公司人才流失问题研究外文参考文献译文及原文

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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。

人才流失或挖掘优势[文献翻译]

本科毕业论文（设计）外文翻译外文题目 Brain drain or tap the strengths外文出处University of Hong Kong Libraries, Hong Kong, People’s Republic of China外文作者 Mei Wa Esther Woo原文：Brain drain or tap the strengthsMei Wa Esther WooIntroductionMuch discussion has been carried out among librarians about the importance of human resources in helping organizations to manage change. Many of us will be aware by now that “effective and strategically focused HRD [Hu man Resource Development] can play a major role in creating the necessary organizational readiness and receptiveness to change” (Smith, 2004). However, maintaining a change-friendly workforce is not an easy task especially when the quest for human resources has become a global challenge since the arrival of the knowledge economy. As one of the players in the information world, academic libraries must formulate strategies to help recruit quality staff for sustainable development. This article will examine how HRD can assist in the recruitment of academic librarians as well as the close relationship between these two essential components in Strategic Human Resource Management (SHRM), SHRM is “the implementation of human reso urces activities, policies, and practices to make the necessary ongoing changes to support or improve the agency’s operational and strategic objectives” (Pynes, 2004). The model is based on the belief that to be effective and able to adapt to changes quickly, agencies need realistic information on the capabilities and talents of their current staff—in essence, their human resources. In other words, the success of future organizations will much depend on how they can tap the talents and skills of their staff by means of a holistic and effective approach in recruiting, managing and growing people.With a view to exploring the recruitment problems encountered by many libraries, a literature review was conducted on the demand and supply of academic librarians since year 2000. The causes of the problems will be analyzed and categorized to facilitate identification of effective solutions. This will be followed by a discussion of the different approaches adopted by libraries to resolve hiring problems through developing library students, university graduates as well as internal candidates. Attention will be drawn to the factors that contribute to the success of those programs tried out in academic libraries.Issues of change in recruitmentChange has become a word that we almost cannot live without. In the library literature written since 1990s, many authors have talked about the impact of change on libraries from different perspectives such as technology, society, economy, etc. As we will find out from the following analysis, recruitment problems of academic libraries are intertwined with many of the factors commonly depicted in our stories of change.Fluctuating demand and flat supplyRecent data collected from the major job markets such as the US, Canada, Australia and the UK indicated that libraries are meeting recruitment challenges more than ever.One of the most discussed recruitment issues in the twenty-first century is the effect of the retirement waves of baby boomers. The majority of the world’s baby boomers were born in the countries mentioned above during the period 1946 to 1964. Constant efforts have been made by librarians and library associations to project the impact of retirements of this group of people (Schrader, 2005). According to relevant estimates, the greatest retirement wave in the US will occur between 2010-2020 at 45 percent (Davis, 2005). Recruitment of the next generation of librarians has therefore become one of the most pressing issues for regional or national library associations (ACRL,2004). Despite the increased awareness of the need for effective workforce development and succession planning initiatives among librarians (Hallam, 2006), not many libraries have a strategic plan to handle the impending retirements of their staff until the issue appears on the top of their agenda.Although there were also reports on downturn and shrinking of the job market (Berry, 2003a,b; Holt and Strock, 2005; Cullen and Kavanagh, 2006), many libraries are still desperately seeking suitable candidates to fill their vacancies. Despite the need for new blood, the job market in the US shows that entry-level jobs are rare, with roughly 11 percent were open to new librarians (Holt and Strock, 2005). This recruitment dilemma can be confirmed by the statistics of American Library Association Placement Center since 2000 (Figures 1 and 2). They reflect a trend of dwindling job openings till 2003 and a flat demand thereafter. On the supply side, the number of jobseekers has been relatively steady. The placement statistics as shown by the annual survey of the Library Journal，since 2000 indicate a relatively stable supply of academic library postings while their proportion in the overall job market is gradually shrinking (Table I). One of the worrying findings from a recent survey is that while graduates are not seeing LIS professionals retiring at high rates, the phenomenon of multiple duties has suggested that some organizations are being required to do more with fewer positions. (Maatta, 2006)In Australia, the market data indicate that employment levels for librarians do fluctuate, with figures for 2000 sitting at about 12,500, and then dropping in 2001-2002 to around 9,500. The figures then pick up again to the level of 13,000 in 2006. As in the US, the supply of new graduates has been quite steady with an annual average at around 700 (Hallam, 2006). The complex situation described above helps to explain the limited choice for employers in recent years. While great research libraries are also suffering from a small number of qualified applicants in their recruitment exercises (Berry, 2003a, b), we can imagine the difficulties encountered by small or remote libraries.In the 2008 US Government budget, library funding will be increased to US$226 million, representing an increase of US$15.5 million over the fiscal year 2006 (ALA, 2007). The additional investment on library services in this biggest job market for librarians may intensify the competition for human resources in the following years. With the globalization effect, we may need to watch out how the job markets of academic librarians will be affected by more robust development of the library sector in the USA.Evolving job nature and requirementsChanging are not only the demography of librarians and the job openings. All of us have witnessed significant difference in the job nature and requirements of academic librarians in the last two decades. Since the 1990s, our collection focus has been gradually shifting from print to electronic resources. The rapid integration of library services with the Internet and information technology can be found in institutions of every developed or developing country. The works of library staff at various levels ranging from a shelver to a head librarian have been