外文翻譯--在時代的變化中留住核心員工

1、<p><b>　　中文3398字</b></p><p>　　本科畢業(yè)論文（設計）</p><p><b>　　外文翻譯</b></p><p>　　外文題目 Retaining key employees in times of change

2、 </p><p>　　外文出處McKinsey Quarterly, 2010, Issue 3, p135-139, 5p, 1 Chart </p><p>　　外文作者Cosack, Sabine; Guthridge, Matthew; Lawson, Emily

3、 </p><p><b>　　原文：</b></p><p>　　Retaining key employees in times of change</p><p>　　Cosack, Sabine; Guthridge, Matthew; Lawson, Emily</p>

4、<p><b>　　Contents</b></p><p>　　1. Find the "hidden gems" </p><p>　　2. Mind-sets matter </p><p>　　3. Retention is about more than money </p><p

5、>　　During a reorganization effort, one company found that 44 employees critical to the company's success were likely to leave </p><p>　　Risk heat map for European industrial company, figures indicate

6、number of employees in category (total = 492) </p><p>　　Subject Terms: employee retention,organizational change,management in industry ,superior subordinate relationship,leadership ,praise study& teachin

7、g</p><p>　　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 financi

8、al 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 wage

9、s, language training, and alternative work arrangements to avoid relocation. Non-fin</p><p>　　Section: Applied Insight .Tools, techniques, and frameworks for managers</p><p>　　Many companies thr

10、ow financial incentives at senior executives and star performers during times of change. There is a better and less costly solution </p><p>　　Too many companies approach the retention of key employees during

11、 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 recipie

12、nts would have stayed put anyway; others have concerns that money alone can't address. Moreover, by focusing exclusively on high fliers, companies often overlook those "normal" performers who are nonetheles

13、s critical for the </p><p>　　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

14、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 targetin

15、g only those who are most critical and most at risk of leaving. These people are then offered a mix of</p><p>　　1. Find the "hidden gems" </p><p>　　HR and line managers need to work to

16、gether 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

17、 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

18、in delivering against it</p><p>　　These "hidden gems" might be found anywhere in the company: for example, the product-development manager in an acquired company's R&D function who is neari

19、ng retirement age and no longer on the company's list of "high potentials" — yet who is crucial to ensuring a healthy product pipeline; or the key financial accountant responsible for consolidating the acqu

20、ired company's next financial report. Even if the employees' performance and career potential are unexceptional, their institutional knowle</p><p>　　Once HR and line managers have generated a thought

21、ful 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 work

22、force. 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 t

23、hat the em</p><p>　　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 uni

24、t — 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.

25、Among them were 44 employees who were critical for the success of the trading unit. To be sur</p><p>　　2. Mind-sets matter </p><p>　　One-size-fits-all retention packages are usually unsuccessful

26、 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 invol

27、ved).</p><p>　　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 indi

28、vidual 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 relocat

29、ing because it would uproot their families. The people in the other, more career-driven </p><p>　　In one-on-one conversations with the people in the family-oriented group, managers explored specific concerns

30、 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 k

31、indergartens for their children, career counseling for their spouses, language training, and alternative work arrangements so employees could work at home or commute inste</p><p>　　Meanwhile, in the conversa

32、tions 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

33、 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

34、bosses would be. Also high on the </p><p>　　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

35、 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 didn't receive this att

36、ention. Since its founding, the unit has increased its sales by more than 30 percent and its earnings before interest and</p><p>　　3. Retention is about more than money </p><p>　　As the European

37、 industrial company's experience suggests, financial incentives play an important role in retention — but money alone won't do the trick. Praise from one's manager, attention from leaders, frequent promotions

38、, 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

39、five nonfinancial incentives among the six most effective</p><p>　　One financial services firm undertaking a recent cost-cutting initiative elected to use only nonfinancial measures — including leadership-de

40、velopment programs — to retain the pivotal players it had identified as being at risk of departure. One year later, none of those players had quit.</p><p>　　Leadership opportunities are a powerful incentive

41、in any sector. In a pharmaceuticals merger aimed at building the North American acquirer's presence in Europe, some 50 middle managers from the acquired company accepted invitations to join trans-Atlantic teams with

42、key roles in integrating the two organizations and developing business strategy. The chance to network with the acquirer's senior people and develop leadership skills during the two-year program signaled to these hig

43、h-potential employ</p><p>　　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

44、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 t

45、ransfer of systems from the acquired company.</p><p>　　Targeting retention measures at the right people using a tailored mix of financial and nonfinancial incentives is crucial for managing organizational tr

46、ansitions that achieve long-term business success; it's also likely to save money.</p><p>　　Still, executives mustn't view employee retention as a one-off exercise where it's sufficient to get th

47、e 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

48、. 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, incl</p><p>　　During a reorganizat

