外文翻譯--在時代的變化中留住核心員工

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, 2010, Issue 3, p135-139, 5p, 1 Chart 外文作者 Cosack, Sabine; Guthridge, Matthew; Lawson, Emily 原文 ： Retaining key employees in times of change Cosack, Sabine; Guthridge, Matthew; Lawson, Emily Contents 1. Find the hidden gems 2. Mind-sets matter 3. Retention is about more than money During a reorganization effort, one company found that 44 employees critical to the companys success were likely to leave Risk heat map for European industrial company, figures indicate number of employees in category (total = 492) Subject Terms: employee retention,organizational change,management in industry ,superior subordinate relationship,leadership ,praise study& teaching The article discusses the retention of key employees in times of organizational change. The focus of the discussion is on identifying the most critical employees and offering them a mix of financial and non-financial incentives that a specific to their personal and career goals. The idea that companies often overlook high-potential employees who are not top executives is noted. Incentive packages can include wages, language training, and alternative work arrangements to avoid relocation. Non-financial incentives such as praise from a superior and leadership training are noted. financial incentives play an important role in retention but money alone wont do the trick. Praise from ones manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fast-track management programs are often more effective than cash Leadership opportunities are a powerful incentive in any sector. Section: Applied Insight .Tools, techniques, and frameworks for managers Many companies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution Too many companies approach the retention of key employees during disruptive periods of organizational change by throwing financial incentives at senior executives, star performers, or other rainmakers. The money is rarely well spent. In our experience, many of the recipients would have stayed put anyway; others have concerns that money alone cant address. Moreover, by focusing exclusively on high fliers, companies often overlook those normal performers who are nonetheless critical for the success of any change effort. Our work with companies in many sectors (among them, energy, financial services, health care, pharmaceuticals, and retailing) suggests there is a better and less costly approach to employee retention and one that will serve companies well as they merge, restructure, and reorganize to seize strategic opportunities as the economy picks up. It starts with identifying all key players, but targeting only those who are most critical and most at risk of leaving. These people are then offered a mix of financial and nonfinancial incentives tailored to their aspirations and concerns. A European industrial company applied this approach during a recent reorganization and found that it required only 25 percent of the budget that had previously been spent on a broad, cash-based scheme. What follows are three suggestions for companies with similar hopes of keeping their top talent without breaking the bank. 1. Find the hidden gems HR and line managers need to work together during times of major organizational change to identify people whose retention is critical. Yet too often companies simply round up the usual suspects high-potential employees and senior executives in roles that are critical for business success. Few look in less obvious places for more average performers whose skills or social networks may be critical both in keeping the lights o n during the change effort itself as well as in delivering against its longer-term business objectives. These hidden gems might be found anywhere in the company: for example, the product-development manager in an acquired companys R&D function who is nearing retirement age and no longer on the companys list of high potentials yet who is crucial to ensuring a healthy product pipeline; or the key financial accountant responsible for consolidating the acquired companys next financial report. Even if the employees performance and career potential are unexceptional, their institutional knowledge, direct relationships, or technical expertise can make their retention critical. In one merger we recently observed, certain sales support personnel who filled orders and took inventory turned out to be just as important as the star salespeople. Once HR and line managers have generated a thoughtful and more inclusive list of key players (usually 30 to 45 percent of all employees), they can begin to prioritize groups and individuals for targeted retention measures in our experience, 5 to 10 percent of the workforce. The key is to view each employee through two lenses: first, the impact his or her departure would have on the business, given the focus of the change effort and his or her role in it; and second, the probability that the employee in question might leave. When a European industrial company conducted this exercise, it mapped the outputs on a risk matrix. The results were sobering. The company 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 units systems. 