管理學(xué)畢業(yè)論文外文翻譯--吸引和留住人才

1、<p><b>　　外文翻譯：</b></p><p><b>　　吸引和留住人才</b></p><p>　　原文來源：Issue of Contractor Tools and Supplies Magazine 2005，03</p><p><b>　　譯文正文：</b></

2、p><p>　　吸引和留住企業(yè)中的優(yōu)秀雇員十分重要，高效率的雇員就是令人滿意的雇員，這樣的人才能為企業(yè)創(chuàng)造更好的業(yè)績。企業(yè)管理者有責(zé)任不斷地營造能讓人才樂意工作于其中的企業(yè)環(huán)境。</p><p>　　任何行業(yè)任何公司里的雇員都對公司有以下幾方面的需求，以下各方面是根據(jù)重要性和受重視的程度降序排列的。</p><p>　　1、樂趣：工作的樂趣包括期待上班工作以及下班時感覺

3、良好。具體的雇員對此有具體的不同的感受。工作的樂趣對于雇員來說可能是來自工作中的創(chuàng)意，成功地完成任務(wù)，看到自己的工作得到積極正面的結(jié)果，知道自己為別人做出了一些貢獻(xiàn)，或者得到來自他人的尊敬和認(rèn)可。一個有創(chuàng)意的雇員會因?yàn)樗膭?chuàng)意而成為一個高效率的人才。一個細(xì)心的雇員會樂意細(xì)致鉆研。如果將一個技術(shù)骨干推到管理層的職位，則未必能令他成為一個高效率的人才。崗位責(zé)任分工與個人的能力應(yīng)當(dāng)合理結(jié)合，才能實(shí)現(xiàn)最高的工作效率。</p>&l

4、t;p>　　2、金錢：當(dāng)雇員覺得只有錢是最重要的時候，就是當(dāng)他們認(rèn)為所得報酬與自身價值不符的時候。薪水能增加工作的樂趣，但不能取代工作的樂趣。僅僅受薪水驅(qū)動的雇員有可能與其他的雇員無法配合好工作。</p><p>　　3、安全感、福利：沒有人希望自己是下一個被辭退的人，也沒有人希望感受到公司內(nèi)部失控的形勢。福利對于某些雇員來說特別重要。針對具體雇員的需求的福利是最理想的，也是可以協(xié)商實(shí)現(xiàn)的。企業(yè)必須使雇員清

5、楚知道自己所能享有的福利，以及享有這些福利所需要先履行的責(zé)任和承擔(dān)的義務(wù)。</p><p>　　4、舒服、休假：人們對于安逸的概念的理解不盡相同。有些雇員認(rèn)為在離家近的地方工作就是舒服的，因?yàn)樗麄冇幸环N對家庭的需求感。雇員們需要靈活的或者額外的休假時間，其中有各種不同的原因。在這方面，企業(yè)雇主與雇員的積極協(xié)商是成功溝通的關(guān)鍵。</p><p>　　要使雇員獲得工作滿足感，以上所述就是先決條

6、件。當(dāng)雇員花時間去考慮這些問題，談?wù)撨@些問題，或者想追求這些條件的時候，也正是企業(yè)在這些方面做得不夠，導(dǎo)致雇員沒有高效率工作的時候。帶著滿足的感覺下班回家的雇員必然會期待第二天上班工作。這樣的雇員不僅會一直留守在企業(yè)，而且會在自己的工作崗位上有高效率的表現(xiàn)。</p><p>　　“員工是雇來完成具體工作任務(wù)的，而一個好的雇員清楚知道自己所在的位置以及想要達(dá)到的位置?！泵绹笮偷墓芾韺尤藛T招聘機(jī)構(gòu)的客戶代表達(dá)斯丁&

