《人才管理：員工的態(tài)度與留住人才的方式》

1、人才管理：員工的態(tài)度與留住人才的方式Is There Something Really Different About Jobs Now?現(xiàn)在的工作真的有所不同嗎？ Yes. The notion of a secure, long-term career is harder to imagine. 是的，一份安全、長期的工作的概念職業(yè)更加難以想象。 During the economic “boom” 49% still had downsizing 即便在經(jīng)濟(jì)繁榮期，依然有49%的企業(yè)在縮小規(guī)模。 AMA survey 63 percent cutting in one division

2、and expanding in another 美國管理學(xué)會調(diào)查-63%的企業(yè)在邊減邊擴(kuò) Economy turns fast 經(jīng)濟(jì)轉(zhuǎn)變迅速Employers expecting to hire 19% more college grads in Spring 2001 than in 2000. 2001年春季，雇主們計(jì)劃比上年多招19%By Sept 2001, expecting to hire 20% fewer grads. 到2001年秋季，他們卻計(jì)劃減少20%。Its The New Deal at Work工作中的新狀況 The End of Lifetime Commitm

3、ents 停止終生承諾 But Workers are not all Temps, Either! 但員工并不都是臨時的 Its an Open-Ended Arrangement, negotiated and based on the outside market這種安排是開放的、可協(xié)商的、以外部市場為基礎(chǔ)的 Why does that matter? 為什么很重要？Is This Really New?真是新事物嗎？ That Depends on How Old You Are The Short History of Lifetime Employment 這要看你的年紀(jì)有多大 終

4、身雇用制短史 Why We Moved Toward Careers Inside Companies 我們?yōu)槭裁窗咽聵I(yè)轉(zhuǎn)移到公司里？ It Wasnt Always So Great. Remember The Organizational Man? 情況并不總是很好。記得“組織人”嗎？What Caused the Change?改變的原因 Institutional Ownership and Shareholder Value: The Scott Paper Case 所有者制度與股東價值：斯哥特紙業(yè)案例 Pressures from Markets: Speed and Varie

5、ty市場的壓力：速度與變化 The Third Wave of Corporate Restructuring公司重組的第3次浪潮 New Management Techniques: Bringing the Market Inside the Firm 新的管理技巧：將市場引入公司內(nèi)部Effects on Employee Management對員工管理的影響 Employee Tenure: 員工任期 Down with employer: Up with occupation隨雇主變短：隨職業(yè)變長 Dismissals quicker 解雇更迅速 Training: Not risin

6、g 培訓(xùn)：沒有增長 Wages: Returns to seniority falling 工資：年資上的回報(bào)下降 The Big Management Challenges 管理大挑戰(zhàn) Retention, Training Investments, Commitment留用、培訓(xùn)上的投資、承諾How About Demographics?人口統(tǒng)計(jì)學(xué)的狀況如何？ Are There Shortages of Skills? 有否技能短缺？ Or is the problem more complex? 或者這個問題更復(fù)雜？ How About Technical and IT Skills?

7、 技術(shù)與IT技能 The “Cobweb” Model “蛛網(wǎng)”模型What Else? 還有什么? Talent Management the best really matter人才管理精英的確很重要 Jobs offer more scope for contributions 工作為貢獻(xiàn)提供更大的空間 Poor performers are demoralizing 績差員工日子不好過 Performance Management how can you tell who the best are 績效管理你怎么知道誰最好？If your best employee had an of

8、fer to leave at 2x the pay如果你的最佳員工離去，投奔另一個報(bào)酬翻番的工作Could you match it?你能給他同樣的報(bào)酬嗎？Why are they popular?為什么流行？Does the Next Generation Really Have Different Attitudes?新一代真有不同態(tài)度嗎？What do they expect from jobs?他們對工作有何期待？Characteristics in First Employers*第一位雇主的特征Please rate the importance of each of the f

9、ollowing in choosing a first employer 請為下面這些在挑選第一位雇主時所考慮因素的重要性打分Challenging assignments 工作的挑戰(zhàn)性Company values balance between personal life and career 公司重視工作與生活的平衡Competitive benefits 福利有競爭力Competitive salary 工資有競爭力Financial strength 財(cái)務(wù)有實(shí)力Good reference for my future career 對未來發(fā)展有幫助High-achiever prog

10、ram 高成績者計(jì)劃High ethical standards 道德水平高Immediate responsibility 立即負(fù)責(zé)Likeable/inspiring colleagues 同事令人喜愛與鼓舞Ongoing educational opportunities 繼續(xù)教育機(jī)會Opportunity to influence my own work schedule 有機(jī)會影響自己的工作安排Opportunity to specialize 有機(jī)會精專Opportunities for continuous learning 有機(jī)會繼續(xù)學(xué)習(xí)Secure employment 安全

