【導(dǎo)讀】[摘要]吸引人才和留住人才，是企業(yè)成功的關(guān)鍵。企業(yè)最重要的資源，就是優(yōu)秀雇員，他們不斷提升。工作技能，為企業(yè)和顧客帶來更大的價值。打造持續(xù)繁榮發(fā)展的企業(yè)環(huán)境。十多年前，美國一些先進(jìn)的公司就預(yù)言將會出現(xiàn)嚴(yán)重的人力資源短缺問題。這樣的預(yù)言在當(dāng)今競爭。人力資源短缺幾乎能影響所有的行業(yè)，因此企業(yè)雇主應(yīng)當(dāng)跳出傳統(tǒng)。高效率的雇員就是令人滿意的雇員。工作要求讓員工清楚明白自己的工作職責(zé)。如果員工的表現(xiàn)沒有達(dá)到預(yù)定的要求，企業(yè)管理者應(yīng)明確地。反饋給員工知道。他們希望確定為公司銷售的產(chǎn)品是安全無害的，希望確定公司會在業(yè)界保持穩(wěn)固地位。格洛斯認(rèn)為安全感是區(qū)分好企業(yè)與壞企業(yè)的一大特點(diǎn)?！皟?yōu)秀的雇員具有積極的態(tài)度和可培訓(xùn)性，這是福特的補(bǔ)充觀點(diǎn)。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。和員工親自溝通后推出有針對性的福利，必然使是員工隊(duì)伍士氣大振。假期的問題事后再安排。

　　

【正文】 nefits can be weekend excursions, leased vehicles, memberships in professional anizations, puters/laptops, cellular phones, additional paid days off, gifts and health club memberships. You can be creative。 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。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 development, good munication, ethical practices and other positive human factors enjoy greater retention rates and 20 percent higher profits. Here are some nonfinancial tools some employers use to help boost retention rates: a career plan with employees. Help employees develop a career plan so they understand where they are going and why it makes sense to achieve those goals. open dialog. Sharing operating and financial information helps build trust between employer and employee. It ultimately invests them with a feeling of ownership in the pany and, in turn, a longterm stake in its future. 14 to employees. Make suggestion boxes available and offer a reward for the suggestion of the week or month. your team. Provide reward programs that recognize performance and achievement. Hold regular pany socials to build rapport and enthusiasm. Tips to attract quality employees There are several tools that can help you find employees to fill open or new positions. Consider: ongoing advertising and marketing programs targeted to potential employees. puterbased recruitment. with associations, suppliers, owners and peers. a program that pays employees for successful referrals. visible wherever the labor pool frequents, such as at industry associations and related events. 6. Visit job fairs and colleges and follow up on any leads. a specialty recruitment firm to supplement your internal hiring efforts. As petition continues, success will be judged more on the employer’s abilities and strategies on human resource management. All these point to the importance of attracting and maintaining a loyal work force and a higher retention. There is a bottom line when it es to employee retention. The quality of the supervision an employee receives is critical to employee retention. Surveys show that most people leave managers and supervisors more often than they leave panies or jobs. It is not enough that the manager is wellliked or a nice person. Sure, a nice, likeable manager earns you some points with your employees. A draconian, nasty, or controlling manager takes points away from your anization. But, a manager or supervisor, who is a pro at employee retention, knows that the quality of the supervision is the key factor in employee retention. Effective Managers Create Employee Retention Managers who retain staff start by municating clear expectations to the share their picture of what constitutes success for the employee in both the expected deliverables from and the performance of their job. 15 These managers provide frequent feedback and make the employee feel valued. When an employee pletes an exchange with a manager who retains staff, he or she feels empowered, enabled, and confident in their ability to get the job done. Employee plaints about managers and supervisors center on these areas. Employees leave managers who fail to: clarity about expectations, clarity about career development and earning potential, regular feedback about performance scheduled meetings, and a framework within which the employee perceives he can succeed. What if a Manager Fails at Employee Retention? If a manager fails at employee retention, the chances are good that the manager has been unable or unwilling to develop their ability to manage and value people across the board. Managers who exhibit a pattern in which their key employees leave your anization cannot retain their management role. If they choose to stay, however, they must mit to being effective, contributing employees. If the manager cannot make this leap, you will need to let the manager go before their negativity impacts the rest of your workplace. Given the retention tips mentioned in previous parts, most managers will be able to bee managers who retain their best employees. Your investment in your managers can fuel your anization39。s ongoing success. After all, it is the quality of the people you employ and retain that is the heart of your business success.