企业人才流失外文翻译---吸引和留住人才
浅论企业如何吸纳人才、留住人才和用好人才
浅论企业如何吸纳人才、留住人才和用好人才【摘要】在现代社会，人才被认为是企业发展的核心。
人才流失不仅会影响企业的发展，还会导致企业的竞争力下降。
企业需要重视如何吸纳人才、留住人才并善加利用人才。
在吸纳人才方面，企业应该意识到人才的重要性，通过提供有竞争力的薪酬福利和良好的工作环境来吸引人才。
在留住人才方面，企业需要关注员工的职业发展需求，并提供培训机会和晋升空间。
提高人才利用率的关键在于合理安排人才的岗位和任务，激励人才的途径则可以通过激励机制和成长空间来实现。
重视人才是企业成功的关键，综合利用人才是企业发展的不竭动力。
企业应该注重人才管理，建立人才发展的长效机制。
【关键词】人才，企业发展，吸纳，留住，用好，吸引，激励，提高，利用率，策略，成功，动力。
1. 引言1.1 人才是企业发展的核心人才是企业发展的核心。
在当今竞争激烈的市场环境中，人才已经成为企业最宝贵的资源。
优秀的人才可以为企业带来创新和竞争力，推动企业持续发展。
人才拥有丰富的知识和经验，能够为企业解决问题、提供有效的解决方案，为企业带来更多的商机和利润。
企业应该重视人才，不断吸引、留住和激励人才，为企业的发展提供有力的支持。
人才具有稀缺性和战略性，企业如果能够吸引到优秀的人才，就可以在激烈的市场竞争中占据优势地位。
企业需要根据自身的发展需要，制定吸引人才的政策和措施，提供良好的工作环境和发展机会，吸引高素质的人才加盟。
企业还需要注重培养和挖掘内部人才，激励员工发挥潜力，为企业带来更大的价值。
人才是企业发展的核心，企业应该充分重视人才，制定相应的人才战略，不断提升人才的素质和能力，为企业的持续发展提供强大支撑。
只有重视人才，才能实现企业的长远发展目标。
1.2 人才流失对企业发展的影响人才流失对企业发展的影响是不可忽视的。
在当今激烈的市场竞争中，企业需要不断壮大自己的人才队伍，以应对各种挑战和机遇。
一旦企业失去了关键的人才，就会面临着种种问题和困难。
人才流失外文文献翻译最新译文
文献出处：Sahay A. Reverse Brain Drain: New Strategies by Developed and Developing Countries [J]//Global Diasporas and Development. Springer India, 2014: 183-201.译文Reverse Brain Drain: New Strategies by Developed andDeveloping CountriesAnjali SahayIntroductionKarl Marx would be amused. He longed for the day when the workers would own the means of production. Now they do.While it is traditionally argued that openness to international migration will cause an effective brain drain for the source country, in the new millennium, the discussion on brain drain has clearly moved to the more optimistic and realistic discourse on brain circulation and brain gain with a positive net return on human capital.Brain circulation as a theory posits that an immigrant’s lo cation is insignificant today, as these have become professional and social networks that link new immigrant entrepreneurs with their counterparts at home. These new transnational communities provide the shared information, contacts, and trust that allow local producers to participate in an increasingly global economy. And other brain gain strategies such as return, remittances, and other political lobbying benefits (Sahay 2009) that have become clearly visible in the twenty-first century. So far, international mobility has mostly been understood as a unidirectional phenomenon with people from ‘peripheral’, or poor, countries seeking to settle in ‘core’, or wealthy, countries typically located in the Northern Hemisphere (Altbach 2004).However, the trend has now changed dramatically to show an increasing movement of returnees of these highly skilled professionals and students back to the ‘peripheral’or poor countries. And even though the rate of return has been consistently high for Asian countries such as South Korea (Lee 2010) and Taiwan and traditionally low for countries like China and India, the trend is now picking up in both of these countries as well with expatriates seeing a benefit for themselves as they return and see equal opportunities in their home countries. As a result of these benefitsof outmigration, immigration and emigration policies are continually being adopted by policymakers across the globe to retain their best and the brightest labour and talent pool of the highly educated.In the case of developed countries (DCs), United States in particular, immigration remains a controversial topic, with illegal immigration, security concerns after September 11 attacks, demographic changes and societal and cultural impacts taking centre stage and overshadowing the more important topic of employment-based immigration that even today (DHS 2010, Yearbook of Immigration Statistics data ) remains at best 14 % of all legal immigration. And while economists have argued that ‘that the United States should e liminate quantitative restrictions on employment- based immigration as there are obvious economic benefits to opening up the borders to international labour who are highly skilled, talented, and educated, legislative policies have traditionally put numeric al limits on this form of immigration’.Currently, noting the economic benefits and contributions of immigrant population (now considered as part of US human capital), there is an increasing emphasis in US legislative process towards retaining the already present high-skilled immigrants and students with advanced degrees from leaving their shores. The Startup Visa Bill originating in the US Senate in 2011 is an important step in that direction. Either because of restrictive immigration policies or the tedious immigration naturalization process or increased benefits and opportunities in the home country, many of these immigrant populations are now ‘returning’ home. Consequently, brain drain, which was the popular jargon of the twentieth century coming from the less developed countries (LDCs), has become the jargon of the DCs who are now complaining of their own brain drain with trained immigrant populations choosing the return option and leaving their shore. 1On the other end of the spectrum, realizing the attractiveness of its diaspora community in the form of economic, social and even political gains (Sahay 2009, pp. 157–193; Khadria 1999), legislative policies are being formulated in these so- called LDCs (which are now in various stages of developmental process) in a continuous effort to attract their overseas high-skilled entrepreneurs to return or reinvest in theirhome countries contributing to a net ‘brain gain’ for the home country. ‘Pull’ factors such as cultural familiarity and family ties along with personal benefits are strong reasons for many reverse migration trends. From a gendered perspective, many also return as there are laws and rules that prohibit an immigrants’ spouse to work in the host country. While there may be personal and cultural reasons for return which cannot be quantified in an economic perspective, this chapter will mostly trace the important legislative developments that have taken place in many developing countries, particularly Asia. The International Organization of Migration has classified reasons for return migration occurring in three different ways.Return may be classified as:1. Voluntary without compulsion, when migrants decide at any time during their sojourn to return home at their own volition and cost2. Voluntary under compulsion, when persons are at the end of their temporary protected status, rejected for asylum or are unable to stay and choose to return at their own volition3. Involuntary, as a result of the authorities of the host state ordering deportation (Singla 2012) In this chapter, I will be looking at the first reason mostly and the second reason (such as persons who are at an end of their temporary stay) as the main reasons for return.Why Asia? Notwithstanding the many contributions of immigrants to the United States from different parts of the world, this chapter will focus on Asian immigration into the United States and the return of these professionals to some of these Asian countries. The reason for focusing on Asia is that since 1965 immigration reform and particularly since the tech boom of the 1990s, Asia as a region has remained consistently high as a source continent with respect to employment-based immigration and education, two of the main components of human capital. The twenty-first century is also cited as an ‘Asian Century’ with the growing importance of China and India as emerging superpowers. Furthermore, as explained by many return studies to Asia, Return redefines Asia’s relations with the world. Historically, large-scale return migrations are always related to changes in international relations. Today, in mostparts of Asia, return is an enterprising project instead of an exercise due to nostalgia. Returning to China or India from the West, for example, is perceived as a ‘return to the fu ture’—to be ahead of global business and technology curves. Returnees are significant because the action of return reinforces allegiance and loyalty, yet the returnees are expected to rejuvenate and even revolutionize the old. Return energizes nationalism in the globalizing world. (Singapore 2007) This chapter is a timely research in the field of international migration and international relation in the twenty-first century. It furthers our understanding of concepts such as ‘brain drain’ (primarily associat ed with LDCs) and ‘brain gain’(primarily associated with DCs) and also attempts to understand the importance of human capital as a source of power for any state (developed or developing) in the twenty-first century. Within this framework, the empirical evidence provided will be for the United States as the developed country and several Asian countries such as India, China, South Korea and Singapore as the prototype developing and newly emerging economies. Firstly, theoretical concepts such as human capital and brain gain will be discussed to understand why employment-based and education-based immigration are important to the host country’s economy. Second, the chapter will trace the legislative process towards employment-based and education-based immigration in the United States (mainly towards immigration from Asia) and later legislations in trying to harness and retain their immigrant population from leaving their shores. Third, the chapter will trace legislative policies evolved by some developing countries (mostly Asian countries such as India, China and Singapore) in attracting their overseas nationals seen as a talent pool of individuals back to their home countries. And to conclude, the chapter ties in all these trends to give us a better understanding of the international movement of people between Asia and the United States and brain gain strategies for the twenty-first century.Immigration reform has always stirred up a debate in the United States. When the Democrats won the majority in both the House and the Senate in the 2005 midterm elections, there was some anticipation that the legislators would move forward the immigration reform process. ‘When the immigration reform proposal bill 1639 failed(despite receiving bipartisan support most notably from Senator Ted Kennedy and President George W. Bush) it reflected the general indecision and ambivalence on the part of US policymakers on the subject of immigration’ (Brotherton and Kretsedemas 2008 ,p. 365). In the United States of America, ‘few issues a re more controversial than immigration’ (West 2010, pp. 1–20). As argued by Darrell West (2010), there is a general concern about immigration because they view the material costs of open door policies as broad-based and the benefits as concentrated.A number of studies have been made to estimate the costs and benefits of immigration to the United States, see (Jacoby 2004). Keeping aside the cost of cultural assimilation and the cost of security threats (especially after September 11), most arguments on immigration have been made using the economic cost to the country. As argued, ‘the impact of open policies falls on disadvantaged workers who feel their wages are depressed by newcomers and on taxpayers who worry about a drain on public resources, while the benefits accrue to a small group of successful immigrants’ (West 2010, p.1). This fear is further highlighted during periods of recessions where ever-shrinking employment opportunities leads to the crowding out effect: that foreigners end up taking jobs that would have otherwise gone to American workers or reduces the wages as a greater talent pool leads to more competition and thus less wages.However, looking at the long-term effects, it benefits scholars and policymakers to undertake research to look at the contribution made by immigrants to the American economy, science, biotech and high-tech industries, to say the least. These remain the focal industries as most legal immigrants entering on the H-1B (employment-based) visas tend to go in these fields and these fields are considered vital to the development of any country (especially the United States where native enrolment in these fields have been dropping consistently). In addition to training on the jobs, millions of dollars are spent by universities in training foreign students (in the form of Ph.D. tuition waivers, graduate assistantships and other fellowship grants). With the recent economic recession in the United States, many of these students have preferred to return to their home countries which are now in an advanced stage of developmentand enjoying a strong economy. The following sections will look at immigrants’ contributions in innovation, entrepreneurship, research and education and hence the argument to retain immigrants from leaving the shores of the United States contributing to a net loss to US human capital and therefore its own ‘brain drain’.In the new millennium, a state’s development and power is not only measured by its military strength and economic capability but also be measured by its investments in human capital. Human capital has been defined by economists as those important investments that an individual can make in education and experience (also training). These two factors are intrinsic to human capital because people cannot be separated from their knowledge, skills, health or values in the way they can be separated from their financial and physical assets. Thus, whether an individual migrating from one state to the other is leaving a country or entering another, what will matter are that person’s qualifications.译文扭转人才流失的现状:发达国家和发展中国家的新策略查尔斯·汉蒂引言卡尔·马克思会感到欣慰。
关于人才吸引和保留 Attract and retain talent in China
关于人才吸引和保留Attract and retain talent in China外国公司在中国面临的最大的挑战之一是寻找他们需要的人才。
吸引和留住员工仍然是最常见的一种人力资源问题，这一问题既需要耗费大量的时间和成本。
One of the biggest challenges that foreign companies are facing in China is finding the qualified personnel they need. Attracting and retaining staff remains as one of the most common human resources issues， a problem that is both time consuming and costly.新的外国公司很快就意识到人才短缺，招聘最好的候选人意味着一场和竞争对手企业的付薪酬大战。
New foreign companies soon realize there is a shortage of talent， and that recruiting the best candidates can represent an out-paying war against competing enterprises.发展的经济体，如中国、印度和巴西，缺乏与企业所需的技术技能当地的人才是在新兴市场中遇到的关键人力资源挑战。
The looming economiessuch as China， India and Brazil，the scarcity of local employees with the required technical skills as the most critical human resources challenge in emerging markets.在中国，离职风险高达每三个员工中就有一名有离职想法，这是在全球其他市场数量的两倍。
公司人才流失问题研究外文参考文献译文及原文
本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1外文文献译文 (1)2外文文献原文 (8)吸引和留住人才福雷德理·何博格著出版在承包商工具和供应杂志，2005年3月摘要吸引人才和留住人才，是企业成功的关键。
企业最重要的资源，就是优秀雇员，他们不断提升工作技能，为企业和顾客带来更大的价值。
本文论述的是如何吸引和留住人才来保持竞争力，以及如何打造持续繁荣发展的企业环境。
关键词：吸引，留住，人才，环境，竞争力1 吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。
这样的预言在当今竞争越来越激烈的商界中已经得到验证。
人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。
当“新手”雇员加入工作岗位，必然有各种问题随之产生。
因此，吸引和留住企业中的优秀雇员十分重要。
高效率的雇员就是令人满意的雇员。
这样的人才能为企业创造更好的业绩。
企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。
首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。
同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚明白自己的工作职责。
如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。
大卫·格洛斯是Power & Control Automation公司的客户代表。
该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。
他提出以下的观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。
除了福利和报酬之外，雇员还需要对公司有一份信心。
他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。
”格洛斯认为安全感是区分好企业与坏企业的一大特点。
人才流失翻译英语作文
人才流失翻译英语作文Title: Talent Drain: Causes, Effects, and Solutions。
In today's globalized world, talent drain has become a pressing issue for many countries and organizations. This phenomenon refers to the loss of skilled individuals from one place to another, often resulting in adverse effects on the economy, society, and the organizations they leave behind. This essay delves into the causes, effects, and potential solutions to address this challenge.Causes:1. Better Opportunities Abroad: One of the primary reasons for talent drain is the availability of better opportunities abroad. Countries with robust economies, advanced technology, and favorable working conditions tend to attract skilled professionals from other regions.2. Higher Compensation: Competitive salaries andbenefits packages offered by foreign companies entice talented individuals to relocate. The prospect of earning more and enjoying a higher standard of living motivates many to leave their home countries.3. Lack of Recognition and Career Growth: In some cases, talented individuals feel undervalued or stifled in their home countries due to limited opportunities for career advancement or recognition of their skills and achievements. As a result, they seek greener pastures elsewhere.4. Political Instability and Insecurity: Regionsplagued by political instability, social unrest, or insecurity often experience a significant brain drain as skilled professionals seek safety and stability in more peaceful countries.Effects:1. Economic Impact: Talent drain can have detrimental effects on the economy of the home country. The loss of skilled workers leads to a shortage of expertise in keysectors, hindering innovation, productivity, and economic growth.2. Skills Shortage: As skilled professionals leave, organizations in the home country may struggle to fill critical positions, leading to a skills shortage. This can result in project delays, decreased competitiveness, and diminished quality of goods and services.3. Social Consequences: Talent drain can exacerbate social inequalities and brain drain, as those with the means to leave often do so, leaving behind communities with limited resources and opportunities. This can lead tosocial unrest and a sense of disillusionment among the populace.4. Loss of Intellectual Capital: Skilled individuals possess valuable knowledge and expertise that contribute to a country's intellectual capital. When they emigrate, the home country loses this intellectual wealth, impacting its long-term development and competitiveness.Solutions:1. Investment in Education and Research: To mitigate talent drain, governments and organizations shouldprioritize investment in education, training, and research. By nurturing homegrown talent and creating conducive environments for innovation, countries can retain skilled individuals and attract others.2. Improvement of Working Conditions: Addressing issues such as low wages, lack of career advancement opportunities, and inadequate work-life balance can help retain skilled professionals. Companies should strive to create inclusive and supportive work environments that value employee contributions.3. Promotion of Entrepreneurship: Encouraging entrepreneurship and creating an ecosystem that supports startups can provide alternative career paths for talented individuals. By fostering innovation and creativity, countries can retain entrepreneurial talent and drive economic growth.4. Policy Reforms: Governments can implement policies to incentivize skilled professionals to stay or return to their home countries. This may include offering tax incentives, streamlined immigration processes, and support for repatriation programs.In conclusion, talent drain poses significant challenges for countries and organizations worldwide. Addressing this issue requires a multi-faceted approach involving investment in education, improvement of working conditions, promotion of entrepreneurship, and policy reforms. By implementing these solutions, countries can retain their skilled workforce and foster sustainable economic and social development.。
公司人才流失问题的研究外文参考文献译文与原文
吸引和留住人才概括吸引和留住人才是企业成功的关键。
企业最重要的资源是优秀的员工，他们不断提高工作技能，为企业和客户带来更大的价值。
本文讨论了如何吸引和留住人才以保持竞争力并创造持续繁荣的商业环境。
关键词：吸引、留住、人才、环境、竞争力1吸引和留住人才的重要性十多年前，美国一些先进企业就预测，人力资源将严重短缺。
这种预测已在当今竞争日益激烈的商业世界中得到证实。
人力资源短缺几乎可以影响到所有行业，因此雇主应该跳出传统的人力资源配置观念。
当“新手”员工加入劳动力队伍时，不可避免地会出现问题。
因此，吸引和留住企业中最优秀的员工非常重要。
高效的员工是令人满意的员工。
这样的人可以为企业创造更好的业绩。
不断创造人们愿意工作的商业环境是企业管理者的责任。
一是确保新入职员工的素质，识别和留住资深员工，然后培养具有成长潜力的员工。
同时，要关注表现不佳的员工，查明该员工是否被分配到了不合适的岗位，并明确公司是否提供了具体明确的岗位要求，让员工清楚了解自己的工作情况。
工作职责。
如果员工的绩效没有达到预定的要求，企业管理者应该明确的反馈给员工，让他们知道。
David Gross 是电力与控制自动化的客户代表。
该公司是西门子在佛罗里达州和乔治亚州的主要经销商。
他提出以下观点：“一个伟大的员工的特点是忠诚、责任、创造力、关注细节——这是最重要也是最难的特质。
除了福利和薪酬，员工还需要对公司有一份分享的信心。
他们希望确保他们为公司销售的产品安全无虞，他们希望确保公司在行业中保持强势地位。
”格罗斯认为，安全感是区分好企业与坏企业的特征之一。
“优秀的员工有积极的态度和可训练性，他们有良好的业绩记录并且与他们合作得很好。
作为一家小型企业，我们可以更加灵活，我们很自豪能够为我们的员工提供家庭友好的氛围，更加自主管理的风格。
我们允许员工处理个人事务，但稍后会为该工作腾出时间，而且我们的一揽子福利非常具有竞争力。
”1.1 优秀员工对公司的期望任何行业的任何公司的员工对公司都有以下需求，按重要性和重要性的降序排列。
外文翻译--在时代的变化中留住核心员工-精品
