怎樣分辨想跳槽的員工.doc

怎樣分辨想跳槽的員工It never fails. 這幾乎成了一種規(guī)律。這幾乎成了一種規(guī)律。每次經(jīng)濟衰退過后，人們（尤其是優(yōu)秀員工）總會變得焦躁不安，而他們的雇主也開始為如何防止跳槽而憂慮。這一輪復(fù)蘇也不例外，雖然這一次的就業(yè)市場比以往更加蕭條。如今，讓優(yōu)秀高管們接聽電話比一兩年前都要容易許多。不僅獵頭們發(fā)現(xiàn)了這一點，各家公司也似乎更樂意互挖墻角。睿仕管理顧問公司（Right Management）上個月進行的一項調(diào)查中，約有三分之二的雇主抱怨，競爭對手正在想方設(shè)法拉攏他們的優(yōu)秀員工。而去年這個比例僅有不到一半（42%）。但是最大的問題在于，你最希望留住的人可能不會直言不諱地告訴你，他們對目前的工作不滿意至少在他們接受其他公司提供的機會之前，而到那時則為時已晚。所以，確定誰已經(jīng)生出二心，“在當下來看至關(guān)重要，”在線高管職業(yè)網(wǎng)站ExecuNet的總裁馬克安德森說道?！拔覀儼l(fā)現(xiàn)，對四個專門問題的回答可以讓雇主對于誰可能離開做到心里有數(shù)?！盓xecuNet的研究人員在編輯即將出版的2013年版高管就業(yè)市場情況報告（Executive Job Market Intelligence Report）時發(fā)現(xiàn)了這些問題。這份報告對各個行業(yè)的3,785名美國高管（平均工資：220,000美元）進行了詳細調(diào)查。受訪者回答了有關(guān)各人未來12個月規(guī)劃的問題，ExecuNet根據(jù)這些答案將所有受訪者分成了兩類約55%的受訪者決定保持現(xiàn)狀，而45%的受訪者不確定或已經(jīng)在準備跳槽。調(diào)查人員在數(shù)據(jù)篩查過程中發(fā)現(xiàn)了一些有意思的事情。安德森說：“我們提出的一個問題是：你對目前工作的公司感到自豪嗎？決定保持現(xiàn)狀的受訪者中，有89%給出了肯定回答，而在正準備跳槽的受訪者中，這一比例僅有62%?！边@個現(xiàn)象引起了ExecuNet的興趣，于是這家公司開始尋找其他相互關(guān)系，結(jié)果發(fā)現(xiàn)了另外三個問題： 你喜歡自己的工作嗎？被安德森稱為“快樂的人”的那一部分受訪者，有86%給出了肯定回答，而打算跳槽的受訪者僅有58%。 你的老板是一位令你尊敬和/或欽佩的人嗎？繼續(xù)留守的受訪者，80%回答是，而準備跳槽的受訪者僅有56%給出了肯定回答。 你會推薦自己交際圈中的其他高管到你現(xiàn)在的公司工作嗎？75%快樂的人表示他們會推薦其他高管，而打算跳槽的受訪者僅有42%。It never fails. After every recession(經(jīng)濟衰退), people (especially top performers) get restless（焦躁不安的）, and their employers start fretting about（為而焦慮） how to keep them from jumping ship（跳槽）. This recovery, although it has come with a feebler(虛弱的) job market than most, is no exception.Not only are recruiters(招聘人員) noticing that its far easier to get A-list managers（優(yōu)秀高管） to take their calls than it was a year or two ago, but companies seem to be more intent on（專心致志于） poaching（竊取） each others star players. Almost two out of three employers (63%) complained, in a survey last month by consultants Right Management, that competitors are aggressively wooing（懇求，追求） their best people. Thats a marked increase from well under half (42%) who said so last year.The big problem here, of course, is that the people you most want to keep may not come right out（徑直去找）and tell you theyre dissatisfied in their current jobs at least, not until theyve accepted an offer somewhere else, and by then its too late. So identifying whos eyeing the exits is crucially important right now, notes Mark Anderson, president of ExecuNet, an online career network for senior managers. Weve found that the answers to four questions in particular will give you a pretty good idea of whos likely to leave.ExecuNets researchers discovered those questions in the course of compiling the forthcoming 2013 edition of its Executive Job Market Intelligence Report, a detailed survey of 3,785 U.S. executives (average salary: $220,000) across a range of industries. Based on their answers to queries about their plans for the next 12 months, ExecuNet sorted the whole group into two categories the roughly 55% who plan to stay put（保持現(xiàn)狀）, and the 45% who arent so sure or are already plotting their departure（準備跳槽）.In sifting through（查看） the data, the researchers noticed something interesting. One of the questions we asked was, Are you proud of the company where you work now?, Anderson says. Among those who are planning to stay, 89% said yes, versus 62% of those who are job hunting. Intrigued（令人感興趣的）, ExecuNet started looking for other correlations, and found three more: Do you enjoy your work? 86% of those Anderson calls happy campers said yes, versus 58% of those planning to quit. Is your boss someone you respect and/or admire? 80% of loyalists answered yes, versus 56% of job seekers. Would you refer other executives in your network for a job here? Among the happy campers, 75% said they would, versus only 42% of the group looking to leave.安德森說：“不推薦其他人到自己所在的公司工作，以及不主動告訴其他人公司的職位空缺，這就是一個非常明顯的警告信號，表明這個人對公司不再抱有幻想，愿意接受其他任何地方提供的機會。我們認為，對這四個問題的回答可以幫助雇主明確應(yīng)該將留住人才工作的重點放在哪里?！惫椭魅绾畏直鎲T工的回答是否可靠呢？安德森表示，管理層應(yīng)該與公司最希望留住的人才坐下來，進行深入地交流。他建議雇主這樣問：“你對自己的工作還像以前一樣滿懷激情嗎？或者你在這家公司有沒有其他希望從事的崗位，或者你認為作為一家公司，我們應(yīng)該做到卻沒能做到的事情有哪些？”安德森稱，關(guān)鍵是要“弄明白，這名高管為什么在這家公司工作，以及他或她對于未來有什么看法。哪些方面可以比目前的現(xiàn)狀有所改進？如何讓他（她）與高層和上司的關(guān)系更加牢固和高效？”安德森承認，沒有什么行之有效的方法能確定誰會辭職，獵頭開出的利益豐厚的機會令人難以抗拒，即使最鐵桿的擁護者也難抵誘惑。即便如此，“開放而直接的討論可以幫助雇主們了解”公司的明星員工們?nèi)绾慰创麄兊穆殬I(yè)以及要想吸引員工留在公司到底需要開出什么條件。譯者：劉進龍/汪皓Not recommending the company to others as a place to work, and not actively referring people for job openings, is a clear early warning sign（警告標志） that the person is disenchanted（不再抱有幻想的） and is open to offers elsewhere, Anderson notes, adding, We really think that the answers to all four questions could help employers identify where to focus their retention（保留） efforts.How do you elicit（引出） honest answers? Anderson says top management has to sit down with the talent the company most wants to keep and start some in-depth conversations. He recommends asking, Are you passionate about what youre doing? Or is there something else here that youd rather be doing, or that you think we as a company should be doing but were not?The idea, Anderson says, is to get at the heart of why this executive is here and how he or she sees the future. What could be going better than it is? How could his or her relationships with higher-ups（上級）, and direct reports, be stronger and more effective than they are now?Anderson acknowledges that theres no surefire（一定成功的） way to tell whos going to quit, and a recruiter calling with an irresistibly（無法抵抗的） juicy（多汁的） opportunity