【正文】
畢竟歸根到底,一個企業(yè)的成功核心在于企業(yè)雇傭怎么樣的員工,留用怎么樣的人才。如果采用前文所列出的挽留雇員的方法,大多數(shù)經(jīng)理們將會成為成功挽留人才、降低企業(yè)人員流失率的,成為合格的經(jīng)理人。如果這樣的經(jīng)理選擇爭取留下,就必須努力做到有成績有表現(xiàn)有貢獻。員工對于經(jīng)理們和主管們的抱怨主要包括以下一些方面,也就是他們決定辭職的緣故:他們沒有清晰說明對員工的工作要求和期望 他們沒有清晰說明員工晉升的空間和加薪的可能 他們沒有經(jīng)常與員工會面和談話他們沒有為員工指出可以通過員工努力而達到的工作上的目標當經(jīng)理試圖挽留員工而沒有成功時怎么辦?如果一個經(jīng)理沒有成功地挽留要辭職的員工,那么很可能只有兩種原因:一是他可能沒有能力加強他對在職員工的管理和合理的評價員工,二是他可能是不愿意加強對員工的管理和合理的評價。這類型的經(jīng)理挽留員工的第一步就是在一開始的時候向員工清晰說明對員工在工作上的要求和期望,向員工描繪符合預期的工作表現(xiàn)所能帶來的成功,這種成功是雇傭雙方共同的成功。然而作為真正善于留人的經(jīng)理或主管都知道,要控制企業(yè)員工流失的情況,管理的質(zhì)量是一個關(guān)鍵因素。管理層中的經(jīng)理如果僅僅是為人隨和、受歡迎,是遠遠不夠的。企業(yè)領(lǐng)導人屬下的經(jīng)理人的管理能力,對于能否留住底下的人才,起著重要的影響。歸根到底,重點即是在于吸引人才和維持企業(yè)人才隊伍的忠誠度,降低人員流失率。在內(nèi)部招聘的同時,尋求專業(yè)招聘機構(gòu)作為輔助的招聘手段。留意人力資源市場發(fā)生的變化。與相關(guān)機構(gòu)、供應(yīng)商、同行等建立關(guān)系網(wǎng)。另外,考慮以下幾點,可以有助于維持員工隊伍以及招募合適的人選來填補職位空缺:完善當前的為搜尋、吸引有潛力的雇員而投放的廣告和市場營銷計劃。提供獎勵計劃,對員工的工作表現(xiàn)和成績予以認可和獎勵。設(shè)立意見建議信箱,每周或每月獎勵好的員工意見和建議。最終會使雇員對企業(yè)有主人翁的精神,成為長期留守企業(yè)的力量。鼓勵開放式的對話。為雇員規(guī)劃職業(yè)生涯。許多企業(yè)還提供例如海上游艇巡游、假期等,獎勵‘優(yōu)秀’員工,同時也是激勵‘良好’員工向‘優(yōu)秀’員工看齊。福特表示:“所謂指導,就是企業(yè)內(nèi)有專人專門回答員工關(guān)于公司文化,責任義務(wù),晉升機會之類的問題。因此企業(yè)應(yīng)著力營造和諧友好的工作環(huán)境。改善工作環(huán)境有助于維系雇員隊伍不流失。另外還有一些優(yōu)惠例如組織周末短程旅游,提供車輛租賃,優(yōu)惠辦理專業(yè)機構(gòu)的會員卡,配備臺式或筆記本電腦,配備手機,額外有薪假,贈送禮品,贈送健康健身中心會員卡等。利益能吸引和留住員工,但恰到好處的鼓勵和贊揚則不需要花費大量的錢財,也可向員工傳達出積極的信息,增加其忠誠度,降低流失率。獎金和其他一些按表現(xiàn)獎勵的措施能穩(wěn)固員工對企業(yè)的忠誠度。最忠誠的雇員,值得擁有企業(yè)的一部分股份。任何一個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行情。 應(yīng)對人才流失的經(jīng)濟措施雇傭方可通過以下幾個途徑鼓舞和挽留員工:支付符合市場水平的薪酬。離職的員工往往是因為人的因素而離職,例如與管理層的沖突,沒有得到兌現(xiàn)的承諾,或者意識到得不到欣賞、支持或適當?shù)谋O(jiān)督指點。招聘方不應(yīng)等到有員工離職的時候才開始采取預防措施。為什么有員工流失?當這個問題出現(xiàn)時,必須要先弄清楚這個問題的答案再采取行動。本文論述的是如何吸引和留住人才來保持競爭力,以及如何打造持續(xù)繁榮發(fā)展的企業(yè)環(huán)境。何博格著出版在承包商工具和供應(yīng)雜志,2005年3月摘 要吸引人才和留住人才,是企業(yè)成功的關(guān)鍵。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. 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 employeesThere 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 organization. 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 RetentionManagers who retain staff start by municating clear expectations to the share their picture of what constitutes success for the emp