中文3398字本科毕业论文（设计）外文翻译外文题目Retaining key employees in times of change外文出处McKinsey Quarterly, 2010, Issue 3, p135-139, 5p, 1 Chart 外文作者Cosack, Sabine; Guthridge, Matthew; Lawson, Emily原文：Retaining key employees in times of changeCosack, Sabine; Guthridge, Matthew; Lawson, EmilyContents1. Find the "hidden gems"2. Mind-sets matter3. Retention is about more than moneyDuring a reorganization effort, one company found that 44 employees critical to the company's success were likely to leaveRisk heat map for European industrial company, figures indicate number of employees in category (total = 492)Subject Terms: employee retention,organizational change,management inindustry ,superior subordinate relationship,leadership ,praise study& teachingThe article discusses the retention of key employees in times of organizational change. The focus of the discussion is on identifying the most critical employees and offering them a mix of financial and non-financial incentives that a specific to their personal and career goals. The idea that companies often overlook high-potential employees who are not top executives is noted. Incentive packages can include wages, language training, and alternative work arrangements to avoid relocation. Non-financial incentives such as praise from a superior and leadership training are noted. financial incentives play an important role in retention — but money alone won't do the trick. Praise from one's manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fast-track management programs are often more effective than cash Leadership opportunities are a powerful incentive in any sector.Section: Applied Insight .Tools, techniques, and frameworks for managersMany companies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution Too many companies approach the retention of key employees during disruptive periods of organizational change by throwing financial incentives at senior executives, star performers, or other "rainmakers." The money is rarely well spent. In our experience, many of the recipients would have stayed put anyway; others have concerns that money alone can't address. Moreover, by focusing exclusively on high fliers, companies often overlook those "normal" performers who are nonetheless critical for the success of any change effort.Our work with companies in many sectors (among them, energy, financial services, health care, pharmaceuticals, and retailing) suggests there is a better and less costly approach to employee retention — and one that will serve companies well as they merge, restructure, and reorganize to seize strategic opportunities as the economy picks up. It starts with identifying all key players, but targeting only those who are most critical and most at risk of leaving. These people are then offered a mix of financial and nonfinancial incentives tailored to their aspirations and concerns. A European industrial company applied this approach during a recent reorganization and found that it required only 25 percent of the budget that had previously been spent on a broad, cash-based scheme. What follows are three suggestions for companies with similar hopes of keeping their top talent without breaking the bank.1. Find the "hidden gems"HR and line managers need to work together during times of major organizational change to identify people whose retention is critical. Yet too often companies simply round up the usual suspects — high-potential employees and senior executives in roles that are critical for business success. Few look in less obvious places for more average performers whose skills or social networks may be critical —both in keeping the lights o n during the change effort itself as well as in delivering against its longer-term business objectives.These "hidden gems" might be found anywhere in the company: for example, the product-development manager in an acquired company's R&D function who is nearing retirement age and no longer on the company's list of "high potentials" — yet who is crucial to ensuring a healthy product pipeline; or the key financial accountant responsible for consolidating the acquired company's next financial report. Even if the employees' performance and career potential are unexceptional, their institutional knowledge, direct relationships, or technical expertise can make their retention critical. In one merger we recently observed, certain sales support personnel who filled orders and took inventory turned out to be just as important as the star salespeople.Once HR and line managers have generated a thoughtful and more inclusive list of key players (usually 30 to 45 percent of all employees), they can begin to prioritize groups and individuals for targeted retention measures — in our experience, 5 to 10 percent of the workforce. The key is to view each employee through two lenses: first, the impact his or her departure would have on the business, given the focus of the change effort and his or her role in it; and second, the probability that the employee in question might leave.When a European industrial company conducted this exercise, it mapped the outputs on a risk matrix. The results were sobering. The company had been launching a new centralized trading unit — requiring almost all traders and their support staff to relocate, with half of them heading to another country — and was steadily losing people. The risk matrix revealed that another 104 people were likely to leave. Among them were 44 employees who were critical for the success of the trading unit. To besure, some were traders but most were I T, finance, and administrative staff with unique knowledge of the unit's systems.2. Mind-sets matterOne-size-fits-all retention packages are usually unsuccessful in persuading a diverse group of key employees to stay. Instead, companies should tailor retention approaches to the mind-sets and motivations of specific employees (as well as to the express nature of the changes involved).When executives at the European industrial company looked beyond their standard retention package (bonuses plus compensation for the costs of the move) and focused instead on the needs of individual employees, they found a more nuanced situation than they had anticipated. Among the key people at risk were two main groups with two different mind-sets. One consisted of individuals who were worried about relocating because it would uproot their families. The people in the other, more career-driven group didn't mind living and working abroad but wondered, as they faced change in any event, whether staying or searching for another employer would best further their careers.In one-on-one conversations with the people in the family-oriented group, managers explored specific concerns and discussed how the company could add to the measures already in place to increase the likelihood of retaining these individuals. On the menu of incentives: an increase in base pay, assistance in finding schools and kindergartens for their children, career counseling for their spouses, language training, and alternative work arrangements so employees could work at home or commute instead of relocating.Meanwhile, in the conversations with the career-driven people, managers offered them a cash bonus but focused primarily on the organizational chart of the new, centralized unit, which had been designed from scratch. For people who had held senior roles in their local organization, it was essential, for example, to learn about their new responsibilities and how many direct reports they would have; for many of the more junior people a k e y question was who their bosses would be. Also high on the agenda was a dialogue with each individual about his or her future career and leadership opportunities in the context of the unit's new strategy.This targeted approach, which cost just one-quarter as much as the broad financial incentives plan the company had previously applied, succeeded in stabilizing the new unit. One year after its launch, some 80 percent of the staff who received special attention had started to work in the new location — a significantly higher share than for the group that didn't receive this attention. Since its founding, the unit has increased its sales by more than 30 percent and its earnings before interest and taxes (E B I T) by more than 90 percent.3. Retention is about more than moneyAs the European industrial company's experience suggests, financial incentives play an important role in retention — but money alone won't do the trick. Praise from one's manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fast-track management programs are often more effective than cash. Indeed, a 2009 McKinsey Quarterly survey found that executives, managers, and employees rate these five nonfinancial incentives among the six most effective motivators when the main objective of the exercise is retaining people.One financial services firm undertaking a recent cost-cutting initiative elected to use only nonfinancial measures — including leadership-development programs — to retain the pivotal players it had identified as being at risk of departure. One year later, none of those players had quit.Leadership opportunities are a powerful incentive in any sector. In a pharmaceuticals merger aimed at building the North American acquirer's presence in Europe, some 50 middle managers from the acquired company accepted invitations to join trans-Atlantic teams with key roles in integrating the two organizations and developing business strategy. The chance to network with the acquirer's senior people and develop leadership skills during the two-year program signaled to thesehigh-potential employees— in many cases, people who had been slated for promotion before the merger was announced — that they had a promising future in the new organization. For the acquirer's senior executives, one benefit was the opportunity to assess first hand a potential next wave of top management talent. The program was one part of a carefully designed communication and engagement plan that made it possible to sustain the energy of the 50,000-person strong workforce during the merger. The company ultimately needed to offer only 750 targeted employees a financial incentive.When financial incentives are required, it is important to design them appropriately