1、 中文 3398 字 本科毕业论文（设计） 外文翻译 外文题目 Retaining key employees in times of change 外文出处 McKinsey Quarterly, 2010, Issue 3, p135-139, 5p, 1 Chart 外文作者 Cosack, Sabine； Guthridge, Matthew； Lawson, Emily 原文 ： Retaining key employees in times of change Cosack, Sabine； Guthridge, Matthew； Lawson, Emily Contents 1
2、. Find the hidden gems 2. Mind-sets matter 3. Retention is about more than money During a reorganization effort, one company found that 44 employees critical to the companys success were likely to leave Risk heat map for European industrial company, figures indicate number of employees in category (
3、total = 492) Subject Terms: employee retention,organizational change,management in industry ,superior subordinate relationship,leadership ,praise study& teaching The article discusses the retention of key employees in times of organizational change. The focus of the discussion is on identifying the
4、most critical employees and offering them a mix of financial and non-financial incentives that a specific to their personal and career goals. The idea that companies often overlook high-potential employees who are not top executives is noted. Incentive packages can include wages, language training,
5、and alternative work arrangements to avoid relocation. Non-financial incentives such as praise from a superior and leadership training are noted. financial incentives play an important role in retention but money alone wont do the trick. Praise from ones manager, attention from leaders, frequent pro
6、motions, opportunities to lead projects, and chances to join fast-track management programs are often more effective than cash Leadership opportunities are a powerful incentive in any sector. Section: Applied Insight .Tools, techniques, and frameworks for managers Many companies throw financial ince
7、ntives at senior executives and star performers during times of change. There is a better and less costly solution Too many companies approach the retention of key employees during disruptive periods of organizational change by throwing financial incentives at senior executives, star performers, or
8、other rainmakers. The money is rarely well spent. In our experience, many of the recipients would have stayed put anyway； others have concerns that money alone cant address. Moreover, by focusing exclusively on high fliers, companies often overlook those normal performers who are nonetheless critica
9、l for the success of any change effort. Our work with companies in many sectors (among them, energy, financial services, health care, pharmaceuticals, and retailing) suggests there is a better and less costly approach to employee retention and one that will serve companies well as they merge, restru
10、cture, and reorganize to seize strategic opportunities as the economy picks up. It starts with identifying all key players, but targeting only those who are most critical and most at risk of leaving. These people are then offered a mix of financial and nonfinancial incentives tailored to their aspir
11、ations and concerns. A European industrial company applied this approach during a recent reorganization and found that it required only 25 percent of the budget that had previously been spent on a broad, cash-based scheme. What follows are three suggestions for companies with similar hopes of keepin
12、g their top talent without breaking the bank. 1. Find the hidden gems HR and line managers need to work together during times of major organizational change to identify people whose retention is critical. Yet too often companies simply round up the usual suspects high-potential employees and senior
13、executives in roles that are critical for business success. Few look in less obvious places for more average performers whose skills or social networks may be critical both in keeping the lights o n during the change effort itself as well as in delivering against its longer-term business objectives.
14、 These hidden gems might be found anywhere in the company: for example, the product-development manager in an acquired companys R&D function who is nearing retirement age and no longer on the companys list of high potentials yet who is crucial to ensuring a healthy product pipeline； or the key finan
15、cial accountant responsible for consolidating the acquired companys next financial report. Even if the employees performance and career potential are unexceptional, their institutional knowledge, direct relationships, or technical expertise can make their retention critical. In one merger we recentl
16、y observed, certain sales support personnel who filled orders and took inventory turned out to be just as important as the star salespeople. Once HR and line managers have generated a thoughtful and more inclusive list of key players (usually 30 to 45 percent of all employees), they can begin to pri
17、oritize groups and individuals for targeted retention measures in our experience, 5 to 10 percent of the workforce. The key is to view each employee through two lenses: first, the impact his or her departure would have on the business, given the focus of the change effort and his or her role in it；
18、and second, the probability that the employee in question might leave. When a European industrial company conducted this exercise, it mapped the outputs on a risk matrix. The results were sobering. The company had been launching a new centralized trading unit requiring almost all traders and their support staff to relocate, with half of them heading to another country and was steadily losing people. The risk matrix revealed that another 104 people were likely to leave. Among them were 44 employees who were critical for the success of the trading unit. To be
