外文翻译在时代的变化中留住核心员工精品.docx

外文翻译在时代的变化中留住核心员工精品.docx

《外文翻译在时代的变化中留住核心员工精品.docx》由会员分享，可在线阅读，更多相关《外文翻译在时代的变化中留住核心员工精品.docx（12页珍藏版）》请在冰豆网上搜索。

外文翻译在时代的变化中留住核心员工精品

中文3398字

本科毕业论文（设计）

外文翻译

外文题目Retainingkeyemployeesintimesofchange

外文出处McKinseyQuarterly,2010,Issue3,p135-139,5p,1Chart

外文作者Cosack,Sabine;Guthridge,Matthew;Lawson,Emily

原文：

Retainingkeyemployeesintimesofchange

Cosack,Sabine;Guthridge,Matthew;Lawson,Emily

Contents

1.Findthe"hiddengems"

2.Mind-setsmatter

3.Retentionisaboutmorethanmoney

Duringareorganizationeffort,onecompanyfoundthat44employeescriticaltothecompany'ssuccesswerelikelytoleave

RiskheatmapforEuropeanindustrialcompany,figuresindicatenumberofemployeesincategory（total=492）

SubjectTerms:

employeeretention,organizationalchange,managementinindustry,superiorsubordinaterelationship,leadership,praisestudy&teaching

Thearticlediscussestheretentionofkeyemployeesintimesoforganizationalchange.Thefocusofthediscussionisonidentifyingthemostcriticalemployeesandofferingthemamixoffinancialandnon-financialincentivesthataspecifictotheirpersonalandcareergoals.Theideathatcompaniesoftenoverlookhigh-potentialemployeeswhoarenottopexecutivesisnoted.Incentivepackagescanincludewages,languagetraining,andalternativeworkarrangementstoavoidrelocation.Non-financialincentivessuchaspraisefromasuperiorandleadershiptrainingarenoted.financialincentivesplayanimportantroleinretention—butmoneyalonewon'tdothetrick.Praisefromone'smanager,attentionfromleaders,frequentpromotions,opportunitiestoleadprojects,andchancestojoinfast-trackmanagementprogramsareoftenmoreeffectivethancashLeadershipopportunitiesareapowerfulincentiveinanysector.

Section:

AppliedInsight.Tools,techniques,andframeworksformanagers

Manycompaniesthrowfinancialincentivesatseniorexecutivesandstarperformersduringtimesofchange.Thereisabetterandlesscostlysolution

Toomanycompaniesapproachtheretentionofkeyemployeesduringdisruptiveperiodsoforganizationalchangebythrowingfinancialincentivesatseniorexecutives,starperformers,orother"rainmakers."Themoneyisrarelywellspent.Inourexperience,manyoftherecipientswouldhavestayedputanyway;othershaveconcernsthatmoneyalonecan'taddress.Moreover,byfocusingexclusivelyonhighfliers,companiesoftenoverlookthose"normal"performerswhoarenonethelesscriticalforthesuccessofanychangeeffort.

Ourworkwithcompaniesinmanysectors（amongthem,energy,financialservices,healthcare,pharmaceuticals,andretailing）suggeststhereisabetterandlesscostlyapproachtoemployeeretention—andonethatwillservecompanieswellastheymerge,restructure,andreorganizetoseizestrategicopportunitiesastheeconomypicksup.Itstartswithidentifyingallkeyplayers,buttargetingonlythosewhoaremostcriticalandmostatriskofleaving.Thesepeoplearethenofferedamixoffinancialandnonfinancialincentivestailoredtotheiraspirationsandconcerns.AEuropeanindustrialcompanyappliedthisapproachduringarecentreorganizationandfoundthatitrequiredonly25percentofthebudgetthathadpreviouslybeenspentonabroad,cash-basedscheme.Whatfollowsarethreesuggestionsforcompanieswithsimilarhopesofkeepingtheirtoptalentwithoutbreakingthebank.

1.Findthe"hiddengems"

HRandlinemanagersneedtoworktogetherduringtimesofmajororganizationalchangetoidentifypeoplewhoseretentioniscritical.Yettoooftencompaniessimplyrounduptheusualsuspects—high-potentialemployeesandseniorexecutivesinrolesthatarecriticalforbusinesssuccess.Fewlookinlessobviousplacesformoreaverageperformerswhoseskillsorsocialnetworksmaybecritical—bothinkeepingthelightsonduringthechangeeffortitselfaswellasindeliveringagainstitslonger-termbusinessobjectives.

These"hiddengems"mightbefoundanywhereinthecompany:

forexample,theproduct-developmentmanagerinanacquiredcompany'sR&Dfunctionwhoisnearingretirementageandnolongeronthecompany'slistof"highpotentials"—yetwhoiscrucialtoensuringahealthyproductpipeline;orthekeyfinancialaccountantresponsibleforconsolidatingtheacquiredcompany'snextfinancialreport.Eveniftheemployees'performanceandcareerpotentialareunexceptional,theirinstitutionalknowledge,directrelationships,ortechnicalexpertisecanmaketheirretentioncritical.Inonemergerwerecentlyobserved,certainsalessupportpersonnelwhofilledordersandtookinventoryturnedouttobejustasimportantasthestarsalespeople.

