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(lái)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(mǎn)意的雇員，這樣的人才能為企業(yè)創(chuàng)造更好的業(yè)績(jī)。企業(yè)管理者有責(zé)任不斷地營(yíng)造能讓人才樂(lè)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(duì)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(lè)趣：工作的樂(lè)趣包括期待上班工作以及下班時(shí)感覺(jué)

3、良好。具體的雇員對(duì)此有具體的不同的感受。工作的樂(lè)趣對(duì)于雇員來(lái)說(shuō)可能是來(lái)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(lái)自他人的尊敬和認(rèn)可。一個(gè)有創(chuàng)意的雇員會(huì)因?yàn)樗膭?chuàng)意而成為一個(gè)高效率的人才。一個(gè)細(xì)心的雇員會(huì)樂(lè)意細(xì)致鉆研。如果將一個(gè)技術(shù)骨干推到管理層的職位，則未必能令他成為一個(gè)高效率的人才。崗位責(zé)任分工與個(gè)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(qián)：當(dāng)雇員覺(jué)得只有錢(qián)是最重要的時(shí)候，就是當(dāng)他們認(rèn)為所得報(bào)酬與自身價(jià)值不符的時(shí)候。薪水能增加工作的樂(lè)趣，但不能取代工作的樂(lè)趣。僅僅受薪水驅(qū)動(dòng)的雇員有可能與其他的雇員無(wú)法配合好工作。</p><p>　　3、安全感、福利：沒(méi)有人希望自己是下一個(gè)被辭退的人，也沒(méi)有人希望感受到公司內(nèi)部失控的形勢(shì)。福利對(duì)于某些雇員來(lái)說(shuō)特別重要。針對(duì)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(duì)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(duì)家庭的需求感。雇員們需要靈活的或者額外的休假時(shí)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(mǎn)足感，以上所述就是先決條

6、件。當(dāng)雇員花時(shí)間去考慮這些問(wèn)題，談?wù)撨@些問(wèn)題，或者想追求這些條件的時(shí)候，也正是企業(yè)在這些方面做得不夠，導(dǎo)致雇員沒(méi)有高效率工作的時(shí)候。帶著滿(mǎn)足的感覺(jué)下班回家的雇員必然會(huì)期待第二天上班工作。這樣的雇員不僅會(huì)一直留守在企業(yè)，而且會(huì)在自己的工作崗位上有高效率的表現(xiàn)。</p><p>　　“員工是雇來(lái)完成具體工作任務(wù)的，而一個(gè)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。”美國(guó)大型的管理層人員招聘機(jī)構(gòu)的客戶(hù)代表達(dá)斯丁&

7、#183;福特這樣說(shuō)，“而作為雇主的則當(dāng)然是觀察這樣的一個(gè)雇員如何做到創(chuàng)造效益或者節(jié)約成本。”福特的專(zhuān)長(zhǎng)是為工業(yè)銷(xiāo)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(chǎng)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。”他指出，“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(gè)企業(yè)能給雇員提供一切，雇員自己還是會(huì)希望有時(shí)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(zhǎng)潛力的雇員。同時(shí)要關(guān)注表現(xiàn)欠佳的員工，去了解這類(lèi)員工是否分配到了不適當(dāng)

9、的工作崗位，明確公司有無(wú)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(méi)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(gè)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(gè)招聘過(guò)程中舉足輕重的一個(gè)環(huán)節(jié)，因?yàn)槿绻麤](méi)有面試，就沒(méi)有即時(shí)的問(wèn)答互動(dòng)以及通過(guò)情景模擬來(lái)測(cè)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(lái)都是仁者見(jiàn)仁，智者見(jiàn)智，而面試的具體方法則是有一定趨勢(shì)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(wèn)的問(wèn)題。</p><p>　　2、針對(duì)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(shí)，主動(dòng)

