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1、本科毕业设计（论文）本科毕业设计（论文）外文参考文献译文及原文外文参考文献译文及原文学 院 经济管理学院 专 业 工商管理 年级班别 学 号 学生姓名 指导教师 年 月 日目目 录录1 外文文献译文.12 外文文献原文.8吸引和留住人才吸引和留住人才福雷德理何博格著 出版在承包商工具和供应杂志，2005 年 3 月摘摘 要要吸引人才和留住人才，是企业成功的关键。企业最重要的资源，就是优秀雇员，他们不断提升工作技能，为企业和顾客带来更大的价值。本文论述的是如何吸引和留住人才来保持竞争力，以及如何打造持续繁荣发展的企业环境。关键词：关键词：吸引，留住，人才，环境，竞争力1 吸引和留住人才的重要性吸
2、引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。这样的预言在当今竞争越来越激烈的商界中已经得到验证。人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。当“新手”雇员加入工作岗位，必然有各种问题随之产生。因此，吸引和留住企业中的优秀雇员十分重要。高效率的雇员就是令人满意的雇员。这样的人才能为企业创造更好的业绩。企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有
3、无提供具体清晰的工作要求让员工清楚明白自己的工作职责。如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。大卫格洛斯是 Power for others, its a preliminary step into deciding if this person would be good for the company. Interviewing is the pivotal part of this whole process, because how else can you know if the potential employee is good, unless you
4、 ask questions, put them in situations, and test them for their ability to think on their feet? The ultimate importance of the interview is always up for debate, but how it is approached seems to be trending. Conducting a Successful Interview1.Be prepared; know what questions youre going to ask.Rese
5、arch the position, identify skills a qualified candidate should possess; if there is more than one person doing the interview, work together and be ready.2.Be courteous; be on time; put YOUR best foot forward.Show potential employees that your company is a great place to work.3.Conduct the interview
6、 in a comfortable place; eliminate interruptions.Your office is not a good place to conduct an interview. Use a conference room, private break area or other room where you wont be interrupted.4.Listen attentively; make eye contact; get to know the applicant.You can learn a great deal about a person
7、by simply listening to what they say and how they say it. Do they communicate well? Are they being honest? Listen and youll know.5.Give the applicant time to ask questions about the company and the job.Sell the position and the organization; create goodwill. This person has the potential to increase
8、 your profits.Companies that approach their employees as numbers, and treat them as nothing but vessels from which to get money and revenue, fail at retaining their people, he adds. “You have to be concerned about their welfare, and give them flexibility when they need it,“ says Groce. “If a company
9、 could provide some kind of day care, or anything like that with a personal touch, that would be a huge boon to their people. How about an employee with no more vacation time and an emergency illness with his mother? You tell him to go to her, and that vacation time can be figured out later. You nee
10、d to cement the relationship as a supportive force in their lives.“ Employees satisfactionButcher and St. John conducted a survey of their own employees to find out about their job satisfaction and what they like, or dont like, about their job. The companys financial health (66.7 percent) far outpac
11、ed benefits (41.7 percent) and salary (33.3 percent) as reasons for their satisfaction with their jobs. Other factors cited include flexibility, job security, relationship with colleagues, company size, relationship with management and feeling of being valued. Fifty-eight percent said that the work
12、itself was what they liked most about their job; and 25 percent cited their salary as what they like least about their job. “I think that their citing the companys financial health as their biggest reason for satisfaction is significant,“ says Butcher. “We asked them for their input, and its noted t
13、hat they feel valued and appreciate the flexible working environment.“ Of IBSs 12 employees, the newest has been there four months, and the longest tenure is 20 years. The other 10 have been with the company for an average of nine years. “Weve set up an appraisal system, and the people here are resp
14、onsible for their own success and happiness,“ says St. John. “Everyone knows where they stand. We solicit opinions constantly. We meet with each employee and appraise them two or three times a year, and give them the power to improve themselves. Ultimately that creates a feeling that they are respon
15、sible for themselves. But that they cited salary as what they like least is interesting, since most are overpaid comparatively in the industry, and feel as though theyre not paid enough.“ B. Keeping employeesThere are three parts to employee recruiting and retention: Identifying why employees leave;
16、 appreciating employees financially; and creating a better working environment.Why do employees leave? When a problem arises on the jobsite, everything comes to a halt until the problem is identified and corrected. Contractors rarely follow the same process when an employee leaves.Employers dont have to wait until an employee leaves t
