【正文】 員工，不能僅靠金錢 主題詞 ： 留住員工，組織的變化，管理，在行業(yè)獎勵，優(yōu)良的隸屬關系，領導才能， 激勵 ，研究及教學 本文論述了在時代變革中組織如何留住企業(yè)核心員工。 easy to find in the market 3 1 2 3 3 Probability of person leaving organization, % Based on market demand for employee39。s sufficient to get the incentives packages right. Rather, bestpractice approaches build on continuous attention and timely munication every step of the way to help employees make sense of the uncertainty inherent in organizational change. Ultimately, what many employees want most of all is clarity about their future with the pany. Creating that clarity requires significant handson effort from managers, including the ongoing work of tracking progress so that panies can quickly intervene when problems arise. During a reorganization effort, one pany found that 44 employees critical to the pany39。s senior executives, one benefit was the opportunity to assess first hand a potential next wave of top management talent. The program was one part of a carefully designed munication and engagement plan that made it possible to sustain the energy of the 50,000person strong workforce during the merger. The pany ultimately needed to offer only 750 targeted employees a financial incentive. When financial incentives are required, it is important to design them appropriately and use them in a targeted way. For example, onethird of the retention bonus during a merger might be paid to pivotal staff even before the deal is closed, with the remaining twothirds to be paid out a year later — dependent in part on the recipients meeting defined performance criteria such as the successful transfer of systems from the acquired pany. Targeting retention measures at the right people using a tailored mix of financial and nonfinancial incentives is crucial for managing organizational transitions that achieve longterm business success。t do the trick. Praise from one39。 for many of the more junior people a k e y question was who their bosses would be. Also high on the agenda was a dialogue with each individual about his or her future career and leadership opportunities in the context of the unit39。 performance and career potential are unexceptional, their institutional knowledge, direct relationships, or technical expertise can make their retention critical. In one merger we recently observed, certain sales support personnel who filled orders and took inventory turned out to be just as important as the star salespeople. Once HR and line managers have generated a thoughtful and more inclusive list of key players (usually 30 to 45 percent of all employees), they can begin to prioritize groups and individuals for targeted retention measures — in our experience, 5 to 10 percent of the workforce. The key is to view each employee through two lenses: first, the impact his or her departure would have on the business, given the focus of the change effort and his or her role in it。D function who is nearing retirement age and no longer on the pany39。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