我雇佣你你是最棒的外文翻译.docx
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我雇佣你你是最棒的外文翻译.docx
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我雇佣你你是最棒的外文翻译
原文:
IHired,You'rePerfect…NowStay!
HowardJ.Morgan
Increasingly,itseems,wehearstatementslike:
“youngpeopletodayarenotascommittedtoworkasweare;”“employeestodayarejustoutformoney;”“somanykidshaveanentitlementattitude;”or“thereisnoloyaltyintheworkplacetoday.”Toooften,weattributeacausalrelationshipbetweentheseperceptionsandthechangesintoday'sworkforceandworkethic.Regardlessoftheunderlyingreasons,employeeturnoverisacostlychallenge.Toovercomethischallenge,weneedtobetterunderstandhowtokeepourmostvaluedpeopleresources.Andtodothis,weneedtolookattheworldthroughtheireyes.Asleaders,wemustalsotakeownershipforourcontributiontotheshiftinemployeecommitment.
Morerecently,duringthelate1980s,rememberourshockwhenIBMannouncedthatitwouldnolongersupportthepracticethathadmadethecompanysuchacovetedplacetowork–nolayoffs.Sincethen,organizationseverywherehavefurthererodedemployeeloyaltybyinstitutingpoliciesto“delayer,”“downsize”and“outsource”increasingnumbersofemployees.Itisnottosaythattheseorganizationalpracticeshavenotarisenfromvalideconomicreasons.Inlookingatshareholderreturn,reducedmarginsandcompetitivepressures,itmakesfinancialsensetoreducelaborcosts.Sogiventhis“new”employmentparadigm,itisnotsurprisingthatpeople–particularlythemosttalented–takeamoreproprietary,self-interestedapproachtowork.Indeed,manypeopleareactuallyredefiningwork:
itmaybejustajobtopaythebills–orbetterstill–itmaybeapassionateinterest:
acareerorevenacalling.
So,istherehope?
Ofcourse!
Buttoattractandretaintoptalent,wewillneedtofundamentallychangeourthinking.Forustoattractthebestandthebrightest,wemustcreateanenvironmentwheretheyaremotivatedtostay.Thenumberonereasonthatemployeesleaveanorganizationistheleadershipfailureoftheirkeymanagers.So,ifthegameischanging,weneedtochangethewayweplay.Itisourresponsibilitytovalueourtoptalentandmakeitdifficultforthemtoconsideroptionselsewhere.
Followingismytoptenlistofpracticalsolutionsforretainingthesespecialhumanassets:
1.Knowwhoyourstarsare.Ifyoudonotknowwhotheyare,itishardtorecognizeandrewardtheirvalue.Makesurethatyouhaveawayofidentifyingthepeoplethattrulyallowyourunit/function/companytobesuccessful.“Stars”arebestdefinedasthosewhosedrive,passionandcontributionarehardtolivewithout.Whenassessingyourstars,takecarethatyoudonotfallvictimtothealltoocommon,“organizationalmasquerade:
”thedifficultyindistinguishingbetweenthoseemployeeswhoreallycontributeversusthosewho“manageup”verywell.Unliketheir“political”counterparts,thetrueorganizational“stars”oftendonotseekrecognitionorcredit;theyjustexpectthatsomeonewillnoticethattheycontinuetodeliver.WhenIworkwithexecutives,Itypicallyaskthemwhatleadertheylearnedmostfromintheorganization.Whochallengedthemtoexcel?
Whowasthekeypersonthatenabledthemtoachievetheircurrentlevelofsuccess?
Itisalwaysinterestingtomethatmanyconsistentlyidentifyoneortwopeopleasbeinginstrumentaltotheirachievements.Whatisevenmoresurprisingishowoftentheidentifiedperson/peoplehavenotbeenpromotedintheorganization.Withoutrecognition,thesepeoplehaveinspiredotherstobesuccessful–andhavenotbeenrewardedforsodoing.Whenthesepeopleareseentoleadthebestperformersinthecompanyyetarenotrecognized,whyshouldtheystay?
Itmakesmewonderwhattrulydefinessuccess.Whyhavenotthesecompaniesvaluedthesecontributions?
Donotloseyourbesthumanassetsbyfailingtoidentifythem.
2.Donotjustmanage–lead!
Asmentionedpreviously,thenumberonereasonthatemployeeschoosetoleaveacompanyisthattheirmanagersfailtolead.Leadercredibilityiscomprisedofmanyattributes:
competence(bothtechnicalandmanagerial),courage,character,composureandcareforpeople.Thosewhoconsistentlymastertheseattributesareourmosteffectiveleadersandmentors.Whenleaderselevatetheirgametoimprovetheirleadershipcapabilities,theywillbemuchmorelikelytoretaintheirhigh-performers.Whenleadersarecommittedtoself-improvement–sotooarethepeoplewhoworkforthem.Wehavebeentaughttotreatpeoplethesame,takingstepstovaluethemequally.Thisisnotaneffectiveleadershipapproachintoday'sworld.Whyshouldwetreatourworstperformerslikeourbestperformersandexpectour“stars”toremainmotivated?
It'sarecipefordisaster.Ifyourtopperformersarespecial,treatthemthatway.Whatwemustdoisrecognizethosewhoaremostvaluabletous.Whatdoesthatmean?