49、ion effort, one company found that 44 employees critical to the company's success were likely to leave </p><p>　　Risk heat map for European industrial company, figures indicate number of employees in cat

50、egory (total = 492</p><p>　　Legend for Chart:</p><p>　　A -- Low risk</p><p>　　B -- Medium risk</p><p>　　C -- High risk</p><p>　　A B C</p>&l

51、t;p><b>　　High</b></p><p>　　Unique skills/knowledge; a pivotal person in the organization</p><p>　　37 22 9 8 2</p><p>　　Important resource whose specific

52、 skills/knowledge require careful</p><p><b>　　attention</b></p><p>　　69 50 39 15 19</p><p>　　Difficulty in replacing this person</p><p>　　Import

53、ant resource, but person's competencies are shared and not at</p><p><b>　　risk</b></p><p>　　74 28 21 14 14</p><p>　　General competencies in own area</

54、p><p>　　10 22 6 13 13</p><p><b>　　Low</b></p><p>　　No specific competencies; easy to find in the market</p><p>　　3 1 2 3 3</p&g

55、t;<p>　　Probability of person leaving organization, % Based on market demand for employee's skills, latest salary trends, existing competitive offers, family situation, and known preferences and concerns.</

56、p><p>　　1 .The number of groups will vary according to a company's specific . situation. We have observed circumstances where employers have identified up to six distinct employee segments.</p><p

57、>　　2 .See Martin Dewhurst, Matthew Guthridge, and Elizabeth Mohr, "Motivating people: Getting beyond money," mokinseyquarterly.com, November 2009.</p><p><b>　　譯文：</b></p><

58、p>　　在時代的變化中留住核心員工</p><p>　　Cosack, Sabine; Guthridge, Matthew; Lawson, Emily</p><p><b>　　目錄：</b></p><p>　　1. 發(fā)現(xiàn)“塵封的寶石”</p><p>　　2. 思想傾向至關重要</p>&l

59、t;p>　　3. 要留住員工，不能僅靠金錢</p><p><b>　　主題詞：</b></p><p>　　留住員工，組織的變化，管理，在行業(yè)獎勵，優(yōu)良的隸屬關系，領導才能，激勵，研究及教學</p><p>　　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鍵的員工，根據(jù)他們的個人和特定的職業(yè)目標，為他們提供財政和

60、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、語言培訓和替代性工作安排以避免搬遷。非財務激勵措施例如贊美，受到上級和領導的培訓時要引起注意。財務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、領導的關心、經(jīng)常晉升、領導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。擔任領導的機會在任何行業(yè)都是強大的激勵因素。</p><p>　　許多

61、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。</p><p>　　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

62、樣舉足輕重的員工。</p><p>　　我們在能源、金融服務、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)濟復蘇時期，當企業(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鍵人員，但目標只是那些非常關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

63、組中運用了這個方法，發(fā)現(xiàn)其預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。</p><p>　　1. 發(fā)現(xiàn)“塵封的寶石”</p><p>　　在發(fā)生組織重大變化時，人力資源經(jīng)理和業(yè)務部門經(jīng)理需要聯(lián)手確定那些去留對于企業(yè)至關重要的人員。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)務成功起著關鍵作用的高潛力員工和高管

64、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)務目標而言，這些員工都不可小覷。</p><p>　　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)品渠道卻至關重要。又比如，負責合并被收購公司的下一

65、份財務報告的關鍵財務人員。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、直接的關系或專業(yè)技術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。</p><p>　　人力資源和業(yè)務部門的經(jīng)理在經(jīng)過深思熟慮推出一份更加確切的關鍵員工名單(通常占全體員工的30%~45%)后，就可以著手優(yōu)化目標挽留措施所涉及的團體和個人，根據(jù)我

66、們的經(jīng)驗，他們占到全部人員的5%~10%。關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。</p><p>　　一家歐洲工業(yè)公司在進行這項排隊工作時，在風險矩陣中繪制了結果圖，該結果令人清醒。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。風險

67、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重要。當然，一些人是交易員，但多數(shù)是信息技術、財務和行政人員，他們對該交易部門的系統(tǒng)具備獨特的了解。</p><p>　　2. 思想傾向至關重要</p><p>　　千篇一律的挽留計劃在說服不同種類的關鍵員工繼續(xù)留任時通常是不會成功的。相反，公司應該根據(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)量身定制挽留

68、方法。</p><p>　　當該歐洲工業(yè)公司的高管們將目光投向其標準的挽留計劃(獎金加上搬遷費用補償)以外，關注員工個人的需要時，他們發(fā)現(xiàn)了一個比他們預料的更加微妙的情況。在可能離職的關鍵人員中，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

