員工的態(tài)度與留住優(yōu)秀員工的方式中英文

TalentManagement–fromEmployeeAttitudetoRetentionApproach

人才管理：員工的態(tài)度與留住人才的方式PeterCappelliProfessorandDirector教授及主任CenterforHumanResources人力資源中心TheWhartonSchool沃頓商學院IsThereSomethingReallyDifferentAboutJobsNow?

現(xiàn)在的工作真的有所不同嗎？Yes.Thenotionofasecure,long-termcareerishardertoimagine.是的，一份安全、長期的工作的概念職業(yè)更加難以想象。Duringtheeconomic“boom”49%stillhaddownsizing即便在經(jīng)濟繁榮期，依然有49%的企業(yè)在縮小規(guī)模。AMAsurvey–63percentcuttinginonedivisionandexpandinginanother美國管理學會調(diào)查-63%的企業(yè)在邊減邊擴Economyturnsfast–

經(jīng)濟轉(zhuǎn)變迅速Employersexpectingtohire19%morecollegegradsinSpring2001thanin2000.

2001年春季，雇主們計劃比上年多招19%的大學畢業(yè)生。BySept

2001,expectingtohire20%fewergrads.

到2001年秋季，他們卻計劃減少20%。It’sTheNewDealatWork

工作中的新狀況TheEndofLifetimeCommitments 停止終生承諾ButWorkersarenotallTemps,Either!

但員工并不都是臨時的It’sanOpen-EndedArrangement,negotiatedandbasedontheoutsidemarket

這種安排是開放的、可協(xié)商的、以外部市場為基礎(chǔ)的Whydoesthatmatter?為什么很重要？IsThisReallyNew?

真是新事物嗎？ThatDependsonHowOldYouAreTheShortHistoryofLifetimeEmployment

這要看你的年紀有多大–終身雇用制短史WhyWeMovedTowardCareersInsideCompanies我們?yōu)槭裁窗咽聵I(yè)轉(zhuǎn)移到公司里？ItWasn’tAlwaysSoGreat.RememberTheOrganizationalMan?情況并不總是很好。記得“組織人”嗎？WhatCausedtheChange?

改變的原因InstitutionalOwnershipandShareholderValue:TheScottPaperCase

所有者制度與股東價值：斯哥特紙業(yè)案例PressuresfromMarkets:SpeedandVariety

市場的壓力：速度與變化TheThirdWaveofCorporateRestructuring

公司重組的第3次浪潮NewManagementTechniques:BringingtheMarketInsidetheFirm

新的管理技巧：將市場引入公司內(nèi)部EffectsonEmployeeManagement

對員工管理的影響EmployeeTenure:員工任期Downwithemployer:Upwithoccupation

隨雇主變短：隨職業(yè)變長Dismissalsquicker解雇更迅速Training:Notrising培訓(xùn)：沒有增長Wages:Returnstoseniorityfalling工資：年資上的回報下降TheBigManagementChallenges管理大挑戰(zhàn)Retention,TrainingInvestments,Commitment

留用、培訓(xùn)上的投資、承諾HowAboutDemographics?

人口統(tǒng)計學的狀況如何？AreThereShortagesofSkills?有否技能短缺？Oristheproblemmorecomplex?或者這個問題更復(fù)雜？HowAboutTechnicalandITSkills?技術(shù)與IT技能The“Cobweb”Model“蛛網(wǎng)”模型…WhatElse?

還有什么?TalentManagement–thebestreallymatter

人才管理——精英的確很重要Jobsoffermorescopeforcontributions

工作為貢獻提供更大的空間Poorperformersaredemoralizing

績差員工日子不好過PerformanceManagement–howcanyoutellwhothebestare

績效管理——你怎么知道誰最好？Ifyourbestemployeehadanoffertoleaveat2xthepay…

如果你的最佳員工離去，投奔另一個報酬翻番的工作…Couldyoumatchit?你能給他同樣的報酬嗎？Howdoyoufeelaboutforcedrankings?

你對強制性等級有何看法？Whyaretheypopular?為什么流行？…DoestheNextGenerationReallyHaveDifferentAttitudes?

