人才流失外文翻譯---吸引和留住人才

1、<p>　　本科畢業(yè)設(shè)計（論文）</p><p>　　外文參考文獻譯文及原文</p><p>　　學(xué) 院 經(jīng)濟管理學(xué)院 </p><p>　　專 業(yè) 工商管理 </p><p>　　年級班別 </p><p>　　學(xué) 號

2、 </p><p>　　學(xué)生姓名 </p><p>　　指導(dǎo)教師 </p><p>　　年 月 日</p><p><b>　　目 錄</b></p><p>　　1 外文文獻譯文……………………………………………………

3、………………..1</p><p>　　2 外文文獻原文……………………………………………………………………..8</p><p><b>　　吸引和留住人才</b></p><p><b>　　福雷德理·何博格著</b></p><p>　　出版在承包商工具和供應(yīng)雜志，2005年3月&l

4、t;/p><p><b>　　摘 要</b></p><p>　　吸引人才和留住人才，是企業(yè)成功的關(guān)鍵。企業(yè)最重要的資源，就是優(yōu)秀雇員，他們不斷提升工作技能，為企業(yè)和顧客帶來更大的價值。本文論述的是如何吸引和留住人才來保持競爭力，以及如何打造持續(xù)繁榮發(fā)展的企業(yè)環(huán)境。</p><p>　　關(guān)鍵詞：吸引，留住，人才，環(huán)境，競爭力</p>

5、;<p>　　1 吸引和留住人才的重要性</p><p>　　十多年前，美國一些先進的公司就預(yù)言將會出現(xiàn)嚴重的人力資源短缺問題。這樣的預(yù)言在當(dāng)今競爭越來越激烈的商界中已經(jīng)得到驗證。人力資源短缺幾乎能影響所有的行業(yè)，因此企業(yè)雇主應(yīng)當(dāng)跳出傳統(tǒng)陳舊的人力資源配置概念。當(dāng)“新手”雇員加入工作崗位，必然有各種問題隨之產(chǎn)生。因此，吸引和留住企業(yè)中的優(yōu)秀雇員十分重要。高效率的雇員就是令人滿意的雇員。這樣的人才能為

6、企業(yè)創(chuàng)造更好的業(yè)績。企業(yè)管理者有責(zé)任不斷地營造能讓人才樂意工作于其中的企業(yè)環(huán)境。</p><p>　　首先要確保新招募的雇員的素質(zhì)，認定及留住資深雇員，再者就是發(fā)展有成長潛力的雇員。同時要關(guān)注表現(xiàn)欠佳的員工，去了解這類員工是否分配到了不適當(dāng)?shù)墓ぷ鲘徫?，明確公司有無提供具體清晰的工作要求讓員工清楚明白自己的工作職責(zé)。如果員工的表現(xiàn)沒有達到預(yù)定的要求，企業(yè)管理者應(yīng)明確地反饋給員工知道。</p><

7、p>　　大衛(wèi)·格洛斯是Power & Control Automation公司的客戶代表。該公司是西門子公司在美國佛羅里達州和佐治亞州的主要分銷商。他提出以下的觀點：“一個出色雇員的特點是忠誠，有責(zé)任心，有創(chuàng)意，注重細節(jié)——這是最重要也最難得的特性。除了福利和報酬之外，雇員還需要對公司有一份信心。他們希望確定為公司銷售的產(chǎn)品是安全無害的，希望確定公司會在業(yè)界保持穩(wěn)固地位?！?lt;/p><p>

8、;　　格洛斯認為安全感是區(qū)分好企業(yè)與壞企業(yè)的一大特點?！皟?yōu)秀的雇員具有積極的態(tài)度和可培訓(xùn)性，他們有良好的工作記錄，能與他們合作融洽。作為小型的企業(yè)，我們可以更加靈活，并且我們很自豪能給雇員提供家庭般和諧友好的氛圍，較有自我管理的風(fēng)格。我們允許雇員處理個人事情但在過后補上該工作的時間，我們提供的整套福利也很有競爭力?！?lt;/p><p>　　1.1 優(yōu)秀員工對公司的期望</p><p>　　任