changing over these years. We are quite comfortable with the growing numbers of electronic-related positions that handle e-resources, computer equipment and systems (Beile and Adams, 2000). The amount of specialized positions is also on the rise such as subject specialists, special collections and rare books librarians (Berry, 2003b). More and more libraries are seeking for candidates in a new range of assignments like human resources, fundraising, facilities management, etc. The increasing involvement of librarians in other areas of academic-related activities has much expanded the breadth and depth of our assignments. It has become quite common for librarians to take up additional roles like a publisher, an educator, a researcher, an entrepreneur or a policy advocate (Neal.2006b).With no doubt, new positions and assignments translate into a novel set of qualities and competencies which further complicate our talent search. To ascertain the needs of library employers in the twenty-first century, both LIS practitioners and educators from around the world have spared no time in discussing in the skill set for the future professionals. Some conducted comprehensive surveys or studies on the issue by looking at both the professional and generic skills (Goulding et al., 1999; Fisher, 2004;Missingham, 2006; Nagata et al., 2006; Varalakshmi, 2006); some advocate that librarians should become generalists or more holistic in terms of skills and experience (Bechtel, 1994; Chu, 2006); some categorize the skills into core competencies such as strategic and business, management, thinking and learning, communication and interpersonal, information management, IT literacy, etc. with reference to the needs for individual positions (Abell and Oxbrow, 2001; Gorman and Corbitt, 2002); some expound on specific skills or qualities ranging from management to research and development (Cullen, 2004; Neal, 2006a); some suggest that employers are increasingly concerned about the soft skills such as interpersonal and communication skills, stress and time management, teamwork, etc. (Goulding et al., 1999; Singer et al., 2004; Varalakshmi, 2006).No matter how narrow or extensive the skill set required for a certain position, with a small pool of applicants, it is not easy if not impossible to match candidates who desirably fit in the requirements of employers. Some recruitment efforts therefore became futile while others had to be repeated or ended up with lowered requirements. To cope with the lack of qualified candidates for specialized positions, some libraries are filling professional posi tions with individuals who do not have the master’s degree in library science (Berry, 2003b; Neal, 2006b). Though the practice has stirred up some controversy among librarians, the trend seems to be irrevocable as long as there is no effective measure to increase the pool of employable candidates. Instead of focusing on what an individual has done or already knows, some critics argue that it ismore important to look for people with the desired traits of future librarians like capacity to learn, ability to adapt to change, and willingness to innovate (Raschke, 2003). Whether personal traits could be viewed as a major selection criterion will be a matter of choice for individual libraries. Nevertheless, learning attitude will no doubt become an indispensable quality of librarians in an environment of constant change. How human resource development can helpTo expand the pool of potential candidates for future vacancies, many academic libraries have adopted some strategies commonly used in the corporate world. One of those tactics is incorporating Human Resource Development (HRD) efforts into recruitment programs. HRD can be broadly defined as “developing the work-related capacity of people; people working as individuals, in teams, and in organizations . . . providing people with the knowledge, understanding, skills, and training that enables them to perform effectively . . . encompasses staff development and training, continuing professional development/continuing professional education, and workplace learning” (Smith, 2003). More and more employers in the corporate world have embraced the concept that HRD can enhance staff employability, a process by which organizations provide tools and opportunities for professional growth while allowing employees to manage their own careers (Raschke, 2003). According to Wikipedia, “employability is about having the capability to gain initial employment, maintain employment and obtain new employment if required” (, February 9, 2007).By means of HRD, some academic libraries are trying to nurture the employability of job seekers including LIS students, university graduates and serving staff. The philosophy is that with an uncertain future and changing market environment, it will be even more important to arouse the interests of those people and secure a pool of potential candidates. By examining related efforts for the different target groups, we can gain an insight into the relationship of recruitment and development of human resources.RecommendationsHarvesting quality candidates from the employment market is a challenge no smaller than building our collections with limited funding in the era of information explosion. In fact, academic libraries can overcome recruitment challenges with the following development strategies that adopted by many institutions nowadays. Collaboration. Recruitment of academic librarians is a process that would involve multiple parties such as the libraries, candidates with or without MLS training，LIS schools, library associations, etc. To create a win-win situation for all the parties involved, collaboration is critical and possible in many areas. For instance, libraries should communicate their needs with LIS schools and join hands with the latter in curriculum development and course delivery. Cooperation in organizing placement and internship programs for MLS students will be another area that worth-pursuing. LIS schools and library associations can also provide valuable support to academic libraries and job seekers in publicizing recruitment exercises or compiling employment data. The deeper the collaboration, the more every party can benefit from the efforts. Personalization. Like servicing library users, we shall put more efforts in ascertaining the needs and wants of potential candidates. Recruitment strategies andrelated efforts have to be tailor-made by taking into account not just the goals and requirements of the employing libraries but also career motivations and professional interests of the target groups (Spring, 2006). In the end, successful recruitment is matching the wishful lists of an employer and a candidate.In the knowledge world that treasures people as the most valuable asset of an organization, a key role of the management is to create circumstances in which people can use their talents to the full. As librarians, what we need is to manage human resources with creativity and sincerity in the same way we manage our services and collections.译文：人才流失或挖掘优势胡美华以斯帖介绍很多讨论已经被实施在图书管理员关于人力资源在帮助组织变革管理的重要性上。