and use them in a targeted way. For example, one-third of the retention bonus during a merger might be paid to pivotal staff even before the deal is closed, with the remaining two-thirds to be paid out a year later — dependent in part on the recipients meeting defined performance criteria such as the successful transfer of systems from the acquired company.Targeting retention measures at the right people using a tailored mix of financial and nonfinancial incentives is crucial for managing organizational transitions that achieve long-term business success; it's also likely to save money.Still, executives mustn't view employee retention as a one-off exercise where it's sufficient to get the incentives packages right. Rather, best-practice approaches build on continuous attention and timely communication every step of the way to help employees make sense of the uncertainty inherent in organizational change. Ultimately, what many employees want most of all is clarity about their future with the company. Creating that clarity requires significant hands-on effort from managers, including the ongoing work of tracking progress so that companies can quicklyintervene when problems arise.During a reorganization effort, one company found that 44 employees critical to the company's success were likely to leaveRisk heat map for European industrial company, figures indicate number of employees in category (total = 492Legend for Chart:A -- Low riskB -- Medium riskC -- High riskA B CHighUnique skills/knowledge; a pivotal person in the organization37 22 9 8 2Important resource whose specific skills/knowledge require carefulattention69 50 39 15 19Difficulty in replacing this personImportant resource, but person's competencies are shared and not atrisk74 28 21 14 14General competencies in own area10 22 6 13 13LowNo specific competencies; easy to find in the market3 1 2 3 3Probability of person leaving organization, % Based on market demand for employee's skills, latest salary trends, existing competitive offers, family situation, and known preferences and concerns.1 .The number of groups will vary according to a company's specific . situation. We have observed circumstances where employers have identified up to six distinct employee segments.2 .See Martin Dewhurst, Matthew Guthridge, and Elizabeth Mohr, "Motivating people: Getting beyond money," , November 2009.译文：在时代的变化中留住核心员工Cosack, Sabine; Guthridge, Matthew; Lawson, Emily目录：1. 发现“尘封的宝石”2. 思想倾向至关重要3. 要留住员工，不能仅靠金钱主题词：留住员工，组织的变化，管理，在行业奖励，优良的隶属关系，领导才能，激励，研究及教学本文论述了在时代变革中组织如何留住企业核心员工。
怎么留住人才外文翻译
外文翻译How To Retain TalentEmployees are our most important asset, "key personnel" is the key to future development. Many companies, however, the "key personnel" culture often clueless they are either ambiguous is a measure of the "key personnel" either practical and reliable employees voted out of low morale, either developed training plan potential for development managers from the day-to-day operations. The result is that those "key personnel" either leave or destroy. How to manage these "key personnel"? Pay design, the essence of the design of the value of the internal relations of distribution, the internal value divided mainly based jobs. Different position and compensation standards will be different; same post, different ability levels, remuneration standards will be different. Therefore, a compensation consulting to businesses, the first thing to do is to position system combing structured design.First, personnel training and company strategy coordinated. Potential depends on the environment, therefore, critical talent management programs should match with the company's strategy. For example, if the company's strategy to achieve development in emerging markets, its focus should be a more global talent pool, as well as those able to flexibly adapt to unfamiliar environment. Conversely, if the company is committed to being the low-cost leader in, then it should be aimed at those highly disciplined and results-oriented person. Secondly, the selection of reserve talents seriously. Selection nomination and objective assessment of the combined talent, in addition to the internal assessment, the company can also listen to the viewsof the external partners. Many companies are reluctant to publish the list of "key personnel", mainly due to the selection process too subjective or unfair, therefore unconvincing. Studies have shown that employees know that they were elected to key personnel, can significantly increase their willingness to stay with the company, as well as their productivity. Finally, training of key talent in addition to formal training courses should also include self-learning and other forms of training, one of the most effective tools is the rotation experience. The rotation experience can include greater management scale, the greater the scope of work, from the front line to the administrative or mobilized from the executive to the front line, cross-cutting mobilize newly created project, turnaround and change management projects, overseas office. Change the level, organization department, place of work, industry and the environment, and help managers grow. Job management, including grade division of the sequence into hierarchical division, five parts of the job name and tenure standards. The grade posts combination of the responsibility of a similar nature, embodied is to provide staff with the wider development of the channel, the variety of career direction selection is simple business can be divided into management grades, professional grade, complex internal division of responsibilities companies can more divided, such as the management of grades, design grade, technical grade, job grades, market grades, grade of business operations, functions that support the grade ... Level is the responsibility of size, degree of difficulty similar job combination, reflect the different levels of positions, multi-level, staff development upside; simple level division can be divided into high, grass-roots, such as further broken down, but also divided into clerical, Commissioner level assistant level, supervisory level, manager level, director level, the level of general manager of the level of vice president, chief executive level; design level, the number oflevels, the number and corporate internal scale and Future, The development is expected both to avoid to staff posts soon encounter the ceiling, but also the staff small run incentive.Job design both want to consider employee satisfaction upgrade, but also to consider the efficiency of corporate human resources management of its primary starting point is that people-oriented, fully consider the staff development space with more choice, at the same time achieve classification management easy resources reasonably invested . In short, the reasons for brain drain is a wide range of both internal reasons, external reasons, both subjective reasons, there are objective reasons for both corporate reasons, employees reason, these factors are often intertwined, is extremely complex. Fundamental of the talent business survival as well as social development. Recommendation: First, from the institutional proceed to create a flexible, dynamic personnel training and configuration mechanism. Especially in large companies or government departments, it is easy to form a rigid bureaucracy, talent promotion according to seniority phenomenon seriously, young and full of vitality often can not stand this bondage, and therefore should establish performance and capacity system led the chosen people. The capable, Yongzhe let Liezhe, truly dynamic talent selection to leadership positions. In addition, try to avoid formalism and bureaucracy. Increase efforts to train employees, cadres and workers, to create good conditions for their learning, so that everyone can get a lot of growth. The changing of the guard rotation can change the concept of corporate staff, cadres and workers, continue to bring them fresh. Either business or government departments, should be a reasonable treatment mechanism to enhance their sense of belonging and of honor, doing nothing, goof cleared team. Third, thinking of all the staff, so that everyone has expected. Leadership is to lead by example, to be good at theirspirit and strength of character to lead the team. So that each employee or each cadres recognize that their work makes sense, recognize that their environment is people-oriented, and recognize that through the efforts of tomorrow will be better aware of their own in the post is a honor. To make efforts to strengthen the internal cohesion, so that the harmony of human relations, tensions do serious, unity, and lively. Attention to the psychological needs of employees, they create plenty of leisure time and leisure conditions. In short, we must be people-oriented.怎么留住人才员工是公司最重要的资产，而“关键人才”更是公司未来发展的关键所在。
员工流失外文翻译