…新一代真真有不同同態(tài)度嗎嗎？Whatdotheyexpectfromjobs?他們對工工作有何何期待？？CharacteristicsinFirstEmployers*第一位雇雇主的特特征Pleaseratetheimportanceofeachofthefollowinginchoosingafirstemployer請為下面面這些在在挑選第第一位雇雇主時所所考慮因因素的重重要性打打分Challengingassignments工作的挑戰(zhàn)戰(zhàn)性Companyvaluesbalancebetweenpersonallifeandcareer公司重視工工作與生活活的平衡Competitivebenefits福利有競爭爭力Competitivesalary工資有競爭爭力Financialstrength財務(wù)有實力力Goodreferenceformyfuturecareer對未來發(fā)展展有幫助High-achieverprogram高成績者計計劃Highethicalstandards道德水平高高Immediateresponsibility立即負責Likeable/inspiringcolleagues同事令令人喜喜愛與與鼓舞舞Ongoingeducationalopportunities繼續(xù)教教育機機會Opportunitytoinfluencemyownworkschedule有機會會影響響自己己的工工作安安排Opportunitytospecialize有機會會精專專Opportunitiesforcontinuouslearning有機會會繼續(xù)續(xù)學習習Secureemployment安全的的聘用用Varietyoftasksorassignments多樣的的任務(wù)務(wù)或工工作FromPricewaterhousesurveyof1500MBAstudentsfromaroundtheworld來自普普華的的調(diào)查查，范范圍包包括1500名世界界各地地的MBA。CharacteristicsinFirstEmployers第一位位雇主主的特特征Pleaseratetheimportanceofeachofthefollowinginchoosingafirstemployer請為下下面這這些在在挑選選第一一位雇雇主時時所考考慮因因素的的重要要性打打分Goodreferenceformyfuturecareer對未來來發(fā)展展有幫幫助-------------------------------------------42%Companyvaluesbalancebetweenpersonallifeandcareer公司重重視工工作與與生活活的平平衡---41%Likeable/inspiringcolleagues同事令令人喜喜愛與與鼓舞舞------------------------------------------37%Competitivesalary工資有有競爭爭力-------------------------------------------------------------34%Challengingassignments工作作的的挑挑戰(zhàn)戰(zhàn)性性--------------------------------------------------33%Competitivebenefits福利有競競爭力------------------------------------------------------32%Opportunitiesforcontinuouslearning有機會繼繼續(xù)學習習----------------------------31%Opportunitytospecialize有機會精精專--------------------------------------------30%Secureemployment安全的聘聘用------------------------------------------------30%Financialstrength財務(wù)有實實力-------------------------------------------------29%Highethicalstandards道德水平平高------------------------------------------29%Ongoingeducationalopportunities繼續(xù)教育育機會------------------------27%High-achieverprogram高成績者者計劃---------------------------------------26%Varietyoftasksorassignments多樣的任任務(wù)或工工作---------------------------26%Immediateresponsibility立即負責責----------------------------------------------------24%Opportunitytoinfluencemyownworkschedule有機會影影響自己己的工作作安排----24%TheirAttitudesAreDifferent他們的態(tài)態(tài)度確實不同Theydon’tbelievetheolddeal.他們不相相信過去去的規(guī)矩矩Morewillingtotakerisks--failureok更愿意冒冒險——失敗，沒沒關(guān)系Buildingcareersacrossjobs在工作中中建立事事業(yè)autonomy獨立clearperformancemanagement清晰的績績效管理理preferflathierarchy喜歡扁平平的層級級Whattodo?做什么？？