Developaphilosophyandaculturethatprovidesemployeeswithtreatmentthatiscommensuratewiththecontributionthattheymake.whyshouldIstay?
Tellpeopleoftenwhyyouvaluetheircontributions.Bespecificabouthowtheybenefityouandthecompany.OneofthethingsthatIadviseclientsisthatwhenyouhaveemployeeswhoareinvaluable,takethetimeeverythreetosixmonthstotellthemthattheyareinvaluable.
3.Talkischeap:
findcreativewaystomotivateandacknowledgecontributions.Todothis,youneedtounderstandthedifferencebetweenrewardandrecognition.Itisimportantthatleaderscontinuetofindcreativewaystorewardperformancebuttheyshouldbecarefulnottothinkthattheserewardstaketheplaceofrecognition.IcanbestdescribethedifferencebetweenrewardandrecognitionthroughasituationIexperiencedinaclientorganization.Itwaswidelyknownthatmostofthemreceivedcallsatleastmonthlyfromheadhuntersattemptingtoenticethemtoleaveforotheropportunities.TheCEOknewthisandaskedmetotalkwitheachofthemtoensurethatheandthecompanyweregivingthemeverythingthattheyneededtobemotivatedandsatisfied.Iaskedaseriesofquestionsofeachexecutiveincluding:
“whatwasthemostmemorableoccasioninthepastyear?
”OneoftheexecutivesthatItalkedwithhadledataskforceonanewproductintroduction.Theprojecttookoneyeartocompleteandhadafirmlaunchdate.TheexecutivehaddonesuchagreatjobonleadingtheproductlaunchthattheCEOgavehimaone-time,$3milliondollar“thankyou”bonusforhiscontribution–inadditiontohisregularsalaryincrease,stockoptionsandincentivecompensation.So,whenIasked“whatwasthemostmemorableoccasioninthelastyear,”Iexpectedtohearabouttheprojectsuccessandthe$3millionbonus.Instead,theexecutivetoldmethatalthoughitwasaverychallengingyearforhim–manylonghoursandverytightdeadlines–whatresonatedmostwithhimwerethesacrificesthathisfamilyhadhadtomake.Oneparticularincidentstayedwithhim:
hehadboughthisfamilyticketstoatouringproductionofTheLionKing.Thefamilyhadbeenlookingforwardtoattendingtheperformanceforseveralmonths.Onthedayoftheplay,heknewhewouldbeunabletoattendduetounforeseencircumstances.Hetoldhisfamilyandtheysaidthattheydidnotwanttogowithouthim;theyunderstoodandwouldgivetheticketsaway.Afterthesuccessfulproductlaunch,theCEOcameintohisofficeandtoldhimthathehadheardabouttheplaythatheandhisfamilyhadmissed.Further,hesaidthatheappreciatedthesacrificebutwantedtodowhatwasright.HethentoldtheexecutivethathehadcheckedandthatthetouringproductionofTheLionKinghadunfortunatelyleftthecity.Becauseofthis,theCEOhadmadearrangementsfortheexecutiveandhisfamilytotraveltoNewYorktoseetheoriginalproductionoftheplay.Hehadpurchasedfrontrowcentertickets,paidfortheairfare,arrangedthehotelandgiventheexecutive500dollarsinspendingmoney.Iaskedhim,“butwhataboutthethreemilliondollarbonus?
YoucouldaffordaprivateperformanceofTheLionKingwiththatmuchmoney.”Hisanswerwasinstructive:
“Itwasanincrediblygenerousbonus–granted–butIwillneverforgettheCEOforthespecialefforthemadeformeandmyfamily.”Ichecked.Thetotalcostoftheweekendwasunder$5,000.Thisexchangedemonstratestheimportantdistinctionbetweenrewardandrecognition–ofdoingsomethingthatwillbemeaningfulforthepersonthatyouarerecognizing.Aspeoplebecomeincreasinglyrestlessintoday'sworkplace–wonderingifthereissomethingbetteroutthere–weneedtotakethetimetotrulyunderstandwhatmotivatesthem.Tokeepour“stars”motivated,weneedtolookcreativelyatlateralmoves.Tocontinuetochallengeandmotivateouremployeessotheywillnotlookelsewhere,wemustbewillingtobreakorganizationalmolds.Tokeepourtopperformerswemustkeepthemengaged.Thebottomline:
wemustunderstandwhatmotivatesourpeopleandbecreativeindeliveringopportunitiesthatchallengethem.
4.Leveragingdiversityofthoughtandbehavior.Itisimportantforustorecognizeandacknowledgethatwedoplayfavorites.Weengagewithpeoplewhothinkandbehaveaswedo.Themostimportantquestiontoconsiderfromaleadershipperspective,though,iswhetherweengagewiththeseemployeesbecauseofthecontributionstheymakeorbecauseoftheirsimilaritytous?
Spendingtimewithothersthatthinkandactdifferentlyfromusrequiresstructure.Takethetimetoschedulemeetingswiththoseemployeeswhohavedifferentapproachesandstrengthsthanyours.Askyourselfiftheorganizationbenefitsfromthesestrengthsanddifferences.Ifno,thenyouhaveaperformanceissuetodealwith.Ifyes,thenitisyourresponsibilitytoshowyourappreciation
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