【正文】 t like, about their job. The pany39。 get to know the applicant.You can learn a great deal about a person by simply listening to what they say and how they say it. Do they municate well? Are they being honest? Listen and you’ll know. the applicant time to ask questions about the pany and the job.Sell the position and the organization。 eliminate interruptions.Your office is not a good place to conduct an interview. Use a conference room, private break area or other room where you won’t be interrupted. attentively。 be on time。 know what questions you’re going to ask.Research the position, identify skills a qualified candidate should possess。 for others, it39。s there.Interviewing the possibilities Interviewing is almost an essential part for all panies to recruit new staff. For some panies, it39。s good or receiving respect and recognition from others.A creative person will be most productive being creative. A detailoriented person will enjoy digging into the minutia. Moving a technical genius into an administrative position probably isn39。 Controls Automation, an automation products distributor in Norcross, Ga. The pany is the master distributor for Siemens Energy and Automation in Florida and Georgia. A good employee features loyalty, mitment, creativity, and attention to detail, a trait that is very important and quite rare, says Groce. Beyond benefits and a salary package, an employee needs to have confidence in the pany. They need to know that the products you are selling are no risk, and that the pany itself will be staying in the industry, and is reliable. According to Groce, security is the differentiation between a good pany and a bad pany. Derek Butcher and his sister, Michelle St. John, are the operations manager and vice president of marketing, respectively, for their family business, IBS, Inc., a generalline distributor in Auburn, Wash. IBS sells cutting tools, abrasives, electrical ponents and fittings, among other products, to MRO customers in several industries. A good employee has a positive attitude, is trainable, has a reputable track record, and works well with others, says St. John. As a small pany, we are able to be more flexible, and boast a familyfriendly environment with a more selfmanagement style. We allow employees to take time for what they need and make it up later, and have a benefit package that petes. Improving quality of employeesThe primary elements of any plan to improve the quality of the staff you employ include improving the quality of new hires, identifying and retaining superior employees, and developing employees (especially those with high potential for growth). At the same time, you need to take a look at underperforming staff.. Ask whether each individual is in the wrong job. Determine whether the pany has provided specific and clear requirements so the individual knows what you expect from him. Make sure you have provided feedback against goals and objectives so the person knows he is not meeting expectations. A good employee’s expectations from a panyAn employee in any business wants the following in descending order of importance or weight. 1. Pleasure Job pleasure includes looking forward to going to work and feeling satisfied when the day is done. What that means will be different for each employee. It may e from being creative, successfully carrying out an assignment or task, seeing a positive result from their actions, knowing they39。re going, says Dustin Ford, an account executive at Management Recruiters, one of the largest search firms in the country. Employers, of course, are looking at, how can this employee either make money or save money? Ford specializes in finding and placing people in the industrial sales sector. He worked for Motion Industries prior to this position, and has been recruiting for five years. Good employees are attracted by advantageous aspects other than strictly pensation, something more than a number, he says. Today, they39。s management’s job to create the environment that enables employees to feel satisfied on a consistent basis.See how some employers define and describe good employeesEmployees are brought on to do a specific task, and a good employee knows where they39。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(yù)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(dǎo)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(dǎo)，就是企業(yè)內(nèi)有專人專門回答員工關(guān)于公司文化，責(zé)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(yù)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。因為實際上本公司的薪酬在本行業(yè)來講已經(jīng)是相對很高的水平，而本公司的雇員好象還覺得自己獲得的薪酬還不夠高。那樣最終的效果是讓雇員認識到他們要對自己負責(zé)。“我們建立了評估制度，大家自己決定自己的成功和快樂。布察兒認為值得注意的一點是，員工將企業(yè)的良好財政形勢作為工作滿意度的最大因素。其他被提到的滿意原因還包括制度靈活性、工作安全感、同事關(guān)系、公司規(guī)模、與管理層人員的關(guān)系，以及受重視的感覺。 愉快工作布察兒和約翰曾在其雇員中進行關(guān)于員工工作滿意度、喜好等方面的調(diào)查。如果一家企業(yè)里有員工已經(jīng)用完了規(guī)定內(nèi)的假期，而員工家屬突然有急癥，這樣的情況下企業(yè)管理者應(yīng)該首先讓員工去探視家屬，關(guān)于假期的問題事后再安排。格洛斯指出，企業(yè)必須關(guān)注雇員的福利，根據(jù)員