人员流失问题及对策外文文献翻译2

人员流失问题及对策外文文献翻译2.5万字符人员流失问题及对策外文文献翻译：Title: Employee Turnover Issues and StrategiesAbstract:Employee turnover is a significant concern for organizations as it increases costs and disrupts the workflow. This paper aims to explore the causes of employee turnover and propose strategies to reduce turnover rates. The study identified several factors contributing to turnover, including job dissatisfaction, lack of career growth opportunities, and poor management. To address these issues, organizations can implement various strategies, such as improving employee job satisfaction through fair compensation and recognition programs, providing employees with development opportunities, and enhancing management practices. Additionally, fostering a positive work environment and promoting work-life balance can also help reduce turnover rates. The findings suggest that a proactive approach should be taken by organizations to retain valuable employees and minimize turnover. Introduction:Employee turnover refers to the rate at which employees leave an organization and are replaced by new hires. High turnover rates pose challenges for organizations, including increased costs associated with recruitment and training, reduced productivity due to constant turnover, and potential loss of valuable employees. This paper aims to examine the causes of employee turnover and propose strategies that organizations can adopt to reduce turnover rates and retain valuable talent.Causes of Employee Turnover:There are various factors that contribute to employee turnover. One major factor is job dissatisfaction. When employees are dissatisfied with their job, they may seek better opportunities elsewhere. This dissatisfaction can arise from several sources, such as low compensation, lack of recognition, limited growth prospects, and poor work-life balance.Another significant factor is the lack of career growth opportunities. Employees who feel that their career is stagnating may be more likely to look for advancement opportunities in other organizations. This is especially true for early-career professionals who seek growth and development.Poor management practices also contribute to employee turnover. When employees have ineffective or unsupportive managers, they may become disengaged and unhappy in their roles. In such cases, employees are more likely to leave the organization in search of better management practices and a healthier work environment.Additionally, lack of work-life balance and high levels of stress can result in employee turnover. When employees feel overwhelmed with work and have minimal time for personal and family-related activities, their job satisfaction and overall well-being may be affected, leading to higher turnover rates.Strategies to Reduce Turnover:Organizations can adopt several strategies to reduce employee turnover rates. Firstly, they can focus on improving employee jobsatisfaction. This can be achieved through fair and competitive compensation packages, recognition and rewards programs, and fostering a positive work environment. Regularly seeking employee feedback and addressing their concerns can also contribute to higher job satisfaction.Providing employees with growth and development opportunities is another effective strategy. Organizations can offer training programs, mentorship opportunities, and clear career paths to help employees progress in their careers. This not only fulfills employee aspirations but also enhances employee engagement and loyalty.Enhancing management practices is crucial in reducing turnover rates. Organizations should invest in training programs for managers to improve their leadership skills, communication abilities, and ability to support and motivate employees. Regular performance evaluations and constructive feedback can also contribute to better managerial practices.Finally, promoting work-life balance is essential in retaining valuable employees. This can be achieved by offering flexible work schedules, remote work options, and providing support for personal and family-related commitments. Organizations should create a culture that values work-life balance and encourages employees to maintain a healthy work-life integration. Conclusion:Employee turnover is a significant challenge for organizations globally. Understanding the causes of turnover and implementing effective strategies can help organizations retain valuable talentand reduce turnover rates. By focusing on improving job satisfaction, providing growth opportunities, enhancing management practices, and promoting work-life balance, organizations can create a supportive work environment that fosters employee engagement and loyalty.。

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2012.5.8Private enterprises and the reasons forwastage control measures（Rong Zhang Beijing Jiaotong University College of economic managementBeijing 100044)<abstract >The use of a pick to the energy level corresponding human resources management，systems dynamics，objectives and principles inspiring onChina’s accession to the WTO，private enterprises will be increasingcompetition among professionals. In view of the current brain drain ofsome private enterprises，such as the status of high—quality talentrecruitment difficulties, the author conducted a detailed analysis andexploration，and the status of private enterprises wastage governancestrategies。

〈keywords>Private enterprises Brain drain analysis wastage control measures2004, the private economy，to be engraved in the memory of many people. 911％of the GDP achieved spectacular growth, including the promotion of the private economy in China's economic development is the most dynamic force one。

