公司人才流失问题的研究--外文参考文献译文及原文

公司人才流失问题的研究--外文参考文献译文及原文内容摘要：

rom a pany An employee in any business wants the following in descending order of importance or weight. 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 e from being creative, successfully carrying out an assignment or task, seeing a positive result from their actions, knowing they39。 ve contributed to someone else39。 s good or receiving respect and recognition from others. A creative person will be most productive being creative. A detailoriented person will enjoy digging into the minutia. Moving a technical genius into an administrative position probably isn39。 t going to be productive anywhere. Job duties and individual personal qualities need to e together in order to maximize productivity. 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 driven by money alone may have trouble aligning with the rest of the team. 3. Comfort/TimeOff Everyone has a different definition of fort. For some people working close to home is a fort because 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. 4. Security/Benefits No one wants to feel like they may be the next to go or that the pany 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 sure the employee understands their benefits and their responsibility in order to receive them. 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 guy who goes home at the end of the day feeling satisfied will look forward to ing to work tomorrow. He will not only stay on board, he will be highly productive while he39。 s there. Interviewing the possibilities Interviewing is almost an essential part for all panies to recruit new staff. For some panies, it39。 s a definitive avenue into figuring out a potential hire。 for others, it39。 s a preliminary step into deciding if this person would be good for the pany. Interviewing is the pivotal part of this whole process, because how else can you know if the potential employee is good, unless you 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. Conducting a Successful Interview prepared。 know what questions you’re going to ask. Research the position, identify skills a qualified candidate should possess。 if there is more than one person doing the interview, work together and be ready. courteous。 be on time。 put YOUR best foot forward. Show potential employees that your pany is a great place to work. the interview in a fortable place。 eliminate interruptions. Your office is not a good place to conduct an interview. Use a conference room, private break area or other room where you won’t be interrupted. attentively。 make eye contact。 get to know the applicant. You can learn a great deal about a person by simply listening to what they say and how they say it. Do they municate well? Are they being honest? Listen and you’ll know. the applicant time to ask questions about the pany and the job. Sell the position and the anization。 create goodwill. This person has the potential to increase your profits. Companies that approach their employees as numbers, and treat them as nothing but vessels from which to get money and revenue, fail at retaining their people, he adds. You have to be concerned about their welfare, and give them flexibility when they need it, says Groce. If a pany 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 vacation 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. Employees’ satisfaction Butcher and St. John conducted a survey of their own employees to find out about their job satisfaction and what they like, or don39。 t like, about their job. The pany39。 s financial health ( percent) far outpaced benefits ( percent) and salary ( percent) as reasons for their satisfaction with their jobs. Other factors cited include flexibility, job security, relationship with colleagues, pany size, relationship with management and feeling of being valued. Fiftyeight percent said that the work itself was what they liked most about their job。 and 25 percent cited their salary as what they like least about their job. I think that their citing the pany39。 s financial health as their biggest reason for satisfaction is significant, says Butcher. We asked them for their input, and it39。 s noted that they feel valued and appreciate the flexible working environment. Of IBS39。 s 12 employees, the newest has been there four months, and the longest tenure is 20 years. The other 10 have been with the pany for an average of nine years. We39。 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 employee and appraise them two or three times a year, and give them the power to improve themselves. Ultimately that creates a feeling that。