7、#183;福特這樣說，“而作為雇主的則當(dāng)然是觀察這樣的一個雇員如何做到創(chuàng)造效益或者節(jié)約成本。”福特的專長是為工業(yè)銷售界搜尋合適的人才或者填補(bǔ)企業(yè)職位空缺的人才。他早前在Motion Industries就職，已經(jīng)有5年的人才招聘工作經(jīng)驗(yàn)。</p><p>　　德里克布察兒與其姐姐米歇兒分別是其家族企業(yè)IBS公司的業(yè)務(wù)經(jīng)理和市場部副總監(jiān)。他們提出以下的觀點(diǎn)：“優(yōu)秀的雇員更看重的是待遇中的優(yōu)越方面，而不是明確的賠償金

8、，不是單單追求待遇中的金額?！彼赋?，“如今的雇員尋求的是一份‘整體’的職業(yè)，即包括良好的公司文化，職業(yè)道路，工作責(zé)任分工，以及工作與生活的協(xié)調(diào)平衡。這種平衡已經(jīng)日趨受到重視。即使一個企業(yè)能給雇員提供一切，雇員自己還是會希望有時間有空間與自己的家人共處?！?lt;/p><p>　　首先要確保新招募的雇員的素質(zhì)，認(rèn)定及留住資深雇員，再者就是發(fā)展有成長潛力的雇員。同時要關(guān)注表現(xiàn)欠佳的員工，去了解這類員工是否分配到了不適當(dāng)

9、的工作崗位，明確公司有無提供具體清晰的工作要求讓員工清楚明白自己的工作職責(zé)。如果員工的表現(xiàn)沒有達(dá)到預(yù)定的要求，企業(yè)管理者應(yīng)明確地反饋給員工知道。</p><p>　　的確，招聘面試是重要的一個環(huán)節(jié)。有的招聘者將其作為發(fā)掘適當(dāng)雇員的決定性的最后一步，也有的招聘者將面試作為判斷雇員素質(zhì)的第一步。面試是整個招聘過程中舉足輕重的一個環(huán)節(jié)，因?yàn)槿绻麤]有面試，就沒有即時的問答互動以及通過情景模擬來測試應(yīng)聘者隨機(jī)應(yīng)變的能力，那

10、就很難判斷應(yīng)聘者是否具有良好的素質(zhì)。關(guān)于面試的重要性向來都是仁者見仁，智者見智，而面試的具體方法則是有一定趨勢的。成功有效的面試要領(lǐng)包括以下幾方面：</p><p>　　1、做好準(zhǔn)備工作，準(zhǔn)備好要提問的問題。</p><p>　　2、針對所招聘的職位，理清應(yīng)聘者需要具備的素質(zhì)條件。如果面試官不止一人，更應(yīng)該提前共同作好準(zhǔn)備。</p><p>　　3、禮貌、守時，主動

11、。</p><p>　　4、令準(zhǔn)雇員感到正在應(yīng)聘的公司是一家很好的工作單位。</p><p>　　5、在適當(dāng)?shù)牡攸c(diǎn)進(jìn)行面試，排除干擾。</p><p>　　6、辦公室不是適宜的面試地點(diǎn)，應(yīng)選擇會議室或者私人休息室，或者其他確保不會被干擾的地點(diǎn)。</p><p>　　7、認(rèn)真傾聽，眼神交流，了解應(yīng)聘者。認(rèn)真聽?wèi)?yīng)聘者說話的內(nèi)容和看他們說話的方式，

12、可以判斷他們是否能良好地溝通表達(dá)，是否誠實(shí)。</p><p>　　8、給一些時間讓應(yīng)聘者針對公司和職位提問。借此機(jī)會向應(yīng)聘者宣傳介紹自己公司的情況和該職位的情況，使應(yīng)聘者有可能發(fā)揮潛力參與到企業(yè)中，創(chuàng)造更大的利益。</p><p>　　企業(yè)應(yīng)該將雇員當(dāng)作客戶般對待而不是當(dāng)作公司財產(chǎn)般對待。努力留住人才，如同努力留住客戶一樣。企業(yè)要致力于關(guān)注人才的利益，如同關(guān)注客戶的利益。凡是將雇員當(dāng)作數(shù)字

