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1、员工的态度与留住人才的方式第1页，共34页，编辑于2022年，星期五Is There Something Really Different About Jobs Now?现在的工作真的有所不同吗？Yes.The notion of a secure,long-term career is harder to imagine.是的，一份安全、长期的工作的概念职业更加难以想象。During the economic“boom”49%still had downsizing 即便在经济繁荣期，依然有49%的企业在缩小规模。AMA survey 63 percent cutting in one di
2、vision and expanding in another 美国管理学会调查-63%的企业在边减边扩Economy turns fast 经济转变迅速Employers expecting to hire 19%more college grads in Spring 2001 than in 2000.2001年春季，雇主们计划比上年多招19%的大学毕业生。By Sept 2001,expecting to hire 20%fewer grads.到2001年秋季，他们却计划减少20%。第2页，共34页，编辑于2022年，星期五Its The New Deal at Work工作中的新状
3、况The End of Lifetime Commitments 停止终生承诺But Workers are not all Temps,Either!但员工并不都是临时的Its an Open-Ended Arrangement,negotiated and based on the outside market这种安排是开放的、可协商的、以外部市场为基础的Why does that matter?为什么很重要？第3页，共34页，编辑于2022年，星期五Is This Really New?真是新事物吗？That Depends on How Old You AreThe Short His
4、tory of Lifetime Employment 这要看你的年纪有多大 终身雇用制短史Why We Moved Toward Careers Inside Companies 我们为什么把事业转移到公司里？It Wasnt Always So Great.Remember The Organizational Man?情况并不总是很好。记得“组织人”吗？第4页，共34页，编辑于2022年，星期五What Caused the Change?改变的原因Institutional Ownership and Shareholder Value:The Scott Paper Case 所有者
5、制度与股东价值：斯哥特纸业案例Pressures from Markets:Speed and Variety市场的压力：速度与变化The Third Wave of Corporate Restructuring公司重组的第3次浪潮New Management Techniques:Bringing the Market Inside the Firm 新的管理技巧：将市场引入公司内部第5页，共34页，编辑于2022年，星期五Effects on Employee Management对员工管理的影响Employee Tenure:员工任期Down with employer:Up with
6、 occupation随雇主变短：随职业变长Dismissals quicker 解雇更迅速Training:Not rising 培训：没有增长Wages:Returns to seniority falling 工资：年资上的回报下降The Big Management Challenges 管理大挑战Retention,Training Investments,Commitment留用、培训上的投资、承诺第6页，共34页，编辑于2022年，星期五How About Demographics?人口统计学的状况如何？Are There Shortages of Skills?有否技能短缺？O
7、r is the problem more complex?或者这个问题更复杂？How About Technical and IT Skills?技术与IT技能The“Cobweb”Model“蛛网”模型第7页，共34页，编辑于2022年，星期五What Else?还有什么?Talent Management the best really matter人才管理精英的确很重要Jobs offer more scope for contributions 工作为贡献提供更大的空间Poor performers are demoralizing 绩差员工日子不好过Performance Mana
8、gement how can you tell who the best are 绩效管理你怎么知道谁最好？第8页，共34页，编辑于2022年，星期五If your best employee had an offer to leave at 2x the pay如果你的最佳员工离去，投奔另一个报酬翻番的工作Could you match it?你能给他同样的报酬吗？第9页，共34页，编辑于2022年，星期五How do you feel about forced rankings?你对强制性等级有何看法？Why are they popular?为什么流行？第10页，共34页，编辑于2022
9、年，星期五Does the Next Generation Really Have Different Attitudes?新一代真有不同态度吗？What do they expect from jobs?他们对工作有何期待？第11页，共34页，编辑于2022年，星期五Characteristics in First Employers*第一位雇主的特征Please rate the importance of each of the following in choosing a first employer 请为下面这些在挑选第一位雇主时所考虑因素的重要性打分Challenging ass
10、ignments 工作的挑战性Company values balance between personal life and career 公司重视工作与生活的平衡Competitive benefits 福利有竞争力Competitive salary 工资有竞争力Financial strength 财务有实力Good reference for my future career 对未来发展有帮助High-achiever program 高成绩者计划High ethical standards 道德水平高Immediate responsibility 立即负责Likeable/ins
11、piring colleagues 同事令人喜爱与鼓舞Ongoing educational opportunities 继续教育机会Opportunity to influence my own work schedule 有机会影响自己的工作安排Opportunity to specialize 有机会精专Opportunities for continuous learning 有机会继续学习Secure employment 安全的聘用Variety of tasks or assignments 多样的任务或工作From Pricewaterhouse survey of 1500
12、MBA students from around the world 来自普华的调查，范围包括1500名世界各地的MBA。第12页，共34页，编辑于2022年，星期五Characteristics in First Employers第一位雇主的特征Please rate the importance of each of the following in choosing a first employer请为下面这些在挑选第一位雇主时所考虑因素的重要性打分Good reference for my future career对未来发展有帮助-42%Company values balance
