《人才管理員工的態(tài)度與留住人才的方式》

1、Talent Management – from Employee Attitude to Retention Approach人才管理：員工的態(tài)度與留住人才的方式,Peter CappelliProfessor and Director 教授及主任Center for Human Resources 人力資源中心The Wharton School 沃頓商學(xué)院,Is There Something Really Differe

2、nt About Jobs Now?現(xiàn)在的工作真的有所不同嗎？,Yes. The notion of a secure, long-term career is harder to imagine. 是的，一份安全、長期的工作的概念職業(yè)更加難以想象。During the economic “boom” 49% still had downsizing 即便在經(jīng)濟(jì)繁榮期，依然有49%的企業(yè)在縮小規(guī)模。AMA survey – 63

3、 percent cutting in one division and expanding in another 美國管理學(xué)會調(diào)查-63%的企業(yè)在邊減邊擴(kuò)Economy turns fast – 經(jīng)濟(jì)轉(zhuǎn)變迅速Employers expecting to hire 19% more college grads in Spring 2001 than in 2000. 2001年春季，雇主們計(jì)劃比上年多招19%的大學(xué)畢業(yè)生。By

4、 Sept 2001, expecting to hire 20% fewer grads. 到2001年秋季，他們卻計(jì)劃減少20%。,It’s The New Deal at Work工作中的新狀況,The End of Lifetime Commitments 停止終生承諾But Workers are not all Temps, Either! 但員工并不都是臨時的It’s an Open-Ended Arrange

5、ment, negotiated and based on the outside market這種安排是開放的、可協(xié)商的、以外部市場為基礎(chǔ)的Why does that matter? 為什么很重要？,Is This Really New?真是新事物嗎？,That Depends on How Old You AreThe Short History of Lifetime Employment 這要看你的年紀(jì)有多大

6、 – 終身雇用制短史Why We Moved Toward Careers Inside Companies 我們?yōu)槭裁窗咽聵I(yè)轉(zhuǎn)移到公司里？It Wasn’t Always So Great. Remember The Organizational Man? 情況并不總是很好。記得“組織人”嗎？,What Caused the Change?改變的原因,Institutional Ownership and Sharehold

7、er Value: The Scott Paper Case 所有者制度與股東價(jià)值：斯哥特紙業(yè)案例Pressures from Markets: Speed and Variety市場的壓力：速度與變化The Third Wave of Corporate Restructuring公司重組的第3次浪潮New Management Techniques: Bringing the Market Inside t

8、he Firm 新的管理技巧：將市場引入公司內(nèi)部,Effects on Employee Management對員工管理的影響,Employee Tenure: 員工任期Down with employer: Up with occupation隨雇主變短：隨職業(yè)變長Dismissals quicker 解雇更迅速Training: Not rising 培訓(xùn)：沒有增長Wages: Returns to seniority

9、 falling 工資：年資上的回報(bào)下降The Big Management Challenges 管理大挑戰(zhàn)Retention, Training Investments, Commitment留用、培訓(xùn)上的投資、承諾,How About Demographics?人口統(tǒng)計(jì)學(xué)的狀況如何？,Are There Shortages of Skills? 有否技能短缺？Or is the problem more complex?

10、 或者這個問題更復(fù)雜？How About Technical and IT Skills? 技術(shù)與IT技能The “Cobweb” Model “蛛網(wǎng)”模型,…What Else? 還有什么?,Talent Management – the best really matter人才管理——精英的確很重要Jobs offer more scope for contributions 工作為貢獻(xiàn)提供更大的空間Poor perf

11、ormers are demoralizing 績差員工日子不好過Performance Management – how can you tell who the best are 績效管理——你怎么知道誰最好？,If your best employee had an offer to leave at 2x the pay…如果你的最佳員工離去，投奔另一個報(bào)酬翻番的工作…,Could you match it?

