企業(yè)人才流失外文翻譯---吸引和留住人才

1、<p><b>　　吸引和留住人才</b></p><p>　　來自：《承包商工具和供應(yīng)》</p><p>　　吸引和留住人才的重要性</p><p>　　十多年前，美國(guó)一些先進(jìn)的公司就預(yù)言將會(huì)出現(xiàn)嚴(yán)重的人力資源短缺問題。這樣的預(yù)言在當(dāng)今競(jìng)爭(zhēng)越來越激烈的商界中已經(jīng)得到驗(yàn)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

2、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。這樣的人能為企業(yè)創(chuàng)造更好的業(yè)績(jī)。企業(yè)管理者有責(zé)任不斷地營(yíng)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(rèn)定及留住資深雇員，再者就是發(fā)展有成長(zhǎng)潛力的雇員。同時(shí)要關(guān)注表現(xiàn)欠佳的雇員，去了解這類員工是否分配到了不適當(dāng)?shù)墓ぷ鲘徫唬鞔_

3、公司有無提供具體清晰的工作要求讓員工清楚自己的工作職責(zé)。如果員工的表現(xiàn)沒有達(dá)到預(yù)期的要求，企業(yè)管理者應(yīng)明確的反饋給員工知道。</p><p>　　大衛(wèi)?格羅斯是Power&Control Automation 公司的客戶代表。該公司是西門子公司在美國(guó)佛羅里達(dá)州和佐治亞州的主要分銷商。他提出以下觀點(diǎn)：“一個(gè)出色雇員的特點(diǎn)是忠誠(chéng)，有責(zé)任心，有創(chuàng)意，注重細(xì)節(jié)——這是最重要也最難得的特性。除了福利和報(bào)酬之外，雇員

4、還需要對(duì)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(huì)在業(yè)界保持穩(wěn)固地位。</p><p>　　格羅斯認(rèn)為安全感是區(qū)分好企業(yè)與壞企業(yè)的一大特點(diǎn)?！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?cè)试S雇員處理個(gè)人事情但在過后補(bǔ)上該工作時(shí)間，我們提供的整套福利也

5、很有競(jìng)爭(zhēng)力。</p><p>　　優(yōu)秀員工對(duì)公司的期望</p><p>　　任何行業(yè)任何公司里的雇員都對(duì)公司有以下幾個(gè)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(shí)感覺良好。具體的雇員對(duì)此有具體的不同感受。工作的樂趣對(duì)于雇員來說可能來自工作中的創(chuàng)意，成功的完成任務(wù)，看到自己的工作得到積

6、極向上的結(jié)果，知道自己為別人做了一些貢獻(xiàn)，或者得到來自他人的尊敬和認(rèn)可。一個(gè)有創(chuàng)意的雇員會(huì)因?yàn)樗膭?chuàng)意而成為一個(gè)高效率的人才。一個(gè)細(xì)心的雇員會(huì)樂意細(xì)致鉆研。如果將一個(gè)技術(shù)骨干推到管理層的職位，則未必能令他成為一個(gè)高效率的人才。崗位責(zé)任分工與個(gè)人能力應(yīng)當(dāng)合理結(jié)合，才能實(shí)現(xiàn)最高的工作效率。</p><p>　　2、金錢：當(dāng)雇員覺得只有錢最重要時(shí)，就是他們認(rèn)為所得報(bào)酬與自身價(jià)值不符的時(shí)候。薪水能增加工作的樂趣，但不能取

7、代工作的樂趣。僅僅受薪水驅(qū)動(dòng)的雇員有可能無法與其他雇員配合工作。</p><p>　　3、安全感、福利：沒有人希望自己是下一個(gè)被辭退的人，也沒有人希望感受到公司內(nèi)部失控的形勢(shì)。福利對(duì)于某些雇員來說特別重要。針對(duì)具體雇員的需求的福利是最理想的，也是可以協(xié)商實(shí)現(xiàn)的。企業(yè)必須使雇員清楚的知道自己所能享有的福利，以及享有這些福利所要先旅行的責(zé)任和承擔(dān)的義務(wù)。</p><p>　　4、舒服、休假：人