11、的聘用Variety of tasks or assignments 多樣的任務(wù)或工作From Pricewaterhouse survey of 1500 MBA students from around the world 來自普華的調(diào)查，范圍包括1500名世界各地的MBA。Characteristics in First Employers第一位雇主的特征Please rate the importance of each of the following in choosing a first employer請為下面這些在挑選第一位雇主時所考慮因素的重要性打分Good referen

12、ce for my future career對未來發(fā)展有幫助-42%Company values balance between personal life and career 公司重視工作與生活的平衡-41%Likeable/inspiring colleagues 同事令人喜愛與鼓舞 -37%Competitive salary工資有競爭力-34%Challenging assignments工作的挑戰(zhàn)性 -33%Competitive benefits福利有競爭力-32%Opportunities for continuous learning有機(jī)會繼續(xù)學(xué)習(xí)-31%Opportuni

13、ty to specialize有機(jī)會精專-30%Secure employment安全的聘用-30%Financial strength財(cái)務(wù)有實(shí)力-29%High ethical standards道德水平高-29%Ongoing educational opportunities繼續(xù)教育機(jī)會-27%High-achiever program高成績者計(jì)劃-26%Variety of tasks or assignments多樣的任務(wù)或工作-26%Immediate responsibility立即負(fù)責(zé)-24%Opportunity to influence my own work sched

14、ule有機(jī)會影響自己的工作安排- 24%Their Attitudes Are Different他們的態(tài)度確實(shí)不同 They dont believe the old deal. 他們不相信過去的規(guī)矩 More willing to take risks - failure ok 更愿意冒險(xiǎn)失敗，沒關(guān)系 Building careers across jobs 在工作中建立事業(yè) autonomy 獨(dú)立 clear performance management 清晰的績效管理 prefer flat hierarchy 喜歡扁平的層級 What to do? 做什么？ Explicit and

15、 short-term contracts 明了清晰的短期合同 tailor job to individual 工作內(nèi)容量體裁衣Performance Management is Crucial to the Next Generation對新一代來說，績效管理至關(guān)重要 Why? 為什么 Because their trust is short-term, they want criteria spelled out 因?yàn)樗麄兊男湃问嵌唐诘模麄兿Ｍ忻鞔_的標(biāo)準(zhǔn)。 Because they are trying to build a skill set, they want to know

16、how they are doing 因?yàn)樗麄兿胍⒆约旱募寄?，他們希望知道自己做得如?Crucial to Talent Management, too 對人才管理同樣關(guān)鍵 What to do about it? 該做什么？ Focus on supervisors 重點(diǎn)在主管 Performance reviews and appraisals are one place to start從績效回顧與評估開始Has the Economic Slowdown Changed Their Attitudes?經(jīng)濟(jì)滯緩是否改變了他們的態(tài)度？ B-to-B and B-to-C. Jobt

17、rak poll year 2000 Jobtrak 民意測驗(yàn) 2000年 16% wanted to work for start-ups16% 希望為新創(chuàng)公司工作 31% said Fortune 1000 31%喜歡財(cái)富1000強(qiáng) Whats it look like now? 現(xiàn)在又如何？not yet 仍沒有 In year 2001, 12% still said start-ups v. 36% Fortune 1000 2001年依然有12%說是新創(chuàng)公司，說財(cái)富1000強(qiáng)的是36%。 away from start-ups, but no big move back to bi

18、g companies. 離開新創(chuàng)公司，但是并沒有大規(guī)?；貧w大公司。 For “hot jobs” in engineering, IT, still about 2 jobs per good applicant 在熱門的工程與IT工作中，工作與好的申請人的比例依然是2：1。Recruiting and Retention.招聘與留用Recruiting New Workers.招聘新員工 What is the best way to find good workers? 尋找好員工的最佳方式是什么？ Self-selection describe the job accurately a

19、nd truthfully to get the right applicants自我選擇正確真實(shí)地描述工作，避免盲目的求職者 What techniques predict good workers?哪些技巧可以預(yù)見好員工？ Interviews can be misleading 面試可能會誤導(dǎo) Look at prior experiences that are related 關(guān)注有關(guān)工作履歷 Skill tests matter 技能測試也很重要The Problem: Retention問題：留用 Is it more of a “pull” or a “push”? 要多“拽”，

20、還是多“推”？ The new development is a pull - “poaching” of intellectual capital 新的發(fā)展是一種“拽”拖住”智力資本 Why this is not going away: 為什么這就不會離開 The need for speed 速度的需要 Better information about opportunities有更好的關(guān)于機(jī)會的信息 Outside hiring drives internal candidates away外部招聘趕走內(nèi)部候選者 Poor “fits” leave quicker in tight l