12、你能給他同樣的報(bào)酬嗎？,How do you feel about forced rankings?你對強(qiáng)制性等級有何看法？,Why are they popular?為什么流行？,…Does the Next Generation Really Have Different Attitudes?…新一代真有不同態(tài)度嗎？,What do they expect from jobs?他們對工作有何期待？,Characteristi

13、cs 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 請為下面這些在挑選第一位雇主時所考慮因素的重要性打分,Challenging assignments 工作的挑戰(zhàn)性Company values balance between personal life and

14、career 公司重視工作與生活的平衡Competitive benefits 福利有競爭力Competitive salary 工資有競爭力Financial strength 財(cái)務(wù)有實(shí)力Good reference for my future career 對未來發(fā)展有幫助High-achiever program 高成績者計(jì)劃High ethical standards 道德水平高Immediate responsi

15、bility 立即負(fù)責(zé)Likeable/inspiring colleagues 同事令人喜愛與鼓舞Ongoing educational opportunities 繼續(xù)教育機(jī)會Opportunity to influence my own work schedule 有機(jī)會影響自己的工作安排Opportunity to specialize 有機(jī)會精專Opportunities for continuous learnin

16、g 有機(jī)會繼續(xù)學(xué)習(xí)Secure employment 安全的聘用Variety of tasks or assignments 多樣的任務(wù)或工作From Pricewaterhouse survey of 1500 MBA students from around the world 來自普華的調(diào)查，范圍包括1500名世界各地的MBA。,,Characteristics in First Employers第一位雇主的特征Pl

17、ease rate the importance of each of the following in choosing a first employer請為下面這些在挑選第一位雇主時所考慮因素的重要性打分,Good reference for my future career對未來發(fā)展有幫助-------------------------------------------42%Company values balance b

18、etween personal life and career 公司重視工作與生活的平衡---41%Likeable/inspiring colleagues 同事令人喜愛與鼓舞 ------------------------------------------37%Competitive salary工資有競爭力-----------------------------------------------------------

19、--34%Challenging assignments工作的挑戰(zhàn)性 --------------------------------------------------33%Competitive benefits福利有競爭力------------------------------------------------------32%Opportunities for continuous learning有機(jī)會繼續(xù)學(xué)習(xí)--

20、--------------------------31%Opportunity to specialize有機(jī)會精專--------------------------------------------30%Secure employment安全的聘用------------------------------------------------30%Financial strength財(cái)務(wù)有實(shí)力---------------

21、----------------------------------29%High ethical standards道德水平高------------------------------------------29%Ongoing educational opportunities繼續(xù)教育機(jī)會------------------------27%High-achiever program高成績者計(jì)劃---------------

22、------------------------26%Variety of tasks or assignments多樣的任務(wù)或工作---------------------------26%Immediate responsibility立即負(fù)責(zé)----------------------------------------------------24%Opportunity to influence my own work s

23、chedule有機(jī)會影響自己的工作安排---- 24%,,Their Attitudes Are Different他們的態(tài)度確實(shí)不同,They don’t believe the old deal. 他們不相信過去的規(guī)矩More willing to take risks -- failure ok 更愿意冒險(xiǎn)——失敗，沒關(guān)系Building careers across jobs 在工作中建立事業(yè)autonomy 獨(dú)立

24、clear performance management 清晰的績效管理prefer flat hierarchy 喜歡扁平的層級What to do? 做什么？Explicit and short-term contracts 明了清晰的短期合同tailor job to individual 工作內(nèi)容量體裁衣,Performance Management is Crucial to the Next Generation對

25、新一代來說，績效管理至關(guān)重要,Why? 為什么Because their trust is short-term, they want criteria spelled out 因?yàn)樗麄兊男湃问嵌唐诘?，他們希望有明確的標(biāo)準(zhǔn)。Because they are trying to build a skill set, they want to know how they are doing 因?yàn)樗麄兿胍⒆约旱募寄?，他們希望知道自己?/p>

26、得如何Crucial to Talent Management, too 對人才管理同樣關(guān)鍵What to do about it? 該做什么？Focus on supervisors 重點(diǎn)在主管Performance reviews and appraisals are one place to start從績效回顧與評估開始,Has the Economic Slowdown Changed Their Attitudes

27、?經(jīng)濟(jì)滯緩是否改變了他們的態(tài)度？,B-to-B and B-to-C….Jobtrak.com poll – year 2000 Jobtrak.com 民意測驗(yàn) – 2000年 16% wanted to work for start-ups16% 希望為新創(chuàng)公司工作31% said Fortune 1000 31%喜歡財(cái)富1000強(qiáng)What’s it look like now…? 現(xiàn)在又如何？,…not

