员工流失管理【外文翻译】【整理版】.doc

外文翻译原文Managing staff-turnoverMaterial Source:International Journalof Management Dec2009， Vol26 Issue3，p250-255；Author:Clark, RThe service organization which possesses 5000 employees, recently faced with problems of poor matching of new staffs to their jobs and so as to rising level of employee turnover. As the HR executive of this corporation, how to cope with these potential problems? And how to deal with the time frame that achieving the objective in the unfavorable business environment? The writer states these issues from the aspects of company recruitment, selection and staff turnover functions respectively.First one thing, the poor matching result of the new employees may come from the unfavorable recruitment of new staffs. Therefore, what factors probably influenced recruiting quality? How to deal with them? The writer explained these issues from the following points. First, Barber ( cited in De Cieri & Kramar 2008) defined recruitments as any practice or activity which implemented by the corporation with the predominant aim of identifying and absorbing potential employees. Also, Tyson (2006) argued it as the most significant of human resource functions. Further, recruitment activities are designed to affect: the quantity and the type of people who apply for vacancies; and the possibility that those applying will accept positions the company offered (Breaugh, cited in De Cieri & Kramar 2008). The goal of a recruitment program is to guarantee that the corporation has enough qualified candidates to choose when a vacancy occurs (De Cieri and Kramar 2008). Moreover, corporate recruiting policies should be the substantial factor that likely to influence recruiting quality. There are four human resource policies stated by De Cieri and Kramar (2008) and they are (a) internal vs. external recruiting; (b) Higher pay strategies; (c) image advertisement; and (d) other new recruiting strategies. And for the service company, the problem is the poor matching of job to the new employees, so it must face some problems of external recruitment rather than internal one. Further, the second policy could be the most effective and efficient way to attract potential employees in short-term (De Cieri and Kramar 2008), but owing to the uncertainties of the organizations business environment, this strategy may hardly be adopted during this period. In addition, the image advertising also play a crucial role to absorb new people through improving organizations reputation or image by advertisement. And the content of the advertisement could not only limited to how good our services are!, but also could show the organizations other merits like, donation for charity, environmental-friendly operations and the corporate social responsibility it have taken etc (Wilkinson 2007). These all could enhance its corporate image in the society from another different point of view. Particularly for the company of this topic, different media could be applied according to its different operating and economic condition. For instance, the posting advertisement paper would relatively cost less than others, so it is better for this service organization to use this strategy when economic outlook is challenging. Finally, there would be more emerging recruiting strategies like job customizations, alumni groups which maintained by the company in order to keep contact with previous staffs in case they may return back in future (De Cieri and Kramar 2008). Those strategies which just have been stated by the author would probably all contribute to high quality of staff recruitment, and the high quality could also give rise to better matching results and so as to further deduce the staff turnover level.In addition, the sources from which an organization recruits staffs are a vital aspect of its overall recruitment program as well. Because of the infinite quantity of labor and its diversity, it is crucial for recruiters to focus merely on the sources which they desired, and further contribute to the decrease in cost and timeframe of recruitment (De Cieri and Kramar 2008). On the other hand, the service companys matching and staff turnover problems may be attributable to the irreverent and ineffective sources which selected by the company. So it is better to discuss that which type of sources is most suitable and feasible for this service company. On the other hand, the HR manager also serves an essential role in recruiting. The searches showed that when recruiter describes a vacancy very positively or goes too far to be realistic job preview(De Cieri and Kramar 2008, p.273), the candidate can be misled lured and further lead to a serious case of unmet expectations and a high job-turnover rate. So it is also crucial for HR managers themselves to improve their own personalities such as realism, warmth and informative ness to better perform the role of HR executive (De Cieri and Kramar 2008).After the discussions and analysis of recruitment, it is now going to make a further discussion on the aspect of selection (De Cieri and Kramar 2008). Any organization, especially for Service Company, which intends to compete by people, must take the utmost care with how it selects employees (Robert and Seward 2000). Specifically, selection is the process of choosing candidates from those who most likely to succeed in the jobs available (Robert and Seward 