2. Mind-sets matter One-size-fits-all retention packages are usually unsuccessful in persuading a diverse group of key employees to stay. Instead, companies should tailor retention approaches to the mind-sets and motivations of specific employees (as well as to the express nature of the changes involved). When executives at the European industrial company looked beyond their standard retention package (bonuses plus compensation for the costs of the move) and focused instead on the needs of individual employees, they found a more nuanced situation than they had anticipated. Among the key people at risk were two main groups with two different mind-sets. One consisted of individuals who were worried about relocating because it would uproot their families. The people in the other, more career-driven group didnt 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 one-on-one conversations with the people in the family-oriented group, managers explored specific concerns and discussed how the company 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 commute instead of relocating. Meanwhile, in the conversations with the career-driven 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; for many of the more junior people a k e y question was who their bosses would be. Also high on the agenda was a dialogue with each individual about his or her future career and leadership opportunities in the context of the units new strategy. This targeted approach, which cost just one-quarter as much as the broad financial incentives plan the company 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 didnt receive this attention. Since its founding, the unit has increased its sales by more than 30 percent and its earnings before interest and taxes (E B I T) by more than 90 percent. 3. Retention is about more than money As the European industrial companys experience suggests, financial incentives play an important role in retention but money alone wont do the trick. Praise from ones manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fast-track management programs are often more effective than cash. Indeed, a 2009 McKinsey Quarterly survey found that executives, managers, and employees rate these five nonfinancial incentives among the six most effective motivators when the main objective of the exercise is retaining people. One financial services firm undertaking a recent cost-cutting initiative elected to use only nonfinancial measures including leadership-development programs to retain the pivotal players it had identified as being at risk of departure. One year later, none of those players had quit. Leadership opportunities are a powerful incentive in any sector. In a pharmaceuticals merger aimed at building the North American acquirers presence in Europe, some 50 middle managers from the acquired company accepted invitations to join trans-Atlantic teams with key roles in integrating the two organizations and developing business strategy. The chance to network with the acquirers senior people and develop leadership skills during the two-year program signaled to these high-potential employees in many cases, people who had been slated for promotion before the merger was announced that they had a promising future in the new organization. For the acquirers senior executives, one benefit was the opportunity to assess first hand a potential next wave of top management talent. The program was one part of a carefully designed communication and engagement plan that made it possible to sustain the energy of the 50,000-person strong workforce during the merger. The company ultimately needed to offer only 750 targeted employees a financial incentive. When financial incentives are required, it is important to design them appropriately and use them in a targeted way. For example, one-third of the retention bonus during a merger might be paid to pivotal staff even before the deal is closed, with the remaining two-thirds to be paid out a year later dependent in part on the recipients meeting defined performance criteria such as the successful transfer of systems from the acquired company. Targeting retention measures at the right people using a tailored