企业员工流动率研究概述【外文翻译】

外文翻译原文Overview of Employee Turnover ResearchMaterial Source:Human Resource Managemet Authout: Wills Mushrush With today's baby boomer generation beginning to retire from the labor market, many companies are finding it increasingly difficult to retain employees. Turnover is becoming a serious problem in today's corporate environment. The employment culture is changing as well. It is now relatively common to change jobs every few years, rather than grow with one company throughout the employment life as was once commonplace. In addition, employees are increasingly demanding a balance between work and family life.Turnover costs for many organizations are very high and can significantly affect the financial performance of an organization. Direct costs include recruitment, selection, and training of new people. Much time and expense go into this process. Indirect costs include such things as increased workloads and overtime expenses for coworkers, as well as reduced productivity associated with low employee morale. Estimated costs vary from organization to organization, some as low as a few hundred dollars to as high as four times the annual salary of the employee.It has been estimated that, on average, it costs a company one-third of a new hire's annual salary to replace an employee. Therefore, at minimum wage, the cost to replace an employee is estimated at $3,700.There are many potential causes for turnover. Area economic conditions and labor market conditions affect general turnover rates and can be very difficult to manage. However, certain causes associated with turnover in any specific job or organization can be managed. These include such things as non-competitive compensation, high stress, working conditions, monotony, poor supervision, poor fit between the employee and the job, inadequate training, poor communications, and organization practices.For a company to develop a retention strategy, several steps must be taken. First, they must assess the current situation and measure the turnover rate in their company. Turnover is calculated simply by dividing the number of annualterminations by the average number of employees in the work force. The average employee turnover rate is 14.4 percent annually, according to the Bureau of National Affairs. How does your company compare?A company must also measure the cost of turnover, develop retention strategies, and plan for some expected turnover and a changing workforce culture. Employers must recognize that quality of work life is becoming more and more important to employees.What initial steps can be taken to reduce turnover? First, hire the right people and continue to develop their careers. Does your company have an ongoing career development program, tuition reimbursement, or skills training program? An investment in upgrading the workforce is one of the best investments a company can make when looking at long-term growth. Hiring the people that are a good "fit" with the culture of the organization —meaning that their values, principles, and goals clearly match those of the company — and then training as necessary will go a long way toward ensuring employee loyalty and retention.Second, most companies with low turnover rates are very employee oriented. They solicit input and involvement from all employees and maintain a true "open-door" policy that avoids closed-door meetings. Employees are given an opportunity for advancement and are not micro-managed. Intrinsic rewards are critical. Employees must believe they have a voice and are recognized for their contribution. Remember that "trust" and "loyalty" are a two-way street. Does your company's culture encourage open communication and employee input?Third, develop an overall strategic compensation package that includes not only base and variable pay scales, but long-term incentive compensation, bonus and gain-sharing plans, benefit plans to address the health and welfare issues of the employees, and non-cash rewards and perks as well. To be competitive in today's labor market, most companies find it necessary to offer a standard benefit package, including health, dental, and life insurance, vacation and leave policies, and investment and retirement plans. But what more could be done that would be cost effective toward creating an employee-oriented work environment?Creativity in compensation and benefits can make quite a difference to the welfare of the employee. A company should assess overall employee needs when addressing retention issues.If employee welfare is a genuine concern, what about child care? How much employee absenteeism is attributable to not having a dependable babysitter?Although the costs and liabilities involved in providing onsite day care can be prohibitive, perhaps a company could subsidize childcare in some manner. Sometimes, just negotiating rates for your employees with area childcare providers could be very helpful. Maybe some kind of a company match would be possible. Household chore assistance is another possibility that is being used by some companies.Consider other options —such as alternative work schedules or flextime, or perhaps preventative health care and wellness programs such as fitness center memberships —as possible cost-effective benefits. Don't forget that perks or non-cash rewards to recognize exceptional performance can be critical. Service recognition, event tickets, trips, and public recognition can send strong messages to the public regarding company culture and values. Simply examine the issues and needs of your employees and try to develop creative programs to address these needs.Although many costs associated with these suggestions may seem prohibitive, as well they may be, the company must evaluate the costs of current turnover, analyze the reasons for the individual organization, and develop strategies that in the long term are less costly than continued turnover. Some of these suggestions may not be so costly in comparison.Just a word of caution: Be fair and consistent in establishing compensation. Promote from within if possible. Attempt to avoid bringing new people on board at a higher rate than current employees. Policies to prevent discussion of wages simply do not work. Furthermore, such policies are in complete opposition of "open-door" communications.Although many companies use contract employees to address fluctuations in business, working side by side with someone who is making twice the rate of pay without any commitment or loyalty to the company can be a real morale killer. Avoid this if at all possible!If your company follows these steps and shows a genuine concern for the well being of your employees, you may not have to pay the highest wages in town to have the lowest employee turnover rate.Overview of Employee Turnover ResearchThe impact of turnover has received considerable attention by senior management, human resources professionals, and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resourcechallenges confronting organizations. This paper provides a summary of information, abstracted from published research, on the costs of turnover, factors contributing to its magnitude in organizations, and proposed remedies.Costs of TurnoverAnalyses of the costs associated with turnover yield surprisingly high estimates. The high cost of losing key employees has long been recognized. However, it is important for organizations to understand that general turnover rates in the workforce can also have a serious impact on an organization's profitability, and even survival. There are a number of costs incurred as a result of employee turnover. These costs are derived from a number of different sources, a few of which are listed below.1.Recruitment of replacements, including administrative expenses, advertising, screening and interviewing, and services associated with selection, such as security checks, processing of references, and, possibly, psychological testing.2.Administrative hiring costs.3.Lost productivity associated with the interim period before a replacement can be placed on the job.4.Lost productivity due to the time required for a new worker to get up to speed on the job.5.Lost productivity associated with the time that coworkers must spend away from their work to help a new worker.6.Costs of training, including supervisory and coworker time spent in formal training, as well as the time that the worker in training must spend off the job.7.Costs associated with the period prior to voluntary termination when workers tend to be less productive.8.In some cases costs associated with the communication of proprietary trade secrets, procedures, and skills to competitive organizations.9.Public relations costs associated with having a large number of voluntary or involuntary terminations in the community spreading gossip about the organization.10.Increased unemployment insurance costs.Using an example from the health care industry, Cascio (2000) calculated that the cost of replacing 288 employees per year (in a hospital with 200 beds employing 1200 persons with a turnover rate of 2% per month) was $2,888,295.52 when all sources of costs were analyzed. Moreover, a recent Business Week (1998) study estimated that the replacement costs alone, are over $10,000 for about half of alljobs and approximately $30,000 for all jobs. These estimates highlight the considerable costs that can be associated with turnover.There are a number of factors that contribute to employee turnover. We explore some of these factors in more detail below.1.The economy - in exit interviews one of the most common reasons given for leaving is the availability of higher paying jobs. Some minimum wage workers report leaving one job for another that pays only 50 cents an hour more. Obviously, in a better economy the availability of alternative jobs plays a role in turnover, but this tends to be overstated in exit interviews.2.The performance of the organization - an organization perceived to be in economic difficulty will also raise the specter of impending layoffs. Workers believe that it is rational to seek other employment.3.The organizational culture - much has been written about organizational culture. It is sufficient to note here that the reward system, the strength of leadership, the ability of the organizations to elicit a sense of commitment on the part of workers, and its development of a sense of shared goals, among other factors, will influence such indices of job satisfaction as turnover intentions and turnover rate.4.The characteristics of the job - some jobs are intrinsically more attractive than others. A job's attractiveness will be affected by many characteristics, including its repetitiveness, challenge, danger, perceived importance, and capacity to elicit a sense of accomplishment. A job's status is also important, as are many other factors.5.Unrealistic expectations - Another factor is the unrealistic expectations and general lack of knowledge that many job applicants have about the job at the time that they receive an offer. When these unrealistic expectations are not realized, the worker becomes disillusioned and decides to quit.6.Demographics - empirical studies have demonstrated that turnover is associated in particular situations with demographic and biographical characteristics of workers. But to use lifestyle factors (e.g. smoking) or past employment history (e.g. many job changes) as an explicit basis for screening applicants, it is important for legality and fairness to job applicants to verify such biodata empirically.7.The person - In addition to the factors listed above, there are also factors specific to the individual that can influence turnover rates. These include both personal and trait-based factors. Personal factors include things such as changes in family situation, a desire to learn a new skill or trade, or an unsolicited job offer. Inaddition to these personal factors, there are also trait-based or personality features that are associated with turnover. These traits are some of the same characteristics that predict job performance and counterproductive behaviors such as loafing, absenteeism, theft, substance abuse on the job, and sabotage of employer's equipment or production. These traits can be measured and used in employee screening to identify individuals showing lower probability of turnover.译文企业员工流动率研究概述资料来源: 人力资源管理作者：威尔士·马希拉什随着现在的婴儿潮一代开始退出劳动力市场，许多公司开始发现越来越难留住员工。

