill specific gaps for the company rather than staying in a more structured role, says Meister.

Meister說(shuō)，越來(lái)越多的傳統(tǒng)型公司意識(shí)到這一變化，開始為員工提供類似自由職業(yè)的項(xiàng)目機(jī)會(huì)。IT行業(yè)巨頭思科以及金融服務(wù)公司萬(wàn)事達(dá)正在嘗試建立“內(nèi)部流動(dòng)平臺(tái)”，讓員工擇優(yōu)挑選項(xiàng)目來(lái)填補(bǔ)公司發(fā)展的缺口，而不是將員工長(zhǎng)期固定于同一個(gè)崗位。

Instead of continuing in one department under a single supervisor, workers are encouraged to choose their next projects based on their skills, or skills they want to develop, which can mean working in a different part of the company. She says it’s working, although they’ve yet to study return on investment of the effort.

與長(zhǎng)期待在同一個(gè)部門接受單一的指導(dǎo)相反，公司鼓勵(lì)員工基于已有的技能或者下一步想要發(fā)展的技能來(lái)選擇參與的項(xiàng)目，這也就意味著可以在公司不同的部門工作。Meister認(rèn)為，雖然仍需要對(duì)投資回報(bào)率進(jìn)行研究，但這一策略正在取得成效。 

Michael Stull, a senior vice president at Manpower Group, a global human resource consulting firm in the US state of Wisconsin, says more firms are demanding similar setups.

總部位于美國(guó)威斯康星州的國(guó)際人力資源咨詢公司萬(wàn)寶盛華高級(jí)副總裁Michael Stull提出，越來(lái)越多的公司正在采取同樣的措施。

For companies, the payoff for experimenting with internal project-based opportunities means workers are less likely to jump from one company to the next, says futurist Jacob Morgan, author of The Employee Experience Advantage, based in the US state of California. Micro-jobs can inspire a sense of entrepreneurial spirit and autonomy within a company, he explains, which in turn might keep us from job-hopping to the competition.

《員工體驗(yàn)優(yōu)勢(shì)》一書作者、現(xiàn)居加州的未來(lái)學(xué)家Jacob Morgan認(rèn)為，對(duì)企業(yè)來(lái)說(shuō)，在公司內(nèi)部實(shí)行項(xiàng)目制的好處是員工很少跳槽到其他公司。小微工作能夠激發(fā)起員工的創(chuàng)業(yè)精神，提升在公司內(nèi)部的自主能力，從而減少跳槽到競(jìng)爭(zhēng)對(duì)手公司狀況的發(fā)生。

Forging a career path

打造職業(yè)發(fā)展路徑

Choosing where and how you work seems fun, right? But when it comes to forging a long-term career, there are drawbacks to creating a portfolio of work, say experts.

要選擇一個(gè)能夠讓你快樂(lè)工作的地方和方式，對(duì)吧？但專家認(rèn)為從長(zhǎng)遠(yuǎn)的職業(yè)發(fā)展來(lái)看，組合式職業(yè)存在弱點(diǎn)。

If you constantly hop from one project to the next, the change can be jarring and leave you without a clear path to benchmark success. 

如果你不停地從一個(gè)項(xiàng)目跳到下一個(gè)項(xiàng)目，變化太頻繁而難以通向事業(yè)成功之路。

With fewer promotions and changes to job titles, it can be more difficult to feel like you’re succeeding even if you’re regularly completing projects, says career coach Michel. What’s more, our identity is often wrapped up in the type of work we do, which doesn’t really fit the micro-job collecting life.

職業(yè)生涯規(guī)劃教練Michel認(rèn)為，即便你通常能夠順利完成項(xiàng)目，但由于較少受到提升以及職位名稱很少變化，會(huì)使你很難感受到成功。而且，我們的身份認(rèn)同深置于我們的工作之中，這也導(dǎo)致小微工作拼接式的職業(yè)生涯很難產(chǎn)生這樣的身份認(rèn)同。

And, of course, even though some companies are experimenting, steering past a traditional mentality on what constitutes professional growth can take years to change.

盡管有一些公司正在進(jìn)行這樣的探索，但轉(zhuǎn)變傳統(tǒng)的對(duì)職業(yè)發(fā)展的看法仍需要多年的時(shí)間。

“The biggest barrier to adapting,” says Meister, “is mindset.”

Meister 說(shuō)“促成轉(zhuǎn)變的最大障礙是思維方式”。

外媒簡(jiǎn)介

英國(guó)廣播公司 (BBC)，成立于1922年，是英國(guó)最大的新聞廣播機(jī)構(gòu)，也是世界最大的新聞廣播機(jī)構(gòu)之一。在相當(dāng)長(zhǎng)的一段時(shí)間內(nèi)BBC一直壟斷著英國(guó)的電視、電臺(tái)。在1955年獨(dú)立電視臺(tái)和1973年獨(dú)立電視臺(tái)成立之前，BBC一直是英國(guó)唯一的電視、電臺(tái)廣播公司。

學(xué)習(xí)筆記

1.empathy：n.

ability to imagine and share another person's feelings, experience, etc 

感情移入, 同感（對(duì)他人的感情﹑ 經(jīng)歷等的想像力和感受力）

2.esoteric: adj.

likely to be understood by only those with a special knowledge or interest; mysterious; obscure 

只有內(nèi)行才懂的; 神秘的; 難懂的

3.niche: n.

suitable or comfortable position, place, job, etc 

適合的或舒適的位置、地方、職業(yè)等