9、何行業(yè)任何公司里的雇員都對公司有以下幾方面的需求，以下各方面是根據(jù)重要性和受重視的程度降序排列的。</p><p>　　1、樂趣：工作的樂趣包括期待上班工作以及下班時感覺良好。具體的雇員對此有具體的不同的感受。工作的樂趣對于雇員來說可能是來自工作中的創(chuàng)意，成功地完成任務(wù)，看到自己的工作得到積極正面的結(jié)果，知道自己為別人做出了一些貢獻，或者得到來自他人的尊敬和認可。一個有創(chuàng)意的雇員會因為他的創(chuàng)意而成為一個高效率的人

10、才。一個細心的雇員會樂意細致鉆研。如果將一個技術(shù)骨干推到管理層的職位，則未必能令他成為一個高效率的人才。崗位責(zé)任分工與個人的能力應(yīng)當(dāng)合理結(jié)合，才能實現(xiàn)最高的工作效率。</p><p>　　2、金錢：當(dāng)雇員覺得只有錢是最重要的時候，就是當(dāng)他們認為所得報酬與自身價值不符的時候。薪水能增加工作的樂趣，但不能取代工作的樂趣。僅僅受薪水驅(qū)動的雇員有可能與其他的雇員無法配合好工作。</p><p>　

11、　3、安全感、福利：沒有人希望自己是下一個被辭退的人，也沒有人希望感受到公司內(nèi)部失控的形勢。福利對于某些雇員來說特別重要。針對具體雇員的需求的福利是最理想的，也是可以協(xié)商實現(xiàn)的。企業(yè)必須使雇員清楚知道自己所能享有的福利，以及享有這些福利所需要先履行的責(zé)任和承擔(dān)的義務(wù)。</p><p>　　4、舒服、休假：人們對于安逸的概念的理解不盡相同。有些雇員認為在離家近的地方工作就是舒服的，因為他們有一種對家庭的需求感。雇員

12、們需要靈活的或者額外的休假時間，其中有各種不同的原因。在這方面，企業(yè)雇主與雇員的積極協(xié)商是成功溝通的關(guān)鍵。</p><p>　　要使雇員獲得工作滿足感，以上所述就是先決條件。當(dāng)雇員花時間去考慮這些問題，談?wù)撨@些問題，或者想追求這些條件的時候，也正是企業(yè)在這些方面做得不夠，導(dǎo)致雇員沒有高效率工作的時候。帶著滿足的感覺下班回家的雇員必然會期待第二天上班工作。這樣的雇員不僅會一直留守在企業(yè)，而且會在自己的工作崗位上有高

13、效率的表現(xiàn)。</p><p>　　“員工是雇來完成具體工作任務(wù)的，而一個好的雇員清楚知道自己所在的位置以及想要達到的位置。”美國大型的管理層人員招聘機構(gòu)的客戶代表達斯丁·福特這樣說，“而作為雇主的則當(dāng)然是觀察這樣的一個雇員如何做到創(chuàng)造效益或者節(jié)約成本?！备Ｌ氐膶ｉL是為工業(yè)銷售界搜尋合適的人才或者填補企業(yè)職位空缺的人才。他早前在Motion Industries就職，已經(jīng)有5年的人才招聘工作經(jīng)驗。<

14、/p><p>　　德里克布察兒與其姐姐米歇兒分別是其家族企業(yè)IBS公司的業(yè)務(wù)經(jīng)理和市場部副總監(jiān)。他們提出以下的觀點：“優(yōu)秀的雇員更看重的是待遇中的優(yōu)越方面，而不是明確的賠償金，不是單單追求待遇中的金額?！彼赋?，“如今的雇員尋求的是一份‘整體’的職業(yè)，即包括良好的公司文化，職業(yè)道路，工作責(zé)任分工，以及工作與生活的協(xié)調(diào)平衡。這種平衡已經(jīng)日趨受到重視。即使一個企業(yè)能給雇員提供一切，雇員自己還是會希望有時間有空間與自己的家