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(huì)議室或者私人休息室，或者其他確保不會(huì)被干擾的地點(diǎn)。</p><p>　　7、認(rèn)真傾聽(tīng)，眼神交流，了解應(yīng)聘者。認(rèn)真聽(tīng)?wèi)?yīng)聘者說(shuō)話的內(nèi)容和看他們說(shuō)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(chéng)實(shí)。</p><p>　　8、給一些時(shí)間讓?xiě)?yīng)聘者針對(duì)公司和職位提問(wèn)。借此機(jī)會(huì)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(hù)般對(duì)待而不是當(dāng)作公司財(cái)產(chǎn)般對(duì)待。努力留住人才，如同努力留住客戶(hù)一樣。企業(yè)要致力于關(guān)注人才的利益，如同關(guān)注客戶(hù)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(huì)蒙受人才流失帶來(lái)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(duì)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(wèn)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(lái)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(mǎn)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(mǎn)意度來(lái)自于該公司的良好財(cái)政形勢(shì)（66.7%員工的意見(jiàn)），優(yōu)厚福利（41.7%員工的意見(jiàn)）以及薪酬（33.3%員工的意見(jiàn)）。其他被提到的滿(mǎn)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(jué)。有58%的員工表示他們最滿(mǎn)意的

15、就是目前的工作本身，25%的員工認(rèn)為工作滿(mǎn)意度的原因中薪水只是其中排在最后的一個(gè)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(cái)政形勢(shì)作為工作滿(mǎn)意度的最大因素。此外，企業(yè)對(duì)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(jià)值，也很滿(mǎn)意靈活的工作環(huán)境。</p><p>　　“我們建立了評(píng)估制度，大家自己決定自己的成功和快樂(lè)。”約翰說(shuō)，“每個(gè)人都清楚自己所處的位置，我們不斷地搜集意見(jiàn)，每年與每個(gè)雇員見(jiàn)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(shí)到他們要對(duì)自己負(fù)責(zé)。對(duì)于雇員將薪水作為滿(mǎn)意原因的排在最后的一個(gè)原因，我們覺(jué)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(lái)講已經(jīng)是相對(duì)很高的水平，而本公司的雇員好象還覺(jué)得自己獲得的薪酬還不夠高。”</p><p>　　在招聘與留人中有三個(gè)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(gè)問(wèn)題出現(xiàn)時(shí)，必須要先弄清楚這個(gè)問(wèn)題的答案再采取行動(dòng)。然而許多公司招聘者在員工離職的時(shí)候卻沒(méi)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(shí)候才開(kāi)始采取預(yù)防措施。他們應(yīng)當(dāng)開(kāi)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>　　雇傭方可通過(guò)以下幾個(gè)途徑鼓舞和挽留員工：</p><p>　　1、支付符合市場(chǎng)水平的薪

18、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(gè)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(chǎng)行情。</p><p>　　2、持股制度能鼓舞員工增加對(duì)企業(yè)的忠誠(chéng)度。最忠誠(chéng)的雇員，值得擁有企業(yè)的一部分股份。專(zhuān)家認(rèn)為這種制度能將人才流失率降低一半。</p><p>　　3、獎(jiǎng)金和其他一些按表現(xiàn)獎(jiǎng)勵(lì)的措施能穩(wěn)固員工對(duì)企業(yè)的忠誠(chéng)度。多年來(lái)銷(xiāo)售業(yè)務(wù)員提成抽傭

19、非常普遍，而如今這種做法也能作為參考應(yīng)用于其他類(lèi)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(lì)和贊揚(yáng)則不需要花費(fèi)大量的錢(qián)財(cái)，也可向員工傳達(dá)出積極的信息，增加其忠誠(chéng)度，降低流失率。其他常用的激勵(lì)方式還包括報(bào)銷(xiāo)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(shí)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(chē)輛租賃，優(yōu)惠辦理專(zhuān)業(yè)機(jī)構(gòu)的會(huì)員卡，配備臺(tái)式或筆記本電腦，配備

20、手機(jī)，額外有薪假，贈(zèng)送禮品，贈(zèng)送健康健身中心會(huì)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(shí)到這些優(yōu)惠福利中的價(jià)值所在。</p><p>　　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(shí)間甚至多于與家人相處的時(shí)間，并且會(huì)向同事尋求支持、鼓勵(lì)和贊賞。因此企業(yè)應(yīng)著力營(yíng)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(guò)提供指導(dǎo)來(lái)留住員工，當(dāng)然這還是

21、需要管理層立足于集體意識(shí)來(lái)落實(shí)。福特表示：“所謂指導(dǎo)，就是企業(yè)內(nèi)有專(zhuān)人專(zhuān)門(mén)回答員工關(guān)于公司文化，責(zé)任義務(wù)，晉升機(jī)會(huì)之類(lèi)的問(wèn)題。許多公司已經(jīng)因此成功降低人員流失率，相信隨著廣泛的傳播，這種途徑會(huì)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(jiǎng)勵(lì)‘優(yōu)秀’員工，同時(shí)也是激勵(lì)‘良好’員工向‘優(yōu)秀’員工看齊。”</p><p>　　根據(jù)美國(guó)圣地亞哥州的“創(chuàng)意領(lǐng)導(dǎo)中心”報(bào)告指出，那些給雇員提供發(fā)展空間、良好溝

