麥肯錫為美國(guó)國(guó)防部作的咨詢報(bào)告(參考版)
2025-08-05 22:43本頁(yè)面
【正文】 And a Chicagobased staffing agency, the Harris Group, has arranged 160, $100,000 signing (and retention) bonuses for Websavvy hires at one pany alone.Karl Marx spent all those years dreaming about the worker’s paradise. Yet he never got to sit in the conference room at Berbee Information Networks Corporation and listen to Jim Berbee rattle off all the luscious perks he offers his employees. They get stock options, of course, but also Palm Pilots, cell phones and a $1,000 bonus to help with the down payment on their first homes. If they want to work in their pajamas, the pany pays to install and maintain highspeed . lines in their bedrooms. Two years ago Berbee took everybody in the pany and their families to Disney World. Bagels and muffins are free on Fridays, the sodas in the office machine are free all the time (consumption went up 400 percent after that change), and if employees want to use the office copiers for personal use, no problem. An autorepair service es to the employee parking lot every other Wednesday to do oil changes and tire rotations. There is dry cleaning delivery four days a week and pizza at least once a month. Marx would have looked at all the cushy benefits and figured that the dictatorship of the proletariat had finally e to pass. But there’s a simpler explanation。 Lord amp。 it is the most important thing in all our businesses.” Jack Welch, CEO, General Electric“Three extra special things I see: being crazy enough to follow an unorthodox vision, being courageous enough to allow people to have fun and be “real” people who love and care at work, and being smart enough to recognize that their most valuable assets are their people and the culture they cultivate.” Tom Peters, describing Southwest Airlines“If you believe in building your business and you don’t believe in talent, you have a screw loose.” Susan Burnett, HR Manager, HewlettPackard“Our ability to effectively pete for talent is not an issue…it is a crisis.” Pete Boucher, Senior HR Officer, Citigroup Global Technology“To lose the war for talent is to accept a secondrate military in which the most capable men and women in the United States do not choose to serve.” David H. McCormick, McKinsey amp。 “What sets McKinsey apart, even some rivals concede, is that the firm continually assembles the very best people.” McKinsey amp。 Company describes itself in McKinsey amp。 Company for sending me to firm training at the MiniMBA and Basic Consulting Readiness, without which I would have been totally lost. This has been a rewarding year – new problems and new problem solving techniques, new experiences and new memories, new friends and new adventures. McKINSEY amp。 Company, I worked primarily as an associate performing consulting work as a member of a client support team based out of the Houston Office. I did have occasion to observe the workings of the firm at a higher level and interviewed all of the Texas office partners during the course of the year, but the majority of the work was at the consulting entry level. I chose to concentrate my focus for this year’s project on a subject that is of great concern to the Defense Department as well as private industry – the War for Talent the attraction, recruitment and retention of top talent. In times of national economic and defense success, organizations are faced with a significant human resources crisis. Unemployment rates are as low as they have been in decades. Interest rates are down. Inflation is under control. Markets have been soaring. So what is the crisis? This paper will attempt to answer that question. The War for Talent exists in many different forms with no cookiecutter solutions to help solve the problem. One thing is for sure – money or pensation is not the overarching solution to the problem. Companies must establish value propositions attractive enough to draw top talent from new talent pools and/or existing talent pools. The challenge for the Defense Department is to identify the key levers to use in order to establish a viable proposition while at the same time solving public relations issues that have bee impediments to recruiting and retention of key personnel. Included in the paper is an analysis of the War for Talent from the private sector and Defense Department
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