Brain drain of Economic Analysis and InspirationThe talented person superiority is the modern enterprise competitive advantage important fountainhead,the competition for talent is the enterprise competes the essential content. Day by day the intense internationalization competition causes the brain drain into restriction enterprise lasting development the important question. Along with does the modern economy marketability degree enhancement, the knowledge economy time in relief, how solve the brain drain problem to become the historical topic effectively which each enterprise must solve. We utilize the modern economic the basic analysis tool, has analyzed the brain drain question which the threat modern enterprise develops continually, and proposed in this foundation some overcome the brain drain the countermeasure.1. Game analysis of the conclusionsEnterprise brain drain usually refers to people on a certain cause,From a free enterprise organization or out from an enterprise to another business process or phenomenon. When the dynamic study of brain drain occurs when the brain drain is a process; When inspecting the static results of the brain drain and brain drain is a phenomenon of state. In reality, the result of the brain drain was motivated by diverse and integrated. According to the traditional economic analysis, we assume enterprises is a brain drain among enterprises and individuals in a cost comparison based on receipts, The Game of the outcome the main barriers to prevent the brain drain of the system established by the rules, excluding enterprises to personnel of the purposes of the material and non-material incentives.After the game model for a balanced analysis shows that outflow of talent with the probability of enterprises set up barriers and the cost of talent to overcome barriers and to pay the price (the default). barriers to enterprise and the cost of setting up a positive relation, business erecting barriers to the higher cost, the probability of talent outflow higher because the cost will be set up barriers to lower the probability; and talent to overcome barriers to reverse the price was, people overcome barriers price, the lower the probability of talent outflow higher. Enterprise erecting barriers and the probability of talent in the enterprise's initial gains inflow of qualified personnel in the enterprises and the enterprises receipts erecting barriers and the proceeds (the damages), and talent in the enterprise's initial gains were inverse relationship, and talent initial return, the lower Enterprise erecting barriers to the higher the probability; and talent in the enterprise income inflow was positive, inflow of talent in the higher corporate earnings, enterprises are faced with the pressure of competition, and consequently the greater enterprise erecting barriers higher probability; and the enterprises set up barriers and access to the proceeds of a reverse, set up barriers to enterprise income lower erecting barriers of their higher probability because enterprises along with the proceeds of personnel costs (Mulct), overcome barriers to low-cost talent outflow often leads to the increased probability.2. Cost and income analysisBased on preceding text economical rational supposition. We know the business and personnel decisions are weighed against the cost -- compared to the gains made by the results. Only by erecting barriers of income is greater than the cost that the companies can take erecting barriers strategy and the talents are not in the outflow of income is not sufficient to compensate for price outflow choice outflow. In reality both enterprises or talent, its costs and benefits are very complex, Here specific analysis of the player's costs and benefits, in order to draw more useful insights.2.1 Enterprise's cost and incomeBrain drain caused by corporate cost: Although the brain drain of enterprises sometimes has some positive significance. If reasonable promote optimal allocation of talents, such as vigilance.However, as isusually the brain drain of enterprises are the disadvantages outweigh the benefits. Therefore this paper will only discuss the brain drain of the business losses. First, the brain drain caused personnel vacancies caused by loss of business efficiency and enterprise personnel replacement costs. Second, the 1668brain drain caused by enterprises in a commercial secret, the core technology and stable clients the loss. Third, the loss of talent to competitors, have the will to change enterprises in the competitive strength contrast, sometimes even between enterprises will change the relative position of the enterprise so as to cause enormous losses. Fourth, the brain drain may also trigger a chain reaction, such as additional personnel costs of the psychological affect his enthusiasm, and so on. Fifth, the brain drain could also give enterprises noise, reducing the results of the evaluation of enterprises, thus affecting corporate reputation stock prices.Enterprise erecting barriers to the main cost will include the following aspects : First, set up barriers to the direct costs, enterprise as a result of erecting barriers and the direct expenditures. These mainly include : erecting barriers to the initial costs, specifically refers to the enactment of the rules system, which have been paid manpower, material costs; The role of cost barriers, concrete barrier refers to guarantee the effectiveness of the derivative related organizations and regulatory changes in the cost and talent touched barriers When enterprises implement the rules will have to pay the cost. Second, erecting barriers of opportunity cost refers to the barriers set up by the cost of personnel, finance, and were available for other areas of revenue, such as barriers to development, maintenance personnel during this period to engage in other work outputs and the cost of erecting barriers property for investment or other production areas the benefits. Third, the cost barriers to signal that the enterprises set up barriers to the adverse external signal transmission, The enterprise will become more difficult to recruit outside the enterprise and appraisal issues of the cost. If the barriers set up by relatively high, the inflow will be more demanding of the initial proceeds of R0. thereby increase their access to personnel costs; Moreover, if the barriers are too high, Enterprises easily by outsiders is the lack of strength retain talent, thereby lowering enterprise right talents are attractive, Enterprises in other fields reputation will be damaged. Fourth, erecting barriers cost of the system, we refer to the erecting barriers and increase the overall management of the burden. barriers to the overall management of the burden; Enterprises set up barriers to truly be the role of institutionalization and standardization. this process also requires enterprises to spend a certain amount of material, information and time resources; sound barriers is a gradual process, barriers and adapt itself to different conditions also need to constantly innovate, it needs to pay for certain costs.Enterprise erecting barriers of income include the following aspects : First, Enterprise erecting barriers proceeds from the direct result of outflow of talent and pay the damages or from other aspects of the compensation. Second, the face of barriers, from mobile professionals to obtain higher returns will actively enhance the quality of their own human capital, thereby improving the overall quality of human resources, to promote a lasting increase in income. Third, enterprises erecting barriers personnel for the relative stability in raising output levels, to enhance corporate image, and so on the gains. Fourth, the barriers caused by the decline in the rate of brain drain will save replacement personnel, training and management process costs, This part of the costs can also have brought new income.2.2 Costs and gainsThe outflow of personnel costs primarily include the following aspects : First, the outflow of personnel decision-making cost, which mainly includes : the cost of locating targets, specifically referring to a desired R1 found in time, energy and currency of inputs, As the process of searching for the time and energy on the input of the actual work of the above inputs and losses in leisure, consumption ofopportunity cost; target cost of the decision, Specifically, it refers to the number of goals to be elected to choose the optimum goal when the direct costs and psychological burden; the decision-making process of other costs, If the flow of goals to meet the requirements of individual human capital investment costs as well as the outflow of his intention of interpersonal stress, and psychological costs. Second, the process of outflow of talent costs, including : direct costs, means the outflow of talent in the course of direct losses, such as travel, Transfer fees, the default; Indirect costs, mean more direct expenditures and the opportunity cost caused by the outflow of thepresent process proceeds losses; Interpersonal costs, refers to the process of outflow of interpersonal relations and coordination of expenditures. Third, the results of cost outflow of talent that talent outflow from the original Enterprise after facing the cost If friction unemployment in a state of loss of income and loss of human capital and the expected discounted earnings of Discount risk.The outflow of talent to benefit include the following aspects : First, After outflow in the new enterprises to get higher returns than the initial proceeds of the new R1, including better remuneration, welfare, higher job titles, but also a strong sense of accomplishment, such as an integrated utility. Second, outflow arising from the process of personal content in human capital for the professionals can improve in future career development and professional selection process bring higher returns. Third, the outflow of talent revealed intentions, may lead to the enterprises concerned and reuse, raise the enterprises in the relative status, which could increase personnel benefits.In short, whether it is the pursuit of profit maximization of enterprise, or seeking to maximize the effectiveness of personnel, His behavior in the consolidated income is greater than the cost of comprehensive starting point. that the various benefits and costs are positive condition of pursuit Umax =F (R) - F (C).3. InspirationThe flow of talent is a combination of factors working together in the results, including social factors, business factors, personal factors, and other personnel. Social factors to influence the flow of talent in all directions, the overall economic situation, the social security system, Social and cultural attitudes and social factors such as the legal system, through the impact of the mobility of talents expected benefits, capabilities against risks, Mobile tendentious, rules and sense of the flow of talent, including the social effects of the flow of talented people to have an impact. Talents of a higher level of effectiveness of the flow of talent is the pursuit of the subjective motive, the flow of talent is the fundamental source of inspiration. In human resources, human resources in the capital on the market supply and demand, thereby determining the flow of talented people the potential benefits; talents values affect its liquidity preferences and tendencies; and thrust into the common enterprise of gravitational effects. Outflow enterprises in salaries and benefits, job placement, The cultural