13、資產(chǎn)、當(dāng)作牟利工具的企業(yè)，都會蒙受人才流失帶來的損失。這是福特的補(bǔ)充觀點(diǎn)。</p><p>　　格洛斯指出，企業(yè)必須關(guān)注雇員的福利，根據(jù)員工的實(shí)際需要盡量靈活地提供福利。如果企業(yè)能在和員工親自溝通后推出有針對性的福利，必然使是員工隊(duì)伍士氣大振。如果一家企業(yè)里有員工已經(jīng)用完了規(guī)定內(nèi)的假期，而員工家屬突然有急癥，這樣的情況下企業(yè)管理者應(yīng)該首先讓員工去探視家屬，關(guān)于假期的問題事后再安排。企業(yè)應(yīng)建立與員工之間的和諧關(guān)系，

14、成為其生活中給予支持、扶持的力量來源之一。</p><p>　　布察兒和約翰曾在其雇員中進(jìn)行關(guān)于員工工作滿意度、喜好等方面的調(diào)查。調(diào)查表明其公司雇員的工作滿意度來自于該公司的良好財政形勢（66.7%員工的意見），優(yōu)厚福利（41.7%員工的意見）以及薪酬（33.3%員工的意見）。其他被提到的滿意原因還包括制度靈活性、工作安全感、同事關(guān)系、公司規(guī)模、與管理層人員的關(guān)系，以及受重視的感覺。有58%的員工表示他們最滿意的

15、就是目前的工作本身，25%的員工認(rèn)為工作滿意度的原因中薪水只是其中排在最后的一個原因。布察兒認(rèn)為值得注意的一點(diǎn)是，員工將企業(yè)的良好財政形勢作為工作滿意度的最大因素。此外，企業(yè)對于雇員的工作投入有所要求，使得雇員感到自己有受到重視的價值，也很滿意靈活的工作環(huán)境。</p><p>　　“我們建立了評估制度，大家自己決定自己的成功和快樂?！奔s翰說，“每個人都清楚自己所處的位置，我們不斷地搜集意見，每年與每個雇員見面談話

16、兩三次，給予雇員進(jìn)步的力量。那樣最終的效果是讓雇員認(rèn)識到他們要對自己負(fù)責(zé)。對于雇員將薪水作為滿意原因的排在最后的一個原因，我們覺得這一點(diǎn)很有意思。因?yàn)閷?shí)際上本公司的薪酬在本行業(yè)來講已經(jīng)是相對很高的水平，而本公司的雇員好象還覺得自己獲得的薪酬還不夠高?！?lt;/p><p>　　在招聘與留人中有三個大方面要注意：弄清楚人員流失的原因，經(jīng)濟(jì)上鼓舞員工，以及創(chuàng)造更好的工作環(huán)境。</p><p>　　

17、為什么有員工流失？當(dāng)這個問題出現(xiàn)時，必須要先弄清楚這個問題的答案再采取行動。然而許多公司招聘者在員工離職的時候卻沒有按這樣的思路正確處理。招聘方不應(yīng)等到有員工離職的時候才開始采取預(yù)防措施。他們應(yīng)當(dāng)開始從員工、從應(yīng)聘者的角度設(shè)想，有什么樣的理由能使求職者選擇在這一家而不是別家公司工作？</p><p>　　人員流失的許多原因與薪金并不無很大的關(guān)聯(lián)。離職的員工往往是因?yàn)槿说囊蛩囟x職，例如與管理層的沖突，沒有得到兌現(xiàn)

18、的承諾，或者意識到得不到欣賞、支持或適當(dāng)?shù)谋O(jiān)督指點(diǎn)。甚至有一些人員流動的原因完全與雇傭方無關(guān)的，例如是想在離家更近的地方工作。</p><p>　　雇傭方可通過以下幾個途徑鼓舞和挽留員工：</p><p>　　1、支付符合市場水平的薪酬。關(guān)于薪資水平的調(diào)查可以從有關(guān)機(jī)構(gòu)、招聘公司、甚至是網(wǎng)絡(luò)上獲取。任何一個值得挽留的員工都足夠聰明地去了解清楚自己所得的薪資是否符合市場行情。</p&g