关于人才流失的英语作文 The Brain Drain-最新范文

关于人才流失的英语作文The Brain DrainWe all know that it is not easy to find a suitable work in the present society. But at the same time, more and more companies say the phenomenon of the brain drain is very serious. I think both the employee and employer should take the responsibility. But employer should take the most duty. If the company can offer a considerable welfare, there will be less staff leave their position. In general, most employees change their jobs just because they think their payment doesn’t equal to their benefit. If the employer can meet the need of their staffs, the brain drain will not be a question. By the way, the employee also should think again and again when hunting jobs to make sure finding his dream job. Then he would not regret after a few days. If both employee and employer do their best, there will be less and less brain drain.我们都知道在当今这个社会的要找到一份合适的工作并不容易。

《人才流失问题研究国内外文献综述2700字》

人才流失问题研究国内外文献综述许久之前，国外的一些专家学者便开始研究人才流失问题，但我国对该问题的研究是1980年以后才开始的，由此可以看出相较于其他国家我国对人才流失问题的研究较晚。

但即使如此，迄今我国学术界也成绩斐然取得了许多研究成果。

我国学者在研究时对西方研究成果进行重新解读和合理借鉴，之后又与我国国情和企业现状相结合，从理论与实践出发进行探讨研究人才流失原因、人才流失影响和人才流失对策。

一、国内研究现状上世纪末以来，我国出现了明显的人才流动现象，这也为研究人才流动提供了机遇和素材。

我国相关领域的专家学者借鉴国外研究模式，结合我国国情，对人才流动进行了调查分析。

经过多年的能力建设，我们取得了丰富的研究成果，具体如下：曾明（2018）综合考虑了企业、员工和外部环境对人才流失的影响。

首先，企业的经营状况、发展战略和内部制度会影响员工的工作态度。

其次，员工未来的规划和工作能力也会有一些留不留的想法。

外部环境决定了市场对劳动力的需求，也是人才流失的被动因素沈全保（2014）从四个方面出发提出了相应建议，第一个方面为技术人员选拔机制；第二个方面为人才使用机制；第三个方面为人才激励和约束机制；第四个方面为人才评价机制。

在企业发展中专业技术人才不可或缺，如今许多企业都在思考如何在有效管理专业人才的同时履行社会职能。

首先通过对如今我国事业单位专业人才管理机制而言，其中还存在许多问题，通过对这些问题进行分析提出相应对策，从而更好的管理人力资源，推动社会主义建设。

柳新根（2020）以一国有施工建筑企业为例进行研究，表示在我国人口红利逐渐消失导致各企业间对人才资源的竞争日益增强，市场的改变对施工企业的人力资源管理提出了更新更高的要求。

通过分析某一个国有施工企业现有的人才流失状况，对其原因进行了归纳，最终把人才流失的原因归因于国家的政策导向及企业内部的管理规章缺欠。

最后提出从公司的规章制度、员工的职业生涯规划、薪酬激励方式、加强企业文化等多个方面来解决人才流失现象。

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--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。

关于民营企业员工流失的控制外文参考文献译文及原文doc精品

关于民营企业员工流失的控制外文参考文献译文及原文doc精品本科毕业设计（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 文献译文 (1)1.1 透视动力 (1)1.2 激励和控制的区别 (1)1.3 态度 (3)1.4 奖励 (3)1.5 激发动力适宜的环境 (4)1.6 做一个有干劲的人 (4)1.7 正确的奖励与正确的结果 (6)2 文献原文 (7)2.1 Perspective Power (7)2.2 Drive and Control difference (8)2.3 Manner (10)2.4 Encourage (10)2.5 Stimulation power being suitable environment (11)2.6 Makes one to have the working zeal person (12)2.7 Correct reward and correct result (13)1 文献译文1.1透视动力如果你知道什么因素可以激发人们的动力，那你就掌握了和人们沟通交流的最有效的工具。

在介绍部分的内容中，我说过，激发动力是大家最普遍的要求，每一个人都想要获得更多的动力，但是他们却不知道动力到底是什么。

一个人可能会说他希望获得更大的动力，管理者和领导者会说他们希望拥有一个更加积极的团队，雇主希望雇佣一个有干劲的员工，员工希望有一个能激发他们动力的雇主。

事实上，雇主对员工的要求非常高，所以员工应该具有激发自我积极性的能力。

动力和力量关系非常紧密，我们可以说一个干劲十足的人拥有无穷的力量。

我们可以回想一下一个惊人的故事：一个母亲和她的几个孩子经历了一场车祸，她们的汽车翻了过来，车底朝天，孩子们被困在了车里，母亲被抛出了车外，幸运的是，她并没有受伤。