atmosphere with respect to the individual talent gap between the expectations of the outflow of talent prompted major thrust, inflow enterprises in the fields mentioned above expectations and the individual talent is to attract talented people close to the inflow of gravitation. Affect the flow of talent is not the factors that play a role in a separate, but interrelated and influence each other An end to the flow of talented people together to have an impact.3.2 SolutionEnterprises are erecting barriers to prevent the brain drain fundamental way, but the barriers set up, implementation process and the high cost of external enterprises increasingly powerful force in this way so that inefficiencies, and this method with the enterprise and talent Game -- "not erecting barriers -- not floating" divergence. Therefore, enterprises need to consider the adoption of non-road barriers toovercome brain drain. Talents in the inflow and outflow from the enterprise business income gap between the impact of the flow of talented people is the basic factor. Establish reasonable pay system is a brain drain enterprises lower the basic rate of one path. Reasonable salary can raise the level of the enterprise in the initial proceeds of R0, reducing income disparities D, competitive pay levels can not only prevent the enterprise talent drain, but will also attract external inflow talents; Science salary structure will enable personnel under their own conditions rational distribution, use, increase their human capital, their receipts expected a clear and narrow the gap between expected income; appropriate salary payment system through the payment of media time and pay adjustments can raise the same pay level of effectiveness.人才流失的经济学分析及启示人才优势是现代企业竞争优势的核心，人才竞争是企业间竞争中最为本质的内容。
外文翻译--企业人才流失问题及对策
外文翻译--企业人才流失问题及对策本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日中文4290字企业人才流失问题及对策译文目录1人才流失的现状 (1)2民营企业人才流失的原因 (2)2.1管理制度不合理内部管理混乱 (2)2.2提高企业主的素质低下 (2)2.3与员工交流沟通不足 (2)3对民营企业人才流失问题的对策 (4)3.1建立现代企业制度完善公司治理治理结构 (4)3.2实行人本管理 (4)3.3培育先进的企业文化 (5)3.3.1培育创新文化 (5)3.3.2提高企业家自身素质 (6)3.3.3强调“以人为本”的管理文化 (6)结论 (7)外文文献原文 (8)1 人才流失的现状民营经济是最具活力的经济增长点，是区域经济发展中最活跃、最有优势的经济成分。
随着民营企业规模的不断壮大和市场经济体制的不断完善，传统的民营企业管理体制和管理方式和观念制约着民营企业的发展。
特别是现在中小型民营企业中关键人才流失的情况比较严重，据调查，民营企业近几年的人才流失率达30%以上，一些生产企业人才流失率竟达70%，民营企业中的中高层人才以及科技人员，在公司的工作年龄普遍较短，一般为2-3年，最长的也不过5年。
许多民营企业叫喊着人才难求、人才难留。
民营企业的人才流失的症结在哪里？这个问题值得我们深入研究。
2民营企业人才流失的原因对于民营企业人才流失的原因，我认为应该从民营企业的内部管理制度、民营企业家自身素质以及民营企业的企业文化三个方面进行探讨。
2.1管理制度不合理内部管理混乱民营企业内部管理制度不完善，内部管理混乱，缺乏基本的制度，组织结构不合理，从而导致员工无所适从，不知道应该怎么做才符合企业的要求。
由于没有明确的工作标准，员工即使努力工作，也难以获得认可。
还有些民营企业由于事业高速发展，企业天天在变，经营的目标是如何做好和做大生意上，至于内部企业管理，能用就先用着，因此导致很多制度还来不及建立健全，企业管理许多事主要还是人治，缺少成文的制度规范。
人才流失外文翻译文献
人才流失外文翻译文献(文档含英文原文和中文翻译)译文：吸引和留住人才摘要吸引人才和留住人才，是企业成功的关键。
企业最重要的资源，就是优秀雇员，他们不断提升工作技能，为企业和顾客带来更大的价值。
本文论述的是如何吸引和留住人才来保持竞争力，以及如何打造持续繁荣发展的企业环境。
关键词：吸引，留住，人才，环境，竞争力1 吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。
这样的预言在当今竞争越来越激烈的商界中已经得到验证。
人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。
当“新手”雇员加入工作岗位，必然有各种问题随之产生。
因此，吸引和留住企业中的优秀雇员十分重要。
高效率的雇员就是令人满意的雇员。
这样的人才能为企业创造更好的业绩。
企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。
首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。
同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚明白自己的工作职责。
如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。
大卫·格洛斯是Power & Control Automation公司的客户代表。
该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。
他提出以下的观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。
除了福利和报酬之外，雇员还需要对公司有一份信心。
他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。
”格洛斯认为安全感是区分好企业与坏企业的一大特点。
“优秀的雇员具有积极的态度和可培训性，他们有良好的工作记录，能与他们合作融洽。
作为小型的企业，我们可以更加灵活，并且我们很自豪能给雇员提供家庭般和谐友好的氛围，较有自我管理的风格。
员工流失介绍专题外文翻译（可编辑）
员工流失介绍专题外文翻译外文翻译原文Introduction to the special issue on employee turnoverMaterial Source:Human Resource Management ReviewAuthor: James L. PriceThe human resources are the most important resources in the modern enterprise.The talented person is indispensable for the enterprise manages and develops.In today’s rapid economic development,the human resources also are the commodity.The normal human resource also are the commodity.The normal human resource development of companies.If talented person’s flowing is too frequent,it will affect the stability and sustainability of the development of the company.Especially when the enterprise has certain responsibility,the grasping enterprise’s core technologies and the core secret management backbone,the marketing backbone or the technical backbone leave job frequently.The company’s survival and development will face a huge crisis.What companies should take measures to attract talent,motivate and retain qualified personnel,to win people’s satisfaction and loyalty,thereby promoting the further development of the company’s future has become of theseenterprises now need to be resolved a thorny issue.So study the brain drain problem for a long-term strategic development of modern company has an extremely important significance.The first three articles in this Personnel leaving problems-Iverson,Kim,and Laczo/Hanisch-can be viewed together.ach article is concerned with employee withdrawal.Iverson estimates a causal model of turnover, whereas Kim estimates a model of intent to stay, which he terms “behavioral commitment”. It is stated that Kim “estimates a model of turnover through intent to stay. ”Kim,however, is careful to note, as recent research Sager, Griffeth, & Hom, 1998indicates, that intent to stay may not be the closest variable to turnover in the causal sequence. Iverson's research is the preferred practice and has been the pattern most often followed by research on turnover The analysis of turnover data has generally classified employees as either stayers or leavers.This strategy does not take into account differences among leavers,who will vary by how long they have been members of their organizations before they leave. In short, information is lost with the leaver/stayer classification And this lost information may be important since leavers with various lengths of service may differ significantly.Iverson's use of event history analysis treats turnover as a continuous variable-all employees vary by how long they have worked for their employers-thereby making fuller use of possible data than theeither/or classification. Event history analysis has long been used in medical research where it is often termed ``survival analysis.'' Different patients, for example, survive for varying periods of time after medical intervention, such as taking a medication or having an operation.Treating turnover as a continuous variable also provides more sophisticated statistical techniques for analysis and is thus the recommended strategy for the analysis of turnover data.It might be expected that increased kinship responsibility would reduce voluntary turnover for women but not for men, since kinship obligations have historically been more strongly assigned to women. Iverson's data, however,indicate no significant difference between men and women in the hospital he studied. It is important to replicate Iverson's study, since gender differences have long been important in the kinship area.Iverson's study was done in Australia. In the 1940s, 1950s, and 1960s,Australian scholars were major figures in research on turnover. Most researchers, for example, were familiar with the Personnel Practice Bulletin and the Bulletin of Industrial Psychology and Personnel Practice, both published in Australia. In recent years, however, there has been little turnover research by Australian scholars. Iverson is producing a substantial amount of quality work on turnover and promises to restore Australian scholarship to a major position in this area.Kim's research was done in South Korea where, unlike Australia, there is no-thereby substantial tradition of research on turnover. However, Kim has begun to produce quality studies on turnover Kim, forthcoming; Kim, Price, Mueller, &Watson, 1996 and he may be the beginning of a substantial tradition of turnover research in South Korea.Early research on turnover-from approximately 1900 to about 1950-focused heavily on male, blue-collar employees located in manufacturing firms.These employees and firms were dominant in the United States at this time so it was natural for scholars to select these samples and sites. Since about 1950, however, samples and sites have noticeably changed. Much more attention is now devoted to female, white-collar employees located in service firms. The shift of sample and sites is desirable: if general causal models are to be developed, and this is the goal of scientific research, then diverse samples and sites must be studied. Kim's sample is mostly male, strongly blue-collar84%, and is conducted in an automobile manufacturing plant; he thus studied the type of sample and site used by early turnover researchers.Research on turnover has not generally made use of kinship variables as determinants. Economists and psychologists have long dominated turnover research. Economists have focused on such determinants as pay, opportunitythat is, the labor market, and type of training, whether specific or general.Psychologists have examined suchdeterminants as job satisfaction, organizational commitment, job involvement, and dispositional variables, such as positive and negative affectivity. Neither economists nor psychologists have been much interested in kinship variables as determinants. Unlike economists and psychologists, sociologists are concerned with kinship variables, and Iverson, being a sociologist, includes such a variable in his model,namely,amount of responsibility. He hypothesizes that increased kinship responsibility will reduce voluntary turnover.Most studies of the causal order of job satisfaction and organizational commitment are not longitudinal, do not make use of developed causal models, and do not use LISREL analytical procedures. Currivan's study is longitudinal,makes use of a developed causal model, and uses LISREL. His results are thus the best available on the causal ordering of satisfaction and commitment.Currivan finds that the relationship commonly found between satisfaction and commitment is spurious due to common determinants. In short, satisfaction and commitment have