2000). It should be noticed that the procedures of selection, while produced primarily to meet the requirements of the organization, should also meet the needs of the candidates. Only by considering both sides is it possible to have confidence that candidates chose for vacancies would accept the offers made to them and remain with the corporate for an acceptable period of time (Robert and Seward 2000). Therefore a carefully conducted selection procedure is extremely necessary to ensure that the best applicants are selected for any vacant position (Robert and Seward 2000).Particularly for this case of service organization, every facets of selecting process may need to be considered or further perfected in order to find and match the most suitable person to the appropriate job.Initially, the application forms is usually an effective mean to collect relatively accurate, complete and historical data from a candidate, and recruiters then based on the information collected to evaluate and determine which one would come to the next step of selection(Robert and Seward 2000). So in this way, it is absolutely critical for a company to make its application form effectively and sufficiently. Especially for this service company, various questions could be set to get candidates general information. For example, substantive information- sex, character, experience, education, major, etc; progress- in the form of a job history; stability-in the form of previous work record; loyalty and integrity - like Woolworth, ALDI, KFC etc, there are often a huge numbers of multiple choice questions; and other information like criminal record, disability, health etc (Robert and Seward 2000). Moreover, in order to guarantee the realism and reliability of the information, necessary certificates may need candidates to supply.Next, after the evaluation of application forms, there would be a number of candidates meet the requirements and come to the next step. The next step should be the interview. And there are a couple types of interviews available these days. For instance, telephone interview, video interview and the face to face interview (Robert and Seward 2000). The telephone interview may be the most convenient and efficient one, but on the other hand, there is no eye contact and there is a chance for applicants to answer questions relying upon the materials they already prepared. Therefore, the telephone one may be not sufficient enough. Further, the video interview may also very convenient and efficient and sufficient as well, but for the applicants who have no access to internet and any other kinds of video set, there would be a big disadvantage for this mean. So in comparison with the former two, the face to face interview could be the most popular and common one, but it may be not convenient for the interviewer which needs to travel a long way to the interview place (Robert and Seward 2000). The organization could select different means according to the different situation. Moreover, the most crucial part should be interview questions. And the examiner could set up various types of questions to evaluate the examinees quality and ability. For instance, to examine the applicants integrity and loyalty, the questions could be set like, what is your past work experiences? Why do you want to leave your present job? What is your present boss like? (Red Gold Fish Co.,Ltd 2010 ). Are you willing to put the interests of the organization ahead of your own? Tell me about a problem you had with a supervisor (Jobs Assist and Vyom World 2010). Further, to evaluate candidates confidential matter, the questions like, Could you have done better in your last job? Looking back, what would you do differently in your life? . Moreover, other tests like cognitive ability tests- to evaluate a persons capacity to understand and use written and spoken language; personality tests which include of extroversion, adjustment, agreeableness, responsibility, inquisitiveness tests; those tests are also fairly essential for an organization to examine its candidates. What is more, the work-sample tests (De Cieri and Kramar 2008, p.290) are also applicable when it is necessary, but it is relatively cost much and takes a lot of time. Last but not least, when the organization is labor intensive type, the following tests such as: muscular power, muscular endurance, cardiovascular endurance, flexibility, balance tests are absolutely necessary as well (Hogan, cited in De Cieri & Kramar 2008). Though the comprehensive investigation of the applicants, the HR manager would likely to obtain the most qualified and suitable stuffs which the organization desired. As the HR manager, through the all-round examination towards the processes of recruitment, selection and interview, the matching problems would likely to be solved, and further the employee turnover rate may decline as well to some extent. Nevertheless, to better solve the high staff-turnover phenomenon, following factors are extraordinarily worthy to be taken into consideration.There are two types of employee turnover, and they are voluntary and involuntary turnover. While considering this case of the topic, the writer here just talks about the voluntary one. Voluntary turnover means that the employees normally want to leave, which initiated by themselves, whereas the organization on the other hand would prefer the person to stay (Price, cited in De Cieri & Kramar 2008). High voluntary turnover of a company may give rise to discontinuance of operation and high cost on training new employees and other negative influences on the organizations reputation and profitability. So effectively management on employee voluntary turnover would benefit the company significantly.There are still a great deal of other approaches to ease high level of voluntary turnover except enhancing matching degree between staffs and positions. First of all, raising pay level and benefits seem to be a fairly effective approach. But to this service organization which employed 5000 staffs, to rise pay level may generate considerable high salary cost, and this would be a great disadvantage for the company and also weaken its competitiveness to its competitors. However, rising employee benefit would be a relatively better method. A recent survey (Capaldo 2010) on health care industry showed that 64.9 per cent employees would definitely prefer to stay in the industry 2 years more thanks to the increasing benefits condition. And in Mantachies (2010) work, there are five employer-sponsored benefits programs and they are: retirement plans; disability insurance and life insurance; health insurance programs; paid time-off and flexible work schedules and accommodation and enhancement benefits. On the other hand, for average staffs, the retirement plans, life or health insurance may be attractive, but for talented people, they may more concern about if the organization could provide them a broad development environment. For instance, Google successfully recruited and retained talents through its 20 per cent time project- employees have 20 per cent personal time a week to do the projects which they are interested in (De Cieri and Kramar 2008). This project supplied the talent with a quite tolerant developing environment, and work itself becomes a critical attraction and retention force and driver of innovation and motivation (De Cieri & Kramar 2008, p.298). Furthermore, Googles comfortable working atmosphere such as: casual dress every day, dogs can be brought to work, free delicious and nutritious meals, etc, all of these give employees a warm feeling of home (Lee 2010). Sometimes, employees leave may derive from the boredom generated by simple, repetitive jobs (De Cieri & Kramar 2008, p.635), therefore these require the corporation to improve job satisfaction by the approaches like job enrichment, job rotation (De Cieri & Kramar 2008, p.636). Moreover, the supervisors personality are also contributable a lot on employee retention, for example, when the supervisor is just, friendly, positive, caring and helpful to his or her employees, it always generate high job satisfaction. Also, the supervisor who has the same values, attitudes and philosophies with employees would generate more job satisfaction of employees (De Cieri & Kramar 2008). Finally, according to the case of bridging the performance management gap (De Cieri & Kramar 2008, p.388-389), quarterly reviews may be necessary for the organization to measure the effectiveness towards its policies on staff recruitment, selection, staff voluntary turnover spring from people-job matching problems. Others may recommend half-year, but during the uncertain business environment period, the quarterly review appears to be more necessary and prudent for this organization. On conclusion, the problem of poor matching could be alleviated by improving the processes of employee recruitment and selection. Still, the rising level of voluntary turnover could also be brought down by its perfect recruiting and selecting procedures, and furthermore the policies on employee retention and managing employee turnover would make a great contribution as well on staff voluntary turnover issues. What is more, quarterly reviews may need HR manager to be taken to check the effectiveness of its HR policiesReference List Clark, R & Seward, J 2000, Human Resource Management- Framework & Practice, 3rd edn, Mc Graw-Hill, Sydney.Capaldo, M 2010, Using Employee Benefits and Satisfaction Surveys to Help Control Wage, Turnover and Benefit Costs in the Healthcare Industry, viewed 11 May 2010De Cieri, H & Kramar, R 2008, Human Resource Management in Australia- Strategy, People, Performance, 3rd edn, Mc Graw-Hill, Sydney.Jobs Assist and Vyom World 2010, 50 Common Interview Questions and Answers, viewed 9 May 2010, Lee, K.F 2010, MAKING A WORLD OF DIFFERENCE: THE KAI-FU LEE STORY, China Citic Press, China.Martocchio, J. J 2010, Employee Benefits- A Primer for Human Resource Professionals, 4th edn, Mc Graw-Hill, Sydney.Red God Fish Co., Ltd 2010, Some of the Popular answers to Interviewers Questions 2002, viewed 9 May 2010, Tyson, S 2006, Essentials of Human Resource Management, 5th edn, Butterworth-Heinemann, Sydney.Wilkinson, M 2007, The Business of Acting Responsibly. Charter, 78 (2), 38-41.译文员工流失管理资料来源：International Journalof Management(国际管理杂志)Dec2009， Vol26 Issue3，p250-255；作者：Clark, R曾经一个拥有5000员工的服务型企业突然面临一个比较严重的问题，由于员工与工作的匹配程度不够高导致了员工流失率的上升，作为本公司高层人力资源管理人员,如何处理这些潜在的问题?如何有限时间内处理好不利的商业环境? 作者将从公司的招聘、选拔和员工流失各个角度来分析并解决公司的问题。新员工的匹配率低的原因可能是招聘的时候出现了问题，有一些招聘中的环节影响了对新员工的招聘。如何找出这些问题?作者从以下几点解释这些问题。首先，Barber (引用De Cieri和Kramar 2008)把招聘员工定义为公司以鉴定和吸收潜在的雇员为目标的活动。同时,泰森(2006)认为它是人力资源部运作最重要的环节。此外,这类活动还会提高应聘人的数量和质量，同时还会使应聘人更加愿意接受公司提供的岗位，最终的目标是保证该这家公司有足够的候选人选择一个空缺发生(德Cieri和Kramar 2008)。此外