母亲体重约57公斤，身高只有163厘米。

当救护队到达时，他们发现母亲把孩子们抱在怀里，孩子们也没有受伤。

客户流失分析外文翻译

客户流失分析外文翻译毕业论文(设计)外文翻译题目: 客户流失问题研究一、外文原文标题:Customer churn analysis ? a case study原文:ABSTRACTCustomer value analysis is critical for a good marketing and a customer relationship management strategy. An important component of this strategy is the customer retention rate. Customer retention rate has a strong impact on the customer lifetime value, and understanding the true value of a possible customer churn will help the company in its customer relationship management. Conventional statistical methods are very successful in predicting a customer churn. The goal of this study is to apply logistic regression techniques to predict a customer churn and analyze the churning and nochurning customers by using data from a personal retail banking company.1. IntroductionThe subject of customer retention, loyalty, and churn is receiving attention in many industries. This is important in the customer lifetimevalue context. A company will have a sense of how much is really being lost because of the customer churn and the scale of the efforts that would be appropriate for retention campaign. The mass marketing approach cannot succeed in the diversity of consumer business today. Customer value analysis along with customer churn predictions will help marketing programs target more specific groups of customers Personal retail banking sector is characterized by customers who stays with a company very long time. Customers usually give their financial business to one company and they won’t switch the provider of their financial help very often. In the company’s perspective this produces a stabile environment for the customer relationship management. Although the continuous relationships with the customers the potential loss of revenue because of customer churn in this case can be huge.This paper will present a customer churn analysis in personal retail banking sector. The goal of this paper is twofold. First the churning customers are analyzed in banking context. The second objective is a forecast of churning customers based on a logistic regression model.After the introduction this paper has 6 sections. The background for customer lifetime value concept is presented in the chapter 2. There is also a literature review about the customer churn included in the chapter 2. The methods used in this study are presented in the chapter 3 while a closer look at the case data is taken in the chapter 4. The focusof this case study is described in the chapter 5. All the results of the churn prediction are presented in the chapter 6. And conclusions of this study are left for the chapter 7. The analysis part of this paper was conducted by using both Matlab [20] and SPSS [21]software.2. The need for customer churn predictionOur case data in this paper was provided by a company operating in a retail banking sector. In personal retail banking a company must operate on a long term customer strategy, young customers are recognized as being unprofitable in the early stage in lifecycle but will become profitable later on. So as the customer relationships last, maybe decades, the company must address the value of a potential loss of a customer. The customer lifetime value analysis will help to face this challenge.2.1. The customer lifetime value conceptThe customer lifetime value is usually defined as the total net income from the customer over his lifetime [13]. This type of customer analysis is done under several terms: customer value, customer lifetime value, customer equity, and*customer profitability. The underlying idea in LTV concept is simple and measuring the lifetime value is easy after the customer relationship is over. The challenge in this concept is to define and measure the customer lifetime value during, or even before, the active stage of customer relationship.Most LTV models stem from the basic equation, although there arealso many other LTV models having various application areas. The components of the basic LTV model are [3]:The customer net present value over time revenue and cost.Retentionrate or length of service LOS.Discount factor.Each component can be measured or estimated separately and then combined for the LTV model.The benefits of better understanding the customer lifetime value are numerous. The company can measure the present and the future income from the customers. The company can also foster customer retention and loyalty which will lead to higher customer profitability. The LTV analysis can also help the company on their customization of products and services. This understanding of the customer value helps the company to focus on revenue productive customers and yield the customer segment with potential negative impacts to the revenue. And last, the customer lifetime value is not a fixed value it can be influenced by marketing efforts.2.2. Customer churnThe focus on customer churn is to determinate the customers who are at risk of leaving and if possible on the analysis whether those customers are worth retaining. The churn analysis is highly dependent on the definition of the customer churn. The business sector and customerrelationship affects the outcome how churning customers are detected. Example in credit card business customers can easily start using another credit card, so the only indicator for the previous card company is declining transactions. On the other hand for example in Finnish wireless telecom industry a customer can switch one carrier to another and keep the same phone number. In this case the previous carrier will get the signal right at the churning moment.The customer churn is closely related to the customer retention rate and loyalty. Hwang et al. [14] defines the customer defection the hottest issue in highly competitive wireless telecom industry. Their LTV suggest that churn rate of a customer has strong impact to the LTV value because it affects the length of service and the future revenue. Hwang et al. also defines the customer loyalty as the index that customers would like to stay with the company. Churn describes the number or percentage of regular customers who abandon relationship with service provider [14].Customer loyalty ?1-Churn rateModeling customer churn in pure parametric perspective is not appropriate for LTV context because the retention function tends to be “spiky” and nonsmooth, with spikes at the contract ending dates [18]. And usually on the marketing perspective the sufficient information about the churn is the probability of possible churn. This enables the marketing department so that, given the limited resources, the high probabilitychurners can be contacted first [2].Table 1 examples of the churn prediction in literature.article market sector case data methods usedAuet al. [2]Wireless telecom 100 000 subscribers DMEL method data mining by evolutionary learningBuckinx et al. [4]Retail business 158 884 customers Logistic regression, ARD automatic relevance determination, decision treeBuckinxet al. [5] Daily grocery 878 usable responses MLR multiple linear regression, ARD, and decision treeFerreiraet al. [10] Wireless telecom 100 000 subscribers Neural network, decision tree, hierarchical neurofuzzy systems, rule evolver Gatland[11] 1 Retail banking 100 customers Multiple regression Hwanget al.[14] Wireless telecom 16 384 customers Logistic regression, neural network, decision treeMozeret al. [16] Wireless telecom 46 744 subscribers Logistic regression, neural network, decision treeTable 1 presents examples of the churn prediction studies found in literature. The methods used for churn analysis are presented in the table along with a case data size and market sector information. Buckinx et al. measures the loyalty and churn rate differently in retail setting.The loyal customers are those who shop frequently and at the same time exhibit a regular buying pattern [4]. In this retail setting the customer churn is defined as customers who switch their purchases to another store. This is hard to detect because customers may still have transactions in the previous store. So Butnix et al. classify the customer a partial defective if hedeviates from his established buying behavior [4]. This is possible because in their setting they focus only on loyal clients Personal retail banking sector is a typical market sector where a customer is not regularly switching from one company to another. Customers usually give their banking business to one or two companies for long periods of time. This makes customer churn a priority for most companies in the banking sector. Garland has done research on customer profitability in personal retail banking [11]. Although their main focus is on the customers’ value to the study bank, they also investigate the duration and age of customer relationship based on profitability. His study is based on customer survey by mail which helped him to determine the customer’s share of wallet, satisfaction and loyalty from the qualitative factors.3. Methods3.1. Logistic regressionBinomial binary logistic regression is a form of regression which is used in a situation when dependent is not a continuous variable buta state which may or may not happen, or a category in a specific classification [8]. Logistic regression can be used to predict a discrete outcome on the basis of continuous and/or categorical variables. Multinomial logistic regression exists to handle the case of dependents with more classes than two.Although logistic regression has been used in variety of areas, for example in childhood ADHD context [19], logistic regression has also been used in customer analysis. For example Buckinx et al. have used logistic regression for predicting partially defect customers in retail setting [4]. Multinomial regression has been used for predicting the customer’s future profitability, based on his demographic information and buying history in the book club [1].In the logistic regression there can be only one dependent variable. Logistic regression applies imum likelihood estimation after transforming the dependent into a logistic variable [8]. Unlike the normal regression model the dependent variable in logistic regression is usually dichotomous: the dependent variable can take value 1 with probability q and value 0 with probability 1-q.The logistic regression is presented here as it is presented on the book by J.S. Cramer [8]. The logistic regression model has history in biological science sector. The normal regression model may be briefly revived by specifying.PX)?X ,Where X x1, x2,xnWhich is the linear probability modelIt leads to the solution estimation by linear regression methods. In order to restrict the PX to the observed values of 0 and 1, complex properties must be attributed to the disturbanceε. If we wish to hold the probability PX between the bound 0 and 1 and to vary monotonically with X, we have to use other functions than linear functions. One of these functions that meet the requirements is logistic function, that isThe results of the continuous probabilities that are produced by the logistic regression model will be discriminated into two groups by using a threshold value. Usually this threshold value is 0.5, and in this paper the threshold value will separate the churners from nonchurners.3.2. Lift CurveIn this paper we use binary prediction, ‘churn’ and ‘no churn’. We will analyze the estimation results of the logistic regression by using lift curve. The lift curve is related to the ROC curve of signal detection theory and precision-recall curve in the information retrieval literature [16]. The lift is a measure of a predictive model calculated as the ratio between the results obtained with and without the predictive model.The Figure 1 shows a lift curve indicating perfect separation of types ‘churn’ and ‘no churn’: all churning customers are detected by the prediction model. The figure also represents a situation where noseparation between customers has been done. This type of situation occurs when the churn probabilities are random.Figure 1 Lift curve for indicating perfect discrimination and no discrimination of churners and nonchurners.The lift curve will help to analyze the amount of true churners are discriminated in each subset. This will be extremely helpful in a marketing situation where a group of customers are to be contacted. Thus a company can count how many customers to contact if an example of 25 % of potential churners is to be contacted. Or if the marketing effort has a limit of 5 000 customer contacts, how many churners are then reached.出处:Teemu Mutanen. Customer churn analysis ? a case study: Mat2.108 Independent Research Project in Applied Mathematics [R].10 March 2006二、翻译文章标题:客户流失分析 - 个案研究译文:客户流失分析 - 个案研究Teemu Mutanen摘要客户价值分析是一个好的市场营销和客户关系管理战略的关键。