19、t;<p>　　2、持股制度能鼓舞員工增加對企業(yè)的忠誠度。最忠誠的雇員，值得擁有企業(yè)的一部分股份。專家認(rèn)為這種制度能將人才流失率降低一半。</p><p>　　3、獎金和其他一些按表現(xiàn)獎勵的措施能穩(wěn)固員工對企業(yè)的忠誠度。多年來銷售業(yè)務(wù)員提成抽傭非常普遍，而如今這種做法也能作為參考應(yīng)用于其他類型的員工上。</p><p>　　利益能吸引和留住員工，但恰到好處的鼓勵和贊揚(yáng)則不需要

20、花費(fèi)大量的錢財，也可向員工傳達(dá)出積極的信息，增加其忠誠度，降低流失率。其他常用的激勵方式還包括報銷費(fèi)用給員工的學(xué)習(xí)項(xiàng)目、退休補(bǔ)貼、托兒津貼，以及為雙職工夫婦作時間靈活的工作安排。另外還有一些優(yōu)惠例如組織周末短程旅游，提供車輛租賃，優(yōu)惠辦理專業(yè)機(jī)構(gòu)的會員卡，配備臺式或筆記本電腦，配備手機(jī)，額外有薪假，贈送禮品，贈送健康健身中心會員卡等。企業(yè)在這方面可以發(fā)揮創(chuàng)意，只需確保員工認(rèn)識到這些優(yōu)惠福利中的價值所在。</p><p

21、>　　4、改善工作環(huán)境有助于維系雇員隊(duì)伍不流失。許多人與同事相處的時間甚至多于與家人相處的時間，并且會向同事尋求支持、鼓勵和贊賞。因此企業(yè)應(yīng)著力營造和諧友好的工作環(huán)境。</p><p>　　業(yè)界目前還流行一種方法，就是通過提供指導(dǎo)來留住員工，當(dāng)然這還是需要管理層立足于集體意識來落實(shí)。福特表示：“所謂指導(dǎo)，就是企業(yè)內(nèi)有專人專門回答員工關(guān)于公司文化，責(zé)任義務(wù)，晉升機(jī)會之類的問題。許多公司已經(jīng)因此成功降低人員流失

22、率，相信隨著廣泛的傳播，這種途徑會被更加多的企業(yè)所采用。許多企業(yè)還提供例如海上游艇巡游、假期等，獎勵‘優(yōu)秀’員工，同時也是激勵‘良好’員工向‘優(yōu)秀’員工看齊?！?lt;/p><p>　　根據(jù)美國圣地亞哥州的“創(chuàng)意領(lǐng)導(dǎo)中心”報告指出，那些給雇員提供發(fā)展空間、良好溝通以及其他積極正面因素的公司，都維持很低的人員流失率，而創(chuàng)造企業(yè)利潤可多出20%。</p><p>　　5、為雇員規(guī)劃職業(yè)生涯。這樣做

23、的好處是幫助雇員了解自己的努力目標(biāo)，使其工作有實(shí)際的方向和積極的意義。</p><p>　　6、鼓勵開放式的對話。與雇員分享公司運(yùn)作和財政狀況有助于建立雇傭方和受雇方之間的信任。最終會使雇員對企業(yè)有主人翁的精神，成為長期留守企業(yè)的力量。</p><p>　　7、傾聽員工的意見。設(shè)立意見建議信箱，每周或每月獎勵好的員工意見和建議。</p><p>　　8、組建和諧團(tuán)隊(duì)

24、。提供獎勵計劃，對員工的工作表現(xiàn)和成績予以認(rèn)可和獎勵。定期舉辦企業(yè)內(nèi)部的交流活動，以營造親切熱情的氛圍。</p><p>　　另外，考慮以下幾點(diǎn)，可以有助于維持員工隊(duì)伍以及招募合適的人選來填補(bǔ)職位空缺：</p><p>　　1、完善當(dāng)前的為搜尋、吸引有潛力的雇員而投放的廣告和市場營銷計劃。</p><p>　　2、使用網(wǎng)上招聘的途徑。</p><

