【熱門時事分享】如何和 Z 世代一起工作｜把目標說清楚、邊界拉好、節奏調對｜by Clarence｜20250825

歡迎收聽《HOT 基礎英文新聞：熱門時事分享》。我是 Clarence。今天要聊的，是一個很多公司都正在面對的課題：如何和 Z 世代一起工作、帶團隊。你可能已經感受到，他們在溝通方式、價值觀與節奏上，都和以往不太一樣；但只要抓住幾個要點，這批同事其實很願意投入，而且能把團隊做得更有活力。

Welcome to “HOT English News: Let’s Talk Trends.” I am Clarence. Today’s topic is how to work with and manage Gen Z. Their communication style, values, and pace can feel different, but with a few right moves, Gen Z teammates can be highly engaged and give your team fresh energy.

很多人以為 Z 世代抗壓性低、只想準時下班、不講究職場禮貌；其實多數時候，他們只是把注意力放在「這件事有沒有意義、方法是否合理、成果怎麼被看見」。像《換日線》整理的觀察就提到，新世代傾向拒絕沒效率的應酬與空轉流程，並不等於消極，而是希望時間用在對結果有幫助的地方。德勤 2025 年全球調查也指出，Z 世代追求的是金錢、意義與身心健康的平衡，同時很看重能不能從工作中學習與獲得指導。這些線索都說明：把目標與判準說清楚，他們其實會動得很快。

People often say Gen Z is “soft” or only cares about leaving on time. In reality, they care about purpose, fair methods, and visible results. Local reporting shows they reject inefficient rituals, not work itself; and Deloitte’s 2025 survey finds they look for a balance of money, meaning, and well-being, plus learning and mentorship at work. Clear goals and standards help them move fast.

如果要用一句話形容 Z 世代在意的事，就是「有方向，但不要被綁手綁腳」。他們希望知道這件事情為什麼重要、好壞怎麼判斷，以及出事時誰能幫忙；在這個框架下，方法可以自己設計。當公司提供可學習、可嘗試的小舞台，他們會把創意和執行力都拿出來。這點其實也跟德勤的發現相符：自主與成長，會同時拉高投入感與留任意願。 

Gen Z wants direction without micromanagement. Tell them why the task matters, what “good” looks like, and how to get help if blocked—then let them design the “how.” With space to learn and try, they bring creativity and execution. Deloitte’s findings point the same way: autonomy and growth lift engagement and retention. 

最有效的管理，往往不是多講話，而是把重點講對地方：先講為什麼做，再講怎麼做，最後把什麼算好講清楚。很多團隊把回饋改成短週期、頻率高的對話，效果比一年一次的大考還好；蓋洛普的研究也呼應這點——規律而具意義的回饋，能明顯提升投入度。對 Z 世代來說，這樣的節奏既安全也高效。 

Great management is about clarity: explain the why, outline the how, and define what great looks like. Many teams use short, frequent check-ins instead of one big annual review. Gallup’s research shows regular, meaningful feedback boosts engagement—exactly the rhythm Gen Z responds to.

實務上，可以先把不可妥協的紅線訂出來，例如法遵、資安、預算與時程；在這些範圍內，讓成員主導做法。你會發現，一旦目標與衡量標準對齊，Z 世代會主動去找資源、做實驗、迭代版本；而且因為知道「怎樣算好」，他們也比較能承擔結果。這種「邊界清楚、方法自主」的組合，會讓合作變得順暢。

In practice, set the non-negotiables—compliance, security, budget, timeline. Inside that frame, let them choose the method. When goals and metrics are clear, Gen Z hunts for resources, experiments, and iterates. With a shared view of “good,” they’re also more ready to own outcomes. That mix—clear guardrails, free methods—makes collaboration smooth.

很多摩擦其實來自「只傳訊息、不對焦」。遠距或跨地點合作時，把重要對齊改成開鏡頭的短會議，效果通常比純語音或貼訊息好；像《天下學習》的訪談就建議，遠距帶人要善用多元管道，能看到彼此表情與畫面的溝通，會降低誤會、加快彼此進度。結束會議後，再用書面留下決策與待辦，大家就能回顧且不怕漏。 

Many conflicts come from text-only work. For remote or multi-site teams, switch important alignment to short, camera-on video calls; interviews summarized by CW Learning suggest using richer channels reduces misunderstanding and speeds progress. Wrap up with a written decision and next steps so everyone can review. 

在地最常看到的衝突，是年輕同事拒絕無效應酬、準時下班、對不合理任務說不。其實這些行為在輿情與媒體的觀察裡，都是出於「想把時間用在有效的地方」。與其貼標籤，不如把制度改成支持效率：把「飯局」改成有目的的一對一或小型工作坊；下班後的訊息，改成隔日非同步；提出質疑時，用決策邏輯與衡量指標回應，而不是比資歷、比情緒。同時，信任感也很重要——愛德曼《Trust at Work》指出，基層與高階對前景的樂觀度存在落差，當公司把決策理由、評估標準與訓練管道攤開來，揣測自然變少，配合度也會上來。

Common frictions in Taiwan include Gen Z declining empty socials, leaving on time, and pushing back on unclear tasks. Public data frames these as efficiency choices. Shift dinners into purposeful 1:1s or workshops; keep after-hours pings asynchronous; and answer challenges with logic and metrics, not seniority. Trust matters too—Edelman’s Trust at Work notes a gap in optimism between executives and associates; making decision logic, criteria, and training visible reduces speculation and raises buy-in.

總結一下：和 Z 世代合作，不是放任，而是把方向、邊界與節奏說清楚，然後讓他們在框架內把方法玩到最好。最後送你幾句英語好用句，今天就能用在開會或一對一裡：Can you walk me through your thinking?（帶我看看你的想法）；What does success look like here?（成功長什麼樣）；Let’s do quick check-ins every two weeks.（兩週一次短檢視）；You own the approach; I’ll own the guardrails.（方法你決定，我把關）；If you’re blocked, raise it early.（卡關請早說）。下次若你準備要派任務，就試著按這個節奏來。

In short, working with Gen Z means clear direction, clear guardrails, and a steady feedback rhythm—then let them optimize the “how.” Here are lines you can use today: Can you walk me through your thinking?; What does success look like here?; Let’s do quick check-ins every two weeks.; You own the approach; I’ll own the guardrails.; If you’re blocked, raise it early. Try this flow the next time you assign a task.

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