OnceHRandlinemanagershavegeneratedathoughtfulandmoreinclusivelistofkeyplayers（usually30to45percentofallemployees）,theycanbegintoprioritizegroupsandindividualsfortargetedretentionmeasures—inourexperience,5to10percentoftheworkforce.Thekeyistovieweachemployeethroughtwolenses:

first,theimpacthisorherdeparturewouldhaveonthebusiness,giventhefocusofthechangeeffortandhisorherroleinit;andsecond,theprobabilitythattheemployeeinquestionmightleave.

WhenaEuropeanindustrialcompanyconductedthisexercise,itmappedtheoutputsonariskmatrix.Theresultsweresobering.Thecompanyhadbeenlaunchinganewcentralizedtradingunit—requiringalmostalltradersandtheirsupportstafftorelocate,withhalfofthemheadingtoanothercountry—andwassteadilylosingpeople.Theriskmatrixrevealedthatanother104peoplewerelikelytoleave.Amongthemwere44employeeswhowerecriticalforthesuccessofthetradingunit.Tobesure,someweretradersbutmostwereIT,finance,andadministrativestaffwithuniqueknowledgeoftheunit'ssystems.

2.Mind-setsmatter

One-size-fits-allretentionpackagesareusuallyunsuccessfulinpersuadingadiversegroupofkeyemployeestostay.Instead,companiesshouldtailorretentionapproachestothemind-setsandmotivationsofspecificemployees（aswellastotheexpressnatureofthechangesinvolved）.

WhenexecutivesattheEuropeanindustrialcompanylookedbeyondtheirstandardretentionpackage（bonusespluscompensationforthecostsofthemove）andfocusedinsteadontheneedsofindividualemployees,theyfoundamorenuancedsituationthantheyhadanticipated.Amongthekeypeopleatriskweretwomaingroupswithtwodifferentmind-sets.Oneconsistedofindividualswhowereworriedaboutrelocatingbecauseitwoulduproottheirfamilies.Thepeopleintheother,morecareer-drivengroupdidn'tmindlivingandworkingabroadbutwondered,astheyfacedchangeinanyevent,whetherstayingorsearchingforanotheremployerwouldbestfurthertheircareers.

Inone-on-oneconversationswiththepeopleinthefamily-orientedgroup,managersexploredspecificconcernsanddiscussedhowthecompanycouldaddtothemeasuresalreadyinplacetoincreasethelikelihoodofretainingtheseindividuals.Onthemenuofincentives:

anincreaseinbasepay,assistanceinfindingschoolsandkindergartensfortheirchildren,careercounselingfortheirspouses,languagetraining,andalternativeworkarrangementssoemployeescouldworkathomeorcommuteinsteadofrelocating.

Meanwhile,intheconversationswiththecareer-drivenpeople,managersofferedthemacashbonusbutfocusedprimarilyontheorganizationalchartofthenew,centralizedunit,whichhadbeendesignedfromscratch.Forpeoplewhohadheldseniorrolesintheirlocalorganization,itwasessential,forexample,tolearnabouttheirnewresponsibilitiesandhowmanydirectreportstheywouldhave;formanyofthemorejuniorpeopleakeyquestionwaswhotheirbosseswouldbe.Alsohighontheagendawasadialoguewitheachindividualabouthisorherfuturecareerandleadershipopportunitiesinthecontextoftheunit'snewstrategy.

Thistargetedapproach,whichcostjustone-quarterasmuchasthebroadfinancialincentivesplanthecompanyhadpreviouslyapplied,succeededinstabilizingthenewunit.Oneyearafteritslaunch,some80percentofthestaffwhoreceivedspecialattentionhadstartedtoworkinthenewlocation—asignificantlyhighersharethanforthegroupthatdidn'treceivethisattention.Sinceitsfounding,theunithasincreaseditssalesbymorethan30percentanditsearningsbeforeinterestandtaxes（EBIT）bymorethan90percent.

3.Retentionisaboutmorethanmoney

AstheEuropeanindustrialcompany'sexperiencesuggests,financialincentivesplayanimportantroleinretention—butmoneyalonewon'tdothetrick.Praisefromone'smanager,attentionfromleaders,frequentpromotions,opportunitiestoleadprojects,andchancestojoinfast-trackmanagementprogramsareoftenmoreeffectivethancash.Indeed,a2009McKinseyQuarterlysurveyfoundthatexecutives,managers,andemployeesratethesefivenonfinancialincentivesamongthesixmosteffectivemotivatorswhenthemainobjectiveoftheexerciseisretainingpeople.

Onefinancialservicesfirmundertakingarecentcost-cuttinginitiativeelectedtouseonlynonfinancialmeasures—includingleadership-developmentprograms—toretainthepivotalplayersithadidentifiedasbeingatriskofdeparture.Oneyearlater,noneofthoseplayershadquit.

Leadershipopportunitiesareapowerfulincentiveinanysector.InapharmaceuticalsmergeraimedatbuildingtheNorthAmericanacquirer'spresenceinEurope,some50middlemanagersfromtheacquiredcompanyacceptedinvitationstojointrans-Atlanticteamswithkeyrolesinintegratingthetwoorganizationsanddevelopingbusinessstrategy.Thechancetonetworkwiththeacquirer'sseniorpeopleanddevelopleadershipskillsduringthetwo-yearprogramsignaledtothesehigh-potentialemployees—in