25、p>　　3、與相關(guān)機(jī)構(gòu)、供應(yīng)商、同行等建立關(guān)系網(wǎng)。</p><p>　　4、制定規(guī)定，獎勵成功推薦合適新雇員的現(xiàn)有雇員。</p><p>　　5、留意人力資源市場發(fā)生的變化。</p><p>　　6、參加招聘會，參觀大學(xué)院校，并且適當(dāng)?shù)馗M(jìn)。</p><p>　　7、在內(nèi)部招聘的同時，尋求專業(yè)招聘機(jī)構(gòu)作為輔助的招聘手段。</p&g

26、t;<p>　　隨著市場的不斷的競爭，企業(yè)的成功越來越多地決定于招聘者在人力資源管理上的能力和策略。歸根到底，重點(diǎn)即是在于吸引人才和維持企業(yè)人才隊(duì)伍的忠誠度，降低人員流失率。</p><p>　　在維系雇員隊(duì)伍、挽留人才上，也是有底線的。企業(yè)領(lǐng)導(dǎo)人屬下的經(jīng)理人的管理能力，對于能否留住底下的人才，起著重要的影響。調(diào)查顯示，多數(shù)員工辭職并不真的是告別公司告別工作，而是告別經(jīng)理告別主管。</p>

27、;<p>　　管理層中的經(jīng)理如果僅僅是為人隨和、受歡迎，是遠(yuǎn)遠(yuǎn)不夠的。誠然，一個受喜愛的經(jīng)理能從員工身上加分，對企業(yè)好感加分，而一個刻薄的令人討厭的經(jīng)理則相反。然而作為真正善于留人的經(jīng)理或主管都知道，要控制企業(yè)員工流失的情況，管理的質(zhì)量是一個關(guān)鍵因素。</p><p>　　懂得有效管理的經(jīng)理人能避免或降低員工的流失。這類型的經(jīng)理挽留員工的第一步就是在一開始的時候向員工清晰說明對員工在工作上的要求和期

28、望，向員工描繪符合預(yù)期的工作表現(xiàn)所能帶來的成功，這種成功是雇傭雙方共同的成功。他們還會頻繁地與員工進(jìn)行溝通，使得互相溝通后員工感到受重視，并認(rèn)為自己有信心完成工作任務(wù)。</p><p>　　員工對于經(jīng)理們和主管們的抱怨主要包括以下一些方面，也就是他們決定辭職的緣故：</p><p>　　1、他們沒有清晰說明對員工的工作要求和期望 </p><p>　　2、他們沒有清

29、晰說明員工晉升的空間和加薪的可能 </p><p>　　3、他們沒有經(jīng)常與員工會面和談話</p><p>　　4、他們沒有為員工指出可以通過員工努力而達(dá)到的工作上的目標(biāo)</p><p>　　當(dāng)經(jīng)理試圖挽留員工而沒有成功時怎么辦？如果一個經(jīng)理沒有成功地挽留要辭職的員工，那么很可能只有兩種原因：一是他可能沒有能力加強(qiáng)他對在職員工的管理和合理的評價員工，二是他可能是不愿意

30、加強(qiáng)對員工的管理和合理的評價。一個經(jīng)理在職時期如果有不少重要的優(yōu)秀的員工離職，就說明他不足以繼續(xù)擔(dān)當(dāng)管理者的角色。如果這樣的經(jīng)理選擇爭取留下，就必須努力做到有成績有表現(xiàn)有貢獻(xiàn)。經(jīng)理本身也是企業(yè)主屬下的員工，如果他們無法進(jìn)步，企業(yè)的最高管理者就應(yīng)當(dāng)讓這樣的經(jīng)理離開企業(yè)，而不是等到他們對企業(yè)造成負(fù)面影響的時候才去辭退他們。</p><p>　　如果采用前文所列出的挽留雇員的方法，大多數(shù)經(jīng)理們將會成為成功挽留人才、降低

