未來不會再有“職業” 只有工作

When Jean-Philippe Michel, a 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.

當職業教練吉恩-菲利普·米歇爾爲中學學生提供諮詢服務的時候，他不會使用“職業”這個詞。他也不會把重點放在幫助他的小客戶想清楚他們長大後想成爲的角色上，至少不會直接這麼做。

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. He’ll aim to get students to talk about a goal.

相反，他會根據每個學生想要獲得的技能來提出建議，而不是鼓勵每個人選擇一種職業，比如建築師或工程師。他的目的在於讓學生談一下目標。

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.

米歇爾表示，決定你想要掌握的技能會引領你走上一條更有目標性的職業道路，因此更可能會讓你滿意。

“They need to shift from thinking about jobs and careers to think about challenges and problems,” Michel says.

“他們需要從考慮工作和職業轉變爲思考挑戰和問題，”米歇爾說道。

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.

最重要的目的就是使下一代爲未來的職業做好準備，對許多人而言，他們的職業將由針對高薪技術工人的許多微工作組成，而不是從屬於一個老闆，一個公司，他說道。

Ultimately, developing precise goals helps teenagers plan for 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.

最後，制定精確的目標幫助青少年規劃一個“組合職業”。這種職業由某些不同的項目或角色組成，在今後十年中將更爲普遍，米歇爾說道。

“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, co-author of The Future Workplace Experience.

“你會不斷地獲取那些使你更有資格任職的技能，而不是去確定你的工作角色或職責，”《未來職場經驗》的共同作者珍妮·麥斯特說道。

More traditional companies are catching on and offering freelance-like project opportunities to their own employees. 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.

更多傳統型公司理解（這種趨勢）併爲他們自己公司的員工提供類似自由職業式的項目機會。職員被鼓勵根據個人的技能、或他們想要掌握的技能來選擇他們的下一個項目，而不是繼續呆在單一主管領導下的一個部門，這可能就意味着在這個公司的不同部門工作。

For companies, the payoff for experimenting with internal project-based opportunities means workers are less likely to jump from one company to the next. Micro-jobs can inspire a sense of entrepreneurial spirit and autonomy within a company, which in turn might keep us from job-hopping to the competition.

對公司而言，嘗試（爲員工提供）內部項目式機會的好處是職員不太可能會從一個公司跳槽到下一個公司。微工作可以在一個公司內部激發出一種創業精神和自主性，相應地可能會避免我們跳槽到競爭對手那裏。

But when it comes to forging a long-term career, there are drawbacks to creating a portfolio of work, say experts.

但當提到在長期的職業生涯中穩步前進的時候，制定一個工作組合也是有缺陷的，專家指出。

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

如果你不斷地從一個項目跳到下一個項目，這種變化可能會影響你，使你無法走上一條通往成功的清晰的道路。即使你定期完成了項目，但在職位上的晉升或改變的機會卻更少，這可能更難讓你覺得自己成功了，職業教練米歇爾說道。

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

當然，雖然一些公司正在嘗試，但要擺脫關於職業發展的傳統的思維方式還需要許多年去改變。

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

“去改變的最大障礙就是思維模式。”麥斯特說道。