管理学毕业论文外文翻译吸引和留住人才

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1、 湖北大学本科毕业论文（设计）外文翻译外文翻译： 吸引和留住人才原文来源：Issue of Contractor Tools and Supplies Magazine 2005，03 译文正文：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。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

2、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

3、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

4、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

5、，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。”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。 的确，招聘面试是重要的一个环节。有的招聘者将

6、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

7、、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

8、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。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、

9、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

10、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。” 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

11、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。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

12、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

13、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。许多公司已经因此成功降低人员流失率，相信随着广泛的传播，这种途径会被更加多的企业所采用。许多企业还提供例如海上游艇巡游、假期等，奖励优秀员工，同时也是激励良好员工向优秀员工看齐。”根据美国圣地亚哥州的“创意领导中心”报告指出，那些给雇员提供发展空间、良好沟通以及其他积极正面因素的公司，都维持很低的人员流失率，而创造企业利润可多出20%。5、为雇员规划职

14、业生涯。这样做的好处是帮助雇员了解自己的努力目标，使其工作有实际的方向和积极的意义。6、鼓励开放式的对话。与雇员分享公司运作和财政状况有助于建立雇佣方和受雇方之间的信任。最终会使雇员对企业有主人翁的精神，成为长期留守企业的力量。7、倾听员工的意见。设立意见建议信箱，每周或每月奖励好的员工意见和建议。8、组建和谐团队。提供奖励计划，对员工的工作表现和成绩予以认可和奖励。定期举办企业内部的交流活动，以营造亲切热情的氛围。另外，考虑以下几点，可以有助于维持员工队伍以及招募合适的人选来填补职位空缺：1、完善当前的为搜寻、吸引有潜力的雇员而投放的广告和市场营销计划。2、使用网上招聘的途径。3、与相关机构

15、、供应商、同行等建立关系网。4、制定规定，奖励成功推荐合适新雇员的现有雇员。5、留意人力资源市场发生的变化。6、参加招聘会，参观大学院校，并且适当地跟进。7、在内部招聘的同时，寻求专业招聘机构作为辅助的招聘手段。随着市场的不断的竞争，企业的成功越来越多地决定于招聘者在人力资源管理上的能力和策略。归根到底，重点即是在于吸引人才和维持企业人才队伍的忠诚度，降低人员流失率。在维系雇员队伍、挽留人才上，也是有底线的。企业领导人属下的经理人的管理能力，对于能否留住底下的人才，起着重要的影响。调查显示，多数员工辞职并不真的是告别公司告别工作，而是告别经理告别主管。管理层中的经理如果仅仅是为人随和、受欢迎，

16、是远远不够的。诚然，一个受喜爱的经理能从员工身上加分，对企业好感加分，而一个刻薄的令人讨厌的经理则相反。然而作为真正善于留人的经理或主管都知道，要控制企业员工流失的情况，管理的质量是一个关键因素。懂得有效管理的经理人能避免或降低员工的流失。这类型的经理挽留员工的第一步就是在一开始的时候向员工清晰说明对员工在工作上的要求和期望，向员工描绘符合预期的工作表现所能带来的成功，这种成功是雇佣双方共同的成功。他们还会频繁地与员工进行沟通，使得互相沟通后员工感到受重视，并认为自己有信心完成工作任务。员工对于经理们和主管们的抱怨主要包括以下一些方面，也就是他们决定辞职的缘故：1、他们没有清晰说明对员工的工作

17、要求和期望 2、他们没有清晰说明员工晋升的空间和加薪的可能 3、他们没有经常与员工会面和谈话4、他们没有为员工指出可以通过员工努力而达到的工作上的目标当经理试图挽留员工而没有成功时怎么办？如果一个经理没有成功地挽留要辞职的员工，那么很可能只有两种原因：一是他可能没有能力加强他对在职员工的管理和合理的评价员工，二是他可能是不愿意加强对员工的管理和合理的评价。一个经理在职时期如果有不少重要的优秀的员工离职，就说明他不足以继续担当管理者的角色。如果这样的经理选择争取留下，就必须努力做到有成绩有表现有贡献。经理本身也是企业主属下的员工，如果他们无法进步，企业的最高管理者就应当让这样的经理离开企业，而不

18、是等到他们对企业造成负面影响的时候才去辞退他们。如果采用前文所列出的挽留雇员的方法，大多数经理们将会成为成功挽留人才、降低企业人员流失率的，成为合格的经理人。企业最高管理者对企业经理的栽培投资，能给企业带来持续的发展。毕竟归根到底，一个企业的成功核心在于企业雇佣怎么样的员工，留用怎么样的人才。6原文正文：Attract and keep good employeesby Frederick Published in the March 2005 issue of Contractor Tools and Supplies magazine. Attracting and retaining g