31、企業(yè)人員流失率的，成為合格的經(jīng)理人。企業(yè)最高管理者對企業(yè)經(jīng)理的栽培投資，能給企業(yè)帶來持續(xù)的發(fā)展。畢竟歸根到底，一個企業(yè)的成功核心在于企業(yè)雇傭怎么樣的員工，留用怎么樣的人才。</p><p><b>　　原文正文：</b></p><p>　　Attract and keep good employees</p><p>　　by Frederi

32、ck </p><p>　　Published in the March 2005 issue of Contractor Tools and Supplies magazine. </p><p>　　Attracting and retaining good employees is very critical. Company owners and management have t

33、o take the responsibility and efforts to create an environment where good employees are willing to work in and stay.</p><p>　　An employee in any business wants the following - in descending order of importan

34、ce or weight. </p><p>　　1. Pleasure - Job pleasure includes looking forward to going to work and feeling satisfied when the day is done. What that means will be different for each employee. It may come from

35、being creative, successfully carrying out an assignment or task, seeing a positive result from their actions, knowing they've contributed to someone else's good or receiving respect and recognition from others.&l

36、t;/p><p>　　A creative person will be most productive being creative. A detail-oriented person will enjoy digging into the minutia. Moving a technical genius into an administrative position probably isn't go

37、ing to be productive - anywhere. Job duties and individual personal qualities need to come together in order to maximize productivity. </p><p>　　2. Money - For most employees, money is only important when it

38、 feels like the pay does not match perceived value. Money can add to job pleasure, but does not replace it. Those who are driven by money alone may have trouble aligning with the rest of the team. </p><p>　　

39、3. Comfort/Time-Off - Everyone has a different definition of comfort. For some people working close to home is a comfort because of family needs. Flexible time or extra time off may be needed for a variety of reasons. Wi

40、llingness to negotiate is the key to success here.</p><p>　　4. Security/Benefits - No one wants to feel like they may be the next to go or that the company is in dire circumstances out of their control. Bene

41、fits are more important to some than to others. Benefits that fit the needs of each individual are ideal and may be negotiable. Make sure the employee understands their benefits and their responsibility in order to recei

42、ve them.</p><p>　　These are the prerequisites needed to experience job satisfaction. Any time an employee spends thinking about, talking about or pursuing any of these is unproductive time.The guy who goes h

43、ome at the end of the day feeling satisfied will look forward to coming to work tomorrow. He will not only stay on board, he will be highly productive while he's there.</p><p>　　A productive employee is

44、a satisfied employee. Productive, satisfied employees create successful businesses. It's management’s job to create the environment that enables employees to feel satisfied on a consistent basis.</p><p>

45、　　Interviewing is almost an essential part for all companies to recruit new staff. For some companies, it's a definitive avenue into figuring out a potential hire; for others, it's a preliminary step into decidin

46、g if this person would be good for the company. </p><p>　　Interviewing is the pivotal part of this whole process, because how else can you know if the potential employee is good, unless you ask questions, pu

47、t them in situations, and test them for their ability to think on their feet? The ultimate importance of the interview is always up for debate, but how it is approached seems to be trending. </p><p>　　Conduc

48、ting a Successful Interview</p><p>　　1.Be prepared; know what questions you’re going to ask.</p><p>　　Research the position, identify skills a qualified candidate should possess; if there is mor

49、e than one person doing the interview, work together and be ready.</p><p>　　2.Be courteous; be on time; put YOUR best foot forward.</p><p>　　Show potential employees that your company is a great

50、 place to work.</p><p>　　3.Conduct the interview in a comfortable place; eliminate interruptions.</p><p>　　Your office is not a good place to conduct an interview. Use a conference room, private

51、 break area or other room where you won’t be interrupted.</p><p>　　4.Listen attentively; make eye contact; get to know the applicant.</p><p>　　You can learn a great deal about a person by simply

52、 listening to what they say and how they say it. Do they communicate well? Are they being honest? Listen and you’ll know.</p><p>　　5.Give the applicant time to ask questions about the company and the job.<

53、;/p><p>　　Sell the position and the organization; create goodwill. This person has the potential to increase your profits.</p><p>　　Companies that approach their employees as numbers, and treat the