13、 between personal life and career 公司重视工作与生活的平衡-41%Likeable/inspiring colleagues 同事令人喜爱与鼓舞-37%Competitive salary工资有竞争力-34%Challenging assignments工作的挑战性-33%Competitive benefits福利有竞争力-32%Opportunities for continuous learning有机会继续学习-31%Opportunity to specialize有机会精专-30%Secure employment安全的聘用-30%Financia
14、l strength财务有实力-29%High ethical standards道德水平高-29%Ongoing educational opportunities继续教育机会-27%High-achiever program高成绩者计划-26%Variety of tasks or assignments多样的任务或工作-26%Immediate responsibility立即负责-24%Opportunity to influence my own work schedule有机会影响自己的工作安排-24%第13页，共34页，编辑于2022年，星期五Their Attitudes Ar
15、e Different他们的态度确实不同They dont believe the old deal.他们不相信过去的规矩More willing to take risks-failure ok 更愿意冒险失败，没关系Building careers across jobs 在工作中建立事业autonomy 独立clear performance management 清晰的绩效管理prefer flat hierarchy 喜欢扁平的层级What to do?做什么？Explicit and short-term contracts 明了清晰的短期合同tailor job to indiv
16、idual 工作内容量体裁衣第14页，共34页，编辑于2022年，星期五Performance Management is Crucial to the Next Generation对新一代来说，绩效管理至关重要Why?为什么Because their trust is short-term,they want criteria spelled out 因为他们的信任是短期的，他们希望有明确的标准。Because they are trying to build a skill set,they want to know how they are doing 因为他们想要建立自己的技能，他们
17、希望知道自己做得如何Crucial to Talent Management,too 对人才管理同样关键What to do about it?该做什么？Focus on supervisors 重点在主管Performance reviews and appraisals are one place to start从绩效回顾与评估开始第15页，共34页，编辑于2022年，星期五Has the Economic Slowdown Changed Their Attitudes?经济滞缓是否改变了他们的态度？B-to-B and B-to-C.J poll year 2000 J 民意测验 2
18、000年 16%wanted to work for start-ups16%希望为新创公司工作31%said Fortune 1000 31%喜欢财富1000强Whats it look like now?现在又如何？第16页，共34页，编辑于2022年，星期五not yet 仍没有In year 2001,12%still said start-ups v.36%Fortune 1000 2001年依然有12%说是新创公司，说财富1000强的是36%。away from start-ups,but no big move back to big companies.离开新创公司，但是并没有
19、大规模回归大公司。For“hot jobs”in engineering,IT,still about 2 jobs per good applicant 在热门的工程与IT工作中，工作与好的申请人的比例依然是2：1。第17页，共34页，编辑于2022年，星期五Recruiting and Retention.招聘与留用第18页，共34页，编辑于2022年，星期五Recruiting New Workers.招聘新员工What is the best way to find good workers?寻找好员工的最佳方式是什么？Self-selection describe the job a
20、ccurately and truthfully to get the right applicants自我选择正确真实地描述工作，避免盲目的求职者What techniques predict good workers?哪些技巧可以预见好员工？Interviews can be misleading 面试可能会误导Look at prior experiences that are related 关注有关工作履历Skill tests matter 技能测试也很重要第19页，共34页，编辑于2022年，星期五The Problem:Retention问题：留用Is it more of a
21、“pull”or a“push”?要多“拽”，还是多“推”？The new development is a pull-“poaching”of intellectual capital 新的发展是一种“拽”拖住”智力资本Why this is not going away:为什么这就不会离开The need for speed 速度的需要Better information about opportunities有更好的关于机会的信息Outside hiring drives internal candidates away外部招聘赶走内部候选者Poor“fits”leave quicker
22、 in tight labor markets 人才紧缺时，人岗不适导致离职加速第20页，共34页，编辑于2022年，星期五Online Recruiting Changes The Game for Everyone网上招聘改变游戏规则Opening up the labor markets 打开劳动市场Making info cheap,shifted the balance of power to employees 信息费用降低，权力平衡点移向员工Will employees continue to believe management?员工还会相信管理吗？The“passive”ap
23、plicant now SO easy to find and hire 很容易寻找和聘用“被动”求职者Wetfeet survey 36%happy with their job but willing to move within 6 months!Wetfeet调查36%的人喜欢自己的工作，但是愿意在半年内换工作！Auction sites like NurseA whats next?象NurseA这样的人才拍卖网还会有什么？第21页，共34页，编辑于2022年，星期五When Workers Leave At least Shape Who and When.当员工离开至少能控制人和
24、时间Can you pay them to stay?你能用钱留住他们吗？Differentiating among employees 在员工中造成区别Tailoring to their needs 以细化满足要求Social relations hold employees 社会关系留住员工The power of social ties 社会纽带的力量Reorganizing work 认可工作Project work-help them build their record.设计工作帮助他们建立自己的纪录第22页，共34页，编辑于2022年，星期五Fix the Cheapest T