8、們對(duì)于安逸的概念理解不盡相同。有些雇員認(rèn)為在離家近的地方工作就是舒服，因?yàn)樗麄冇幸环N對(duì)家的需求感。雇員們需要靈活的或者額外的休息時(shí)間，其中有各種不同的原因。在這方面，企業(yè)雇主與雇員積極溝通是成功協(xié)商的關(guān)鍵。</p><p>　　要使雇員獲得工作的滿足感，以上所述就是先決條件。當(dāng)雇員花時(shí)間去考慮這些問題，談?wù)撨@些問題，或者想追求這些條件時(shí)，也正是企業(yè)在這方面做得不夠，導(dǎo)致雇員沒有高效率的工作。帶著滿足感回家的員工必

9、然會(huì)期待第二天的上班。這樣的雇員不僅會(huì)一直留守企業(yè)，而且在自己的工作崗位上會(huì)有高效率的表現(xiàn)。</p><p>　　“員工是雇來完成具體工作任務(wù)的，而一個(gè)好的雇員清楚知道自己所在的位置以及想要達(dá)到的位置。”美國(guó)大型的管理人員招聘機(jī)構(gòu)的客戶代表達(dá)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(gè)雇員如何做到創(chuàng)造效益或者節(jié)約成本?！备Ｌ氐膶ｉL(zhǎng)是為工業(yè)銷售界搜尋合適的人才或者填補(bǔ)企業(yè)職位空缺的人才。他早在Motion

10、 Industries就職，已經(jīng)有5年的人才招聘工作經(jīng)驗(yàn)。</p><p>　　德里克布查爾與其姐姐米歇爾分別是其家族企業(yè)IBS公司的業(yè)務(wù)經(jīng)理和市場(chǎng)部副總監(jiān)。他們提出以下觀點(diǎn)：“優(yōu)秀的雇員更看重的是待遇中優(yōu)越的方面，而不是明確的賠償金，不是單單的追求待遇中的金額。”他指出，“如今的雇員尋求的是一份“整體”的職業(yè)，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

11、個(gè)企業(yè)能給雇員提供一切，雇員自己還是會(huì)希望有時(shí)間有空間與自己的家人共處?！?lt;/p><p><b>　　招聘面試甄別人才</b></p><p>　　的確，招聘面試是重要的一個(gè)環(huán)節(jié)。有的招聘者將其作為發(fā)掘合適雇員的決定性的最后一步，也有招聘者將面試當(dāng)做判斷雇員素質(zhì)的第一步。面試是整個(gè)招聘過程中舉足輕重的一部分，因?yàn)槿绻麤]有面試，就沒有即時(shí)的問答互動(dòng)以及通過情景模擬來測(cè)

12、試面試者隨機(jī)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見仁，智者見智，而面試的具體方法則是有一定趨勢(shì)的。成功而有效的面試要領(lǐng)包括以下幾個(gè)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(duì)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)該提前共同做好準(zhǔn)備。</p><p&

13、gt;　　3、禮貌，守時(shí)，主動(dòng)。</p><p>　　4、令準(zhǔn)雇員感到正在應(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(diǎn)進(jìn)行面試，排除干擾。</p><p>　　6、辦公室不是適宜的面試地點(diǎn)，應(yīng)該選擇會(huì)議室或者私人休息室，或者其他確保不會(huì)被干擾的地點(diǎn)。</p><p>　　7、認(rèn)真聆聽，眼神交流，了解應(yīng)聘者。認(rèn)真聽?wèi)?yīng)聘

14、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的溝通表達(dá)，是否誠(chéng)實(shí)。</p><p>　　8、給一些時(shí)間讓應(yīng)聘者針對(duì)公司和職位提問。借此機(jī)會(huì)向應(yīng)聘者宣傳介紹自己的公司的情況和該職位的情況，是應(yīng)聘者有可能發(fā)揮潛力參與到企業(yè)中，創(chuàng)造更大的效益。</p><p>　　格羅斯指出，企業(yè)必須關(guān)注雇員的福利，根據(jù)員工的實(shí)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(duì)性的福利，