15、人共處?！?lt;/p><p>　　1.2 招聘面試甄別人才</p><p>　　的確，招聘面試是重要的一個環(huán)節(jié)。有的招聘者將其作為發(fā)掘適當(dāng)雇員的決定性的最后一步，也有的招聘者將面試作為判斷雇員素質(zhì)的第一步。面試是整個招聘過程中舉足輕重的一個環(huán)節(jié)，因為如果沒有面試，就沒有即時的問答互動以及通過情景模擬來測試應(yīng)聘者隨機應(yīng)變的能力，那就很難判斷應(yīng)聘者是否具有良好的素質(zhì)。關(guān)于面試的重要性向來都是仁者

16、見仁，智者見智，而面試的具體方法則是有一定趨勢的。成功有效的面試要領(lǐng)包括以下幾方面：</p><p>　　1、做好準(zhǔn)備工作，準(zhǔn)備好要提問的問題。</p><p>　　2、針對所招聘的職位，理清應(yīng)聘者需要具備的素質(zhì)條件。如果面試官不止一人，更應(yīng)該提前共同作好準(zhǔn)備。</p><p>　　3、禮貌、守時，主動。</p><p>　　4、令準(zhǔn)雇員感到

17、正在應(yīng)聘的公司是一家很好的工作單位。</p><p>　　5、在適當(dāng)?shù)牡攸c進行面試，排除干擾。</p><p>　　6、辦公室不是適宜的面試地點，應(yīng)選擇會議室或者私人休息室，或者其他確保不會被干擾的地點。</p><p>　　7、認真傾聽，眼神交流，了解應(yīng)聘者。認真聽?wèi)?yīng)聘者說話的內(nèi)容和看他們說話的方式，可以判斷他們是否能良好地溝通表達，是否誠實。</p>

18、<p>　　8、給一些時間讓應(yīng)聘者針對公司和職位提問。借此機會向應(yīng)聘者宣傳介紹自己公司的情況和該職位的情況，使應(yīng)聘者有可能發(fā)揮潛力參與到企業(yè)中，創(chuàng)造更大的利益。</p><p>　　企業(yè)應(yīng)該將雇員當(dāng)作客戶般對待而不是當(dāng)作公司財產(chǎn)般對待。努力留住人才，如同努力留住客戶一樣。企業(yè)要致力于關(guān)注人才的利益，如同關(guān)注客戶的利益。凡是將雇員當(dāng)作數(shù)字資產(chǎn)、當(dāng)作牟利工具的企業(yè)，都會蒙受人才流失帶來的損失。這是福特的

19、補充觀點。</p><p>　　格洛斯指出，企業(yè)必須關(guān)注雇員的福利，根據(jù)員工的實際需要盡量靈活地提供福利。如果企業(yè)能在和員工親自溝通后推出有針對性的福利，必然使是員工隊伍士氣大振。如果一家企業(yè)里有員工已經(jīng)用完了規(guī)定內(nèi)的假期，而員工家屬突然有急癥，這樣的情況下企業(yè)管理者應(yīng)該首先讓員工去探視家屬，關(guān)于假期的問題事后再安排。企業(yè)應(yīng)建立與員工之間的和諧關(guān)系，成為其生活中給予支持、扶持的力量來源之一。</p>

20、<p><b>　　1.3 愉快工作</b></p><p>　　布察兒和約翰曾在其雇員中進行關(guān)于員工工作滿意度、喜好等方面的調(diào)查。調(diào)查表明其公司雇員的工作滿意度來自于該公司的良好財政形勢（66.7%員工的意見），優(yōu)厚福利（41.7%員工的意見）以及薪酬（33.3%員工的意見）。其他被提到的滿意原因還包括制度靈活性、工作安全感、同事關(guān)系、公司規(guī)模、與管理層人員的關(guān)系，以及受重視的

21、感覺。有58%的員工表示他們最滿意的就是目前的工作本身，25%的員工認為工作滿意度的原因中薪水只是其中排在最后的一個原因。布察兒認為值得注意的一點是，員工將企業(yè)的良好財政形勢作為工作滿意度的最大因素。此外，企業(yè)對于雇員的工作投入有所要求，使得雇員感到自己有受到重視的價值，也很滿意靈活的工作環(huán)境。</p><p>　　“我們建立了評估制度，大家自己決定自己的成功和快樂。”約翰說，“每個人都清楚自己所處的位置，我們不

