工商管理人力資源管理外文翻譯外文文獻(xiàn)英文文獻(xiàn)及譯文項(xiàng)目經(jīng)理高成本的離職-資料下載頁(yè)
【導(dǎo)讀】提供的質(zhì)量服務(wù)，然而我們卻不知道是什么原因造成的。這聽(tīng)起來(lái)很熟悉，并。我記得導(dǎo)演伍迪艾倫曾經(jīng)說(shuō)過(guò)“成功有80%是表面文章”。大的挑戰(zhàn)是設(shè)法去留住那些員工。和發(fā)展的日子一逝不復(fù)返。調(diào)查顯示，員工進(jìn)入企業(yè)里里最多五年就離職，而零。離職率是沒(méi)可能的，公司持續(xù)增加的離職率表明工作環(huán)境存在著嚴(yán)重的問(wèn)題。實(shí)上招到的是大批沒(méi)有經(jīng)驗(yàn)的人到這個(gè)行業(yè)?？偟膩?lái)說(shuō),美國(guó)勞工統(tǒng)計(jì)局最近發(fā)現(xiàn)40％的員工離職是因?yàn)樗麄冇X(jué)得在。公司里面缺乏賞識(shí)和關(guān)心，并且沒(méi)有團(tuán)隊(duì)合作，產(chǎn)生嚴(yán)重的負(fù)荷。離職率是沒(méi)有統(tǒng)計(jì)上去的。伯明翰認(rèn)為員工離職存在六個(gè)共同點(diǎn)。離職沒(méi)有完全了解，未能認(rèn)識(shí)到高成本與離職在很大程度上密切相關(guān)。如果組織愿意花更多的時(shí)間去重視離職率，把。在這次對(duì)項(xiàng)目經(jīng)理隨機(jī)調(diào)查中顯示，以下方式可以降低項(xiàng)目經(jīng)理的離職率。在日常的項(xiàng)目活動(dòng)和突發(fā)事。和標(biāo)準(zhǔn)范圍內(nèi)完成，不影響公司的利益。么他的離職率就是10％。高離職率是一個(gè)警告的標(biāo)志，它預(yù)示著
【正文】 IHC = Indirect Hiring Costs (Management time, Supervisory time, Orientation, Learning Curve) T = Total number of positions turned over Even with all of this new found data, the answers to why employee turnover may be a problem at your anization are still unclear. Moreover exit interviews will not give you the feedback you are looking for since the most mon reason given for leaving an anization is always more money and a better job. It is up to management to take the time to be critical and look inward. Understand that a problem 6 exists. High turnover is a warning sign, a red flag that there are internal problems within your anization, some of which might be caused by senior management. While the turnover of a few employees can hardly be considered reason to be concerned, high turnover rates should make you question the working environment that your anization provides both emotionally, physically and financially. Ask yourself these questions: ? Are employees managed the way I would want to be managed? ? Are employees moarily and emotionally pensated? ? Is the anization viewed as employee oriented? It used to be that an employee was devoted and loyal to one pany during the duration of their employment. Today however employees are looking out for themselves more focused on their quality of life and the needs of their family. That means that anizations today must motivate and inspire individuals to want to stay. Engaging and empowering employees is one of the great assets you have in the fight to reduce employee turnover. Data gathered by Development Dimensions International (DDI) shows that panies or businesses with highly engaged employees experience a lower turnover rate. How does your anization stack up? ? Listen to employees ? Treat employees with respect ? Praise a job well done ? Ask employees for their input ? Show trust with more responsibility ? Be fair and impartial ? Be firm but not tyrannical ? Apologize or admit when wrong ? Pleasant working condition ? Room for advancement While there is no one answer to the issue of employee turnover there are many proven suggestions on how to limit the chances of it happening at your anization. We tend to fet that the people working for us are typically the ones getting the job done from start to finish. We rely on their knowledge, their skills and most of all their mitment to perform top quality work in a timely fashion. As an employer, take the time to show your appreciation to those that work so hard to make your business a success. Most importantly listen to their needs and find ways to show that you’re mitted to them. 80% of success is showing up。 make the other 20% increasing the ways you make them stay.
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