员工态度与留人技巧培训.ppt

员工态度与留人技巧培训,员工态度与留人技巧培训讲师：谭小琥,TalentManagementfromEmployeeAttitudetoRetentionApproach人才管理：员工的态度与留住人才的方式,PeterCappelliProfessorandDirector教授及主任CenterforHumanResources人力资源中心TheWhartonSchool沃顿商学院,IsThereSomethingReallyDifferentAboutJobsNow?现在的工作真的有所不同吗？,Yes.Thenotionofasecure,long-termcareerishardertoimagine.是的，一份安全、长期的工作的概念职业更加难以想象。Duringtheeconomic“boom”49%stillhaddownsizing即便在经济繁荣期，依然有49%的企业在缩小规模。AMAsurvey63percentcuttinginonedivisionandexpandinginanother美国管理学会调查-63%的企业在边减边扩Economyturnsfast经济转变迅速Employersexpectingtohire19%morecollegegradsinSpring2001thanin2000.2001年春季，雇主们计划比上年多招19%的大学毕业生。BySept2001,expectingtohire20%fewergrads.到2001年秋季，他们却计划减少20%。,ItsTheNewDealatWork工作中的新状况,TheEndofLifetimeCommitments停止终生承诺ButWorkersarenotallTemps,Either!但员工并不都是临时的ItsanOpen-EndedArrangement,negotiatedandbasedontheoutsidemarket这种安排是开放的、可协商的、以外部市场为基础的Whydoesthatmatter?为什么很重要？,IsThisReallyNew?真是新事物吗？,ThatDependsonHowOldYouAreTheShortHistoryofLifetimeEmployment这要看你的年纪有多大终身雇用制短史WhyWeMovedTowardCareersInsideCompanies我们为什么把事业转移到公司里？ItWasntAlwaysSoGreat.RememberTheOrganizationalMan?情况并不总是很好。记得“组织人”吗？,WhatCausedtheChange?改变的原因,InstitutionalOwnershipandShareholderValue:TheScottPaperCase所有者制度与股东价值：斯哥特纸业案例PressuresfromMarkets:SpeedandVariety市场的压力：速度与变化TheThirdWaveofCorporateRestructuring公司重组的第3次浪潮NewManagementTechniques:BringingtheMarketInsidetheFirm新的管理技巧：将市场引入公司内部,EffectsonEmployeeManagement对员工管理的影响,EmployeeTenure:员工任期Downwithemployer:Upwithoccupation随雇主变短：随职业变长Dismissalsquicker解雇更迅速Training:Notrising培训：没有增长Wages:Returnstoseniorityfalling工资：年资上的回报下降TheBigManagementChallenges管理大挑战Retention,TrainingInvestments,Commitment留用、培训上的投资、承诺,HowAboutDemographics?人口统计学的状况如何？,AreThereShortagesofSkills?有否技能短缺？Oristheproblemmorecomplex?或者这个问题更复杂？HowAboutTechnicalandITSkills?技术与IT技能The“Cobweb”Model“蛛网”模型,WhatElse?还有什么?,TalentManagementthebestreallymatter人才管理精英的确很重要Jobsoffermorescopeforcontributions工作为贡献提供更大的空间Poorperformersaredemoralizing绩差员工日子不好过PerformanceManagementhowcanyoutellwhothebestare绩效管理你怎么知道谁最好？,Ifyourbestemployeehadanoffertoleaveat2xthepay如果你的最佳员工离去，投奔另一个报酬翻番的工作,Couldyoumatchit?你能给他同样的报酬吗？,Howdoyoufeelaboutforcedrankings?你对强制性等级有何看法？,Whyaretheypopular?为什么流行？,DoestheNextGenerationReallyHaveDifferentAttitudes?新一代真有不同态度吗？,Whatdotheyexpectfromjobs?他们对工作有何期待？,CharacteristicsinFirstEmployers*第一位雇主的特征Pleaseratetheimportanceofeachofthefollowinginchoosingafirstemployer请为下面这些在挑选第一位雇主时所考虑因素的重要性打分,Challengingassignments工作的挑战性Companyvaluesbalancebetweenpersonallifeandcareer公司重视工作与生活的平衡Competitivebenefits福利有竞争力Competitivesalary工资有竞争力Financialstrength财务有实力Goodreferenceformyfuturecareer对未来发展有帮助High-achieverprogram高成绩者计划Highethicalstandards道德水平高Immediateresponsibility立即负责Likeable/inspiringcolleagues同事令人喜爱与鼓舞Ongoingeducationalopportunities继续教育机会Opportunitytoinfluencemyownworkschedule有机会影响自己的工作安排Opportunitytospecialize有机会精专Opportunitiesforcontinuouslearning有机会继续学习Secureemployment安全的聘用Varietyoftasksorassignments多样的任务或工作FromPricewaterhousesurveyof1500MBAstudentsfromaroundtheworld来自普华的调查，范围包括1500名世界各地的MBA。