By+Alina+Dizik++廖鵬程

在做職業(yè)規(guī)劃時(shí)，你還以為自己只需圍繞單一的職業(yè)角色進(jìn)行規(guī)劃就夠了？那你可out啦！未來，“組合型職業(yè)”將漸漸流行：你盡可以結(jié)合自身的技能和專長，身兼多職，同時(shí)從事多項(xiàng)既能勝任又喜歡的工作。怎么樣？聽起來不錯(cuò)吧？那就別再固守傳統(tǒng)的職業(yè)觀啦！何不快快轉(zhuǎn)變思路，擁抱職業(yè)發(fā)展的新方向？

身兼多職：

職業(yè)規(guī)劃新方向

When Jean-Philippe Michel， an Ottawa-based career coach， works with secondary school students， he doesnt 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.

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

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，” hell aim to get students to talk about a goal， in this case “using empathy in a medical setting.”

It might seem a bit esoteric1）， but the twist in language helps boil down2） real objectives. And sometimes those dont jibe with3） 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 thats 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.

“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 X4） or even older millennials5）， but its not so out of the realm of thinking for younger people， who are already narrowing down their university studies.

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-jobs6） aimed at well-paid skilled workers， and not a single boss and company， he says.

Ultimately， developing precise goals helps teenagers plan for what many call a “portfolio career7）.” This type of career is made up of somewhat disparate8） projects or roles and will be more prevalent in the next decade， says Michel.

“They are going to have to carve out a niche9） thats more specific than it once was，” he believes.

The Demise10） of Traditional

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

“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.

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

The precursor11） for this shift is already here； its 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. Theres “a real mishmash12） of tasks within a role. Its already becoming difficult to come up with [job] titles，” says Rogers.

Internal Freelancer？

The idea of building a portfolio career has been around since the late 1980s， tapping into13） the dreamy interest many of us have in forging a one-of-a-kind career path. 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. Now that the technology has created more opportunities in the gig economy14）—think Uber， Instacart15） or TaskRabbit16）—the micro-job concept is making its way up the professional ranks.

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-pick17） projects to fill specific gaps for the company rather than staying in a more structured role， says Meister. 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 its working， although theyve yet to study return on investment of the effort.

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.

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.

Forging a Career Path

Choosing where and how you work seems fun， right？ But when it comes to forging a long-term career， there are drawbacks18） to creating a portfolio of work， say experts.

If you constantly hop from one project to the next， the change can be jarring19） and leave you without a clear path to benchmark success. With fewer promotions and changes to job titles， it can be more difficult to feel like youre succeeding even if youre regularly completing projects， says career coach Michel. Whats more， our identity is often wrapped up in the type of work we do， which doesnt really fit the micro-job collecting life.

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

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

讓-菲利普·米歇爾是渥太華的一名職業(yè)指導(dǎo)師。在指導(dǎo)中學(xué)生時(shí)，他不會(huì)使用“職業(yè)”一詞，也不會(huì)將工作重心放在幫他的小客戶們弄明白自己長大后想要做什么上，起碼不會(huì)直接這么做。

對(duì)他來說，就沒有決定長大后要從事什么職業(yè)這回事兒。

他不會(huì)鼓勵(lì)人人都去選擇一份職業(yè)，比如建筑師或工程師，而是逆向引導(dǎo)，從每名學(xué)生想要獲得的技能著手。所以，他會(huì)努力讓學(xué)生們?nèi)フ務(wù)撘粋€(gè)目標(biāo)，拿當(dāng)醫(yī)生的例子來說，談?wù)劇霸谝粋€(gè)醫(yī)療環(huán)境中運(yùn)用移情”，而不是說“我想要成為一名醫(yī)生”。

這可能顯得有點(diǎn)難以理解，但是，這種語言上的變化有助于明確真正的目標(biāo)。有時(shí)候，這些目標(biāo)與某個(gè)職業(yè)，甚至是你一開始可能設(shè)想過的想要的職業(yè)選擇并不一致。反過來，米歇爾聲稱，確定你想要使用的技能將引領(lǐng)你找到目標(biāo)更加明確的事業(yè)，因而更有可能給你帶來滿足感。而引領(lǐng)你從一件事投入到下一件事的，也可能不是一份工作，而更有可能是一組項(xiàng)目和工作場景。

