外文翻译--在时代的变化中留住核心员工

中文 3398 字 本科毕业论文（设计） 外文翻译 外文题目 Retaining key employees in times of change 外文出处 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. 译文 ： 在时代的变化中留住核心员工 Cosack, Sabine; Guthridge, Matthew; Lawson, Emily 目录： 1. 发现 “尘封的宝石 ” 2. 思想倾向至关重要 3. 要留住员工，不能仅靠金钱 主题词 ： 留住员工，组织的变化，管理，在行业奖励，优良的隶属关系，领导才能， 激励 ，研究及教学 本文论述了在时代变革中组织如何留住企业核心员工。讨论的重点是找出最关键的员工，根据他们的个人和特定的职业目标，为他们提供财政和非财政激励组合。有观点认为，企业往往忽视 不是高层管理人员的 高潜力员 工。激励计划可以包括工资 、 语言培训和替代性工作安排以避免搬迁。 非财务激励措施例如赞美 ，受 到上级和领导 的 培训时 要引起注意。 财务激励措施在挽留员工中发挥着重要的作用，但光有钱还不行。来自主管经理的赞扬、领导的关心、经常晋升、领导项目的机遇以及参加快速管理计划的机会，通常比现金更有效。担任领导的机会在任何行业都是强大的激励因素。 许多公司在艰难时期会把财政激励用在 高级管理人员和明星工作者 上，这 有一个更好的和低成本的解决方案 。 太多的公司保持核心员工 的方法是把 破坏性变革的时期的财政补贴抛在管理层 、 明星工作者或其他 “ 造雨者”。这笔钱很少花得所值。 根据我们的经验，许多接受经济激励措施的员工本来就会留下来 ， 而另外一些人担心的问题则不是只靠金钱就能解决的。再说，公司如果只注重杰出人才，则难免忽略那些业绩 “一般 ”但对任何变革的成功 也 同样举足轻重的员工。 我们在能源、金融服务、医疗卫生、制药、零售等许多行业的企业的工作表明，挽留员工有更好而且省钱的方法 。 在经济复苏时期，当企业需要通过合并、重组和改组以便抓住战略机遇时，这种方法能帮上企业的大忙。该方法首先要确定所有的关键人员，但目标只是那些非常关键而且很有可能要离职的员工。这些 员 工会得到根据其愿望和顾虑定制的包括经济刺激和非经济刺激的综合激励。欧洲的一家工业企业在最近的一次重组中运用了这个方法，发现其预算只需要原来基于现金的方案 的 25%。对类似的希望无需破费大笔资金就能留住顶级人才的企业，我们提出下列三项建议。 1. 发现 “尘封的宝石 ” 在发生组织重大变化时，人力资源经理和业务部门经理需要联手确定那些去留对于企业至关重要的人员。不过，企业经常简单地把目光盯在通常有可能离职的人 对业务成功起着关键作用的高潜力员工和高管身上。几乎没有公司会在不太显眼的岗位寻找业绩一般但技能或社会网 络可能非同小可的员工 。 其实，无论从变革本身的角度考虑，还是就长期业务目标而言，这些员工都不可小觑。 对于一家公司而言，这些 “尘封的宝石 ”可能到处可见 。 例如，一个被收购公司研发部门的产品开发经理可能临近退休年龄，因而再也不会出现在公司的 “高潜力 ”人才名单上，然而，他对于确保一个健康的产品渠道却至关重要。又比如，负责合并被收购公司的下一份财务报告的关键财务人员。即便这些员工的业绩和事业潜力并不出众，但是，他们对制度的了解、直接的关系或专业技术知识可以使他们的去留变得非常重要。在我们最近看到的一则合并案例中，一些 负责供货出库的销售支持人员后来证明与出色的销售员一样重要。 人力资源和业务部门的经理在经过深思熟虑推出一份更加确切的关键员工名单 (通常占全体员工的 30%45%)后，就可以着手优化目标挽留措施所涉及的团体和个人，根据我们的经验，他们占到全部人员的 5%10%。关键是要从两个角度来看待每一个员工：首先，要考虑变革的重点、该员工在其中的作用、以及他或她的离开可能对企业造成的影响 ； 第二，该员工离开的概率。 一家欧洲工业公司在进行这项排队工作时，在风险矩阵中绘制了结果图，该结果令人清醒。该公司在此之前成立了新的 集中交易部门，要求几乎所有的交易员和辅助人员异地搬迁，其中一半人要去另一个国家 这样，人员逐渐流失。风险矩阵显示，还有 104 人可能离开。其中的 44 名员工对于该交易部门的成功至关重要。当然，一些人是交易员，但多数是信息技术、财务和行政人员，他们对该交易部门的系统具备独特的了解。 2. 思想倾向至关重要 千篇一律的挽留计划在说服不同种类的关键员工继续留任时通常是不会成功的。相反，公司应该根据特定员工的思想倾向和动机 (以及所涉及的变化的明确性质 )量身定制挽留方法。 当该欧洲工业公司的高管们将目光投向其标准的挽 留计划 (奖金加上搬迁费用补偿 )以外，关注员工个人的需要时，他们发现了一个比他们预料的更加微妙的情况。在可能离职的关键人员中，主要有两大类群体，他们的心态各不相同 1。一类人担心搬迁，因为这意味着全家迁离。另一类人更加注重事业，不在乎在国外生活和工作，但是，无论在何种变化的情况下，他们考虑的是，无论留下还是寻找另一家雇主，要更能促进自己的事业发展。 在与