54、m as nothing but vessels from which to get money and revenue, fail at retaining their people, he adds. </p><p>　　"You have to be concerned about their welfare, and give them flexibility when they need i

55、t," says Groce. "If a company could provide some kind of day care, or anything like that with a personal touch, that would be a huge boon to their people. How about an employee with no more vacation time and an

56、 emergency illness with his mother? You tell him to go to her, and that vacation time can be figured out later. You need to cement the relationship as a supportive force in their lives." </p><p>　　Emplo

57、yees’ satisfaction</p><p>　　Butcher and St. John conducted a survey of their own employees to find out about their job satisfaction and what they like, or don't like, about their job. The company's f

58、inancial health (66.7 percent) far outpaced benefits (41.7 percent) and salary (33.3 percent) as reasons for their satisfaction with their jobs. Other factors cited include flexibility, job security, relationship with co

59、lleagues, company size, relationship with management and feeling of being valued. Fifty-eight percent said th</p><p>　　"I think that their citing the company's financial health as their biggest reas

60、on for satisfaction is significant," says Butcher. "We asked them for their input, and it's noted that they feel valued and appreciate the flexible working environment." </p><p>　　Of IBS&#

61、39;s 12 employees, the newest has been there four months, and the longest tenure is 20 years. The other 10 have been with the company for an average of nine years. </p><p>　　"We've set up an apprais

62、al system, and the people here are responsible for their own success and happiness," says St. John. "Everyone knows where they stand. We solicit opinions constantly. We meet with each employee and appraise them

63、 two or three times a year, and give them the power to improve themselves. Ultimately that creates a feeling that they are responsible for themselves. But that they cited salary as what they like least is interesting, si

64、nce most are overpaid comparatively in the ind</p><p>　　There are three parts to employee recruiting and retention: Identifying why employees leave; appreciating employees financially; and creating a better

65、working environment.</p><p>　　Why do employees leave? When a problem arises on the jobsite, everything comes to a halt until the problem is identified and corrected. Contractors rarely follow the same proces

66、s when an employee leaves.</p><p>　　Employers don’t have to wait until an employee leaves to begin taking preventive measures. They can begin by asking themselves, “If I were looking for a job, why would I w

67、ant to work for my company?”</p><p>　　Many of the underlying reasons employees leave have little to do with money. They often leave because of a human factor such as management conflict, broken promises, or

68、perceived lack of appreciation, support or direction. Still others have nothing to do with the employer, such as a need to be physically closer to family.</p><p>　　Financial steps to employee stability</p

69、><p>　　Companies can do several things to appreciate employees financially. The first is to pay market wages. Associations, recruitment firms and even the Internet make compensation surveys readily available. A

70、ny employee worth keeping is smart enough to monitor these figures to make sure he or she is getting paid fair market value.</p><p>　　1.Stock plans can encourage loyalty. The most loyal employee is the one w

71、ith ownership in the firm. Corey M. Rosen, the executive director for the National Center for Employee Ownership, states a strong stock plan can cut employee turnover in half.</p><p>　　2.Bonuses or other per

72、formance-based pay scales can instill loyalty. Payment on commission has been common for salespeople for years and it’s now becoming more prevalent for operations employees to earn compensation through bonuses and/ or co

73、mmissions.</p><p>　　3.Benefits can entice and retain workers. Perks don’t have to cost a great deal of money and the message they send to the employee can increase loyalty and reduce turnover.</p><

74、;p>　　A lot of companies also give incentives such as cruises, vacations and the like. It rewards the 'great' employee, and motivates the 'good' employee to become great.</p><p>　　Other com

75、mon incentives include reimbursement for tuition on qualified programs, retirement plans, child-care subsidies and flexible schedules for working parents. </p><p>　　Other benefits can be weekend excursions,

76、 leased vehicles, memberships in professional organizations, computers/laptops, cellular phones, additional paid days off, gifts and health club memberships. You can be creative; just make sure the employee perceives val

