外文翻譯--在時(shí)代的變化中留住核心員工-免費(fèi)閱讀
【正文】 提供這種明確性需要經(jīng)理們親力親為，包括不斷追蹤工作的進(jìn)展情況，這樣，一旦出現(xiàn)問(wèn)題，公司可以迅速干預(yù)。該計(jì)劃是一項(xiàng)精心設(shè)計(jì)的溝通和接觸計(jì)劃的一部分，有可能在合并時(shí)使擁有 5 萬(wàn)人的強(qiáng)大員工隊(duì)伍保持旺盛的工作精力，而公司最終只需要向 750 名目標(biāo)員工提供財(cái)務(wù)激勵(lì)措施。來(lái)自主管經(jīng)理的贊揚(yáng)、領(lǐng)導(dǎo)的關(guān)心、經(jīng)常晉升、領(lǐng)導(dǎo)項(xiàng)目的機(jī)遇以及參加快速管理計(jì)劃的機(jī)會(huì)，通常比現(xiàn)金更有效。 同時(shí)，在與事業(yè)驅(qū)動(dòng)型人員談話中，經(jīng)理們向他們提供了現(xiàn)金獎(jiǎng)勵(lì)，但主要強(qiáng)調(diào)完全重新設(shè)計(jì)的集中管理部門(mén)的組織結(jié)構(gòu)。 2. 思想傾向至關(guān)重要 千篇一律的挽留計(jì)劃在說(shuō)服不同種類(lèi)的關(guān)鍵員工繼續(xù)留任時(shí)通常是不會(huì)成功的。在我們最近看到的一則合并案例中，一些 負(fù)責(zé)供貨出庫(kù)的銷(xiāo)售支持人員后來(lái)證明與出色的銷(xiāo)售員一樣重要。 1. 發(fā)現(xiàn) “塵封的寶石 ” 在發(fā)生組織重大變化時(shí)，人力資源經(jīng)理和業(yè)務(wù)部門(mén)經(jīng)理需要聯(lián)手確定那些去留對(duì)于企業(yè)至關(guān)重要的人員。 根據(jù)我們的經(jīng)驗(yàn)，許多接受經(jīng)濟(jì)激勵(lì)措施的員工本來(lái)就會(huì)留下來(lái) ， 而另外一些人擔(dān)心的問(wèn)題則不是只靠金錢(qián)就能解決的。激勵(lì)計(jì)劃可以包括工資 、 語(yǔ)言培訓(xùn)和替代性工作安排以避免搬遷。s petencies are shared and not at risk 74 28 21 14 14 General petencies in own area 10 22 6 13 13 Low No specific petencies。s senior people and develop leadership skills during the twoyear program signaled to these highpotential employees — in many cases, people who had been slated for promotion before the merger was announced — that they had a promising future in the new organization. For the acquirer39。t mind living and working abroad but wondered, as they faced change in any event, whether staying or searching for another employer would best further their careers. In oneonone conversations with the people in the familyoriented group, managers explored specific concerns and discussed how the pany could add to the measures already in place to increase the likelihood of retaining these individuals. On the menu of incentives: an increase in base pay, assistance in finding schools and kindergartens for their children, career counseling for their spouses, language training, and alternative work arrangements so employees could work at home or mute instead of relocating. Meanwhile, in the conversations with the careerdriven people, managers offered them a cash bonus but focused primarily on the organizational chart of the new, centralized unit, which had been designed from scratch. For people who had held senior roles in their local organization, it was essential, for example, to learn about their new responsibilities and how many direct reports they would have。s Ramp。 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。D function who is nearing retirement age and no longer on the pany39。 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。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. Targetin
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