69、。</p><p>　　在與家庭取向型人員進行一對一的談話中，經(jīng)理們仔細詢問了具體的擔憂，討論了公司如何增加已有的措施以便提高保留這些人員的可能性。激勵措施包括：增加基本工資、為員工的子女尋找學校和幼兒園提供補貼、為其配偶提供職業(yè)咨詢服務、提供語言培訓、以及考慮其他工作安排，這樣，員工可以在家工作，或在兩地往返，而無需搬遷。</p><p>　　同時，在與事業(yè)驅動型人員談話中，經(jīng)理們向他們

70、提供了現(xiàn)金獎勵，但主要強調完全重新設計的集中管理部門的組織結構。對于那些在地方組織中曾經(jīng)擔任過高級職位的人員，他們有必要了解新的職責，以及有多少直接下屬;對于許多初級員工來說，關鍵的問題是，誰將是他們的上司。日程表上的另一項優(yōu)先工作是與每一個員工對話，討論她/他在部門新戰(zhàn)略的背景下的未來事業(yè)發(fā)展和擔任領導的機遇。</p><p>　　這一有針對性的方法，成本只有公司原來運用的范圍廣泛的財務激勵計劃的四分之一，卻成

71、功地穩(wěn)定了新的單位。該方法推出一年后，有80%的受到過特別關注的員工開始在新的地點上班，這個比例要遠遠高于沒有受到過這種關注的員工。新部門自設立以來，銷售額提高了30%以上，而息稅前收入則提高了90%多。</p><p>　　3. 要留住員工，不能僅靠金錢</p><p>　　正如該歐洲工業(yè)公司的經(jīng)驗所表明的，財務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

72、導的關心、經(jīng)常晉升、領導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。確實，《麥肯錫季刊》2009年進行的一項調查發(fā)現(xiàn)，當措施的主要目標是挽留人員時，高管、經(jīng)理和員工將上述五項非經(jīng)濟激勵措施列入了六種最有效的激勵因素中。</p><p>　　一家金融服務公司最近在實施一項成本削減計劃時，只選用了包括領導力培養(yǎng)計劃在內的非財務措施，來挽留已確定為很有可能要離開的關鍵人員。一年后，這些人一個都沒有離職。&l

73、t;/p><p>　　擔任領導的機會在任何行業(yè)都是強大的激勵因素。在一次制藥行業(yè)的并購中，一家北美企業(yè)打算通過收購將業(yè)務擴展到歐洲，被收購的公司中有約50名中層經(jīng)理接受了加入跨大西洋團隊的邀請，該團隊的主要職責是將兩個機構整合在一起并制定業(yè)務戰(zhàn)略。在兩年的計劃中，與收購公司的高層人員建立關系以及發(fā)展領導力技能的機會向這些高潛力員工發(fā)出了信號(在許多情況下，是在合并前宣布已被選中晉升的人員)——他們在新的機構中是有前途

74、的。對于收購方的高管而言，一個益處是有機會對于下一撥可能的高級管理人才進行親自評估。該計劃是一項精心設計的溝通和接觸計劃的一部分，有可能在合并時使擁有5萬人的強大員工隊伍保持旺盛的工作精力，而公司最終只需要向750名目標員工提供財務激勵措施。</p><p>　　當需要財務激勵措施時，重要的是適當設計并且有針對性地運用。例如，將合并時員工保留獎金的1/3在交易結束前就支付給關鍵人員，而余下2/3要在一年后支付，而

75、是否支付部分取決于接受者能否滿足從被收購的企業(yè)制度下成功轉型等事先確定的績效標準。</p><p>　　通過定制的財務和非財務激勵措施組合，針對適當人員的采用挽留措施，對于管理組織過渡以實現(xiàn)長期業(yè)務的成功非常重要;而且還能節(jié)省資金。</p><p>　　另外，高管決不能將對員工的挽留視作為一次性的工作，認為只要有適當?shù)募畲胧┙M合就足夠了。建立在連續(xù)關注和及時溝通之上的最佳實踐，每一步都有

76、助于員工了解組織變化中的不確定性。最終，許多員工最想得到的是明明白白地了解他們在公司中的未來。提供這種明確性需要經(jīng)理們親力親為，包括不斷追蹤工作的進展情況，這樣，一旦出現(xiàn)問題，公司可以迅速干預。</p><p>　　在組織重新組合的努力過程中，一家公司發(fā)現(xiàn)，44名對公司成功起關鍵作用的員工有可能離開，歐洲工業(yè)公司風險熱圖，數(shù)據(jù)顯示雇員人數(shù)的分類（合計=492）</p><p><b&

77、gt;　　圖例圖表：</b></p><p><b>　　A -低風險</b></p><p><b>　　B -中風險</b></p><p><b>　　C-高風險</b></p><p>　　附圖：在一次重組工作中，一家公司發(fā)現(xiàn)44位對于公司的成功至關重要的職