1、 外文翻译 How To Retain Talent Employees are our most important asset, key personnel is the key to future development. Many companies, however, the key personnel culture often clueless they are either ambiguous is a measure of the key personnel either practical and reliable employees voted out of low mo
2、rale, either developed training plan potential for development managers from the day-to-day operations. The result is that those key personnel either leave or destroy. How to manage these key personnel? Pay design, the essence of the design of the value of the internal relations of distribution, the
3、 internal value divided mainly based jobs. Different position and compensation standards will be different； same post, different ability levels, remuneration standards will be different. Therefore, a compensation consulting to businesses, the first thing to do is to position system combing structure
4、d design. First, personnel training and company strategy coordinated. Potential depends on the environment, therefore, critical talent management programs should match with the companys strategy. For example, if the companys strategy to achieve development in emerging markets, its focus should be a
5、more global talent pool, as well as those able to flexibly adapt to unfamiliar environment. Conversely, if the company is committed to being the low-cost leader in, then it should be aimed at those highly disciplined and results-oriented person. Secondly, the selection of reserve talents seriously.
6、Selection nomination and objective assessment of the combined talent, in addition to the internal assessment, the company can also listen to the views of the external partners. Many companies are reluctant to publish the list of key personnel, mainly due to the selection process too subjective or un
7、fair, therefore unconvincing. Studies have shown that employees know that they were elected to key personnel, can significantly increase their willingness to stay with the company, as well as their productivity. Finally, training of key talent in addition to formal training courses should also inclu
8、de self-learning and other forms of training, one of the most effective tools is the rotation experience. The rotation experience can include greater management scale, the greater the scope of work, from the front line to the administrative or mobilized from the executive to the front line, cross-cu
9、tting mobilize newly created project, turnaround and change management projects, overseas office. Change the level, organization department, place of work, industry and the environment, and help managers grow. Job management, including grade division of the sequence into hierarchical division, five
10、parts of the job name and tenure standards. The grade posts combination of the responsibility of a similar nature, embodied is to provide staff with the wider development of the channel, the variety of career direction selection is simple business can be divided into management grades, professional
11、grade, complex internal division of responsibilities companies can more divided, such as the management of grades, design grade, technical grade, job grades, market grades, grade of business operations, functions that support the grade . Level is the responsibility of size, degree of difficulty simi
12、lar job combination, reflect the different levels of positions, multi-level, staff development upside； simple level division can be divided into high, grass-roots, such as further broken down, but also divided into clerical, Commissioner level assistant level, supervisory level, manager level, direc
13、tor level, the level of general manager of the level of vice president, chief executive level； design level, the number of levels, the number and corporate internal scale and Future, The development is expected both to avoid to staff posts soon encounter the ceiling, but also the staff small run inc
14、entive. Job design both want to consider employee satisfaction upgrade, but also to consider the efficiency of corporate human resources management of its primary starting point is that people-oriented, fully consider the staff development space with more choice, at the same time achieve classificat
15、ion management easy resources reasonably invested . In short, the reasons for brain drain is a wide range of both internal reasons, external reasons, both subjective reasons, there are objective reasons for both corporate reasons, employees reason, these factors are often intertwined, is extremely complex. Fundamental of the talent business survival as well as social development. Recommendation: First, from the institutional proceed to
