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原來聽人說過，有些公司為了減少支出，會(huì)選擇跟有資歷的老員工解約，然后聘用工資要求更低的年輕員工。

在公司里，有資歷的老員工都屬于senior，而新來的年輕員工資歷尚淺，只能算是junior。
但是，最近的趨勢(shì)是，不少公司都開始采用這樣的策略，用junior級(jí)別的員工來取代senior員工。由此還出現(xiàn)了一個(gè)新的詞匯juniorization。

The “juniorization” is a phenomenon commonly seen in many businesses these days, where older/senior workers are being swiftly replaced by younger ones, all in the name of saving money.

“年輕化”是近期在很多行業(yè)都普遍出現(xiàn)的一種現(xiàn)象，即以節(jié)省開支的名義用年輕員工取代有資歷的老員工。

Recently, the focus on juniorization has increased as Wall Street banks began implementing it as a risky strategy to lower operating costs.

最近，隨著華爾街的銀行們也開始實(shí)行這一策略來降低運(yùn)營成本，人們對(duì)“年輕化”這一現(xiàn)象的關(guān)注也開始增多。

The chief executive at the investment-banking unit of a large firm explained this in simple terms: Headcount had stayed pretty stable at his firm, he said, but the makeup of that headcount had changed.

某集團(tuán)投行的首席執(zhí)行官是這樣解釋這一現(xiàn)象的：他們公司的員工總數(shù)基本保持穩(wěn)定，但是員工的構(gòu)成情況有所變化。

His bank had decided that it had too many expensive managing directors in some parts of its sales and trading business.

他所在的銀行認(rèn)為，他們某些銷售和交易部門的高薪總經(jīng)理人數(shù)過多。

Give junior employees better technology, he said, and they offered just as much value as a managing director would have in days gone by.

他表示，為年輕員工提供更好的技術(shù)的話，他們創(chuàng)造的價(jià)值就會(huì)跟一位總經(jīng)理過去創(chuàng)造的價(jià)值一樣多。

In other words, you don't need to pay an older trader or salesperson $1 million a year for experience and market savvy when you can give a junior trader some technology and the same knowledge at the end of a keyboard and mouse.

換句話說，年輕交易員在有了技術(shù)和相同的交易知識(shí)后就能辦到的事情，你就不必一年花一百萬美元養(yǎng)一個(gè)資深的交易員或者銷售員。

同時(shí)，也有人表示，隨著各類技術(shù)進(jìn)入工作領(lǐng)域，年紀(jì)略大的員工在使用新技術(shù)方面也顯得有些吃力。為了提高工作效率，雇傭更多年輕員工也是明智的選擇。

不過，有反對(duì)人士稱，員工隊(duì)伍重要的是多樣化(diversity)，不光要講性別、種族等方面的多樣化，在年齡構(gòu)成上也要多樣化。年長的員工憑借豐富的經(jīng)驗(yàn)指導(dǎo)年輕的員工，他們才會(huì)成長得更快。

小編認(rèn)為，年齡增長是自然規(guī)律，誰也不能避免。但是，只要堅(jiān)持學(xué)習(xí)，勇于接受和嘗試新知識(shí)、新技能，就不會(huì)被淘汰。