“他們需要轉(zhuǎn)變思維，將思考的重點(diǎn)從工作和事業(yè)轉(zhuǎn)到挑戰(zhàn)和問題上來。”米歇爾說。對(duì)有些人來說，比如X一代甚至是千禧一代中年齡較大的一些人，這說起來容易做起來難；但對(duì)于那些更年輕的人而言，這并不是什么超乎想象的事，他們已經(jīng)開始把大學(xué)學(xué)習(xí)的范圍集中在更細(xì)分的領(lǐng)域。

米歇爾說，歸根結(jié)底，這樣做的目的是要讓下一代做好準(zhǔn)備，去面對(duì)未來的職業(yè)生涯。對(duì)很多人來說，未來的職業(yè)生涯將由許多面向高薪技術(shù)工人的微工作組成，而不是限定于某一個(gè)老板或某一家公司。

從根本上說，制定清晰的目標(biāo)有助于青少年為很多人所說的“組合型職業(yè)”進(jìn)行規(guī)劃。米歇爾稱，未來十年，這種由不盡相同的一些項(xiàng)目或職責(zé)組成的職業(yè)類型會(huì)更加普遍。

他認(rèn)為：“學(xué)生們將不得不開創(chuàng)比以往更加明確、具體的事業(yè)?！?/p>

傳統(tǒng)的消亡

未來主義者和人力資源主管們認(rèn)為，我們的工作生涯將由同時(shí)進(jìn)行的多個(gè)長期項(xiàng)目或任務(wù)構(gòu)成。

《未來職場體驗(yàn)》一書的共同作者、來自紐約的珍妮·邁斯特說：“你將根據(jù)什么能提升你的就業(yè)能力去不斷增加技能，而不是去確定你的工作職責(zé)或內(nèi)容?！?/p>

你如果更年輕，這很可能會(huì)意味著你有能力去追求靈活和激情，而不是進(jìn)入一個(gè)更加傳統(tǒng)的職業(yè)，比如會(huì)計(jì)、市場營銷或金融。

這種轉(zhuǎn)變的先兆已經(jīng)出現(xiàn)了。埃絲特·羅杰斯表示，即便是在同一家公司內(nèi)，一個(gè)人擔(dān)負(fù)多種不同職責(zé)的情況正變得越來越普遍。羅杰斯在多倫多一家名為“創(chuàng)意時(shí)裝”的創(chuàng)意設(shè)計(jì)公司工作，她的工作職責(zé)之一是客戶工作。除此之外，她還幫忙出版一本有關(guān)職場洞見與展望的季刊。工作時(shí)間之外，她還做角色配音表演?！耙粋€(gè)人的職責(zé)中確實(shí)混雜著各種工作，已經(jīng)很難用[工作]頭銜來描述了。”羅杰斯說。

內(nèi)部自由職業(yè)者？

打造組合型職業(yè)的理念自20世紀(jì)80年代末以來就一直存在，利用了我們中很多人對(duì)開創(chuàng)獨(dú)一無二的事業(yè)道路持有的不切實(shí)際的興趣。但直到不久之前，該理念都是理論多于實(shí)踐，由于缺乏技術(shù)，使得尋找新的機(jī)會(huì)很費(fèi)時(shí)間。如今既然技術(shù)在零工經(jīng)濟(jì)中創(chuàng)造出了更多的工作機(jī)會(huì)——想想優(yōu)步、速達(dá)或任務(wù)兔子——微工作理念將為越來越高的職務(wù)所接納。

邁斯特說，越來越多的傳統(tǒng)企業(yè)有了這方面的意識(shí)，并為自己的員工提供類似自由職業(yè)的項(xiàng)目機(jī)會(huì)。比如IT巨頭思科和金融服務(wù)公司萬事達(dá)卡，都在測(cè)試所謂的“內(nèi)部流動(dòng)平臺(tái)”。邁斯特稱，這種平臺(tái)允許員工挑選項(xiàng)目，為公司填補(bǔ)一些具體的空缺，而不是讓其一直待在某個(gè)更加結(jié)構(gòu)化的職位上。公司鼓勵(lì)員工根據(jù)自己已有的技能或是想要培養(yǎng)的技能來選擇接下來要做的項(xiàng)目，而不是繼續(xù)待在一個(gè)部門受一位上司的領(lǐng)導(dǎo)。這意味著員工可以在公司的不同部門工作。她說這種機(jī)制已經(jīng)開始起作用了，雖然公司尚未研究這種嘗試的投資回報(bào)率。