no significant relationship. His analysis, as previously indicated, assumes that satisfaction is a determinant of commitment. If replicated, Currivan's findings have important implications for the explanation of turnover, since many of the major models have a path between satisfaction and commitment. Satisfaction and commitment will remain in these explanations, if Currivan is correct, but not the path between thetwo variables. Replication of Currivan's study is needed. This replication should use three time periods rather than the two which Currivan uses. Three time periods will allow a more accurate assessment of causal order.The sixth article, by Allen and Griffeth, focuses on the relationship between job performance and turnover. Different scholars have dealt with various aspects of the job performance-turnover relationship; what Allen and Griffeth seek to do is to tie these different aspects together into a causal model.Desirability and ease of movement-March and Simon's classic determinants of turnover1958-are historically treated, respectively, as satisfaction and number of alternatives in the environment.'' In discussing reward contingency and visibility as moderators, Allen and Griffeth suggest expansion of March and Simon's classic concepts. Desirability of movement, they suggest,should be expanded to encompass organizational commitment and the opportunity to transfer to another job within the organization; ease of movement should be extended to include quality of alternatives in the environment. Allen and Griffeth thus argue for another look by turnover scholars at March and Simon's desirability and ease of movement.It is important to remind turnover scholars that there are different routes to turnover from the exogenous determinants. Not everyemployee, for example,who leaves an organization does so because of dissatisfaction. Desirability of movement, commonly viewed as satisfaction, to return to Allen and Griffeth's model, is but one route to turnover. There is also ease of movement and performance-related shocks. Allen and Griffeth remind scholars of the different routes to turnover by means of reconciliation rather than rejection. Rather than simply rejecting the work of Dreher, Merton, and Lee/Mitchell as being incomplete, Allen and Griffeth reconcile their findings into a single model. It is easy to reject; it is more difficult, and productive, to reconcile.Causal models of turnover generally examine the explanation of voluntary turnover with complex models. The articles by Iverson and Kim are illustrations of these models.Although more simplified than either the Iverson or Kim models, Currivan's model is still quite complex. The seventh article in this special issue, by Williams,deviates from both of these patterns by examining functional turnover with a simple model.By means of meta-analytical structural equation modeling of secondary data, Gaertner finds that all of the determinants in his model, except pay, have direct impacts on job satisfaction. Only three determinants also have direct impact on organizational commitment. The determinants thus divide into two categories: those that only have an impact on satisfaction. Neither of the extreme positions is thus consistent with the data. An interesting feature of Gaertner's analysisis the finding that pay, when other exogenous determinants are controlled, has no impact on satisfaction. Most models of turnover include pay as a key determinant.Gaertner's analysis must, of course, be replicated. His sample, for instance,mostly consists of middle-class employees and his results, especially those pertaining to pay, may not be found elsewhere.Williams also found that unemployment, his labor market variable, had a direct influence on functional turnover. Surprisingly, poor performers left the organization when unemployment was high and job opportunities were low. As with the results for contingent rewards, satisfaction did not serve as a mediating variable.The eighth and final article of the special issue is by Griffeth and his colleagues. Two important messages are conveyed by this article. First, the management of turnover must be sensitive to the different types of employee in the organization. There is no one best way to manage turnover for all employees. Second, the study of turnover must, in the long run, yield bottom-line organizational benefits or managers will not indefinitely support costly and time-consuming turnover research.Griffeth and his colleagues construct a typology of employees which forms the basis of their managerial recommendations. There are two steps in their construction of the typology. First, based on high and low amounts of organizational commitment and job involvement, they create four types of employees:institutionalized stars high on both concepts;lone wolves low on commitment and high on involvement; citizens high on commitment and low on involvement; and apathetics low on both concepts. Although a number of organizational scholars have developed typologies that use commitment and involvement, Griffeth et al. especially rely on the work of Blau and Boal 1987.Griffeth et al. illustrate these four types of employees with data drawn from the organizational literature. Second, Griffeth et al. discuss these four types of employees with material drawn from Farrell's 1983 analysis of Hirchman's classic work 1970.The last part of the article by Griffeth and his colleagues is devoted to describing different management strategies for these types of employees. This article by Griffeth et al. is the only one of this special issue that has an applied component. Turnover researchers typically devote little time and effort to application, since the development and estimation of models has much higher prestige in the scholarly community. Implicit in the article by Griffeth et al. is the message that turnover scholars had best not forget application, because managers must ultimately have bottom-line organizational benefits from turnover research or else they will not continue to support this type of research.译文员工流失介绍专题资料来源:人力资源管理评社作者:詹姆斯,匹得人力资源是现代公司最为重要的资源,人才是企业稳定持续发展不可或缺的。
留住人才的英语作文
留住人才的英语作文English:In order to retain talent, organizations must create a positive and supportive work environment. This includes providing opportunities for professional development, recognizing and rewarding employees for their contributions, and promoting a healthy work-life balance. Additionally, it is important for leaders to communicate openly and frequently with their team members, and to show genuine interest in their well-being and career goals. Providing competitive compensation and benefits is also essential in retaining talent, as employees are more likely to stay with an organization that values and invests in them. Furthermore, offering a clear path for career advancement and growth within the company can motivate employees to stay long-term. Lastly, fostering a strong sense of camaraderie and teamwork among colleagues can contribute to a positive workplace culture and increase employee retention.中文翻译:为了留住人才，组织必须营造一个积极支持的工作环境。
人才流失的措施英语作文
人才流失的措施英语作文Talent retention is a crucial aspect of anyorganization's success, as it involves maintaining askilled and motivated workforce that can drive innovation and growth. However, talent loss can be a significant challenge, as it can lead to a loss of intellectual capital, disruption in operations, and a negative impact on the overall performance of the organization. To address this issue, it is essential to implement effective talent retention strategies.One of the key strategies for talent retention is to offer competitive compensation and benefits packages. This ensures that employees are adequately rewarded for their contributions and are not tempted to seek better opportunities elsewhere. Organizations should conductregular salary surveys to ensure that their compensation levels are competitive with those offered by other employers in the same industry. Additionally, providing generous benefits such as health insurance, paid time off,and retirement plans can further enhance an employee's satisfaction and loyalty.Another crucial aspect of talent retention is career development and advancement opportunities. Employees often seek opportunities to grow and develop their skills, and organizations that fail to provide such opportunities may find themselves facing talent loss. To address this, organizations should implement career development programs that provide training, mentoring, and challenging work assignments. By investing in their employees' career growth, organizations can foster a culture of continuous learning and development that encourages employees to stay and contribute to the organization's long-term success.Moreover, fostering a positive work environment is essential for talent retention. Employees thrive in environments that are supportive, inclusive, and respectful. Organizations should strive to create a culture that values diversity and inclusion, encourages open communication, and provides opportunities for employees to provide feedbackand suggestions. By fostering a positive work environment,organizations can improve employee engagement, satisfaction, and retention rates.Additionally, organizations should recognize and reward employee performance. Acknowledging and appreciating employees' contributions can boost their morale and motivation, making them feel valued and appreciated. This can be achieved through various recognition programs suchas employee awards, public recognition, and bonus systems that reward outstanding performance. By providing timelyand meaningful recognition, organizations can foster a culture of appreciation and recognition that encourages employees to stay and continue contributing to the organization's success.Furthermore, organizations should provide opportunities for work-life balance. Employees value the ability to manage their work and personal lives effectively, and organizations that fail to recognize this may face talent loss. By offering flexible work arrangements, such asremote work options, part-time schedules, and compressed workweeks, organizations can support employees' work-lifebalance needs. This flexibility can enhance employee satisfaction, reduce stress, and improve retention rates.In conclusion, talent retention is critical to the success of any organization. By implementing effectivetalent retention strategies such as competitive compensation and benefits packages, career development opportunities, positive work environments, recognition and reward systems, and work-life balance arrangements, organizations can foster a culture that encourages employees to stay and contribute to their long-term success. By investing in their employees' growth and well-being, organizations can build a loyal and engaged workforce that drives innovation, performance, and competitive advantage.。