19、ood employees is very critical. Company owners and management have to take the responsibility and efforts to create an environment where good employees are willing to work in and stay.An employee in any business wants the following - in descending order of importance or weight. 1. Pleasure - Job ple

20、asure includes looking forward to going to work and feeling satisfied when the day is done. What that means will be different for each employee. It may come from being creative, successfully carrying out an assignment or task, seeing a positive result from their actions, knowing theyve contributed t

21、o someone elses 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 isnt going to be productive - anywhere. Job

22、 duties and individual personal qualities need to come together in order to maximize productivity. 2. Money - For most employees, money is only important when it feels like the pay does not match perceived value. Money can add to job pleasure, but does not replace it. Those who are driven by money a

23、lone may have trouble aligning with the rest of the team. 3. Comfort/Time-Off - Everyone has a different definition of comfort. For some people working close to home is a comfort because of family needs. Flexible time or extra time off may be needed for a variety of reasons. Willingness to negotiate

24、 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 negotiabl

25、e. 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 t

26、he end of the day feeling satisfied will look forward to coming to work tomorrow. He will not only stay on board, he will be highly productive while hes there. A productive employee is a satisfied employee. Productive, satisfied employees create successful businesses. Its managements job to create t

27、he environment that enables employees to feel satisfied on a consistent basis.Interviewing is almost an essential part for all companies to recruit new staff. For some companies, its a definitive avenue into figuring out a potential hire; for others, its a preliminary step into deciding if this pers

28、on would be good for the company. Interviewing is the pivotal part of this whole process, because how else can you know if the potential employee is good, unless you ask questions, put them in situations, and test them for their ability to think on their feet? The ultimate importance of the intervie

29、w is always up for debate, but how it is approached seems to be trending. Conducting a Successful Interview1.Be prepared; know what questions youre going to ask.Research the position, identify skills a qualified candidate should possess; if there is more than one person doing the interview, work tog

30、ether and be ready.2.Be courteous; be on time; put YOUR best foot forward.Show potential employees that your company is a great place to work.3.Conduct the interview in a comfortable place; eliminate interruptions.Your office is not a good place to conduct an interview. Use a conference room, privat

31、e break area or other room where you wont be interrupted.4.Listen attentively; make eye contact; get to know the applicant.You can learn a great deal about a person by simply listening to what they say and how they say it. Do they communicate well? Are they being honest? Listen and youll know.5.Give

32、 the applicant time to ask questions about the company and the job.Sell the position and the organization; create goodwill. This person has the potential to increase your profits.Companies that approach their employees as numbers, and treat them as nothing but vessels from which to get money and rev

33、enue, fail at retaining their people, he adds. You have to be concerned about their welfare, and give them flexibility when they need it, says Groce. If a company could provide some kind of day care, or anything like that with a personal touch, that would be a huge boon to their people. How about an

34、 employee with no more vacation time and an emergency illness with his mother? You tell him to go to her, and that vacation time can be figured out later. You need to cement the relationship as a supportive force in their lives. Employees satisfactionButcher and St. John conducted a survey of their

35、own employees to find out about their job satisfaction and what they like, or dont like, about their job. The companys financial health (66.7 percent) far outpaced benefits (41.7 percent) and salary (33.3 percent) as reasons for their satisfaction with their jobs. Other factors cited include flexibi

36、lity, 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. I think that th

37、eir citing the companys financial health as their biggest reason for satisfaction is significant, says Butcher. We asked them for their input, and its noted that they feel valued and appreciate the flexible working environment. Of IBSs 12 employees, the newest has been there four months, and the lon

38、gest tenure is 20 years. The other 10 have been with the company for an average of nine years. Weve 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 e

39、mployee and appraise them two or three times a year, and give them the power to improve themselves. Ultimately that creates a feeling that they are responsible for themselves. But that they cited salary as what they like least is interesting, since most are overpaid comparatively in the industry, an

40、d feel as though theyre not paid enough. There are three parts to employee recruiting and retention: Identifying why employees leave; appreciating employees financially; and creating a better working environment.Why do employees leave? When a problem arises on the jobsite, everything comes to a halt

41、 until the problem is identified and corrected. Contractors rarely follow the same process when an employee leaves.Employers dont have to wait until an employee leaves to begin taking preventive measures. They can begin by asking themselves, “If I were looking for a job, why would I want to work for

42、 my company?”Many of the underlying reasons employees leave have little to do with money. They often leave because of a human factor such as management conflict, broken promises, or perceived lack of appreciation, support or direction. Still others have nothing to do with the employer, such as a nee

43、d to be physically closer to family.Financial steps to employee stabilityCompanies can do several things to appreciate employees financially. The first is to pay market wages. Associations, recruitment firms and even the Internet make compensation surveys readily available. Any employee worth keepin

