外文翻译在时代的变化中留住核心员工精品.docx
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外文翻译在时代的变化中留住核心员工精品.docx
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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
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