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。

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。

家族企业人才流失问题分析与对策外文参考文献译文及原文doc 精品

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原文：家族企业发展与人力资源管理 (1)1 家族企业发展阶段及其特征 (1)1.1 原始家族企业阶段 (1)1.2 纯粹家族企业阶段 (1)1.3 泛家族企业阶段 (2)1.4 现代家族企业阶段 (2)2 家族企业面临人力资源的发展瓶颈 (3)2.1 继承人的挑战 (3)2.2 引进职业经理人的挑战 (3)2.3 人才危机的挑战 (3)3 家族企业人力资源管理策略 (5)3.1 进行组织再造与业务流程重组 (5)3.2 明晰家族产权,加大激励与约束机制的制度创新力度 (5)3.3 培养继承人 (5)3.4 建立家族企业成员的退出机制 (6)3.5 引进职业经理人 (6)2 译文：The Development of Family Businesses and Management of Human Resource (8)1 A family business and its stage of development (8)1.1 The original family business stage (8)1.2 Purely family business stage (9)1.3 The Pan-Family Enterprises stage (9)1.4 Modern Family Enterprises stage (10)2 And the family enterprises are facing the development of human resources bottleneck (11)2.1 The challenges successor (11)2.2 The introduction of professional managers challenges (11)2.3 The challenges personnel crisis (12)3 And the family enterprise human resource management strategies (13)3.1 Recycling organizations and business process reengineering (13)3.2 Clarifying the family property (14)3.3 Train successors (14)3.4 Establishment of members of the family enterprises withdrawal mechanism (15)3.5 The introduction of professional managers (15)译文：家族企业发展与人力资源管理摘要从家族企业发展特征来看,家族企业面临着人力资源发展瓶颈,主要表现为培养继承人挑战、引进职业经理人以及建立人才激励约束机制的挑战。

房地产员工流失问题研究文献综述范文

房地产员工流失问题研究文献综述范文Employee turnover in the real estate industry is a significant issue that has attracted the attention of researchers and practitioners alike. 房地产行业的员工流失是一个引起研究者和从业者关注的重要问题。

High turnover rates can have negative impacts on the overall performance of real estate companies, affecting productivity, customer satisfaction, and ultimately profitability. 高流失率会对房地产公司的整体表现产生负面影响，影响生产力、客户满意度，最终影响利润。

Understanding the factors contributing to employee turnover is essential for developing effective retention strategies. 理解导致员工流失的因素对于制定有效的留职策略至关重要。

One key factor that influences employee turnover in the real estate industry is compensation. 一个影响房地产行业员工流失的关键因素是薪酬。

Competitive salaries and benefits play a significant role in determining whether employees choose to stay or leave a company. 竞争力强的薪资和福利对员工选择留下还是离开一家公司起着重要作用。

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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。

