怎么留住人才外文翻译.doc

外文翻译 How To Retain Talent Employees are our most important asset, key personnel is the key to future development. Many companies, however, the key personnel culture often clueless they are either ambiguous is a measure of the key personnel either practical and reliable employees voted out of low morale, either developed training plan potential for development managers from the day-to-day operations. The result is that those key personnel either leave or destroy. How to manage these key personnel? Pay design, the essence of the design of the value of the internal relations of distribution, the internal value divided mainly based jobs. Different position and compensation standards will be different; same post, different ability levels, remuneration standards will be different. Therefore, a compensation consulting to businesses, the first thing to do is to position system combing structured design. First, personnel training and company strategy coordinated. Potential depends on the environment, therefore, critical talent management programs should match with the companys strategy. For example, if the companys strategy to achieve development in emerging markets, its focus should be a more global talent pool, as well as those able to flexibly adapt to unfamiliar environment. Conversely, if the company is committed to being the low-cost leader in, then it should be aimed at those highly disciplined and results-oriented person. Secondly, the selection of reserve talents seriously. Selection nomination and objective assessment of the combined talent, in addition to the internal assessment, the company can also listen to the views of the external partners. Many companies are reluctant to publish the list of key personnel, mainly due to the selection process too subjective or unfair, therefore unconvincing. Studies have shown that employees know that they were elected to key personnel, can significantly increase their willingness to stay with the company, as well as their productivity. Finally, training of key talent in addition to formal training courses should also include self-learning and other forms of training, one of the most effective tools is the rotation experience. The rotation experience can include greater management scale, the greater the scope of work, from the front line to the administrative or mobilized from the executive to the front line, cross-cutting mobilize newly created project, turnaround and change management projects, overseas office. Change the level, organization department, place of work, industry and the environment, and help managers grow. Job management, including grade division of the sequence into hierarchical division, five parts of the job name and tenure standards. The grade posts combination of the responsibility of a similar nature, embodied is to provide staff with the wider development of the channel, the variety of career direction selection is simple business can be divided into management grades, professional grade, complex internal division of responsibilities companies can more divided, such as the management of grades, design grade, technical grade, job grades, market grades, grade of business operations, functions that support the grade . Level is the responsibility of size, degree of difficulty similar job combination, reflect the different levels of positions, multi-level, staff development upside; simple level division can be divided into high, grass-roots, such as further broken down, but also divided into clerical, Commissioner level assistant level, supervisory level, manager level, director level, the level of general manager of the level of vice president, chief executive level; design level, the number of levels, the number and corporate internal scale and Future, The development is expected both to avoid to staff posts soon encounter the ceiling, but also the staff small run incentive. Job design both want to consider employee satisfaction upgrade, but also to consider the efficiency of corporate human resources management of its primary starting point is that people-oriented, fully consider the staff development space with more choice, at the same time achieve classification management easy resources reasonably invested . In short, the reasons for brain drain is a wide range of both internal reasons, external reasons, both subjective reasons, there are objective reasons for both corporate reasons, employees reason, these factors are often intertwined, is extremely complex. Fundamental of the talent business survival as well as social development. Recommendation: First, from the institutional proceed to create a flexible, dynamic personnel training and configuration mechanism. Especially in large companies or government departments, it is easy to form a rigid bureaucracy, talent promotion according to seniority phenomenon seriously, young and full of vitality often can not stand this bondage, and therefore should establish performance and capacity system led the chosen people. The capable, Yongzhe let Liezhe, truly dynamic talent selection to leadership positions. In addition, try to avoid formalism and bureaucracy. Increase efforts to train employees, cadres and workers, to create good conditions for their learning, so that everyone can get a lot of growth. The changing of the guard rotation can change the concept of corporate staff, cadres and workers, continue to bring them fresh. Either business or government departments, should be a reasonable treatment mechanism to enhance their sense of belonging and of honor, doing nothing, goof cleared team. Third, thinking of all the staff, so that everyone has expected. Leadership is to lead by example, to be good at their spirit and strength of character to lead the team. So that each employee or each cadres recognize that their work makes sense, recognize that their environment is people-oriented, and recognize that through the efforts of tomorrow will be better aware of their own in the post is a honor. To make efforts to strengthen the internal cohesion, so that the harmony of human relations, tensions do serious, unity, and lively. Attention to the psychological needs of employees, they create plenty of leisure time and leisure conditions. In short, we must be people-oriented.怎么留住人才 员工是公司最重要的资产，而“关键人才”更是公司未来发展的关键所在。然而，许多公司对“关键人才”的培养往往毫无章法，他们要么是对“关键人才”的衡量标准模糊不清，要么是让那些踏实可靠的员工因落选而士气低落，要么制订的培养计划让有发展潜力的管理者脱离了日常经营。结果是那些“关键人才”要么离开，要么被废掉。公司如何去管理这些“关键人才”呢?薪酬设计，实质是企业内部价值分配关系的设计，而内部价值的划分主要基于职位。不同的职位，薪酬标准会不同；同一职位，不同的能力水平，薪酬标准也会不同。因此，我们在给企业做薪酬咨询的时候，首先要做的就是职位体系的梳理与结构化设计。 首先，人才培养与公司战略协调一致。潜力取决于环境，因此，关键人才管理计划应与公司的战略相匹配。例如，如果公司的战略是要在新兴市场实现发展，那么它的重点应该是一个更全球化的人才库，以及那些能够灵活适应各种陌生环境的人。相反，如果公司致力于成为低成本领先企业，那么它就应该瞄准那些高度自律，并以结果为导向的人。 其次，认真选拔后备人才。对人才的选拔可以采用提名和客观评估相结合的方式，除了内部考核，公司还可以听取外部合作伙伴的意见。很多公司不愿意公布“关键人才”的名单，主要原因是选拔流程过于主观或不公正，因此缺乏说服力。有研究表明，让员工知道他们被选为关键人才，可以显著提高他们留在公司的意愿，以及他们的生产力。最后，对关键人才的培养除了正式的培训课程，还应该包括自主学习和其他培训形式，其中最有效的工具就是轮岗体验。轮岗体验可以包括更大管理规模、更大工作范围、从一线到行政或从行政到一线的调动、跨领域调动、新创项目、扭亏为盈、变革管理项目、海外任职等。改变级别、组织部门、工作地点、行业和环境，都有助于管理者成长。职位管理，包括职系划分、序列划分、层级划分、岗位名称与任职标准五大部分。职系是责任性质相近的岗位组合，体现的是为员工提供更宽的发展通道，也就是多种职业方向的选择，简单的企业可以划分为管理职系，专业职系，内部责任分工复杂的企业可以有更多的划分，比如管理职系、设计职系、技术职系、作业职系、市场职系、业务运营职系、职能支持职系。层级是责任大小、难易程度相近的岗位组合，体现不同级别岗位，层级多，员工发展的上升空间就更大；简单的层级划分可以分为高、中、基层，如进一步细分