【正文】 han money During a reorganization effort, one pany found that 44 employees critical to the pany39。 Lawson, Emily 原文 ： Retaining key employees in times of change Cosack, Sabine。 中文 3398 字 本科畢業(yè)論文（設(shè)計） 外文翻譯 外文題目 Retaining key employees in times of change 外文出處 McKinsey Quarterly, 2020, Issue 3, p135139, 5p, 1 Chart 外文作者 Cosack, Sabine。 Guthridge, Matthew。 Guthridge, Matthew。s success were likely to leave Risk heat map for European industrial pany, figures indicate number of employees in category (total = 492) Subject Terms: employee retention,organizational change,management in industry ,superior subordinate relationship,leadership ,praise studyamp。t do the trick. Praise from one39。 others have concerns that money alone can39。s Ramp。s list of high potentials — yet who is crucial to ensuring a healthy product pipeline。s next financial report. Even if the employees39。 and second, the probability that the employee in question might leave. When a European industrial pany conducted this exercise, it mapped the outputs on a risk matrix. The results were sobering. The pany had been launching a new centralized trading unit — requiring almost all traders and their support staff to relocate, with half of them heading to another country — and was steadily losing people. The risk matrix revealed that another 104 people were likely to leave. Among them were 44 employees who were critical for the success of the trading unit. To be sure, some were traders but most were I T, finance, and administrative staff with unique knowledge of the unit39。t mind living and working abroad but wondered, as they faced change in any event, whether staying or searching for another employer would best further their careers. In oneonone conversations with the people in the familyoriented group, managers explored specific concerns and discussed how the pany could add to the measures already in place to increase the likelihood of retaining these individuals. On the menu of incentives: an increase in base pay, assistance in finding schools and kindergartens for their children, career counseling for their spouses, language training, and alternative work arrangements so employees could work at home or mute instead of relocating. Meanwhile, in the conversations with the careerdriven people, managers offered them a cash bonus but focused primarily on the organizational chart of the new, centralized unit, which had been designed from scratch. For people who had held senior roles in their local organization, it was essential, for example, to learn about their new responsibilities and how many direct reports they would have。s new strategy. This targeted approach, which cost just onequarter as much as the broad financial incentives plan the pany had previously applied, succeeded in stabilizing the new unit. One year after its launch, some 80 percent of the staff who received special attention had started to work in the new location — a significantly higher share than for the group that didn39。s experience suggests, financial incentives play an important role in retention — but money alone won39。s manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fasttrack management programs are often more effective