22、斷地搜集意見，每年與每個雇員見面談話兩三次，給予雇員進步的力量。那樣最終的效果是讓雇員認識到他們要對自己負責(zé)。對于雇員將薪水作為滿意原因的排在最后的一個原因，我們覺得這一點很有意思。因為實際上本公司的薪酬在本行業(yè)來講已經(jīng)是相對很高的水平，而本公司的雇員好象還覺得自己獲得的薪酬還不夠高?！?lt;/p><p><b>　　2 留住員工</b></p><p>　　在招聘與留

23、人中有三個大方面要注意：弄清楚人員流失的原因，經(jīng)濟上鼓舞員工，以及創(chuàng)造更好的工作環(huán)境。</p><p>　　為什么有員工流失？當(dāng)這個問題出現(xiàn)時，必須要先弄清楚這個問題的答案再采取行動。然而許多公司招聘者在員工離職的時候卻沒有按這樣的思路正確處理。招聘方不應(yīng)等到有員工離職的時候才開始采取預(yù)防措施。他們應(yīng)當(dāng)開始從員工、從應(yīng)聘者的角度設(shè)想，有什么樣的理由能使求職者選擇在這一家而不是別家公司工作？</p>

24、<p>　　人員流失的許多原因與薪金并不無很大的關(guān)聯(lián)。離職的員工往往是因為人的因素而離職，例如與管理層的沖突，沒有得到兌現(xiàn)的承諾，或者意識到得不到欣賞、支持或適當(dāng)?shù)谋O(jiān)督指點。甚至有一些人員流動的原因完全與雇傭方無關(guān)的，例如是想在離家更近的地方工作。</p><p>　　2.1 應(yīng)對人才流失的經(jīng)濟措施</p><p>　　雇傭方可通過以下幾個途徑鼓舞和挽留員工：</p>

25、<p>　　1、支付符合市場水平的薪酬。關(guān)于薪資水平的調(diào)查可以從有關(guān)機構(gòu)、招聘公司、甚至是網(wǎng)絡(luò)上獲取。任何一個值得挽留的員工都足夠聰明地去了解清楚自己所得的薪資是否符合市場行情。</p><p>　　2、持股制度能鼓舞員工增加對企業(yè)的忠誠度。最忠誠的雇員，值得擁有企業(yè)的一部分股份。專家認為這種制度能將人才流失率降低一半。</p><p>　　3、獎金和其他一些按表現(xiàn)獎勵的措施

26、能穩(wěn)固員工對企業(yè)的忠誠度。多年來銷售業(yè)務(wù)員提成抽傭非常普遍，而如今這種做法也能作為參考應(yīng)用于其他類型的員工上。</p><p>　　利益能吸引和留住員工，但恰到好處的鼓勵和贊揚則不需要花費大量的錢財，也可向員工傳達出積極的信息，增加其忠誠度，降低流失率。其他常用的激勵方式還包括報銷費用給員工的學(xué)習(xí)項目、退休補貼、托兒津貼，以及為雙職工夫婦作時間靈活的工作安排。另外還有一些優(yōu)惠例如組織周末短程旅游，提供車輛租賃，優(yōu)

27、惠辦理專業(yè)機構(gòu)的會員卡，配備臺式或筆記本電腦，配備手機，額外有薪假，贈送禮品，贈送健康健身中心會員卡等。企業(yè)在這方面可以發(fā)揮創(chuàng)意，只需確保員工認識到這些優(yōu)惠福利中的價值所在。</p><p>　　4、改善工作環(huán)境有助于維系雇員隊伍不流失。許多人與同事相處的時間甚至多于與家人相處的時間，并且會向同事尋求支持、鼓勵和贊賞。因此企業(yè)應(yīng)著力營造和諧友好的工作環(huán)境。</p><p>　　業(yè)界目前還流

28、行一種方法，就是通過提供指導(dǎo)來留住員工，當(dāng)然這還是需要管理層立足于集體意識來落實。福特表示：“所謂指導(dǎo)，就是企業(yè)內(nèi)有專人專門回答員工關(guān)于公司文化，責(zé)任義務(wù)，晉升機會之類的問題。許多公司已經(jīng)因此成功降低人員流失率，相信隨著廣泛的傳播，這種途徑會被更加多的企業(yè)所采用。許多企業(yè)還提供例如海上游艇巡游、假期等，獎勵‘優(yōu)秀’員工，同時也是激勵‘良好’員工向‘優(yōu)秀’員工看齊?！?lt;/p><p>　　根據(jù)美國圣地亞哥州的“創(chuàng)意