44、g is smart enough to monitor these figures to make sure he or she is getting paid fair market value.1.Stock plans can encourage loyalty. The most loyal employee is the one with ownership in the firm. Corey M. Rosen, the executive director for the National Center for Employee Ownership, states a stro

45、ng stock plan can cut employee turnover in half.2.Bonuses or other performance-based pay scales can instill loyalty. Payment on commission has been common for salespeople for years and its now becoming more prevalent for operations employees to earn compensation through bonuses and/ or commissions.3

46、.Benefits can entice and retain workers. Perks dont have to cost a great deal of money and the message they send to the employee can increase loyalty and reduce turnover.A lot of companies also give incentives such as cruises, vacations and the like. It rewards the great employee, and motivates the

47、good employee to become great.Other common incentives include reimbursement for tuition on qualified programs, retirement plans, child-care subsidies and flexible schedules for working parents. Other benefits can be weekend excursions, leased vehicles, memberships in professional organizations, comp

48、uters/laptops, cellular phones, additional paid days off, gifts and health club memberships. You can be creative; just make sure the employee perceives value in the benefit.4.Improving the work environment can help retain employees. Most people spend more time with co-workers than with their familie

49、s and look to fellow workers for support, encouragement and appreciation.With mentoring, someone is always there to answer questions on company culture, responsibilities, promotional opportunities and the like, says Ford. A lot of companies find that its been very successful, and I think, it will be

50、come more popular as word travels. The Center for Creative Leadership in San Diego reports that firms offering employee development, good communication, ethical practices and other positive human factors enjoy greater retention rates and 20 percent higher profits. Here are some non-financial tools s

51、ome employers use to help boost retention rates: 5.Develop a career plan with employees. Help employees develop a career plan so they understand where they are going and why it makes sense to achieve those goals. 6.Foster open dialog. Sharing operating and financial information helps build trust bet

52、ween employer and employee. It ultimately invests them with a feeling of ownership in the company and, in turn, a long-term stake in its future.7.Listen to employees. Make suggestion boxes available and offer a reward for the suggestion of the week or month.8.Build your team. Provide reward programs

53、 that recognize performance and achievement. Hold regular company socials to build rapport and enthusiasm.Tips to attract quality employeesThere are several tools that can help you find employees to fill open or new positions. Consider:1.Develop ongoing advertising and marketing programs targeted to

54、 potential employees.2.Use computer-based recruitment.3.Network with associations, suppliers, owners and peers.4.Establish a program that pays employees for successful referrals.5.Be visible wherever the labor pool frequents, such as at industry associations and related events.6. Visit job fairs and

55、 colleges and follow up on any leads.7.Use a specialty recruitment firm to supplement your internal hiring efforts.As competition continues, success will be judged more on the employers abilities and strategies on human resource management. All these point to the importance of attracting and maintai

56、ning a loyal work force and a higher retention. There is a bottom line when it comes to employee retention. The quality of the supervision an employee receives is critical to employee retention. Surveys show that most people leave managers and supervisors more often than they leave companies or jobs

57、.It is not enough that the manager is well-liked or a nice person. Sure, a nice, likeable manager earns you some points with your employees. A draconian, nasty, or controlling manager takes points away from your organization. But, a manager or supervisor, who is a pro at employee retention, knows th

58、at the quality of the supervision is the key factor in employee retention.Effective Managers Create Employee RetentionManagers who retain staff start by communicating clear expectations to the employee.They share their picture of what constitutes success for the employee in both the expected deliver

59、ables from and the performance of their job. These managers provide frequent feedback and make the employee feel valued. When an employee completes an exchange with a manager who retains staff, he or she feels empowered, enabled, and confident in their ability to get the job done.Employee complaints

60、 about managers and supervisors center on these areas. Employees leave managers who fail to:1.provide clarity about expectations, 2.provide clarity about career development and earning potential, 3.give regular feedback about performance4.hold scheduled meetings, and 5.provide a framework within whi

61、ch the employee perceives he can succeed.What if a Manager Fails at Employee Retention?If a manager fails at employee retention, the chances are good that the manager has been unable or unwilling to develop their ability to manage and value people across the board. Managers who exhibit a pattern in

62、which their key employees leave your organization cannot retain their management role.If they choose to stay, however, they must commit to being effective, contributing employees. If the manager cannot make this leap, you will need to let the manager go before their negativity impacts the rest of yo

63、ur workplace.Given the retention tips mentioned in previous parts, most managers will be able to become managers who retain their best employees. Your investment in your managers can fuel your organizations ongoing success. After all, it is the quality of the people you employ and retain that is the heart of your business success.