“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。

我们允许雇员处理个人事情但在过后补上该工作的时间,我们提供的整套福利也很有竞争力。

”1.1 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的感受。

工作的乐趣对于雇员来说可能是来自工作中的创意,成功地完成任务,看到自己的工作得到积极正面的结果,知道自己为别人做出了一些贡献,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的能力应当合理结合,才能实现最高的工作效率。

2、金钱:当雇员觉得只有钱是最重要的时候,就是当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与其他的雇员无法配合好工作。

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知道自己所能享有的福利,以及享有这些福利所需要先履行的责任和承担的义务。

4、舒服、休假:人们对于安逸的概念的理解不尽相同。

有些雇员认为在离家近的地方工作就是舒服的,因为他们有一种对家庭的需求感。

雇员们需要灵活的或者额外的休假时间,其中有各种不同的原因。

在这方面,企业雇主与雇员的积极协商是成功沟通的关键。

要使雇员获得工作满足感,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的时候,也正是企业在这些方面做得不够,导致雇员没有高效率工作的时候。

带着满足的感觉下班回家的雇员必然会期待第二天上班工作。

这样的雇员不仅会一直留守在企业,而且会在自己的工作岗位上有高效率的表现。

“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。

”美国大型的管理层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。

他早前在Motion Industries就职,已经有5年的人才招聘工作经验。

德里克布察儿与其姐姐米歇儿分别是其家族企业IBS公司的业务经理和市场部副总监。

他们提出以下的观点:“优秀的雇员更看重的是待遇中的优越方面,而不是明确的赔偿金,不是单单追求待遇中的金额。

”他指出,“如今的雇员寻求的是一份‘整体’的职业,即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。

”1.2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适当雇员的决定性的最后一步,也有的招聘者将面试作为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个环节,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应聘者随机应变的能力,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。

成功有效的面试要领包括以下几方面: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,更应该提前共同作好准备。

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、认真倾听,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地沟通表达,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公司的情况和该职位的情况,使应聘者有可能发挥潜力参与到企业中,创造更大的利益。

企业应该将雇员当作客户般对待而不是当作公司财产般对待。

努力留住人才,如同努力留住客户一样。

企业要致力于关注人才的利益,如同关注客户的利益。

凡是将雇员当作数字资产、当作牟利工具的企业,都会蒙受人才流失带来的损失。

这是福特的补充观点。

格洛斯指出,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,必然使是员工队伍士气大振。

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家属,关于假期的问题事后再安排。

企业应建立与员工之间的和谐关系,成为其生活中给予支持、扶持的力量来源之一。

1.3愉快工作布察儿和约翰曾在其雇员中进行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财政形势(66.7%员工的意见),优厚福利(41.7%员工的意见)以及薪酬(33.3%员工的意见)。

其他被提到的满意原因还包括制度灵活性、工作安全感、同事关系、公司规模、与管理层人员的关系,以及受重视的感觉。

有58%的员工表示他们最满意的就是目前的工作本身,25%的员工认为工作满意度的原因中薪水只是其中排在最后的一个原因。

布察儿认为值得注意的一点是,员工将企业的良好财政形势作为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,大家自己决定自己的成功和快乐。

”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两三次,给予雇员进步的力量。

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原因的排在最后的一个原因,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讲已经是相对很高的水平,而本公司的雇员好象还觉得自己获得的薪酬还不够高。

”2 留住员工在招聘与留人中有三个大方面要注意:弄清楚人员流失的原因,经济上鼓舞员工,以及创造更好的工作环境。

为什么有员工流失?当这个问题出现时,必须要先弄清楚这个问题的答案再采取行动。

然而许多公司招聘者在员工离职的时候却没有按这样的思路正确处理。

招聘方不应等到有员工离职的时候才开始采取预防措施。

他们应当开始从员工、从应聘者的角度设想,有什么样的理由能使求职者选择在这一家而不是别家公司工作?人员流失的许多原因与薪金并不无很大的关联。

离职的员工往往是因为人的因素而离职,例如与管理层的冲突,没有得到兑现的承诺,或者意识到得不到欣赏、支持或适当的监督指点。

甚至有一些人员流动的原因完全与雇佣方无关的,例如是想在离家更近的地方工作。

2.1 应对人才流失的经济措施雇佣方可通过以下几个途径鼓舞和挽留员工:1、支付符合市场水平的薪酬。

关于薪资水平的调查可以从有关机构、招聘公司、甚至是网络上获取。

任何一个值得挽留的员工都足够聪明地去了解清楚自己所得的薪资是否符合市场行情。

2、持股制度能鼓舞员工增加对企业的忠诚度。

最忠诚的雇员,值得拥有企业的一部分股份。

专家认为这种制度能将人才流失率降低一半。

3、奖金和其他一些按表现奖励的措施能稳固员工对企业的忠诚度。

多年来销售业务员提成抽佣非常普遍,而如今这种做法也能作为参考应用于其他类型的员工上。

利益能吸引和留住员工,但恰到好处的鼓励和赞扬则不需要花费大量的钱财,也可向员工传达出积极的信息,增加其忠诚度,降低流失率。

其他常用的激励方式还包括报销费用给员工的学习项目、退休补贴、托儿津贴,以及为双职工夫妇作时间灵活的工作安排。

另外还有一些优惠例如组织周末短程旅游,提供车辆租赁,优惠办理专业机构的会员卡,配备台式或笔记本电脑,配备手机,额外有薪假,赠送礼品,赠送健康健身中心会员卡等。

企业在这方面可以发挥创意,只需确保员工认识到这些优惠福利中的价值所在。

4、改善工作环境有助于维系雇员队伍不流失。

许多人与同事相处的时间甚至多于与家人相处的时间,并且会向同事寻求支持、鼓励和赞赏。

因此企业应着力营造和谐友好的工作环境。

业界目前还流行一种方法,就是通过提供指导来留住员工,当然这还是需要管理层立足于集体意识来落实。

福特表示:“所谓指导,就是企业内有专人专门回答员工关于公司文化,责任义务,晋升机会之类的问题。

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