邁克爾·斯塔爾是美國威斯康星州一家名為“人力集團(tuán)”的全球化人力資源咨詢公司的資深副總裁。他表示，越來越多的公司正在要求建立類似的機(jī)制。

來自美國加利福尼亞州的未來主義者、《員工體驗(yàn)優(yōu)勢(shì)》一書的作者雅各布·摩根聲稱，對(duì)企業(yè)而言，進(jìn)行內(nèi)部項(xiàng)目機(jī)會(huì)試驗(yàn)的回報(bào)在于降低了員工跳槽的可能性。他解釋說，微工作能激起一種企業(yè)家精神，使人感覺自己在公司內(nèi)部可以自主，這反過來會(huì)防止員工跳槽去競爭對(duì)手那兒。

設(shè)計(jì)職業(yè)路徑

選擇在哪兒工作、怎樣工作似乎很有趣，是吧？但專家們認(rèn)為，當(dāng)涉及長期的職業(yè)發(fā)展時(shí)，打造組合型工作就有一些劣勢(shì)。

你如果不斷地從一個(gè)項(xiàng)目跳到另一個(gè)項(xiàng)目，這種變化可能會(huì)令你覺得不舒服，而且使你無法走出一條清晰的路徑，引領(lǐng)你取得標(biāo)準(zhǔn)意義上的成功。職業(yè)指導(dǎo)師米歇爾聲稱，由于職務(wù)晉升和工作頭銜的變化都會(huì)更少，你即便經(jīng)常完成各種項(xiàng)目，也很難覺得自己正在取得成功。還有，我們的身份常常被我們所從事的工作所裹挾，這其實(shí)不適合那種微工作匯集型的生活。

當(dāng)然，盡管一些企業(yè)正在進(jìn)行試驗(yàn)，但要擺脫傳統(tǒng)的職業(yè)發(fā)展觀念可能還需要好多年的時(shí)間。

邁斯特說：“改變過程中最大的障礙，是思想觀念?！?/p>

1. esoteric [?es???ter?k] adj. 深?yuàn)W難懂的，難理解的

2. boil down：壓縮，簡化

3. jibe with：相一致，符合

4. Gen X：即X一代（Generation X），指出生于20世紀(jì)60年代早期至70年代末期的人。

5. 即千禧一代（Millennial Generation），也稱Y一代（Generation Y），指1980年以后出生、2000年左右達(dá)到合法飲酒年齡的人。

6. micro-job：微工作，指可通過網(wǎng)絡(luò)預(yù)訂的臨時(shí)性的任務(wù)式工作，如虛擬助理、網(wǎng)站設(shè)計(jì)等。微工作雇員是獨(dú)立的合同工。

7. portfolio career：組合型職業(yè)（綜合自身各種技能和專長，從事多份兼職的新型職業(yè)類型）

8. disparate [?d?sp（?）r?t] adj. 完全不同的

9. carve out a niche：創(chuàng)造出一個(gè)合適的位置

10. demise [d??ma?z] n. 終止；失敗；職位（或地位）的喪失

11. precursor [pri??k??（r）s?（r）] n. 預(yù)兆，先兆

12. mishmash [?m???m??] n. 混雜物，大雜燴

13. tap into：著手利用

14. gig economy：零工經(jīng)濟(jì)，指大公司逐漸裁員縮減規(guī)模，只剩核心管理層，并將大部分工作承包出去，由自由職業(yè)者或小團(tuán)隊(duì)來做。

15. Instacart：速達(dá)，舊金山一家超市物品快送創(chuàng)業(yè)公司

16. TaskRabbit：任務(wù)兔子，一個(gè)能發(fā)布和認(rèn)領(lǐng)任務(wù)的社區(qū)網(wǎng)站平臺(tái)

17. cherry-pick：挑選最佳的一個(gè)

18. drawback [?dr???b?k] n. 缺點(diǎn)，缺陷

19. jarring [?d?ɑ?r??] adj. 不舒服的