广州翻译公司：Millennial workers force factory rethink in China
在华外企加大对员工吸引力
广州翻译公司：快速上涨的薪资、变化的人口结构及千禧一代的不同需求，正迫使落户中国制造业腹地的外企反思员工管理方式。
When Ioan Gornic suddenly starts blasting out 1990s dance hit “No Limits”, the assembled group of about 20 European factory managers shift nervously in their seats and try to avoid eye contact.
当伊万•戈尔尼克(Ioan Gornic)突然开始播放上世纪90年代的热门舞曲《无限》(No Limits)时，聚在一起的约20位欧洲工厂经理在座位上不安地挪动着身体，不敢抬头看。广州翻译公司。
“Don’t worry, I’m not going to sing,” says the Shenzhen-based general manager for Zobele, an Italian maker of air freshener and insect repellent. “I just want to make the point that the only limits are the ones we put on ourselves.”
“不要担心，我不会唱，”意大利空气清新剂和杀虫剂制造商沙彼高(Zobele)的这位驻深圳总经理表示，“我只是希望让你们明白，唯一的限制是我们给自己设置的限制。”
Mr Gornic, a manufacturing veteran, is running a workshop on “talent management” for executives in China’s factory heartland, where fast-rising wages, changing demographics and the differing needs of millennials are forcing companies to rethink the way they handle their workforce.
戈尔尼克在制造业有着丰富的经验，他正在中国的制造业心脏地带主持一个面向高管的“人才管理”研讨会，在这个地区，快速上涨的薪资、变化中的人口结构以及千禧一代的不同需求，正迫使企业反思各自的员工管理方式。
Rather than treating workers like an unlimited, easily replaceable resource, he argues that factory managers “need to understand better who they are, what they need and how to make them more efficient”.
他主张，工厂经理不能把员工看做无穷无尽的可以轻易替代的资源，而是“需要更清楚地明白他们是谁，他们需要什么以及如何让他们变得更高效”。广州翻译公司。
Unlike their parents, who saw a factory job as a rare opportunity to get ahead, today’s young Chinese workers have more options, especially in the fast-expanding service sector, and want more control over their lives, rather than being forced into long overtime shifts.
与父辈们把工厂工作视为难得的出人头地的机会不同，如今年轻的中国员工拥有更多的选择，特别是在迅速壮大的服务业，他们希望对自己的人生具有更多控制，而不是被迫长期加班倒班。
The flow of migrants into the factories of Shenzhen and other parts of Guangdong province has also been falling because of China’s ageing population, giving workers more bargaining power over pay and conditions.
此外，随着中国人口步入老龄化，流入深圳以及广东省其他地区工厂的农民工近年开始减少，这让员工在薪资和工作条件方面获得更大的议价权。
As wages of unskilled factory operators have risen as high as Rmb4,000 ($580) a month in Guangdong, some companies have responded by investing in industrial robots and automation, while others have moved to areas with cheaper labour such as western China, Southeast Asia or Africa.
鉴于广东制造业低技能员工的月薪最高可达4000元人民币（合580美元），一些企业开始投资于工业机器人和自动化，还有一些企业则转移到中国西部、东南亚或非洲等劳动力成本更为廉价的地区。广州翻译公司。
But many international factory managers say they would rather stay in Guangdong, which produced more than a quarter of China’s exports last year, to capitalise on the deep skills base and the well-developed infrastructure and supply chain.
但很多跨国工厂经理表示，他们愿意留在广东，以利用这里深厚的技能根基以及发达的基础设施和供应链，去年，广东占到了中国出口的四分之一以上。
“You have to improve productivity, that’s the root cause of the problem,” says Thierry Jamet, who manages 450 workers at the Shenzhen factory of Altra Industrial Motion, a US maker of clutches and brakes.
“你必须提高生产率，这是问题的根源，”美国离合器和刹车设备制造商奥创动力传动(Altra Industrial Motion)深圳工厂经理蒂埃里•雅默特(Thierry Jamet)表示。他管理着450名员工。
As foreign manufacturers face ever greater competition from cut-price Chinese rivals, he says the only way to beat them is to take a more enlightened approach to developing the workforce.