mix of financial and nonfinancial incentives is crucial for managing organizational transitions that achieve long-term business success; its also likely to save money. Still, executives mustnt view employee retention as a one-off exercise where its sufficient to get the incentives packages right. Rather, best-practice approaches build on continuous attention and timely communication every step of the way to help employees make sense of the uncertainty inherent in organizational change. Ultimately, what many employees want most of all is clarity about their future with the company. Creating that clarity requires significant hands-on effort from managers, including the ongoing work of tracking progress so that companies can quickly intervene when problems arise. During a reorganization effort, one company found that 44 employees critical to the companys success were likely to leave Risk heat map for European industrial company, figures indicate number of employees in category (total = 492 Legend for Chart: A - Low risk B - Medium risk C - High risk A B C High Unique skills/knowledge; a pivotal person in the organization 37 22 9 8 2 Important resource whose specific skills/knowledge require careful attention 69 50 39 15 19 Difficulty in replacing this person Important resource, but persons competencies are shared and not at risk 74 28 21 14 14 General competencies in own area 10 22 6 13 13 Low No specific competencies; easy to find in the market 3 1 2 3 3 Probability of person leaving organization, % Based on market demand for employees skills, latest salary trends, existing competitive offers, family situation, and known preferences and concerns. 1 .The number of groups will vary according to a companys specific . situation. We have observed circumstances where employers have identified up to six distinct employee segments. 2 .See Martin Dewhurst, Matthew Guthridge, and Elizabeth Mohr, Motivating people: Getting beyond money, , November 2009. 譯文 ： 在時代的變化中留住核心員工 Cosack, Sabine; Guthridge, Matthew; Lawson, Emily 目錄： 1. 發(fā)現(xiàn) “塵封的寶石 ” 2. 思想傾向至關(guān)重要 3. 要留住員工，不能僅靠金錢 主題詞 ： 留住員工，組織的變化，管理，在行業(yè)獎勵，優(yōu)良的隸屬關(guān)系，領(lǐng)導(dǎo)才能， 激勵 ，研究及教學(xué) 本文論述了在時代變革中組織如何留住企業(yè)核心員工。討論的重點是找出最關(guān)鍵的員工，根據(jù)他們的個人和特定的職業(yè)目標(biāo)，為他們提供財政和非財政激勵組合。有觀點認為，企業(yè)往往忽視 不是高層管理人員的 高潛力員 工。激勵計劃可以包括工資 、 語言培訓(xùn)和替代性工作安排以避免搬遷。 非財務(wù)激勵措施例如贊美 ，受 到上級和領(lǐng)導(dǎo) 的 培訓(xùn)時 要引起注意。 財務(wù)激勵措施在挽留員工中發(fā)揮著重要的作用，但光有錢還不行。來自主管經(jīng)理的贊揚、領(lǐng)導(dǎo)的關(guān)心、經(jīng)常晉升、領(lǐng)導(dǎo)項目的機遇以及參加快速管理計劃的機會，通常比現(xiàn)金更有效。擔(dān)任領(lǐng)導(dǎo)的機會在任何行業(yè)都是強大的激勵因素。 許多公司在艱難時期會把財政激勵用在 高級管理人員和明星工作者 上，這 有一個更好的和低成本的解決方案 。 太多的公司保持核心員工 的方法是把 破壞性變革的時期的財政補貼拋在管理層 、 明星工作者或其他 “ 造雨者”。這筆錢很少花得所值。 根據(jù)我們的經(jīng)驗，許多接受經(jīng)濟激勵措施的員工本來就會留下來 ， 而另外一些人擔(dān)心的問題則不是只靠金錢就能解決的。再說，公司如果只注重杰出人才，則難免忽略那些業(yè)績 “一般 ”但對任何變革的成功 也 同樣舉足輕重的員工。 我們在能源、金融服務(wù)、醫(yī)療衛(wèi)生、制藥、零售等許多行業(yè)的企業(yè)的工作表明，挽留員工有更好而且省錢的方法 。 在經(jīng)濟復(fù)蘇時期，當(dāng)企業(yè)需要通過合并、重組和改組以便抓住戰(zhàn)略機遇時，這種方法能幫上企業(yè)的大忙。該方法首先要確定所有的關(guān)鍵人員，但目標(biāo)只是那些非常關(guān)鍵而且很有可能要離職的員工。這些 員 工會得到根據(jù)其愿望和顧慮定制的包括經(jīng)濟刺激和非經(jīng)濟刺激的綜合激勵。歐洲的一家工業(yè)企業(yè)在最近的一次重組中運用了這個方法，發(fā)現(xiàn)其預(yù)算只需要原來基于現(xiàn)金的方案 的 25%。對類似的希望無需破費大筆資金就能留住頂級人才的企業(yè)，我們提出下列三項建議。 1. 發(fā)現(xiàn) “塵封的寶石 ” 在發(fā)生組織重大變化時，人力資源經(jīng)理和業(yè)務(wù)部門經(jīng)理需要聯(lián)手確定那些去留對于企業(yè)至關(guān)重要的人員。不過，企業(yè)經(jīng)常簡單地把目光盯在通常有可能離職的人 對業(yè)務(wù)成功起著關(guān)鍵作用的高潛力員工和高管身上。幾乎沒有公司會在不太顯眼的崗位尋找業(yè)績一般但技能或社會網(wǎng) 絡(luò)可能非同小可的員工 。 其實，無論從變革本身的角度考慮，還是就長期業(yè)務(wù)目標(biāo)而言，這些員工都不可小覷。 對于一家公司而言，這些 “塵封的寶石 ”可能到處可見 。 例如，一個被收購公司研發(fā)部門的產(chǎn)品開發(fā)經(jīng)理可能臨近退休年齡，因而再也不會出現(xiàn)在公司的 “高潛力 ”人才名單上，然而，他對于確保一個健康的產(chǎn)品渠道卻至關(guān)重要。又比如，負責(zé)合并被收購公司的下一份財務(wù)報告的關(guān)鍵財務(wù)人員。即便這些員工的業(yè)績和事業(yè)潛力并不出眾，但是，他們對制度的了解、直接的關(guān)系或?qū)I(yè)技術(shù)知識可以使他們的去留變得非常重要。在我們最近看到的一則合并案例中，一些 負責(zé)供貨出庫的銷售支持人員后來證明與出色的銷售員一樣重要。 人力資源和業(yè)務(wù)部門的經(jīng)理在經(jīng)過深思熟慮推出一份更加確切的關(guān)鍵員工名單 (通常占全體員工的 30%45%)后，就可以著手優(yōu)化目標(biāo)挽留措施所涉及的團體和個人，根據(jù)我們的經(jīng)驗，他們占到全部人員的 5%10%。關(guān)鍵是要從兩個角度來看待每一個員工：首先，要考慮變革的重點、該員工在其中的作用、以及他或她的離開可能對企業(yè)造成的影響 ； 第二，該員工離開的概率。 一家歐洲工業(yè)公司在進行這項排隊工作時，在風(fēng)險矩陣中繪制了結(jié)果圖，該結(jié)果令人清醒。該公司在此之前成立了新的 集中交易部門，要求幾乎所有的交易員和輔助人員異地搬遷，其中一半人要去另一個國家 這樣，人員逐漸流失。風(fēng)險矩陣顯示，還有 104 人可能離開。其中的 44 名員工對于該交易部門的成功至關(guān)重要。當(dāng)然，一些人是交易員，但多數(shù)是信息技術(shù)、財務(wù)和行政人員，他們對該交易部門的系統(tǒng)具備獨特的了解。 2. 思想傾向至關(guān)重要 千篇一律的挽留計劃在說服不同種類的關(guān)鍵員工繼續(xù)留任時通常是不會成功的。相反，公司應(yīng)該根據(jù)特定員工的思想傾向和動機 (以及所涉及的變化的明確性質(zhì) )量身定制挽留方法。 當(dāng)該歐洲工業(yè)公司的高管們將目光投向其標(biāo)準的挽 留計劃 (獎金加上搬遷費用補償 )以外，關(guān)注員工個人的需要時，他們發(fā)現(xiàn)了一個比他們預(yù)料的更加微妙的情況。在可能離職的關(guān)鍵人員中，主要有兩大類群體，他們的心態(tài)各不相同 1。一類人擔(dān)心搬遷，因為這意味著全家遷離。另一類人更加注重事業(yè)，不在乎在國外生活和工作，但是，無論在何種變化的情況下，他們考慮的是，無論留下還是尋找另一家雇主，要更能促進自己的事業(yè)發(fā)展。 在與