29、領(lǐng)導(dǎo)中心”報告指出，那些給雇員提供發(fā)展空間、良好溝通以及其他積極正面因素的公司，都維持很低的人員流失率，而創(chuàng)造企業(yè)利潤可多出20%。</p><p>　　5、為雇員規(guī)劃職業(yè)生涯。這樣做的好處是幫助雇員了解自己的努力目標(biāo)，使其工作有實際的方向和積極的意義。</p><p>　　6、鼓勵開放式的對話。與雇員分享公司運作和財政狀況有助于建立雇傭方和受雇方之間的信任。最終會使雇員對企業(yè)有主人翁的精

30、神，成為長期留守企業(yè)的力量。</p><p>　　7、傾聽員工的意見。設(shè)立意見建議信箱，每周或每月獎勵好的員工意見和建議。</p><p>　　8、組建和諧團隊。提供獎勵計劃，對員工的工作表現(xiàn)和成績予以認可和獎勵。定期舉辦企業(yè)內(nèi)部的交流活動，以營造親切熱情的氛圍。</p><p>　　另外，考慮以下幾點，可以有助于維持員工隊伍以及招募合適的人選來填補職位空缺：<

31、;/p><p>　　1、完善當(dāng)前的為搜尋、吸引有潛力的雇員而投放的廣告和市場營銷計劃。</p><p>　　2、使用網(wǎng)上招聘的途徑。</p><p>　　3、與相關(guān)機構(gòu)、供應(yīng)商、同行等建立關(guān)系網(wǎng)。</p><p>　　4、制定規(guī)定，獎勵成功推薦合適新雇員的現(xiàn)有雇員。</p><p>　　5、留意人力資源市場發(fā)生的變化。&l

32、t;/p><p>　　6、參加招聘會，參觀大學(xué)院校，并且適當(dāng)?shù)馗M。</p><p>　　7、在內(nèi)部招聘的同時，尋求專業(yè)招聘機構(gòu)作為輔助的招聘手段。</p><p>　　隨著市場的不斷的競爭，企業(yè)的成功越來越多地決定于招聘者在人力資源管理上的能力和策略。歸根到底，重點即是在于吸引人才和維持企業(yè)人才隊伍的忠誠度，降低人員流失率。</p><p>　

33、　在維系雇員隊伍、挽留人才上，也是有底線的。企業(yè)領(lǐng)導(dǎo)人屬下的經(jīng)理人的管理能力，對于能否留住底下的人才，起著重要的影響。調(diào)查顯示，多數(shù)員工辭職并不真的是告別公司告別工作，而是告別經(jīng)理告別主管。</p><p>　　管理層中的經(jīng)理如果僅僅是為人隨和、受歡迎，是遠遠不夠的。誠然，一個受喜愛的經(jīng)理能從員工身上加分，對企業(yè)好感加分，而一個刻薄的令人討厭的經(jīng)理則相反。然而作為真正善于留人的經(jīng)理或主管都知道，要控制企業(yè)員工流失

34、的情況，管理的質(zhì)量是一個關(guān)鍵因素。</p><p>　　懂得有效管理的經(jīng)理人能避免或降低員工的流失。這類型的經(jīng)理挽留員工的第一步就是在一開始的時候向員工清晰說明對員工在工作上的要求和期望，向員工描繪符合預(yù)期的工作表現(xiàn)所能帶來的成功，這種成功是雇傭雙方共同的成功。他們還會頻繁地與員工進行溝通，使得互相溝通后員工感到受重視，并認為自己有信心完成工作任務(wù)。</p><p>　　員工對于經(jīng)理們和主

35、管們的抱怨主要包括以下一些方面，也就是他們決定辭職的緣故：</p><p>　　1、他們沒有清晰說明對員工的工作要求和期望 </p><p>　　2、他們沒有清晰說明員工晉升的空間和加薪的可能 </p><p>　　3、他們沒有經(jīng)常與員工會面和談話</p><p>　　4、他們沒有為員工指出可以通過員工努力而達到的工作上的目標(biāo)</p&g