25、hings That Drive Turnover First.改变那些普通，但却是离职要因的东西Conflicts with supervisors 与主管的矛盾Simple training helps a lot 简单的培训可以帮大忙Developing a performance culture 发展看重绩效的文化Cultures that dont recognize merit are demoralizing不能奖优的文化让人受打击Manage out low performers to keep good ones淘汰绩差者，留住好人才Create room for advan
26、cement 创造进步空间In part by managing out low performers 部分通过淘汰劣者May have to rotate or promote faster 可能必须加速轮岗与提升第23页，共34页，编辑于2022年，星期五Alternatives to Retaining Employees 留住员工的其他选择Accommodate it-whats the real problem?调整它真正的原因是什么？Maybe retention isnt the only answer可能留用不是唯一的答案Redistribute turnover and ma
27、nage flows better重新分配离职率，更好的管理流动Keep the intellectual capital 留住智力资本Even if the people leave 即便人离去第24页，共34页，编辑于2022年，星期五Another Alternative Getting Better at Recruiting 另一个选择：改进招聘Youll be doing more of it anyway,and better“fits”reduce turnover 你要投入更多精力，人岗相配可以降低离职率The Marriott Experience Targeting Ap
28、plicants Marriott 的经验：瞄准求职者Moving toward internships and coops 实习制度50%of grads may have commitments to employers beginning of senior year 毕业班的实习生中有50%会对雇主有承诺。The GE Experience GE的经验Accenture in Sophomore year 埃森哲-在大二时第25页，共34页，编辑于2022年，星期五Employers Getting Closer to Schools.雇主在接近学校第26页，共34页，编辑于2022年
29、，星期五Online Recruiting Meets Marketing 当网上招聘遇到市场推广Build the HR Brand:Applicant as Customer建立HR品牌：把求职者当客户20%applicants apply because of product ads20%的求职者因为产品广告而求职Links with marketing,driving to web与市场推广的关系，转向网络More Sophisticated Tracking and Screening更复杂的追踪与筛选Relationship Marketing 关系营销Alumni network
30、s,NYLife 8,000 sign ups in 1st month校友网络，纽约人寿在第一月就有8000人登记。第27页，共34页，编辑于2022年，星期五Training and Development.培训与发展第28页，共34页，编辑于2022年，星期五How Can We Make Training Investments Pay if They Leave?员工离开时，他们的培训投资如何支付？The Challenge is to Finance the Investment筹措投资是挑战Having Employees Share the Costs 让员工分担费用Tuiti
31、on 学费Training contracts 培训合同Reducing the up-front investment 减少预先投资On-the-job,just-in-time 在职，及时第29页，共34页，编辑于2022年，星期五Why Is Development So Hard to Do?为什么员工发展很难做？Can you be sure what youre developing for?你能确定你在发展什么吗？Old model required lots of resources旧模型需要很多资源Will decentralized management pay for c
32、orporate development?分权管理能补偿公司发展吗？Alternatives:What was your best development experience?其他选择：你的最佳发展经验是什么？Let employees drive it the open market 让员工来驱动开放的市场第30页，共34页，编辑于2022年，星期五Succession Planning?继任者计划？Why Bother?为什么要费这个事？Cant be sure of need/dont“own”the people不能确定需求，不能“拥有”人Can you keep the“promi
33、ses?”你能信守“承诺”吗？Better Option:Develop Depth of Talent更佳选择：更深入的开发人才Keep better track of internal and external skills更好的追踪内部和外部的技能Opening up the internal labor market 打开内部劳动力市场Self-select:Make the employees drive it 自我挑选让员工来推动第31页，共34页，编辑于2022年，星期五Managing a Talent Portfolio管理人才库The Problem:Matching Hu
34、man Capital to Changing Demands 问题：人力资本与需求改变的匹配How would things change if these were“assets”rather than people?如果只是“资产”而不是人，如何能改变Can We Predict Demand Better?我们能否更好预见需求？Manage the Supply Chain Better 更好管理供应链第32页，共34页，编辑于2022年，星期五Can You Manage Without Commitment?没有承诺你行吗？Why its declining among the n
35、ext generation 为什么承诺在新一代中减少？What sort of commitment do you really need?哪种承诺是你真正需要的？How to get it-如何得到？attachment to individuals and teams 属于个人和团队to projects 设计work systems 工作系统第33页，共34页，编辑于2022年，星期五What Issues Will Continue into the Next Generation?哪些问题会在新一代中继续？“Talent”remains in short supply even if workers arent-talent mgt matters 人才依然短缺即便员工不短缺人才管理很重要Open labor markets demand new skills from HR 开放的劳动市场要求HR掌握新技能The next generation expects it 新一代在期待Retention,making training investments pay,and commitment continue to be challenges留用，培训投资的补偿和承诺依然是挑战第34页，共34页，编辑于2022年，星期五