外文文献翻译--民营企业人才流失的原因及治理对策
中文358０字毕业论文英文翻译学生姓名:学生学号:专业班级:指导教师:管理学院2０1２。
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企业人才流失-外文翻译
毕业设计(论文)外文资料翻译题目:中部地区中小企业人才流失原因及其对策分析——以郑州高新区为例院系名称：国际学院专业班级：人力资源管理0804班学生姓名：于飞学号： 2指导教师：张可军教师职称：讲师附件： 1.外文资料翻译译文；2.外文原文。
签名：2012年1月06日附件1：外文资料翻译译文吸引和留住人才来自：《承包商工具和供应》吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。
这样的预言在当今竞争越来越激烈的商界中已经得到验证。
人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。
当“新手”雇员加入工作岗位，必然有各种问题随之产生。
因此，吸引和留住企业中的优秀雇员十分重要。
高效率的雇员就是令人满意的雇员。
这样的人能为企业创造更好的业绩。
企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。
首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。
同时要关注表现欠佳的雇员，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚自己的工作职责。
如果员工的表现没有达到预期的要求，企业管理者应明确的反馈给员工知道。
大卫•格罗斯是Power&Control Automation 公司的客户代表。
该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。
他提出以下观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。
除了福利和报酬之外，雇员还需要对公司有一份信心。
他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。
格罗斯认为安全感是区分好企业与坏企业的一大特点。
“优秀的雇员具有积极的态度和可培训性，他们有良好的工作记录，能与他们合作融洽。
作为小型企业，我们可以更加灵活，并且我们很自豪能给雇员提供家庭般和谐友好的氛围，较有自我管理的风格。
企业如何吸引人才、留住人才、用好人才，充分发挥人才的作用
3672018.7MEC 人才战略MODERNENTERPRISECULTURE众所周知，人才是人力资源的精华，是科学技术进步和经济发展中最重要的资源。
企业核心竞争力是企业人才参与市场竞争法宝，二十一世纪竞争需要人才，企业赖于生存发展的关键不是产品，而是人才，拥有高素质的人才就是企业的财富。
一、海纳百川，筑巢引凤能源实业公司于2014年5月份成立，集燃气、供热专业设计、工程施工、工程监理、招标代理、物资贸易于一体。
业务范围涵盖工程设计、工程咨询、工程总承包、工程监理、招标代理、项目代建、项目管理和相关技术与管理服务、市政公用工程（燃气热力）、火电专业的咨询、房地产开发、能源贸易等。
随着公司业务的飞速发展，需要各方面的人才加入我们的团队。
在人才引进方面，公司首先是坚持“求所有、求所用”的原则，多渠道、多形式地引进人才。
对各类人才，进行科学配置，力求发挥其最大效用。
其次是形成“一湖好水，一湖活水”的观念，对于掌握各类先进技术的专门人才，实行优惠的政策吸引他们的加盟。
此外，公司上下都认同“知识就是财富，技术就是资本”的新观念，通过“尊重知识、尊重人才、崇尚创新”，营造一个重知识、学知识、用人才、用知识的文化氛围。
公司既重视增强人才资源的整体开发，也重视拔尖人才的深入开发，还兼顾劳动者整体素质的新提高。
并充分借助刊物、报纸等多种舆论工具，宣传为振兴企业而作出贡献的人才典型和先进事迹，进一步了增强人才的认同感和荣誉感。
正如美国知名学者托马斯·比得斯所说：企业或事业唯一真正的资源是人。
有了人才就有了资本和财富，人力资源是最宝贵的资产。
二、激励沟通，搭建平台在这个知识经济时代，人才已经成为知识经济的核心资源，谁拥有且利用好最优秀的人才，谁就能能在市场竞争中立于不败之地。
而调动职工的积极性是企业人力资源开发与管理永恒的主题，也是提高企业效益的关键，而激励则是调动职工积极性的主要手段。
形象激励。
公司通过培育企业精神和树立良好的企业形象，激发职工的荣誉感、自豪感和成就感，让职工真正感受到：企业兴我荣、企业衰我耻。
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吸引和留住人才来自：《承包商工具和供应》吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。
这样的预言在当今竞争越来越激烈的商界中已经得到验证。
人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。
当“新手”雇员加入工作岗位，必然有各种问题随之产生。
因此，吸引和留住企业中的优秀雇员十分重要。
高效率的雇员就是令人满意的雇员。
这样的人能为企业创造更好的业绩。
企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。
首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。
同时要关注表现欠佳的雇员，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚自己的工作职责。
如果员工的表现没有达到预期的要求，企业管理者应明确的反馈给员工知道。
大卫•格罗斯是Power&Control Automation 公司的客户代表。
该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。
他提出以下观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。
除了福利和报酬之外，雇员还需要对公司有一份信心。
他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。
格罗斯认为安全感是区分好企业与坏企业的一大特点。
“优秀的雇员具有积极的态度和可培训性，他们有良好的工作记录，能与他们合作融洽。
作为小型企业，我们可以更加灵活，并且我们很自豪能给雇员提供家庭般和谐友好的氛围，较有自我管理的风格。
我们允许雇员处理个人事情但在过后补上该工作时间，我们提供的整套福利也很有竞争力。
优秀员工对公司的期望任何行业任何公司里的雇员都对公司有以下几个方面的需求，以下各方面是根据重要性和受重视的程度降序排列的。
1、乐趣：工作的乐趣包括期待上班工作以及下班时感觉良好。
具体的雇员对此有具体的不同感受。
工作的乐趣对于雇员来说可能来自工作中的创意，成功的完成任务，看到自己的工作得到积极向上的结果，知道自己为别人做了一些贡献，或者得到来自他人的尊敬和认可。
一个有创意的雇员会因为他的创意而成为一个高效率的人才。
一个细心的雇员会乐意细致钻研。
如果将一个技术骨干推到管理层的职位，则未必能令他成为一个高效率的人才。
岗位责任分工与个人能力应当合理结合，才能实现最高的工作效率。
2、金钱：当雇员觉得只有钱最重要时，就是他们认为所得报酬与自身价值不符的时候。
薪水能增加工作的乐趣，但不能取代工作的乐趣。
仅仅受薪水驱动的雇员有可能无法与其他雇员配合工作。
3、安全感、福利：没有人希望自己是下一个被辞退的人，也没有人希望感受到公司内部失控的形势。
福利对于某些雇员来说特别重要。
针对具体雇员的需求的福利是最理想的，也是可以协商实现的。
企业必须使雇员清楚的知道自己所能享有的福利，以及享有这些福利所要先旅行的责任和承担的义务。
4、舒服、休假：人们对于安逸的概念理解不尽相同。
有些雇员认为在离家近的地方工作就是舒服，因为他们有一种对家的需求感。
雇员们需要灵活的或者额外的休息时间，其中有各种不同的原因。
在这方面，企业雇主与雇员积极沟通是成功协商的关键。
要使雇员获得工作的满足感，以上所述就是先决条件。
当雇员花时间去考虑这些问题，谈论这些问题，或者想追求这些条件时，也正是企业在这方面做得不够，导致雇员没有高效率的工作。
带着满足感回家的员工必然会期待第二天的上班。
这样的雇员不仅会一直留守企业，而且在自己的工作岗位上会有高效率的表现。
“员工是雇来完成具体工作任务的，而一个好的雇员清楚知道自己所在的位置以及想要达到的位置。
”美国大型的管理人员招聘机构的客户代表达斯丁•福特这样说，“而作为雇主的则当然是观察这样的一个雇员如何做到创造效益或者节约成本。
”福特的专长是为工业销售界搜寻合适的人才或者填补企业职位空缺的人才。
他早在Motion Industries就职，已经有5年的人才招聘工作经验。
德里克布查尔与其姐姐米歇尔分别是其家族企业IBS公司的业务经理和市场部副总监。
他们提出以下观点：“优秀的雇员更看重的是待遇中优越的方面，而不是明确的赔偿金，不是单单的追求待遇中的金额。
”他指出，“如今的雇员寻求的是一份“整体”的职业，包括良好的公司文化，职业道路，工作责任分工，以及工作与生活的协调平衡。
这种平衡已经日趋受到重视。
即使一个企业能给雇员提供一切，雇员自己还是会希望有时间有空间与自己的家人共处。
”招聘面试甄别人才的确，招聘面试是重要的一个环节。
有的招聘者将其作为发掘合适雇员的决定性的最后一步，也有招聘者将面试当做判断雇员素质的第一步。
面试是整个招聘过程中举足轻重的一部分，因为如果没有面试，就没有即时的问答互动以及通过情景模拟来测试面试者随机应变的能力，那就很难判断应聘者是否具有良好的素质。
关于面试的重要性向来都是仁者见仁，智者见智，而面试的具体方法则是有一定趋势的。
成功而有效的面试要领包括以下几个方面：1、做好准备工作，准备好要提问的问题。
2、针对所招聘的职位，理清应聘者需要具备的素质条件。
如果面试官不止一人，更应该提前共同做好准备。
3、礼貌，守时，主动。
4、令准雇员感到正在应聘的公司是一家很好的工作单位。
5、在适当的地点进行面试，排除干扰。
6、办公室不是适宜的面试地点，应该选择会议室或者私人休息室，或者其他确保不会被干扰的地点。
7、认真聆听，眼神交流，了解应聘者。
认真听应聘者说话的内容和看他们说话的方式，可以判断他们是否能良好的沟通表达，是否诚实。
8、给一些时间让应聘者针对公司和职位提问。
借此机会向应聘者宣传介绍自己的公司的情况和该职位的情况，是应聘者有可能发挥潜力参与到企业中，创造更大的效益。
格罗斯指出，企业必须关注雇员的福利，根据员工的实际需要尽量灵活地提供福利。
如果企业能在和员工亲自沟通后推出有针对性的福利，必然使员工队伍士气大振。
如果一家企业里有员工已经用完了规定内的假期，而员工家属突然有急症，这样的情况下企业管理者应该首先让员工去探视他的家属，关于他的假期问题可以事后再安排。
企业应建立与员工间的和谐关系，成为他们生活中给予支持、扶持的力量来源之一。
愉快工作布查尔和约翰曾在其员工中进行了关于员工工作满意度、喜好等方面的调查。
调查表明其公司雇员的工作满意度来自于该公司的良好的财政形势（66.7%的员工的意见表明），优厚福利（41.7%的员工的意见表明）以及薪酬（33.3%的员工的意见表明）。
其他被提到满意的原因还包括了制度的灵活性、工作是否有安全感、同事之间的关系、公司的规模大小、与管理层人员的关系，以及受重视的感觉。
有58%的员工表示他们呢最满意的就是目前的工作本身，25%的员工认为影响工作满意度的原因中薪水知识其中排在最后的一个原因。
布查尔认为值得注意的一点是，员工将企业的良好财政形势作为影响工作满意度的最大因素。
此外，企业对于雇员的工作投入有所要求，使得雇员感到自己有受到重视的价值，也很满意灵活的工作环境。
“我们建立了评估制度，大家可以自己决定自己的成功与快乐。
”约翰说，“每个人都清楚自己所处的位置，我们不断地搜集意见，每年与每个雇员见面谈话两至三次，将会给予雇员极大的进步力量。
那样最终的效果是让雇员认识到他们要对自己负责。
对于雇员将薪水作为满意的原因排在最后一个的原因，我们觉得这一点很有意思。
因为实际上本公司的薪酬在本行业来说的话已经处于一个相对很高的水平了，而我们公司的雇员好像还是感觉自己所获得的薪酬仍然不够高。
附件2：外文原文Attract and keep good employeesFrom:《Contractor Tools and Supplies》Reasons for attracting and keeping good employeesMore 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 business 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 to follow.That＇s why attracting and retaining good employees is pany owners and management have to take the responsibility and efforts to create an environment where good employees are willing to work in and stay.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 superior employees,and developing employees(especially those with high potential 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 individual knows what you expect from him.Make sure you have provided feedback against goals and objectives so the person knows he si not meeting expectations.David Groce is an account manager at Power&Controls Automation,an automation products distributor in Norcross,Ga.The company is the master 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 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,and that the company itself will be staying in the industry,and is reliable.”According to Groce,security is the differentiation between a good company and a bad company.”A good employee has a positive attitude,is trainable,has a reputable trackrecord,and works well with others,”says St.John.”As a small company,we are able to 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.”A good employee＇s expectations from a companyAn 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 e different for each employee.It may come from being creative,successfully carrying out an assignment or task,seeing a positive result from their actions,kowing they＇ve contributed to someone else＇s good or receiving respect and recognition from others.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 be productive-anywhere.Job duties and individual personal qualities need to come together in order to maximize priductivty.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.fort/Time-off-Everyone has adifferent 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.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 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 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 time.The guy who goes home at the end of the day feeling satisfied will look forward to coming to worktomorrow.He will not only stay on board,he will be highly productive while he＇s there. “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,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 sector.He worked for Motion Industries prior to this position,and has been recruiting for fice years.Derek Butcher and his sister,Michelle St.John,are the operations manager and vice president of marketing,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 industries.Conducting a Successful Interview1.Be prepared;know what questions you＇re going to ask.2.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.3.Be courteous;be on time;put your best foot forward.4.show potential employees that your company is agreat place to work.5.Conduct the interview in a comfortable place;eliminate interruptions.6.Your office is not a good place to conduct an e a conference room,private break area orother room where you won＇t be interrupted.7.listen attentively;make eye contact;get to know the applicant.8.You can learn a great 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 increase your profits.“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 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 out later.You need to cement the relationship as a supportive force in their lives.”Employees＇satisfactionButcher 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.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 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 liked most about their job;and 25 percent cited their salary as what they like least about their job.“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 employee 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 interesting,since most are overpaid comparatively in the industry,and feel as though they＇re not paid enough.”。