36、t;<p>　　當(dāng)經(jīng)理試圖挽留員工而沒有成功時怎么辦？如果一個經(jīng)理沒有成功地挽留要辭職的員工，那么很可能只有兩種原因：一是他可能沒有能力加強他對在職員工的管理和合理的評價員工，二是他可能是不愿意加強對員工的管理和合理的評價。一個經(jīng)理在職時期如果有不少重要的優(yōu)秀的員工離職，就說明他不足以繼續(xù)擔(dān)當(dāng)管理者的角色。如果這樣的經(jīng)理選擇爭取留下，就必須努力做到有成績有表現(xiàn)有貢獻。經(jīng)理本身也是企業(yè)主屬下的員工，如果他們無法進步，企業(yè)的最

37、高管理者就應(yīng)當(dāng)讓這樣的經(jīng)理離開企業(yè)，而不是等到他們對企業(yè)造成負面影響的時候才去辭退他們。</p><p>　　如果采用前文所列出的挽留雇員的方法，大多數(shù)經(jīng)理們將會成為成功挽留人才、降低企業(yè)人員流失率的，成為合格的經(jīng)理人。企業(yè)最高管理者對企業(yè)經(jīng)理的栽培投資，能給企業(yè)帶來持續(xù)的發(fā)展。畢竟歸根到底，一個企業(yè)的成功核心在于企業(yè)雇傭怎么樣的員工，留用怎么樣的人才。</p><p>　　Attract

38、 and keep good employees</p><p>　　by Frederick Hornberger</p><p>　　Published in the March 2005 issue of Contractor Tools and Supplies magazine. </p><p><b>　　Abstract</b>

39、</p><p>　　Attracting and retaining great staff is the key for business success. Talented people who continue to develop skills and increase their value to their organization and to their customers are a comp

40、any’s most important resource. The essay is on how to attract and retain these people and create an environment in which they remain competitive and continue to thrive. </p><p>　　Key words: Attracting, retai

41、ning, good employees, environment, competitive</p><p>　　Importance of attracting and keeping good employees</p><p>　　Reasons for attracting and keeping good employees</p><p>　　More

42、than a decade ago, leading trade associations in the United States began warning of an impending labor shortage. That prediction has turned out to apply to almost all parts of the more and more intensively competitive bu

43、siness world nowadays. This labor shortage affects almost every industry and employers must begin to look outside of traditional labor pool sources. As “greener” workers take their places on jobsites, accidents are sure

44、to follow. That’s why attracting and retaining good emp</p><p>　　Definition of good employees</p><p>　　A productive employee is a satisfied employee. Productive, satisfied employees create succe

45、ssful businesses. It's management’s job to create the environment that enables employees to feel satisfied on a consistent basis.</p><p>　　See how some employers define and describe good employees</p&

46、gt;<p>　　"Employees are brought on to do a specific task, and a good employee knows where they're at, and where they're going," says Dustin Ford, an account executive at Management Recruiters, on

47、e of the largest search firms in the country. "Employers, of course, are looking at, how can this employee either make money or save money?" </p><p>　　Ford specializes in finding and placing people

48、 in the industrial sales sector. He worked for Motion Industries prior to this position, and has been recruiting for five years. </p><p>　　"Good employees are attracted by advantageous aspects other tha

49、n strictly compensation, something more than a number," he says. "Today, they're looking for a career package, including a comfortable company culture, career path, diversity of responsibilities, and a work

50、/life balance. That balance is becoming increasingly more popular. A company can give it all to an employee, but they still want to have a life to spend time with their spouses and kids." </p><p>　　Davi

51、d Groce is an account manager at Power & Controls Automation, an automation products distributor in Norcross, Ga. The company is the master distributor for Siemens Energy and Automation in Florida and Georgia. </p

52、><p>　　"A good employee features loyalty, commitment, creativity, and attention to detail, a trait that is very important and quite rare," says Groce. "Beyond benefits and a salary package, an em

53、ployee needs to have confidence in the company. They need to know that the products you are selling are no risk, and that the company itself will be staying in the industry, and is reliable." </p><p>　　