15、必然使員工隊(duì)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他的家屬，關(guān)于他的假期問題可以事后再安排。企業(yè)應(yīng)建立與員工間的和諧關(guān)系，成為他們生活中給予支持、扶持的力量來源之一。</p><p><b>　　愉快工作</b></p><p>　　布查爾和約翰曾在其員工中進(jìn)行了關(guān)于員工工作滿意度、喜好

16、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的財(cái)政形勢(shì)（66.7%的員工的意見表明），優(yōu)厚福利（41.7%的員工的意見表明）以及薪酬（33.3%的員工的意見表明）。其他被提到滿意的原因還包括了制度的靈活性、工作是否有安全感、同事之間的關(guān)系、公司的規(guī)模大小、與管理層人員的關(guān)系，以及受重視的感覺。有58%的員工表示他們呢最滿意的就是目前的工作本身，25%的員工認(rèn)為影響工作滿意度的原因中薪水知識(shí)其中排在最后的一個(gè)原因。布查爾

17、認(rèn)為值得注意的一點(diǎn)是，員工將企業(yè)的良好財(cái)政形勢(shì)作為影響工作滿意度的最大因素。此外，企業(yè)對(duì)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(jià)值，也很滿意靈活的工作環(huán)境。</p><p>　　“我們建立了評(píng)估制度，大家可以自己決定自己的成功與快樂?！奔s翰說，“每個(gè)人都清楚自己所處的位置，我們不斷地搜集意見，每年與每個(gè)雇員見面談話兩至三次，將會(huì)給予雇員極大的進(jìn)步力量。那樣最終的效果是讓雇員認(rèn)識(shí)到他們要對(duì)自己負(fù)責(zé)。

18、對(duì)于雇員將薪水作為滿意的原因排在最后一個(gè)的原因，我們覺得這一點(diǎn)很有意思。因?yàn)閷?shí)際上本公司的薪酬在本行業(yè)來說的話已經(jīng)處于一個(gè)相對(duì)很高的水平了，而我們公司的雇員好像還是感覺自己所獲得的薪酬仍然不夠高。</p><p><b>　　附件2：外文原文</b></p><p>　　Attract and keep good employees</p><p&

19、gt;　　From:《Contractor Tools and Supplies》</p><p>　　Reasons for attracting and keeping good employees</p><p>　　More than a decade ago,leading trade associations in the United States began warning

20、 of an impending labor shortage.That prediction has turned out to apply to almost all parts of the more and more intensively competitive business world nowadays.This labor shortage affects almost every industry and emplo

21、yers must begin to look outside of traditional labor pool sources.As “greener”workers take their places on jobsites,accidents are sure to follow.That＇s why attracting and retaining good employees </p><p>　　T

22、he primary elements of any plan to improve the quality of the staff you employ include improving the quality of new hires,identifying and retaining superior employees,and developing employees(especially those with high p

23、otential for growth).At the same time,youneed to take a look at underperforming staff.Ask whether each individual is in the wrong job.Determine whether the company has provided specific and clear requirements so the indi

24、vidual knows what you expect from him.Make sure you have pr</p><p>　　David Groce is an account manager at Power&Controls Automation,an automation products distributor in Norcross,Ga.The company is the ma

25、ster distributor for Siements Energy and Automation in Florida and Geogia.”A good employee features loyalty,commitment,creativity,and attention to detail,a trait that is very important and quite rare,”says Groce.”Beyond

26、benefits and a salary package,an employee needs to have confidence in the company.They need to know that the products you are selling are no risk,</p><p>　　According to Groce,security is the differentiation

27、between a good company and a bad company.”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 be more flexible,and

