文档介绍：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. Find the "hidden gems"
2. Mind-sets matter
3. Retention is about more than money
During a anization effort, pany found that 44 employees critical to pany's ess were likely to leave
Risk heat map for European pany, figures indicate number of employees in category (total = 492)
Subject Terms: employee anizational change,management in industry ,superior subordinate relationship,leadership ,praise study& teaching
The article discusses the retention of key employees in times anizational change. The focus of the discussion is on identifying the 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 panies often overlook high-potential employees who are not top executives is noted. Incentive packages can include wages, language training, 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 won't do the trick. Praise from one's manager, attention from leaders, frequent promotions, 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
panies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution
Too panies approach the retention of key employees during disruptive periods anizational change by throwing financial incentives at senio