54、According to Groce, security is the differentiation between a good company and a bad company. </p><p>　　Derek Butcher and his sister, Michelle St. John, are the operations manager and vice president of marke

55、ting, respectively, for their family business, IBS, Inc., a general-line distributor in Auburn, Wash. IBS sells cutting tools, abrasives, electrical components and fittings, among other products, to MRO customers in seve

56、ral industries. </p><p>　　"A good employee has a positive attitude, is trainable, has a reputable track record, and works well with others," says St. John. "As a small company, we are able to

57、be more flexible, and boast a family-friendly environment with a more self-management style. We allow employees to take time for what they need and make it up later, and have a benefit package that competes." </p

58、><p>　　Improving quality of employees</p><p>　　The primary elements of any plan to improve the quality of the staff you employ include improving the quality of new hires, identifying and retaining

59、superior employees, and developing employees (especially those with high potential for growth). </p><p>　　At the same time, you need to take a look at underperforming staff.. Ask whether each individual is i

60、n the wrong job. Determine whether the company has provided specific and clear requirements so the individual knows what you expect from him. Make sure you have provided feedback against goals and objectives so the perso

61、n knows he is not meeting expectations. </p><p>　　A good employee’s expectations from a company</p><p>　　An employee in any business wants the following - in descending order of importance or we

62、ight. </p><p>　　1. Pleasure - Job pleasure includes looking forward to going to work and feeling satisfied when the day is done. What that means will be different for each employee. It may come from being cr

63、eative, successfully carrying out an assignment or task, seeing a positive result from their actions, knowing they've contributed to someone else's good or receiving respect and recognition from others.</p>

64、<p>　　A creative person will be most productive being creative. A detail-oriented person will enjoy digging into the minutia. Moving a technical genius into an administrative position probably isn't going to b

65、e productive - anywhere. Job duties and individual personal qualities need to come together in order to maximize productivity. </p><p>　　2. Money - For most employees, money is only important when it feels l

66、ike the pay does not match perceived value. Money can add to job pleasure, but does not replace it. Those who are driven by money alone may have trouble aligning with the rest of the team. </p><p>　　3. Comfo

67、rt/Time-Off - Everyone has a different definition of comfort. For some people working close to home is a comfort because of family needs. Flexible time or extra time off may be needed for a variety of reasons. Willingnes

68、s to negotiate is the key to success here.</p><p>　　4. Security/Benefits - No one wants to feel like they may be the next to go or that the company is in dire circumstances out of their control. Benefits are

69、 more important to some than to others. Benefits that fit the needs of each individual are ideal and may be negotiable. Make sure the employee understands their benefits and their responsibility in order to receive them.

70、</p><p>　　These are the prerequisites needed to experience job satisfaction. Any time an employee spends thinking about, talking about or pursuing any of these is unproductive time.The guy who goes home at t

71、he end of the day feeling satisfied will look forward to coming to work tomorrow. He will not only stay on board, he will be highly productive while he's there.</p><p>　　Interviewing the possibilities &l

72、t;/p><p>　　Interviewing is almost an essential part for all companies to recruit new staff. For some companies, it's a definitive avenue into figuring out a potential hire; for others, it's a preliminar

73、y step into deciding if this person would be good for the company. </p><p>　　Interviewing is the pivotal part of this whole process, because how else can you know if the potential employee is good, unless yo

74、u ask questions, put them in situations, and test them for their ability to think on their feet? The ultimate importance of the interview is always up for debate, but how it is approached seems to be trending. </p>

75、<p>　　Conducting a Successful Interview</p><p>　　1.Be prepared; know what questions you’re going to ask.</p><p>　　Research the position, identify skills a qualified candidate should posse

76、ss; if there is more than one person doing the interview, work together and be ready.</p><p>　　2.Be courteous; be on time; put YOUR best foot forward.</p><p>　　Show potential employees that your

77、 company is a great place to work.</p><p>　　3.Conduct the interview in a comfortable place; eliminate interruptions.</p><p>　　Your office is not a good place to conduct an interview. Use a confe

78、rence room, private break area or other room where you won’t be interrupted.</p><p>　　4.Listen attentively; make eye contact; get to know the applicant.</p><p>　　You can learn a great deal about