,CharacteristicsinFirstEmployers第一位雇主的特征Pleaseratetheimportanceofeachofthefollowinginchoosingafirstemployer请为下面这些在挑选第一位雇主时所考虑因素的重要性打分,Goodreferenceformyfuturecareer对未来发展有帮助-42%Companyvaluesbalancebetweenpersonallifeandcareer公司重视工作与生活的平衡-41%Likeable/inspiringcolleagues同事令人喜爱与鼓舞-37%Competitivesalary工资有竞争力-34%Challengingassignments工作的挑战性-33%Competitivebenefits福利有竞争力-32%Opportunitiesforcontinuouslearning有机会继续学习-31%Opportunitytospecialize有机会精专-30%Secureemployment安全的聘用-30%Financialstrength财务有实力-29%Highethicalstandards道德水平高-29%Ongoingeducationalopportunities继续教育机会-27%High-achieverprogram高成绩者计划-26%Varietyoftasksorassignments多样的任务或工作-26%Immediateresponsibility立即负责-24%Opportunitytoinfluencemyownworkschedule有机会影响自己的工作安排-24%,TheirAttitudesAreDifferent他们的态度确实不同,Theydontbelievetheolddeal.他们不相信过去的规矩Morewillingtotakerisks-failureok更愿意冒险失败，没关系Buildingcareersacrossjobs在工作中建立事业autonomy独立clearperformancemanagement清晰的绩效管理preferflathierarchy喜欢扁平的层级Whattodo?做什么？Explicitandshort-termcontracts明了清晰的短期合同tailorjobtoindividual工作内容量体裁衣,PerformanceManagementisCrucialtotheNextGeneration对新一代来说，绩效管理至关重要,Why?为什么Becausetheirtrustisshort-term,theywantcriteriaspelledout因为他们的信任是短期的，他们希望有明确的标准。Becausetheyaretryingtobuildaskillset,theywanttoknowhowtheyaredoing因为他们想要建立自己的技能，他们希望知道自己做得如何CrucialtoTalentManagement,too对人才管理同样关键Whattodoaboutit?该做什么？Focusonsupervisors重点在主管Performancereviewsandappraisalsareoneplacetostart从绩效回顾与评估开始,HastheEconomicSlowdownChangedTheirAttitudes?经济滞缓是否改变了他们的态度？,B-to-BandB-to-C.Jpollyear2000J民意测验2000年16%wantedtoworkforstart-ups16%希望为新创公司工作31%saidFortune100031%喜欢财富1000强Whatsitlooklikenow?现在又如何？,notyet仍没有,Inyear2001,12%stillsaidstart-upsv.36%Fortune10002001年依然有12%说是新创公司，说财富1000强的是36%。awayfromstart-ups,butnobigmovebacktobigcompanies.离开新创公司，但是并没有大规模回归大公司。For“hotjobs”inengineering,IT,stillabout2jobspergoodapplicant在热门的工程与IT工作中，工作与好的申请人的比例依然是2：1。,RecruitingandRetention.招聘与留用,RecruitingNewWorkers.招聘新员工,Whatisthebestwaytofindgoodworkers?寻找好员工的最佳方式是什么？Self-selectiondescribethejobaccuratelyandtruthfullytogettherightapplicants自我选择正确真实地描述工作，避免盲目的求职者Whattechniquespredictgoodworkers?哪些技巧可以预见好员工？Interviewscanbemisleading面试可能会误导Lookatpriorexperiencesthatarerelated关注有关工作履历Skilltestsmatter技能测试也很重要,TheProblem:Retention问题：留用,Isitmoreofa“pull”ora“push”?要多“拽”，还是多“推”？Thenewdevelopmentisapull-“poaching”ofintellectualcapital新的发展是一种“拽”拖住”智力资本Whythisisnotgoingaway:为什么这就不会离开Theneedforspeed速度的需要Betterinformationaboutopportunities有更好的关于机会的信息Outsidehiringdrivesinternalcandidatesaway外部招聘赶走内部候选者Poor“fits”leavequickerintightlabormarkets人才紧缺时，人岗不适导致离职加速,OnlineRecruitingChangesTheGameforEveryone网上招聘改变游戏规则,Openingupthelabormarkets打开劳动市场Makinginfocheap,shiftedthebalanceofpowertoemployees信息费用降低，权力平衡点移向员工Willemployeescontinuetobelievemanagement?