外文翻譯--在時(shí)代的變化中留住核心員工(編輯修改稿)
2025-06-26 07:34 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 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。 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 new strategy. This targeted approach, which cost just onequarter as much as the broad financial incentives plan the pany had previously applied, succeeded in stabilizing the new unit. One year after its launch, some 80 percent of the staff who received special attention had started to work in the new location — a significantly higher share than for the group that didn39。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。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. Indeed, a 2020 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 nonfinancial measures — including leadershipdevelopment programs — to retain the pivotal players it had identified as being at risk of departure. One year later, none of those players had quit. Leadership opportunities are a powerful incentive in any sector. In a pharmaceuticals merger aimed at building the North American acquirer39。s presence in Europe, some 50 middle managers from the acquired pany accepted invitations to join transAtlantic teams with key roles in integrating the two organizations and developing business strategy. The chance to work with the acquirer39。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。s senior executives, one benefit was the opportunity to assess first hand a potential next wave of top m
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