【正文】 而且還能節(jié)省資金。這一有針對性的方法，成本只有公司原來運用的范圍廣泛的財務激勵計劃的四分之一，卻成功地穩(wěn)定了新的單位。該公司在此之前成立了新的集中交易部門，要求幾乎所有的交易員和輔助人員異地搬遷，其中一半人要去另一個國家——這樣，人員逐漸流失。該方法首先要確定所有的關(guān)鍵人員，但目標只是那些非常關(guān)鍵而且很有可能要離職的員工。 Guthridge, Matthew。s experience suggests, 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 managersMany 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。t do the trick. Praise from one39。 Lawson, Emily目錄：1. 發(fā)現(xiàn)“塵封的寶石”2. 思想傾向至關(guān)重要3. 要留住員工，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(guān)系，領(lǐng)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。這些員工會得到根據(jù)其愿望和顧慮定制的包括經(jīng)濟刺激和非經(jīng)濟刺激的綜合激勵。風險矩陣顯示，還有104人可能離開。該方法推出一年后，有80%的受到過特別關(guān)注的員工開始在新的地點上班，這個比例要遠遠高于沒有受到過這種關(guān)注的員工。另外，高管決不能將對員工的挽留視作為一次性的工作，認為只要有適當?shù)募畲胧┙M合就足夠了。通過定制的財務和非財務激勵措施組合，針對適當人員的采用挽留措施，對于管理組織過渡以實現(xiàn)長期業(yè)務的成功非常重要。日程表上的另一項優(yōu)先工作是與每一個員工對話，討論她/他在部門新戰(zhàn)略的背景下的未來事業(yè)發(fā)展和擔任領(lǐng)導的機遇。一家歐洲工業(yè)公司在進行這項排隊工作時，在風險矩陣中繪制了結(jié)果圖，該結(jié)果令人清醒。在經(jīng)濟復蘇時期，當企業(yè)需要通過合并、重組和改組以便抓住戰(zhàn)略機遇時，這種方法能幫上企業(yè)的大忙。s specific . situation. We have observed circumstances where employers have identified up to six distinct employee segments.2 .See Martin Dewhurst, Matthew Guthridge, and Elizabeth Mohr, Motivating people: Getting beyond money, , November 2009.譯文：在時代的變化中留住核心員工Cosack, Sabine。t receive this attention. Since its founding, the unit has increased its sales by more than 30 percent and its earnings before interest and taxes (E B I T) by more than 90 percent.3. Retention is about more than money As the European industrial pany39。 teachingThe 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。 others have concerns that money alone can39。s manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fasttrack management programs are often more effective than cash. Indeed, a 2009 McKinsey Quarterly survey found that executives, managers, and employees rate these five nonfinancial incentives among the six most effective motivators when the main objective of the exercise is retaining people.One financial services firm undertaking a recent costcutting initiative elected to use only nonfi