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1、1原文：原文：IHiredYourePerfect…NowStay!HowardJ.MganIncreasinglyitseemswehearstatementslike:“youngpeopletodayarenotascommittedtowkasweare”“employeestodayarejustoutfmoney”“somanykidshaveanentitlementattitude”“thereisnoloyaltyin
2、thewkplacetoday.”Toooftenweattributeacausalrelationshipbetweentheseperceptionsthechangesintodayswkfcewkethic.Regardlessoftheunderlyingreasonsemployeeturnoverisacostlychallenge.Toovercomethischallengeweneedtobetterunderst
3、howtokeepourmostvaluedpeopleresources.todothisweneedtolookatthewldthroughtheireyes.Asleaderswemustalsotakeownershipfourcontributiontotheshiftinemployeecommitment.Merecentlyduringthelate1980srememberourshockwhenIBMannounc
4、edthatitwouldnolongersupptthepracticethathadmadethecompanysuchacovetedplacetowk–nolayoffs.Sincethenganizationseverywherehavefurthererodedemployeeloyaltybyinstitutingpoliciesto“delayer”“downsize”“outsource”increasingnumbe
5、rsofemployees.Itisnottosaythattheseganizationalpracticeshavenotarisenfromvalideconomicreasons.Inlookingatshareholderreturnreducedmarginscompetitivepressuresitmakesfinancialsensetoreducelabcosts.Sogiventhis“new”employment
6、paradigmitisnotsurprisingthatpeople–particularlythemosttalented–takeameproprietaryselfinterestedapproachtowk.Indeedmanypeopleareactuallyredefiningwk:itmaybejustajobtopaythebills–betterstill–itmaybeapassionateinterest:aca
7、reerevenacalling.SoistherehopeOfcourse!Buttoattractretaintoptalentwewillneedtofundamentallychangeourthinking.Fustoattractthebestthebrightestwemustcreateanenvironmentwheretheyaremotivatedtostay.Thenumberonereasonthatemplo
8、yeesleaveanganizationistheleadershipfailureoftheirkeymanagers.Soifthegameischangingweneedtochangethewayweplay.Itisour3melikelytoretaintheirhighperfmers.Whenleadersarecommittedtoselfimprovement–sotooarethepeoplewhowkfthem
9、.Wehavebeentaughttotreatpeoplethesametakingstepstovaluethemequally.Thisisnotaneffectiveleadershipapproachintodayswld.Whyshouldwetreatourwstperfmerslikeourbestperfmersexpectour“stars”toremainmotivatedItsarecipefdisaster.I
10、fyourtopperfmersarespecialtreatthemthatway.Whatwemustdoisrecognizethosewhoaremostvaluabletous.WhatdoesthatmeanDevelopaphilosophyaculturethatprovidesemployeeswithtreatmentthatiscommensuratewiththecontributionthattheymake.
11、whyshouldIstayTellpeopleoftenwhyyouvaluetheircontributions.Bespecificabouthowtheybenefityouthecompany.OneofthethingsthatIadviseclientsisthatwhenyouhaveemployeeswhoareinvaluabletakethetimeeverythreetosixmonthstotellthemth
12、attheyareinvaluable.3.Talkischeap:findcreativewaystomotivateacknowledgecontributions.Todothisyouneedtounderstthedifferencebetweenrewardrecognition.Itisimptantthatleaderscontinuetofindcreativewaystorewardperfmancebuttheys
13、houldbecarefulnottothinkthattheserewardstaketheplaceofrecognition.IcanbestdescribethedifferencebetweenrewardrecognitionthroughasituationIexperiencedinaclientganization.Itwaswidelyknownthatmostofthemreceivedcallsatleastmo
14、nthlyfromheadhuntersattemptingtoenticethemtoleavefotheropptunities.TheCEOknewthisaskedmetotalkwitheachofthemtoensurethathethecompanyweregivingthemeverythingthattheyneededtobemotivatedsatisfied.Iaskedaseriesofquestionsofe
15、achexecutiveincluding:“whatwasthemostmemableoccasioninthepastyear”O(jiān)neoftheexecutivesthatItalkedwithhadledataskfceonanewproductintroduction.Theprojecttookoneyeartocompletehadafirmlaunchdate.Theexecutivehaddonesuchagreatjo
16、bonleadingtheproductlaunchthattheCEOgavehimaonetime$3milliondollar“thankyou”bonusfhiscontribution–inadditiontohisregularsalaryincreasestockoptionsincentivecompensation.SowhenIasked“whatwasthemostmemableoccasioninthelasty
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