21、abor markets 人才緊缺時，人崗不適導(dǎo)致離職加速Online Recruiting Changes The Game for Everyone網(wǎng)上招聘改變游戲規(guī)則 Opening up the labor markets 打開勞動市場 Making info cheap, shifted the balance of power to employees 信息費(fèi)用降低，權(quán)力平衡點(diǎn)移向員工 Will employees continue to believe management?員工還會相信管理嗎？ The “passive” applicant now SO easy to fin

22、d and hire 很容易尋找和聘用“被動”求職者 Wetfeet survey 36% happy with their job but willing to move within 6 months! Wetfeet調(diào)查36%的人喜歡自己的工作，但是愿意在半年內(nèi)換工作！ Auction sites like NurseAmerica whats next? 象NurseAmerica 這樣的人才拍賣網(wǎng)還會有什么？When Workers Leave At least Shape Who and When.當(dāng)員工離開至少能控制人和時間 Can you pay them to stay? 你

23、能用錢留住他們嗎？ Differentiating among employees 在員工中造成區(qū)別 Tailoring to their needs 以細(xì)化滿足要求 Social relations hold employees 社會關(guān)系留住員工 The power of social ties 社會紐帶的力量 Reorganizing work 認(rèn)可工作 Project work - help them build their record. 設(shè)計(jì)工作幫助他們建立自己的紀(jì)錄Fix the Cheapest Things That Drive Turnover First.改變那些普通，但卻

24、是離職要因的東西 Conflicts with supervisors 與主管的矛盾 Simple training helps a lot 簡單的培訓(xùn)可以幫大忙 Developing a performance culture 發(fā)展看重績效的文化 Cultures that dont recognize merit are demoralizing不能獎優(yōu)的文化讓人受打擊Manage out low performers to keep good ones淘汰績差者，留住好人才 Create room for advancement 創(chuàng)造進(jìn)步空間 In part by managing ou

25、t low performers 部分通過淘汰劣者 May have to rotate or promote faster 可能必須加速輪崗與提升Alternatives to Retaining Employees 留住員工的其他選擇 Accommodate it - whats the real problem?調(diào)整它真正的原因是什么？ Maybe retention isnt the only answer可能留用不是唯一的答案 Redistribute turnover and manage flows better重新分配離職率，更好的管理流動 Keep the intellect

26、ual capital 留住智力資本 Even if the people leave 即便人離去Another Alternative Getting Better at Recruiting 另一個選擇：改進(jìn)招聘 Youll be doing more of it anyway, and better “fits” reduce turnover 你要投入更多精力，人崗相配可以降低離職率 The Marriott Experience Targeting Applicants Marriott 的經(jīng)驗(yàn)：瞄準(zhǔn)求職者 Moving toward internships and coops 實(shí)習(xí)

27、制度 50% of grads may have commitments to employers beginning of senior year 畢業(yè)班的實(shí)習(xí)生中有50%會對雇主有承諾。 The GE Experience GE的經(jīng)驗(yàn) Accenture in Sophomore year 埃森哲-在大二時Employers Getting Closer to Schools. 雇主在接近學(xué)校Online Recruiting Meets Marketing 當(dāng)網(wǎng)上招聘遇到市場推廣 Build the HR Brand: Applicant as Customer建立HR品牌：把求職者當(dāng)客

28、戶 20% applicants apply because of product ads20%的求職者因?yàn)楫a(chǎn)品廣告而求職 Links with marketing, driving to web與市場推廣的關(guān)系，轉(zhuǎn)向網(wǎng)絡(luò) More Sophisticated Tracking and Screening更復(fù)雜的追蹤與篩選Relationship Marketing 關(guān)系營銷Alumni networks, NYLife 8,000 sign ups in 1st month校友網(wǎng)絡(luò)， 紐約人壽在第一月就有8000人登記。Training and Development.培訓(xùn)與發(fā)展How Ca

29、n We Make Training Investments Pay if They Leave?員工離開時，他們的培訓(xùn)投資如何支付？ The Challenge is to Finance the Investment籌措投資是挑戰(zhàn) Having Employees Share the Costs 讓員工分擔(dān)費(fèi)用 Tuition 學(xué)費(fèi) Training contracts 培訓(xùn)合同 Reducing the up-front investment 減少預(yù)先投資 On-the-job, just-in-time 在職，及時Why Is Development So Hard to Do? 為什么員工發(fā)展很難做？ Can you be sure what youre developing for? 你能確定你在發(fā)展什么嗎？ Old model required lots of resources舊模型需要很多資源 Will decentralized management pay for corporate development? 分權(quán)管理能補(bǔ)償公司發(fā)展嗎？ Alternatives: What was