28、yet… 仍沒有…,In year 2001, 12% still said start-ups v. 36% Fortune 1000 2001年依然有12%說是新創(chuàng)公司，說財(cái)富1000強(qiáng)的是36%。– away from start-ups, but no big move back to big companies. 離開新創(chuàng)公司，但是并沒有大規(guī)?；貧w大公司。For “hot jobs” in engineering

29、, IT, still about 2 jobs per good applicant 在熱門的工程與IT工作中，工作與好的申請人的比例依然是2：1。,Recruiting and Retention….招聘與留用,Recruiting New Workers….招聘新員工…,What is the best way to find good workers? 尋找好員工的最佳方式是什么？Self-selection – des

30、cribe the job accurately and truthfully to get the right applicants自我選擇——正確真實(shí)地描述工作，避免盲目的求職者What techniques predict good workers?哪些技巧可以預(yù)見好員工？Interviews can be misleading 面試可能會誤導(dǎo)Look at prior experiences that are rela

31、ted 關(guān)注有關(guān)工作履歷Skill tests matter 技能測試也很重要,The Problem: Retention問題：留用,Is it more of a “pull” or a “push”? 要多“拽”，還是多“推”？The new development is a pull -- “poaching” of intellectual capital 新的發(fā)展是一種“拽”——”拖住”智力資本W(wǎng)hy t

32、his is not going away: 為什么這就不會離開The need for speed 速度的需要Better information about opportunities有更好的關(guān)于機(jī)會的信息Outside hiring drives internal candidates away外部招聘趕走內(nèi)部候選者Poor “fits” leave quicker in tight labor markets

33、人才緊缺時，人崗不適導(dǎo)致離職加速,Online Recruiting Changes The Game for Everyone網(wǎng)上招聘改變游戲規(guī)則,Opening up the labor markets 打開勞動市場Making info cheap, shifted the balance of power to employees 信息費(fèi)用降低，權(quán)力平衡點(diǎn)移向員工Will employees continue to bel

34、ieve management?員工還會相信管理嗎？The “passive” applicant now SO easy to find and hire 很容易尋找和聘用“被動”求職者Wetfeet survey – 36% happy with their job but willing to move within 6 months! Wetfeet調(diào)查——36%的人喜歡自己的工作，但是愿意在半年內(nèi)換工作！ Aucti

35、on sites like NurseAmerica.com – what’s next? 象NurseAmerica.com這樣的人才拍賣網(wǎng)——還會有什么？,When Workers Leave… At least Shape Who and When….當(dāng)員工離開…至少能控制人和時間…,Can you pay them to stay? 你能用錢留住他們嗎？Differentiating among employees 在員工

36、中造成區(qū)別Tailoring to their needs 以細(xì)化滿足要求Social relations hold employees 社會關(guān)系留住員工The power of social ties 社會紐帶的力量Reorganizing work 認(rèn)可工作Project work -- help them build their record. 設(shè)計(jì)工作——幫助他們建立自己的紀(jì)錄,Fix the Cheapest Th

37、ings That Drive Turnover First….改變那些普通，但卻是離職要因的東西,Conflicts with supervisors – 與主管的矛盾Simple training helps a lot 簡單的培訓(xùn)可以幫大忙Developing a performance culture 發(fā)展看重績效的文化Cultures that don’t recognize merit are demoralizi

38、ng不能獎優(yōu)的文化讓人受打擊Manage out low performers to keep good ones淘汰績差者，留住好人才Create room for advancement 創(chuàng)造進(jìn)步空間In part by managing out low performers 部分通過淘汰劣者M(jìn)ay have to rotate or promote faster 可能必須加速輪崗與提升,Alternatives to

39、Retaining Employees 留住員工的其他選擇,Accommodate it -- what’s the real problem?調(diào)整它——真正的原因是什么？Maybe retention isn’t the only answer可能留用不是唯一的答案Redistribute turnover and manage flows better重新分配離職率，更好的管理流動Keep the intellectua

