【正文】 、 留意人力資源市場發(fā)生的變化。 參加招聘會，參觀大學(xué)院校，并且適當(dāng)?shù)馗M(jìn)。 在內(nèi)部招聘的同時(shí)，尋求專業(yè)招聘機(jī)構(gòu)作為輔助的招聘手段。 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。 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。 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(gè)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(gè)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(gè)關(guān)鍵因素。 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(shí)候向員工清晰說明對員工在工作上的要求和期 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)。 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： 他們沒有清晰說明對員工的工作要求和期望 他們沒有清晰說明員工晉升的空間和加薪的可能 他們沒有經(jīng)常與員工會面和談話 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) 當(dāng)經(jīng)理試圖挽留員工而沒有成功時(shí)怎么辦？如果一個(gè)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(jià)員工，二是他可能是不愿意加強(qiáng)對員工的管理和合理的評價(jià)。一個(gè)經(jīng)理在職時(shí)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(shí)候才去辭退他們。 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(gè)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。 Attract and keep good employees by Frederick Hornberger Published in the March 2020 issue of Contractor Tools and Supplies magazine. Abstract Attracting and retaining great staff is the key for business success. Talented people who continue to develop skills and increase their value to their anization and to their customers are a pany’s most important resource. The essay is on how to attract and retain these people and create an environment in which they remain petitive and continue to thrive. Key words: Attracting, retaining, good employees, environment, petitive A. Importance of attracting and keeping good employees Reasons for attracting and keeping good employees More than a decade ago, leading trade associations in the United States began warning of an impending labor shortage. That prediction has turned out to apply to almost all parts of the more and more intensively petitive business world nowadays. This labor shortage affects almost every industry and employers must begin to look outside of traditional labor pool sources. As “greener” workers take their places on jobsites, accidents are sure to follow. That’s why attracting and retaining good employees is key. Company owners and management have to take the responsibility and efforts to create an environment where good employees are willing to work in and stay. Definition of good employees A productive employee is a satisfied employee. Productive, satisfied employees create successful businesses. It39。s management’s job to create the environment that enables employees to feel satisfied on a consistent basis. See how some employers define and describe good employees Employees are brought on to do a specific task, and a good employee knows where they39。re at, and where they39。re going, says Dustin Ford, an account executive at Management Recruiters, one of the largest search firms in the country. Employers, of course, are looking at, how can this employee either make money or save money? Ford specializes in finding and placing people in the industrial sales sector. He worked for Motion Industries prior to this position, and has been recruiting for five years. Good employees are attracted by advantageous aspects other than strictly pensation, something more than a number, he says. Today, they39。re looking for a career package, including a fortable pany culture, career path, diversity of responsibilities, and a work/life balance. That balance is being increasingly more popular. A pany can give it all to an employee, but they still want to have a life to spend time with their spouses and kids. David Groce is an account manager at Power amp。 Controls Automation, an automation products distributor in Norcross, Ga. The pany is the master distributor for Siemens Energy and Automation in Florida and Geia. A good employee features loyalty, mitment, creativity, and attention to detail, a trait that is very important and quite rare, says Groce. Beyond benefits and a salary package, an employee needs to have confidence in the pany. They need to know that the products you are selling are no risk, and that the pany itself will be staying in the industry, and is reliable. According to Groce, security is the differentiation between a good pany and a bad pany. Derek Butcher and his sister, Michelle St. John, are the operations manager and vice president of marketing, respectively, for their family business, IBS, Inc., a generalline distributor in Auburn, Wash. IBS sells cutting tools, abrasives, electrical ponents and fittings, among other products, to MRO customers in several industries. A good employee has a positive attitude, is trainable, has a reputable track record, and works well with others, says St. John. As a small pany, we are able to be more flexible, and boast a familyfriendly environment with a more selfmanagement style. We allow employees to take time for what they need and make it up later, and have a benefit package that petes. Improving quality of employees The primary elements of any plan to improve the quality of the staff you employ include improving the quality of new hires, identifying and retaining superior employees, and developing employees (especially those with high potential for growth). At the same time, you need to take a look at underperforming staff.. Ask whether each individual is in the wrong job. Determine whether the pany has provided specific and clear requirements so the individual knows what you expect from him. Make sure you have provided feedback against goals and objectives so the person knows he is not meeting expectations. A good employee’s expectations f