【正文】 just make sure the employee perceives value in the benefit. the work environment can help retain employees. Most people spend more time with coworkers than with their families and look to fellow workers for support, encouragement and appreciation. With mentoring, someone is always there to answer questions on pany culture, responsibilities, promotional opportunities and the like, says Ford. A lot of panies find that it39。ve set up an appraisal system, and 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 times 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 overpaid paratively in the industry, and feel as though they39。 get to know the applicant. You can learn a great deal about a person by simply listening to what they say and how they say it. Do they municate well? Are they being honest? Listen and you’ll know. the applicant time to ask questions about the pany and the job. Sell the position and the anization。 for others, it39。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。如果這樣的經(jīng)理選擇爭(zhēng)取留下，就必須努力做到有成績(jī)有表現(xiàn)有貢獻(xiàn)。 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。 留意人力資源市場(chǎng)發(fā)生的變化。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。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。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。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。 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)。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。 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。認(rèn)真聽(tīng)?wèi)?yīng)聘者說(shuō)話(huà)的內(nèi)容和看他們說(shuō)話(huà)的方式，可以判斷他們是否能良好地溝通表達(dá)，是否誠(chéng)實(shí)。成功有效的面 試要領(lǐng) 包括以下幾方面： 做好準(zhǔn)備工作，準(zhǔn)備好要提問(wèn)的問(wèn)題。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，不是單單追求待遇中的金額。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。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。一個(gè)細(xì)心的雇員會(huì)樂(lè)意細(xì)致鉆研。 “ 優(yōu)秀的雇員具有積極的態(tài)度和可培訓(xùn)性，他們有良好的工作記錄， 能 與他們合作融洽。 大衛(wèi) 當(dāng) “ 新手 ” 雇員加入工作崗位，必然有各種問(wèn)題隨之產(chǎn)生。本科畢業(yè)設(shè)計(jì)（論文） 外文參考文獻(xiàn)譯文及原文 學(xué) 院 經(jīng)濟(jì)管理學(xué)院 專(zhuān) 業(yè) 工商管理 年級(jí)班別 學(xué) 號(hào) 學(xué)生姓名 指導(dǎo)教師 年 月 日 目 錄 1 外文文獻(xiàn)譯文 …………………………………………………………………… ..1 2 外文文獻(xiàn)原文 ………………………………………………………… ………… ..8 吸引和留住人才 福雷德理因此，吸引和留住企業(yè)中的優(yōu)秀雇員十分重要。 格洛斯是 Power amp。作為小型的企業(yè)，我們可以更加靈活，并且我們很自豪能給雇員提供家庭般和諧友好的氛圍，較有自我管理的風(fēng)格。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。企業(yè)必須使雇員清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)。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)。 ” 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 。 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。 給一些時(shí)間讓?xiě)?yīng)聘 者針對(duì)公司和職位提問(wèn)。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。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。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。 持股制度能鼓舞員工增加對(duì)企業(yè)的忠誠(chéng)度。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。 ” 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%。 組建和諧團(tuán)隊(duì)。 參加招聘會(huì)，參觀大學(xué)院校，并且適當(dāng)?shù)馗M(jìn)。誠(chéng)然，一個(gè)受喜愛(ài)的經(jīng)理能從員工身上加分，對(duì)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。經(jīng)理本身也是企業(yè)主屬下的員工，如果他們無(wú)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(kāi)企業(yè)，而不是等到他們對(duì)企業(yè)造成負(fù)面影響的時(shí)候才去辭退他們。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。s a preliminary step into deciding if this person would be good for the pany. 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 situations, 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. Conducting a Successful Interview prepared。 create goodwill. This person has the potential to increase your profits. Companies that approach their employees as numbers, and treat them as nothing but vessels from which to get money and revenue, fail at retaining their people, he adds. You have to be concerned about their welfare, and give them flexibility when they need it, says Groce. If a pany 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 illness 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. Employees’ satisfaction Butcher and St. John conducted a survey of their own employees to find out about their job satisfaction and what they like, or don39。re not paid enough. B. Keeping employees There are three parts to employee recruiting and retention: Identifying why employees leave。s been very successful, and I think, it will bee more popular as word travels. The Center for Creative Leadership in San Diego reports that firms offering employee developme