79、 a person by simply listening to what they say and how they say it. Do they communicate well? Are they being honest? Listen and you’ll know.</p><p>　　5.Give the applicant time to ask questions about the comp

80、any and the job.</p><p>　　Sell the position and the organization; create goodwill. This person has the potential to increase your profits.</p><p>　　Companies that approach their employees as num

81、bers, and treat them as nothing but vessels from which to get money and revenue, fail at retaining their people, he adds. </p><p>　　"You have to be concerned about their welfare, and give them flexibili

82、ty when they need it," says Groce. "If a company could provide some kind of day care, or anything like that with a personal touch, that would be a huge boon to their people. How about an employee with no more v

83、acation time and an emergency illness with his mother? You tell him to go to her, and that vacation time can be figured out later. You need to cement the relationship as a supportive force in their lives." </p>

84、;<p>　　Employees’ satisfaction</p><p>　　Butcher and St. John conducted a survey of their own employees to find out about their job satisfaction and what they like, or don't like, about their job.

85、The company's financial health (66.7 percent) far outpaced benefits (41.7 percent) and salary (33.3 percent) as reasons for their satisfaction with their jobs. Other factors cited include flexibility, job security, r

86、elationship with colleagues, company size, relationship with management and feeling of being valued. Fifty-eight percent said th</p><p>　　"I think that their citing the company's financial health as

87、 their biggest reason for satisfaction is significant," says Butcher. "We asked them for their input, and it's noted that they feel valued and appreciate the flexible working environment." </p>

88、<p>　　Of IBS's 12 employees, the newest has been there four months, and the longest tenure is 20 years. The other 10 have been with the company for an average of nine years. </p><p>　　"We'v

89、e set up an appraisal system, and the people here are responsible for their own success and happiness," says St. John. "Everyone knows where they stand. We solicit opinions constantly. We meet with each employe

90、e and appraise them two or three times a year, and give them the power to improve themselves. Ultimately that creates a feeling that they are responsible for themselves. But that they cited salary as what they like least

91、 is interesting, since most are overpaid comparatively in the ind</p><p>　　B. Keeping employees</p><p>　　There are three parts to employee recruiting and retention: Identifying why employees lea

92、ve; appreciating employees financially; and creating a better working environment.</p><p>　　Why do employees leave? When a problem arises on the jobsite, everything comes to a halt until the problem is ident

93、ified and corrected. Contractors rarely follow the same process when an employee leaves.</p><p>　　Employers don’t have to wait until an employee leaves to begin taking preventive measures. They can begin by

94、asking themselves, “If I were looking for a job, why would I want to work for my company?”</p><p>　　Many of the underlying reasons employees leave have little to do with money. They often leave because of a

95、human factor such as management conflict, broken promises, or perceived lack of appreciation, support or direction. Still others have nothing to do with the employer, such as a need to be physically closer to family.<

96、/p><p>　　Financial steps to employee stability</p><p>　　Companies can do several things to appreciate employees financially. The first is to pay market wages. Associations, recruitment firms and ev

97、en the Internet make compensation surveys readily available. Any employee worth keeping is smart enough to monitor these figures to make sure he or she is getting paid fair market value.</p><p>　　1.Stock pla

98、ns can encourage loyalty. The most loyal employee is the one with ownership in the firm. Corey M. Rosen, the executive director for the National Center for Employee Ownership, states a strong stock plan can cut employee

99、turnover in half.</p><p>　　2.Bonuses or other performance-based pay scales can instill loyalty. Payment on commission has been common for salespeople for years and it’s now becoming more prevalent for operat

100、ions employees to earn compensation through bonuses and/ or commissions.</p><p>　　3.Benefits can entice and retain workers. Perks don’t have to cost a great deal of money and the message they send to the emp

101、loyee can increase loyalty and reduce turnover.</p><p>　　A lot of companies also give incentives such as cruises, vacations and the like. It rewards the 'great' employee, and motivates the 'good&

102、#39; employee to become great.</p><p>　　Other common incentives include reimbursement for tuition on qualified programs, retirement plans, child-care subsidies and flexible schedules for working parents. &l

103、t;/p><p>　　Other benefits can be weekend excursions, leased vehicles, memberships in professional organizations, computers/laptops, cellular phones, additional paid days off, gifts and health club memberships.