77、ue in the benefit.</p><p>　　4.Improving the work environment can help retain employees. Most people spend more time with co-workers than with their families and look to fellow workers for support, encouragem

78、ent and appreciation.</p><p>　　"With mentoring, someone is always there to answer questions on company culture, responsibilities, promotional opportunities and the like," says Ford. "A lot of

79、companies find that it's been very successful, and I think, it will become more popular as word travels." </p><p>　　The Center for Creative Leadership in San Diego reports that firms offering employ

80、ee development, good communication, ethical practices and other positive human factors enjoy greater retention rates and 20 percent higher profits. Here are some non-financial tools some employers use to help boost reten

81、tion rates: </p><p>　　5.Develop a career plan with employees. Help employees develop a career plan so they understand where they are going and why it makes sense to achieve those goals. </p><p&g

82、t;　　6.Foster open dialog. Sharing operating and financial information helps build trust between employer and employee. It ultimately invests them with a feeling of ownership in the company and, in turn, a long-term stake

83、 in its future.</p><p>　　7.Listen to employees. Make suggestion boxes available and offer a reward for the suggestion of the week or month.</p><p>　　8.Build your team. Provide reward programs th

84、at recognize performance and achievement. Hold regular company socials to build rapport and enthusiasm.</p><p>　　Tips to attract quality employees</p><p>　　There are several tools that can help

85、you find employees to fill open or new positions. Consider:</p><p>　　1.Develop ongoing advertising and marketing programs targeted to potential employees.</p><p>　　2.Use computer-based recruitme

86、nt.</p><p>　　3.Network with associations, suppliers, owners and peers.</p><p>　　4.Establish a program that pays employees for successful referrals.</p><p>　　5.Be visible wherever th

87、e labor pool frequents, such as at industry associations and related events.</p><p>　　6. Visit job fairs and colleges and follow up on any leads.</p><p>　　7.Use a specialty recruitment firm to s

88、upplement your internal hiring efforts.</p><p>　　As competition continues, success will be judged more on the employer’s abilities and strategies on human resource management. All these point to the importan

89、ce of attracting and maintaining a loyal work force and a higher retention. </p><p>　　There is a bottom line when it comes to employee retention. The quality of the supervision an employee receives is critic

90、al to employee retention. Surveys show that most people leave managers and supervisors more often than they leave companies or jobs.</p><p>　　It is not enough that the manager is well-liked or a nice person.

91、 Sure, a nice, likeable manager earns you some points with your employees. A draconian, nasty, or controlling manager takes points away from your organization. But, a manager or supervisor, who is a pro at employee reten

92、tion, knows that the quality of the supervision is the key factor in employee retention.</p><p>　　Effective Managers Create Employee Retention</p><p>　　Managers who retain staff start by communi

93、cating clear expectations to the employee.They share their picture of what constitutes success for the employee in both the expected deliverables from and the performance of their job. </p><p>　　These manage

94、rs provide frequent feedback and make the employee feel valued. When an employee completes an exchange with a manager who retains staff, he or she feels empowered, enabled, and confident in their ability to get the job d

95、one.</p><p>　　Employee complaints about managers and supervisors center on these areas. Employees leave managers who fail to:</p><p>　　1.provide clarity about expectations, </p><p>

96、　　2.provide clarity about career development and earning potential, </p><p>　　3.give regular feedback about performance</p><p>　　4.hold scheduled meetings, and </p><p>　　5.provide a

97、 framework within which the employee perceives he can succeed.</p><p>　　What if a Manager Fails at Employee Retention?</p><p>　　If a manager fails at employee retention, the chances are good tha

98、t the manager has been unable or unwilling to develop their ability to manage and value people across the board. Managers who exhibit a pattern in which their key employees leave your organization cannot retain their man

99、agement role.</p><p>　　If they choose to stay, however, they must commit to being effective, contributing employees. If the manager cannot make this leap, you will need to let the manager go before their neg

100、ativity impacts the rest of your workplace.</p><p>　　Given the retention tips mentioned in previous parts, most managers will be able to become managers who retain their best employees. Your investment in yo