员工还会相信管理吗？The“passive”applicantnowSOeasytofindandhire很容易寻找和聘用“被动”求职者Wetfeetsurvey36%happywiththeirjobbutwillingtomovewithin6months!Wetfeet调查36%的人喜欢自己的工作，但是愿意在半年内换工作！AuctionsiteslikeNurseAwhatsnext?象NurseA这样的人才拍卖网还会有什么？,WhenWorkersLeaveAtleastShapeWhoandWhen.当员工离开至少能控制人和时间,Canyoupaythemtostay?你能用钱留住他们吗？Differentiatingamongemployees在员工中造成区别Tailoringtotheirneeds以细化满足要求Socialrelationsholdemployees社会关系留住员工Thepowerofsocialties社会纽带的力量Reorganizingwork认可工作Projectwork-helpthembuildtheirrecord.设计工作帮助他们建立自己的纪录,FixtheCheapestThingsThatDriveTurnoverFirst.改变那些普通，但却是离职要因的东西,Conflictswithsupervisors与主管的矛盾Simpletraininghelpsalot简单的培训可以帮大忙Developingaperformanceculture发展看重绩效的文化Culturesthatdontrecognizemeritaredemoralizing不能奖优的文化让人受打击Manageoutlowperformerstokeepgoodones淘汰绩差者，留住好人才Createroomforadvancement创造进步空间Inpartbymanagingoutlowperformers部分通过淘汰劣者Mayhavetorotateorpromotefaster可能必须加速轮岗与提升,AlternativestoRetainingEmployees留住员工的其他选择,Accommodateit-whatstherealproblem?调整它真正的原因是什么？Mayberetentionisnttheonlyanswer可能留用不是唯一的答案Redistributeturnoverandmanageflowsbetter重新分配离职率，更好的管理流动Keeptheintellectualcapital留住智力资本Evenifthepeopleleave即便人离去,AnotherAlternativeGettingBetteratRecruiting另一个选择：改进招聘,Youllbedoingmoreofitanyway,andbetter“fits”reduceturnover你要投入更多精力，人岗相配可以降低离职率TheMarriottExperienceTargetingApplicantsMarriott的经验：瞄准求职者Movingtowardinternshipsandcoops实习制度50%ofgradsmayhavecommitmentstoemployersbeginningofsenioryear毕业班的实习生中有50%会对雇主有承诺。TheGEExperienceGE的经验AccentureinSophomoreyear埃森哲-在大二时,EmployersGettingClosertoSchools.雇主在接近学校,OnlineRecruitingMeetsMarketing当网上招聘遇到市场推广,BuildtheHRBrand:ApplicantasCustomer建立HR品牌：把求职者当客户20%applicantsapplybecauseofproductads20%的求职者因为产品广告而求职Linkswithmarketing,drivingtoweb与市场推广的关系，转向网络MoreSophisticatedTrackingandScreening更复杂的追踪与筛选RelationshipMarketing关系营销Alumninetworks,NYLife8,000signupsin1stmonth校友网络，纽约人寿在第一月就有8000人登记。,TrainingandDevelopment.培训与发展,HowCanWeMakeTrainingInvestmentsPayifTheyLeave?员工离开时，他们的培训投资如何支付？,TheChallengeistoFinancetheInvestment筹措投资是挑战HavingEmployeesSharetheCosts让员工分担费用Tuition学费Trainingcontracts培训合同Reducingtheup-frontinvestment减少预先投资On-the-job,just-in-time在职，及时,WhyIsDevelopmentSoHardtoDo?为什么员工发展很难做？,Canyoubesurewhatyouredevelopingfor?你能确定你在发展什么吗？Oldmodelrequiredlotsofresources旧模型需要很多资源Willdecentralizedmanagementpayforcorporatedevelopment?分权管理能补偿公司发展吗？Alternatives:Whatwasyourbestdevelopmentexperience?其他选择：你的最佳发展经验是什么？Letemployeesdriveittheopenmarket让员工来驱动开放的市场,SuccessionPlanning?继任者计划？,WhyBother?为什么要费这个事？Cantbesureofneed/dont“own”thepeople不能确定需求，不能“拥有”人Canyoukeepthe“promises?”你能信守“承诺”吗？BetterOption:DevelopDepthofTalent更佳选择：