外文翻譯--在時(shí)代的變化中留住核心員工(已修改)
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【正文】 中文 3398 字 本科畢業(yè)論文（設(shè)計(jì)） 外文翻譯 外文題目 Retaining key employees in times of change 外文出處 McKinsey Quarterly, 2020, Issue 3, p135139, 5p, 1 Chart 外文作者 Cosack, Sabine。 Guthridge, Matthew。 Lawson, Emily 原文 ： Retaining key employees in times of change Cosack, Sabine。 Guthridge, Matthew。 Lawson, Emily Contents 1. Find the hidden gems 2. Mindsets matter 3. Retention is about more than money During a reorganization effort, one pany found that 44 employees critical to the pany39。s success were likely to leave Risk heat map for European industrial pany, figures indicate number of employees in category (total = 492) Subject Terms: employee retention,organizational change,management in industry ,superior subordinate relationship,leadership ,praise studyamp。 teaching The article discusses the retention of key employees in times of organizational change. The focus of the discussion is on identifying the most critical employees and offering them a mix of financial and nonfinancial incentives that a specific to their personal and career goals. The idea that panies often overlook highpotential employees who are not top executives is noted. Incentive packages can include wages, language training, and alternative work arrangements to avoid relocation. Nonfinancial incentives such as praise from a superior and leadership training are noted. financial incentives play an important role in retention — but money alone won39。t do the trick. Praise from one39。s manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fasttrack management programs are often more effective than cash Leadership opportunities are a powerful incentive in any sector. Section: Applied Insight .Tools, techniques, and frameworks for managers Many panies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution Too many panies approach the retention of key employees during disruptive periods of organizational change by throwing financial incentives at senior executives, star performers, or other rainmakers. The money is rarely well spent. In our experience, many of the recipients would have stayed put anyway。 others have concerns that money alone can39。t address. Moreover, by focusing exclusively on high fliers, panies often overlook those normal performers who are noheless critical for the success of any change effort. Our work with panies in many sectors (among them, energy, financial services, health care, pharmaceuticals, and retailing) suggests there is a better and less costly approach to employee retention — and one that will serve panies well as they merge, restructure, and reorganize to seize strategic opportunities as the economy picks up. It starts with identifying all key players, but targeting only those who are most critical and most at risk of leaving. These people are then offered a mix of financial and nonfinancial incentives tailored to their aspirations and concerns. A European industrial pany applied this approach during a recent reorganization and found that it required only 25 percent of the budget that had previously been spent on a broad, cashbased scheme. What follows are three suggestions for panies with simi
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