他表示，随着外国制造商面临成本较低的中国竞争对手越来越激烈的竞争，击败这些对手的唯一方法是采取更开明的培养员工队伍的战略。
“People, not machines, are the best capital we have,” says Mr Jamet, at the workshop organised by the European Chamber of Commerce in China.
雅默特在这个由中国欧盟商会(European Chamber of Commerce in China)组织的研讨会上表示：“我们拥有的最好资本是人才，不是机器。” 广州翻译公司。
Mr Gornic, whose company produces for demanding multinationals such as Reckitt Benckiser and Procter & Gamble, says factories need to do more than simply provide workers with accommodation and sports facilities.
戈尔尼克的工厂为标准苛刻的跨国公司制造商品，例如利洁时(Reckitt Benckiser)和宝洁(Procter & Gamble)。他表示，工厂需要做的不仅仅是为员工提供住宿和体育设施。
He has developed one programme that brings in graduates and trains them for the top management posts and another designed to help the best of the unskilled workers on the factory floor move into senior supervisory roles.
他开发了一个引入毕业生的计划，培训他们成为高级管理者，还有一个计划旨在帮助工厂内最优秀的低技能员工担任高级主管职务。
He is also implementing the Japanese concept of kaizen, or continuous improvement, creating teams of managers and workers that try to shave vital minutes and costs off the manufacturing process.
他还在实施日本的“持续改善”(kaizen)理念，组建管理者和员工团队，试图从制造过程中节省珍贵的分分秒秒和成本。
Mr Jamet says that he was able to significantly simplify production in just one day after setting up such a team.
雅默特表示，在组建这样一个团队后，他只用一天就显著精简了生产过程。广州翻译公司。
“You need to lead by example,” he says. “If the top management are involved in the kaizen, then the operators are really committed.”
“你需要以身作则，”他表示，“如果最高管理层实行‘持续改善’，那么员工就真的会尽心尽力。”
Susanne Choi, a sociology professor at the Chinese University of Hong Kong, who studies migrant workers in China, says the expectations of young workers are very different from their parents.
香港中文大学(Chinese University of Hong Kong)社会学教授、专门研究中国内地农民工的蔡玉萍(Susanne Choi)表示，年轻员工的期望与他们的父辈非常不同。
“They are no longer willing to just accept anything on the table,” she explains. “The younger cohort typically have a higher level of education and better family background.”
“他们不再愿意接受任何现实，”她解释道，“年轻一代一般教育程度较高，有更好的家庭背景。”
Factory managers say they are having to take a more thoughtful approach to their staff, offering overtime to those keen to boost their spending power while letting others do routine shifts in order to have more of an outside life.
工厂经理表示，他们不得不对员工采取更体贴的方式，让那些希望扩大自己购买力的员工加班，其他人则正常倒班，让他们在下班后有更多自己的时间。广州翻译公司。
Paris Hadjisotiriou, a Shenzhen-based executive for Oberthur Technologies, a French group that makes credit cards and other payment-related products, has tried to win over his workforce with matchmaking.
法国信用卡及支付相关产品制造商欧贝特科技(Oberthur Technologies)驻深圳高管帕里斯•哈吉索蒂里奥(Paris Hadjisotiriou)试图通过相亲赢得员工的心。
Many young workers prefer to return to their home town after a few years to meet a marriage partner. So he has organised social events to help male and female workers from different factories meet because “it is easier to retain them if they can find a boyfriend or girlfriend”.
很多年轻员工更喜欢在工作几年后回到家乡找婚恋对象。于是他组织社交活动，帮助来自不同工厂的男女员工相遇相识，因为“如果他们能找到男朋友或女朋友的话，留住他们会更容易一些。”
Ultimately, Ms Choi says, companies will have to develop factories that are much less like the sweatshops of old and more like their counterparts in the developed world, where workers are taken more seriously and imbued with a greater sense of pride.
香港中文大学的蔡玉萍表示，最终而言，企业必须把工厂变得不像过去那种血汗工厂，而更像发达国家的工厂，那里的员工得到更认真的对待，而且被注入更强烈的自豪感。
“Employers need a more segmented strategy to control their workers,” she says. “This may be new in China but not in other economies.”
“雇主需要更加细分的战略来控制员工，”她表示，“在中国，这可能算是新鲜事物，但在其他经济体已不新鲜了。”