40、l capital 留住智力資本Even if the people leave 即便人離去,Another Alternative … Getting Better at Recruiting 另一個選擇：改進(jìn)招聘,You’ll be doing more of it anyway, and better “fits” reduce turnover 你要投入更多精力，人崗相配可以降低離職率The Marriott Experi

41、ence Targeting Applicants Marriott 的經(jīng)驗(yàn)：瞄準(zhǔn)求職者M(jìn)oving toward internships and coops –實(shí)習(xí)制度50% of grads may have commitments to employers beginning of senior year 畢業(yè)班的實(shí)習(xí)生中有50%會對雇主有承諾。The GE Experience GE的經(jīng)驗(yàn)Accenture –

42、in Sophomore year 埃森哲-在大二時,Employers Getting Closer to Schools…. 雇主在接近學(xué)校,Online Recruiting Meets Marketing 當(dāng)網(wǎng)上招聘遇到市場推廣,Build the HR Brand: Applicant as Customer建立HR品牌：把求職者當(dāng)客戶20% applicants apply because of product ads

43、20%的求職者因?yàn)楫a(chǎn)品廣告而求職Links with marketing, driving to web與市場推廣的關(guān)系，轉(zhuǎn)向網(wǎng)絡(luò)More Sophisticated Tracking and Screening更復(fù)雜的追蹤與篩選Relationship Marketing 關(guān)系營銷Alumni networks, NYLife 8,000 sign ups in 1st month校友網(wǎng)絡(luò)， 紐約人壽在第一月就有80

44、00人登記。,Training and Development….培訓(xùn)與發(fā)展,How Can We Make Training Investments Pay if They Leave?員工離開時，他們的培訓(xùn)投資如何支付？,The Challenge is to Finance the Investment籌措投資是挑戰(zhàn)Having Employees Share the Costs 讓員工分擔(dān)費(fèi)用Tuition 學(xué)費(fèi)T

45、raining contracts 培訓(xùn)合同Reducing the up-front investment 減少預(yù)先投資On-the-job, just-in-time 在職，及時,Why Is Development So Hard to Do? 為什么員工發(fā)展很難做？,Can you be sure what you’re developing for? 你能確定你在發(fā)展什么嗎？Old model – required lo

46、ts of resources舊模型——需要很多資源Will decentralized management pay for corporate development? 分權(quán)管理能補(bǔ)償公司發(fā)展嗎？Alternatives: What was your best development experience? 其他選擇：你的最佳發(fā)展經(jīng)驗(yàn)是什么？Let employees drive it – the open market

47、讓員工來驅(qū)動——開放的市場,Succession Planning? 繼任者計(jì)劃？,Why Bother? 為什么要費(fèi)這個事？Can’t be sure of need/don’t “own” the people不能確定需求，不能“擁有”人Can you keep the “promises?” 你能信守“承諾”嗎？Better Option: Develop Depth of Talent更佳選擇：更深入的開發(fā)人才Kee

48、p better track of internal and external skills更好的追蹤內(nèi)部和外部的技能Opening up the internal labor market 打開內(nèi)部勞動力市場Self-select: Make the employees drive it 自我挑選——讓員工來推動,Managing a Talent Portfolio管理人才庫,The Problem: Matching H

49、uman Capital to Changing Demands 問題：人力資本與需求改變的匹配How would things change if these were “assets” rather than people? 如果只是“資產(chǎn)”而不是人，如何能改變Can We Predict Demand Better? 我們能否更好預(yù)見需求？Manage the Supply Chain Better 更好管理供應(yīng)鏈,C

50、an You Manage Without Commitment? 沒有承諾你行嗎？,Why it’s declining among the next generation 為什么承諾在新一代中減少？What sort of commitment do you really need? 哪種承諾是你真正需要的？How to get it -- 如何得到？attachment to individuals and teams 屬

51、于個人和團(tuán)隊(duì)to projects 設(shè)計(jì)work systems 工作系統(tǒng),What Issues Will Continue into the Next Generation? 哪些問題會在新一代中繼續(xù)？,“Talent” remains in short supply even if workers aren’t -- talent mgt matters 人才依然短缺即便員工不短缺——人才管理很重要Open labor