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1、精选优质文档-倾情为你奉上外文文献原稿和翻译原 稿Attract and keep good employeesIntroductionAttracting and retaining great staff is the key for business success. Talented people who continue to develop skills and increase their value to their organization and to their customers are a companys most important resource. The e
2、ssay is on how to attract and retain these people and create an environment in which they remain competitive and continue to thrive. Reasons for attracting and keeping good employeesMore than a decade ago, leading trade associations in the United States began warning of an impending labor shortage.
3、That prediction has turned out to apply to almost all parts of the more and more intensively competitive business world nowadays. This labor shortage affects almost every industry and employers must begin to look outside of traditional labor pool sources. As “greener” workers take their places on jo
4、bsites, accidents are sure to follow. Thats why attracting and retaining good employees is key. 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.Definition of good employeesA productive employee is
5、 a satisfied employee. Productive, satisfied employees create successful businesses. Its managements job to create the environment that enables employees to feel satisfied on a consistent basis.Employees are brought on to do a specific task, and a good employee knows where theyre at, and where theyr
6、e going, says Dustin Ford, an account executive at Management Recruiters, one of the largest search firms in the country. Employers, of course, are looking at, how can this employee either make money or save money? Ford specializes in finding and placing people in the industrial sales sector. He wor
7、ked for Motion Industries prior to this position, and has been recruiting for five years. Good employees are attracted by advantageous aspects other than strictly compensation, something more than a number, he says. Today, theyre looking for a career package, including a comfortable company culture,
8、 career path, diversity of responsibilities, and a work/life balance. That balance is becoming increasingly more popular. A company can give it all to an employee, but they still want to have a life to spend time with their spouses and kids. David Groce is an account manager at Power & Controls Auto
9、mation, an automation products distributor in Norcross, Ga. The company is the master distributor for Siemens Energy and Automation in Florida and Georgia. A good employee features loyalty, commitment, creativity, and attention to detail, a trait that is very important and quite rare, says Groce. Be
10、yond benefits and a salary package, an employee needs to have confidence in the company. They need to know that the products you are selling are no risk, and that the company itself will be staying in the industry, and is reliable. According to Groce, security is the differentiation between a good c
11、ompany and a bad company. Derek Butcher and his sister, Michelle St. John, are the operations manager and vice president of marketing, respectively, for their family business, IBS, Inc., a general-line distributor in Auburn, Wash. IBS sells cutting tools, abrasives, electrical components and fitting
12、s, among other products, to MRO customers in several industries. A good employee has a positive attitude, is trainable, has a reputable track record, and works well with others, says St. John. As a small company, we are able to be more flexible, and boast a family-friendly environment with a more se
13、lf-management style. We allow employees to take time for what they need and make it up later, and have a benefit package that competes. Improving quality of employeesThe primary elements of any plan to improve the quality of the staff you employ include improving the quality of new hires, identifyin
14、g and retaining superior employees, and developing employees (especially those with high potential for growth). At the same time, you need to take a look at underperforming staff. Ask whether each individual is in the wrong job. Determine whether the company has provided specific and clear requireme
15、nts so the individual knows what you expect from him. Make sure you have provided feedback against goals and objectives so the person knows he is not meeting expectations. Keeping employeesThere are three parts to employee recruiting and retention: Identifying why employees leave; appreciating emplo
16、yees financially; and creating a better working environment.Why do employees leave? When a problem arises on the jobsite, everything comes to a halt until the problem is identified and corrected. Contractors rarely follow the same process when an employee leaves.Employers dont have to wait until an
17、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 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
18、conflict, broken promises, or perceived lack of appreciation, support or direction. Still others have nothing to do with the employer, such as a need to be physically closer to family.Employment may be through the following ways to inspire and retain employees:1, pay compensation in line with the ma
19、rket level. Investigation on wages can be from the relevant institutions, recruitment firm, even Internet access. Any worth to retain staff is smart enough to know his salary is in line with the market.2, shareholding system can inspire staff to increase loyalty to the enterprise. The most loyal emp
20、loyees, shares worth having parts of the enterprise. Experts believe that the system can reduce half the talent turnover.3, bonuses and other performance incentive measures to stabilize staff loyalty to the enterprise. For many years a salesman commission smoking is very common, and now it can also
21、be used as a reference applied to other types of employees.Interests can attract and retain employees, but just the right amount of encouragement and praise you dont need to spend a lot of money, also can convey the positive information to employees, and increase its loyalty, reduce turnover rate. O
22、ther commonly used incentives including reimbursement charges also give employees learning program, retirement benefits, childcare subsidies, as well as the dual-earner couples for flexible working time arrangement. There are some preferential organization short weekend travel, for example, to provi
23、de car rental, preferential deals with professional body membership card, equipped with a desktop or laptop, equipped with mobile phones, additional paid leave, gifts, gifts health fitness center membership card, etc. Companies in this area can be creative, just make sure employees realize the value
24、 of these preferential benefits.译文介绍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。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
25、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
26、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。”提高员工素质任何计划，提高员工的素质你雇佣了包括提高新员工的质量的主要因素，识别和留住优秀员工，并发展员工（尤其是那些具有高增长潜
27、力的）。同时，你需要在表现不佳的员工。一看问每一个人是否是在错误的工作。确定公司是否提供了具体而明确的要求使得个人知道你期待他。确保你提供反馈和目标，所以的人都知道他是不是会期望。保持员工有员工的招聘和保留三部分：确定为什么员工离开；欣赏员工的经济和创造一个更美好的工作环境。为什么员工离开？当一个问题出现在现场，一切都来停止，直到问题被识别和纠正。承包商很少遵循相同的过程，当一个员工离开。雇主不必等到某个员工离开开始采取的预防措施。他们可以开始问自己，“如果我找工作的时候，为什么我要为我的公司工作吗？“许多潜在的原因员工离开，没有钱。他们常常因为人为因素，如管理冲突，破碎的承诺，或缺乏欣赏，支
28、持或方向。还有一些人与用人单位无关，如需要在物理上接近的家庭。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。专心-专注-专业