22、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(rùn)可多出20%。</p><p>　　5、為雇員規(guī)劃職業(yè)生涯。這樣做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(lì)開(kāi)放式的對(duì)話。與雇員分享公司運(yùn)作和財(cái)政狀況有助于建立雇傭方和受雇方之間的信任。最終會(huì)使雇員對(duì)企業(yè)有主人翁的精神，成為長(zhǎng)期留守企業(yè)的力量。</p>

23、<p>　　7、傾聽(tīng)員工的意見(jiàn)。設(shè)立意見(jiàn)建議信箱，每周或每月獎(jiǎng)勵(lì)好的員工意見(jiàn)和建議。</p><p>　　8、組建和諧團(tuán)隊(duì)。提供獎(jiǎng)勵(lì)計(jì)劃，對(duì)員工的工作表現(xiàn)和成績(jī)予以認(rèn)可和獎(jiǎng)勵(lì)。定期舉辦企業(yè)內(nèi)部的交流活動(dòng)，以營(yíng)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(lái)填補(bǔ)職位空缺：</p><p>　　1、完善當(dāng)

24、前的為搜尋、吸引有潛力的雇員而投放的廣告和市場(chǎng)營(yíng)銷(xiāo)計(jì)劃。</p><p>　　2、使用網(wǎng)上招聘的途徑。</p><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(jiǎng)勵(lì)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(chǎng)發(fā)生的變化。</p><p>　　6、參加

25、招聘會(huì)，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(shí)，尋求專(zhuān)業(yè)招聘機(jī)構(gòu)作為輔助的招聘手段。</p><p><b>　　原文正文：</b></p><p>　　Attract and Keep Good Employees</p><p>　　by Frederick </p>

26、<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 to take the resp

27、onsibility 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 importance or weight. &

28、lt;/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 being creative,

29、 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.</p><p

30、>　　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 going to be produ

31、ctive - 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 feels like the

32、 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>　　3. Comfort/Time

33、-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. Willingness to ne

34、gotiate 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. Benefits are more i

35、mportant 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 receive them.</p&

36、gt;<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 home at the end

37、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 a satisfied emp

38、loyee. 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>　　Interviewing

39、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 deciding if this perso

40、n 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, put them in situa

41、tions, 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>　　Conducting a Successf

42、ul 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 more than one pers

43、on 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 place to work.

44、</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 break area or

45、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 listening to w

46、hat 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.</p><p&

47、gt;　　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 them as nothing bu

48、t 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 it," says G

49、roce. "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 emergency illn

50、ess 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>　　Employees’ satisfact

51、ion</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 financial health

52、 (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 colleagues, compa

53、ny 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 reason for satisfac

54、tion 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's 12 employe

55、es, 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 appraisal system, and

56、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 two or three t

57、imes 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, since most are ov

58、erpaid 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 working environ

59、ment.</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 process when an emplo

60、yee 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 want to work for

61、 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 perceived lack

62、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><p>

63、　　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. Any employee wor

64、th 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 with ownership i

65、n 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 performance-based

66、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 commissions.</

67、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><p>　　A lot o

68、f 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 common incentives

69、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, leased vehicle

70、s, 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 value in the benef

71、it.</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, encouragement and appreci

72、ation.</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 companies find

73、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 employee development,

74、 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 retention rates: &l

75、t;/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>　　6.Foster op

76、en 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 in its future.

77、</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 that recognize pe

78、rformance 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 you find employ

79、ees 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 recruitment.</p>

80、<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 the labor pool fr

81、equents, 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 supplement your

82、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 importance of attractin

83、g 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 critical to employee

84、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. Sure, a nice,

85、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 employee retention, knows that the q

86、uality 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 communicating clear expectati

87、ons 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 managers provide frequent fe

88、edback 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 done.</p><p&

89、gt;　　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>　　2.provide clarity ab

90、out 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 framework within whic

91、h 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 that the manager has been

92、 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 management role.</p>

93、;<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 negativity impacts the re

94、st 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 your managers can fuel y