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1、Talent Management from Employee Attitude to Retention Approach人才管理：员工的态度与留住人才的方式,Peter CappelliProfessor and Director 教授及主任Center for Human Resources 人力资源中心The Wharton School 沃顿商学院,Is There Something Really Different About Jobs Now?现在的工作真的有所不同吗？,Yes. The notion of a secure, long-term career is harde
2、r to imagine. 是的，一份安全、长期的工作的概念职业更加难以想象。During the economic “boom” 49% still had downsizing 即便在经济繁荣期，依然有49%的企业在缩小规模。AMA survey 63 percent cutting in one division and expanding in another 美国管理学会调查-63%的企业在边减边扩Economy turns fast 经济转变迅速Employers expecting to hire 19% more college grads in Spring 2001 tha
3、n in 2000. 2001年春季，雇主们计划比上年多招19%的大学毕业生。By Sept 2001, expecting to hire 20% fewer grads. 到2001年秋季，他们却计划减少20%。,Its The New Deal at Work工作中的新状况,The End of Lifetime Commitments 停止终生承诺But Workers are not all Temps, Either! 但员工并不都是临时的Its an Open-Ended Arrangement, negotiated and based on the outside marke
4、t这种安排是开放的、可协商的、以外部市场为基础的Why does that matter? 为什么很重要？,Is This Really New?真是新事物吗？,That Depends on How Old You AreThe Short History of Lifetime Employment 这要看你的年纪有多大 终身雇用制短史Why We Moved Toward Careers Inside Companies 我们为什么把事业转移到公司里？It Wasnt Always So Great. Remember The Organizational Man? 情况并不总是很好。记
5、得“组织人”吗？,What Caused the Change?改变的原因,Institutional Ownership and Shareholder Value: The Scott Paper Case 所有者制度与股东价值：斯哥特纸业案例Pressures from Markets: Speed and Variety市场的压力：速度与变化The Third Wave of Corporate Restructuring公司重组的第3次浪潮New Management Techniques: Bringing the Market Inside the Firm 新的管理技巧：将市场
6、引入公司内部,Effects on Employee Management对员工管理的影响,Employee Tenure: 员工任期Down with employer: Up with occupation随雇主变短：随职业变长Dismissals quicker 解雇更迅速Training: Not rising 培训：没有增长Wages: Returns to seniority falling 工资：年资上的回报下降The Big Management Challenges 管理大挑战Retention, Training Investments, Commitment留用、培训上的
7、投资、承诺,How About Demographics?人口统计学的状况如何？,Are There Shortages of Skills? 有否技能短缺？Or is the problem more complex? 或者这个问题更复杂？How About Technical and IT Skills? 技术与IT技能The “Cobweb” Model “蛛网”模型,What Else? 还有什么?,Talent Management the best really matter人才管理精英的确很重要Jobs offer more scope for contributions 工作为
8、贡献提供更大的空间Poor performers are demoralizing 绩差员工日子不好过Performance Management how can you tell who the best are 绩效管理你怎么知道谁最好？,If your best employee had an offer to leave at 2x the pay如果你的最佳员工离去，投奔另一个报酬翻番的工作,Could you match it?你能给他同样的报酬吗？,How do you feel about forced rankings?你对强制性等级有何看法？,Why are they po
9、pular?为什么流行？,Does the Next Generation Really Have Different Attitudes?新一代真有不同态度吗？,What do they expect from jobs?他们对工作有何期待？,Characteristics 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 请为下面这些在挑选第一位雇主时所考虑因素的重要性打分,Challenging assignments 工作
10、的挑战性Company values balance between personal life and career 公司重视工作与生活的平衡Competitive benefits 福利有竞争力Competitive salary 工资有竞争力Financial strength 财务有实力Good reference for my future career 对未来发展有帮助High-achiever program 高成绩者计划High ethical standards 道德水平高Immediate responsibility 立即负责Likeable/inspiring coll
11、eagues 同事令人喜爱与鼓舞Ongoing educational opportunities 继续教育机会Opportunity to influence my own work schedule 有机会影响自己的工作安排Opportunity to specialize 有机会精专Opportunities for continuous learning 有机会继续学习Secure employment 安全的聘用Variety of tasks or assignments 多样的任务或工作From Pricewaterhouse survey of 1500 MBA student
12、s from around the world 来自普华的调查，范围包括1500名世界各地的MBA。,Characteristics 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请为下面这些在挑选第一位雇主时所考虑因素的重要性打分,Good reference for my future career对未来发展有帮助-42%Company values balance between personal life and care
13、er 公司重视工作与生活的平衡-41%Likeable/inspiring colleagues 同事令人喜爱与鼓舞 -37%Competitive salary工资有竞争力-34%Challenging assignments工作的挑战性 -33%Competitive benefits福利有竞争力-32%Opportunities for continuous learning有机会继续学习-31%Opportunity to specialize有机会精专-30%Secure employment安全的聘用-30%Financial strength财务有实力-29%High ethic
14、al standards道德水平高-29%Ongoing educational opportunities继续教育机会-27%High-achiever program高成绩者计划-26%Variety of tasks or assignments多样的任务或工作-26%Immediate responsibility立即负责-24%Opportunity to influence my own work schedule有机会影响自己的工作安排- 24%,Their Attitudes Are Different他们的态度确实不同,They dont believe the old deal. 他们不相信过去的规矩More willing to take risks - failure ok 更愿意冒险失败，没关系Building careers across jobs 在工作中建立事业autonomy 独立clear performance management 清晰的绩效管理prefer flat hierarchy 喜欢扁平的层级What to do? 做什么？Explicit and short-term contracts 明了清晰的短期合同tailor job to individual 工作内容量体裁衣,