28、 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><p>　　A good emplo

29、yee＇s expectations from a company</p><p>　　An employee in any business wants the following-in descending order of importance or weight.</p><p>　　1.Pleasure-Job pleasure includes looking forward

30、to going to work and feeling satisfied when the day is done.What that means will e different for each employee.It may come from being creative,successfully carrying out an assignment or task,seeing a positive result from

31、 their actions,kowing they＇ve contributed to someone else＇s good or receiving respect and recognition from others.</p><p>　　A creative person will be most productive being creative.A detail-oriented person w

32、ill enjoy digging into the minutia.Moving a technical genius into an administrative position probably isn＇t going to be productive-anywhere.Job duties and individual personal qualities need to come together in order to m

33、aximize priductivty.</p><p>　　2.Money-For most employees,money is only important when it feels like the pay does not match perceived value.Money can add to job pleasure,but does not replace it.Those who are

34、driven by money alone may have trouble aligning with the rest of the team.</p><p>　　3.Comfort/Time-off-Everyone has adifferent definition of comfort.For some people working close to home is a comfort because

35、 of family needs.Flexible time or extra time off may be needed for a variety of reasons.Willingness to negotiate is the key to success here.</p><p>　　4.Security/Benefits-No one wants to feel like they may be

36、 the next to go or that the company is in dire circumstances out of their control.Benefits are more important to some than to others.Benefits that fit the needs of each individual are ideal and may be negotiable.Make sur

37、e the employee understands their benefits and their responsibility in order to receive them.</p><p>　　These are the prerequisites needed to experience job satisfaction.Any time an employee spends thinking ab

38、out,talking about or pursuing any of these is unproductive time.The guy who goes home at the 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

39、productive while he＇s there.</p><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 R

40、ecruiters,one of the largest search firms in the country.”Employers,of course,are looking at,how can this employee either make money or save money?”Ford specializes in finding and placing people in the industrial sales s

41、ector.He worked for Motion Industries prior to this position,and has been recruiting for fice years.</p><p>　　Derek Butcher and his sister,Michelle St.John,are the operations manager and vice president of ma

42、rketing,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 several indu

43、stries.</p><p>　　Conducting a Successful Interview</p><p>　　1.Be prepared;know what questions you＇re going to ask.</p><p>　　2.Research the position,identify skills a qualified candi

44、date should possess;if there is more than one person doing the interview,work together and be ready.</p><p>　　3.Be courteous;be on time;put your best foot forward.</p><p>　　4.show potential empl

45、oyees that your company is agreat place to work.</p><p>　　5.Conduct the interview in a comfortable place;eliminate interruptions.</p><p>　　6.Your office is not a good place to conduct an intervi

46、ew.Use a conference room,private break area orother room where you won＇t be interrupted.</p><p>　　7.listen attentively;make eye contact;get to know the applicant.</p><p>　　8.You can learn a grea

47、t deal about a person by simply listening to what they say it.Do they communicate well?Are they being honest?Listen and you＇ll know.Sell the position and the organization;create goodwill.This person has the potential to

48、increase your profits.</p><p>　　“You have to be concerned about their welfare,and give them flexibility when they need it,”says Groce.”If accompany could provide some kind of day care, or anything like that

49、with a personal touch,that would be a huge boon to their people.How about an employee with no more vacation time and an emergency illness wuth his mother?You tell him to go to her,and that vacation time can be figured ou

50、t later.You need to cement the relationship as a supportive force in their lives.”</p><p>　　Employees＇satisfaction</p><p>　　Butcher and St.John conducted a survey of their own employees to find

51、out about their job satisfaction and what they like,or don＇t like,about their job.The company＇s financial health(66.7%)far outpaced benefits(41.7%)and salary(33.3%)as reasons for their satisfaction with their jobs.Other

52、factors cited include flexibility,job security,relationship with colleagues,company size,relationship with management and feeling of being valued.Fifty-eight percent said that the work itself was what they like</p>

53、<p>　　“We＇ve 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 emplo

54、yee and appraise them two or three times 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 is