Explicitandshort-termcontracts明了清晰晰的短期期合同tailorjobtoindividual工作內(nèi)容容量體裁裁衣PerformanceManagementisCrucialtotheNextGeneration對新一代代來說，，績效管管理至關(guān)關(guān)重要Why?為什么Becausetheirtrustisshort-term,theywantcriteriaspelledout因為他們們的信任任是短期期的，他他們希望望有明確確的標準準。Becausetheyaretryingtobuildaskillset,theywanttoknowhowtheyaredoing因為他們們想要建建立自己己的技能能，他們們希望知知道自己己做得如如何CrucialtoTalentManagement,too對人才管管理同樣樣關(guān)鍵Whattodoaboutit?該做什么么？Focusonsupervisors重點在主主管Performancereviewsandappraisalsareoneplacetostart從績效回回顧與評評估開始始HastheEconomicSlowdownChangedTheirAttitudes?經(jīng)濟滯緩緩是否改改變了他他們的態(tài)態(tài)度？B-to-BandB-to-C….Jpoll–year2000J民意測驗驗–2000年16%wantedtoworkforstart-ups16%希望為新新創(chuàng)公司司工作31%saidFortune100031%喜歡財富富1000強What’sitlooklikenow…?現(xiàn)在又如如何？…notyet…仍沒有…Inyear2001,12%stillsaidstart-upsv.36%Fortune10002001年依然有有12%說是新創(chuàng)創(chuàng)公司，，說財富富1000強的是36%。–awayfromstart-ups,butnobigmovebacktobigcompanies.離開新創(chuàng)創(chuàng)公司，，但是并并沒有大大規(guī)?；鼗貧w大公公司。For““hotjobs”inengineering,IT,stillabout2jobspergoodapplicant在熱門的的工程與與IT工作中，，工作與與好的申申請人的的比例依依然是2：1。RecruitingandRetention…….招聘與留留用RecruitingNewWorkers….招聘新員員工…Whatisthebestwaytofindgoodworkers?尋找好員員工的最最佳方式式是什么么？Self-selection––describethejobaccuratelyandtruthfullytogettherightapplicants自我選擇擇——正確真實實地描述述工作，，避免盲盲目的求求職者Whattechniquespredictgoodworkers?哪些技巧巧可以預(yù)預(yù)見好員員工？Interviewscanbemisleading面試可能能會誤導(dǎo)導(dǎo)Lookatpriorexperiencesthatarerelated關(guān)注有關(guān)關(guān)工作履履歷Skilltestsmatter技能測試試也很重重要TheProblem:Retention問題：留留用Isitmoreofa““pull””ora““push””?要多“拽拽”，還還是多““推”？？Thenewdevelopmentisapull--““poaching””ofintellectualcapital新的發(fā)展展是一種種“拽””——”拖住”智智力資本本W(wǎng)hythisisnotgoingaway:為什么這這就不會會離開Theneedforspeed速度的需需要Betterinformationaboutopportunities有更好的的關(guān)于機機會的信信息Outsidehiringdrivesinternalcandidatesaway外部招招聘趕趕走內(nèi)內(nèi)部候候選者者Poor““fits””leavequickerintightlabormarkets人才緊緊缺時時，人人崗不不適導(dǎo)導(dǎo)致離離職加加速OnlineRecruitingChangesTheGameforEveryone網(wǎng)上招招聘改改變游游戲規(guī)規(guī)則Openingupthelabormarkets打開勞勞動市市場Makinginfocheap,shiftedthebalanceofpowertoemployees信息費費用降降低，，權(quán)力力平衡衡點移移向員員工Willemployeescontinuetobelievemanagement?員工還還會相相信管管理嗎嗎？The““passive””applicantnowSOeasytofindandhire很容易易尋找找和聘聘用““被動動”求求職者者Wetfeetsurvey––36%happywiththeirjobbutwillingtomovewithin6months!Wetfeet調(diào)查查———36%的人人喜喜歡歡自自己己的的工工作作，，但是是愿愿意意在在半半年年內(nèi)內(nèi)換換工工作作！！AuctionsiteslikeNurseA––what’’snext?象NurseA這樣樣的的人人才才拍拍賣賣網(wǎng)網(wǎng)———還會會有有什什么么？？WhenWorkersLeave……AtleastShapeWhoandWhen…….當員員工工離離開開…至少少能能控控制制人人和和時時間間…Canyoupaythemtostay?你能用錢留留住他們嗎嗎？Differentiatingamongemployees在員工中造造成區(qū)別Tailoringtotheirneeds以細化滿足足要求Socialrelationsholdemployees社會關(guān)系留留住員工Thepowerofsocialties社會紐帶的的力量Reorganizingwork認可工作Projectwork--helpthembuildtheirrecord.