外文翻譯--在時(shí)代的變化中留住核心員工-文庫(kù)吧資料
2025-05-22 07:34本頁(yè)面
【正文】 till, executives mustn39。s senior executives, one benefit was the opportunity to assess first hand a potential next wave of top management talent. The program was one part of a carefully designed munication and engagement plan that made it possible to sustain the energy of the 50,000person strong workforce during the merger. The pany ultimately needed to offer only 750 targeted employees a financial incentive. When financial incentives are required, it is important to design them appropriately and use them in a targeted way. For example, onethird of the retention bonus during a merger might be paid to pivotal staff even before the deal is closed, with the remaining twothirds to be paid out a year later — dependent in part on the recipients meeting defined performance criteria such as the successful transfer of systems from the acquired pany. Targeting retention measures at the right people using a tailored mix of financial and nonfinancial incentives is crucial for managing organizational transitions that achieve longterm business success。s presence in Europe, some 50 middle managers from the acquired pany accepted invitations to join transAtlantic teams with key roles in integrating the two organizations and developing business strategy. The chance to work with the acquirer39。t do the trick. Praise from one39。t receive this attention. Since its founding, the unit has increased its sales by more than 30 percent and its earnings before interest and taxes (E B I T) by more than 90 percent. 3. Retention is about more than money As the European industrial pany39。 for many of the more junior people a k e y question was who their bosses would be. Also high on the agenda was a dialogue with each individual about his or her future career and leadership opportunities in the context of the unit39。s systems. 2. Mindsets matter Onesizefitsall retention packages are usually unsuccessful in persuading a diverse group of key employees to stay. Instead, panies should tailor retention approaches to the mindsets and motivations of specific employees (as well as to the express nature of the changes involved). When executives at the European industrial pany looked beyond their standard retention package (bonuses plus pensation for the costs of the move) and focused instead on the needs of individual employees, they found a more nuanced situation than they had anticipated. Among the key people at risk were two main groups with two different mindsets. One consisted of individuals who were worried about relocating because it would uproot their families. The people in the other, more careerdriven group didn39。 performance and career potential are unexceptional, their institutional knowledge, direct relationships, or technical expertise can make their retention critical. In one merger we recently observed, certain sales support personnel who filled orders and took inventory turned out to be just as important as the star salespeople. Once HR and line managers have generated a thoughtful and more inclusive list of key players (usually 30 to 45 percent of all employees), they can begin to prioritize groups and individuals for targeted retention measures — in our experience, 5 to 10 percent of the workforce. The key is to view each employee through two lenses: first, the impact his or her departure would have on the business, given the focus of the change effort and his or her role in
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