設(shè)計工作——幫助他們建建立自己的的紀錄FixtheCheapestThingsThatDriveTurnoverFirst…….改變變那那些些普普通通，，但但卻卻是是離離職職要要因因的的東東西西Conflictswithsupervisors––與主管的矛矛盾Simpletraininghelpsalot簡單的培訓(xùn)訓(xùn)可以幫大大忙Developingaperformanceculture發(fā)展看看重績績效的的文化化Culturesthatdon’trecognizemeritaredemoralizing不能獎獎優(yōu)的的文化化讓人人受打打擊Manageoutlowperformerstokeepgoodones淘汰績差差者，留留住好人人才Createroomforadvancement創(chuàng)造進步步空間Inpartbymanagingoutlowperformers部分通過過淘汰劣劣者Mayhavetorotateorpromotefaster可能必須須加速輪輪崗與提提升AlternativestoRetainingEmployees留住員工工的其他他選擇Accommodateit--what’stherealproblem?調(diào)整它——真正的原原因是什什么？Mayberetentionisn’ttheonlyanswer可能留用用不是唯唯一的答答案Redistributeturnoverandmanageflowsbetter重新分配配離職率率，更好好的管理理流動Keeptheintellectualcapital留住智力力資本Evenifthepeopleleave即便人離離去AnotherAlternative…GettingBetteratRecruiting另一個選選擇：改改進招聘聘You’’llbedoingmoreofitanyway,andbetter““fits””reduceturnover你要投入入更多精精力，人人崗相配配可以降降低離職職率TheMarriottExperienceTargetingApplicantsMarriott的經(jīng)驗：：瞄準求求職者Movingtowardinternshipsandcoops––實習制度50%ofgradsmayhavecommitmentstoemployersbeginningofsenioryear畢業(yè)班的實實習生中有有50%會對雇主有有承諾。TheGEExperienceGE的經(jīng)驗Accenture–inSophomoreyear埃森哲-在大二時EmployersGettingClosertoSchools….雇主在接近近學校OnlineRecruitingMeetsMarketing當網(wǎng)上招聘聘遇到市場場推廣BuildtheHRBrand:ApplicantasCustomer建立HR品牌：把求求職者當客客戶20%applicantsapplybecauseofproductads20%的求職者因因為產(chǎn)品廣廣告而求職職Linkswithmarketing,drivingtoweb與市場推推廣的關(guān)關(guān)系，轉(zhuǎn)轉(zhuǎn)向網(wǎng)絡(luò)絡(luò)MoreSophisticatedTrackingandScreening更復(fù)雜的的追蹤與與篩選RelationshipMarketing關(guān)系營銷銷Alumninetworks,NYLife8,000signupsin1stmonth校友網(wǎng)絡(luò)絡(luò)，紐紐約人壽壽在第一一月就有有8000人登記。。TrainingandDevelopment…….培訓(xùn)與發(fā)發(fā)展HowCanWeMakeTrainingInvestmentsPayifTheyLeave?員工離開開時，他他們的培培訓(xùn)投資資如何支支付？TheChallengeistoFinancetheInvestment籌措投資資是挑戰(zhàn)戰(zhàn)HavingEmployeesSharetheCosts讓員工分分擔費用用Tuition學費Trainingcontracts培訓(xùn)合同同Reducingtheup-frontinvestment減少預(yù)先先投資On-the-job,just-in-time在職，及及時WhyIsDevelopmentSoHardtoDo?為什么員員工發(fā)展展很難做做？Canyoubesurewhatyou’’redevelopingfor?你能確定定你在發(fā)發(fā)展什么么嗎？Oldmodel––requiredlotsofresources舊模模型型———需要要很很多多資資源源Willdecentralizedmanagementpayforcorporatedevelopment?分權(quán)權(quán)管管理理能能補補償償公公司司發(fā)發(fā)展展嗎嗎？？Alternatives:Whatwasyourbestdevelopmentexperience?其他他選選擇擇：：你你的的最最佳佳發(fā)發(fā)展展經(jīng)經(jīng)驗驗是是什什么么？？Letemployeesdriveit––theopenmarket讓員員工工來來驅(qū)驅(qū)動動———開放放的的市市場場SuccessionPlanning?繼任任者者計計劃劃？？WhyBother?為什什么么要要費費這這個個事事？？Can’’tbesureofneed/don’’t““own””thepeople不能能確確定定需需求求，，不不能能““擁擁有有””人人Canyoukeepthe““promises?””你能能信信守守““承承諾諾””嗎嗎？？BetterOption:DevelopDepthofTal