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1、怎样分辨想跳槽的员工这几乎成了一种规律。每次经济衰退过后，人们（尤其是优秀员工）总会变得焦躁不安，而他们的雇主也开始为如何防止跳槽而忧虑。这一轮复苏也不例外，虽然这一次的就业市场比以往更加萧条。如今，让优秀高管们接听电话比一两年前都要容易许多。不仅猎头们发现了这一点，各家公司也似乎更乐意互挖墙角。睿仕管理顾问公司（Right Management）上个月进行的一项调查中，约有三分之二的雇主抱怨，竞争对手正在想方设法拉拢他们的优秀员工。而去年这个比例仅有不到一半（42%）。但是最大的问题在于，你最希望留住的人可能不会直言不讳地告诉你，他们对目前的工作不满意至少在他们接受其他公司提供的机会之前，而
2、到那时则为时已晚。所以，确定谁已经生出二心，“在当下来看至关重要，”在线高管职业网站ExecuNet的总裁马克安德森说道。“我们发现，对四个专门问题的回答可以让雇主对于谁可能离开做到心里有数。”ExecuNet的研究人员在编辑即将出版的2013年版高管就业市场情况报告（Executive Job Market Intelligence Report）时发现了这些问题。这份报告对各个行业的3,785名美国高管（平均工资：220,000美元）进行了详细调查。受访者回答了有关各人未来12个月规划的问题，ExecuNet根据这些答案将所有受访者分成了两类约55%的受访者决定保持现状，而45%的受访者不
3、确定或已经在准备跳槽。调查人员在数据筛查过程中发现了一些有意思的事情。安德森说：“我们提出的一个问题是：你对目前工作的公司感到自豪吗？决定保持现状的受访者中，有89%给出了肯定回答，而在正准备跳槽的受访者中，这一比例仅有62%。”这个现象引起了ExecuNet的兴趣，于是这家公司开始寻找其他相互关系，结果发现了另外三个问题： 你喜欢自己的工作吗？被安德森称为“快乐的人”的那一部分受访者，有86%给出了肯定回答，而打算跳槽的受访者仅有58%。 你的老板是一位令你尊敬和/或钦佩的人吗？继续留守的受访者，80%回答是，而准备跳槽的受访者仅有56%给出了肯定回答。 你会推荐自己交际圈中的其他高管到你现
4、在的公司工作吗？75%快乐的人表示他们会推荐其他高管，而打算跳槽的受访者仅有42%。It never fails. After every recession, people (especially top performers) get restless, and their employers start fretting about how to keep them from jumping ship. This recovery, although it has come with a feebler job market than most, is no exception.Not
5、only are recruiters noticing that its far easier to get A-list managers to take their calls than it was a year or two ago, but companies seem to be more intent on poaching each others star players. Almost two out of three employers (63%) complained, in a survey last month by consultants Right Manage
6、ment, that competitors are aggressively wooing their best people. Thats a marked increase from well under half (42%) who said so last year.The big problem here, of course, is that the people you most want to keep may not come right out and tell you theyre dissatisfied in their current jobs at least,
7、 not until theyve accepted an offer somewhere else, and by then its too late. So identifying whos eyeing the exits is crucially important right now, notes Mark Anderson, president of ExecuNet, an online career network for senior managers. Weve found that the answers to four questions in particular w
8、ill give you a pretty good idea of whos likely to leave.ExecuNets researchers discovered those questions in the course of compiling the forthcoming 2013 edition of its Executive Job Market Intelligence Report, a detailed survey of 3,785 U.S. executives (average salary: $220,000) across a range of in
9、dustries. Based on their answers to queries about their plans for the next 12 months, ExecuNet sorted the whole group into two categories the roughly 55% who plan to stay put, and the 45% who arent so sure or are already plotting their departure.In sifting through the data, the researchers noticed s
10、omething interesting. One of the questions we asked was, Are you proud of the company where you work now?, Anderson says. Among those who are planning to stay, 89% said yes, versus 62% of those who are job hunting. Intrigued, ExecuNet started looking for other correlations, and found three more: Do
11、you enjoy your work? 86% of those Anderson calls happy campers said yes, versus 58% of those planning to quit. Is your boss someone you respect and/or admire? 80% of loyalists answered yes, versus 56% of job seekers. Would you refer other executives in your network for a job here? Among the happy ca
12、mpers, 75% said they would, versus only 42% of the group looking to leave.安德森说：“不推荐其他人到自己所在的公司工作，以及不主动告诉其他人公司的职位空缺，这就是一个非常明显的警告信号，表明这个人对公司不再抱有幻想，愿意接受其他任何地方提供的机会。我们认为，对这四个问题的回答可以帮助雇主明确应该将留住人才工作的重点放在哪里。”雇主如何分辨员工的回答是否可靠呢？安德森表示，管理层应该与公司最希望留住的人才坐下来，进行深入地交流。他建议雇主这样问：“你对自己的工作还像以前一样满怀激情吗？或者你在这家公司有没有其他希望从事的岗
13、位，或者你认为作为一家公司，我们应该做到却没能做到的事情有哪些？”安德森称，关键是要“弄明白，这名高管为什么在这家公司工作，以及他或她对于未来有什么看法。哪些方面可以比目前的现状有所改进？如何让他（她）与高层和上司的关系更加牢固和高效？”安德森承认，没有什么行之有效的方法能确定谁会辞职，猎头开出的利益丰厚的机会令人难以抗拒，即使最铁杆的拥护者也难抵诱惑。即便如此，“开放而直接的讨论可以帮助雇主们了解”公司的明星员工们如何看待他们的职业以及要想吸引员工留在公司到底需要开出什么条件。Not recommending the company to others as a place to work,
14、 and not actively referring people for job openings, is a clear early warning sign that the person is disenchanted and is open to offers elsewhere, Anderson notes, adding, We really think that the answers to all four questions could help employers identify where to focus their retention efforts.How
15、do you elicit honest answers? Anderson says top management has to sit down with the talent the company most wants to keep and start some in-depth conversations. He recommends asking, Are you passionate about what youre doing? Or is there something else here that youd rather be doing, or that you thi
16、nk we as a company should be doing but were not?The idea, Anderson says, is to get at the heart of why this executive is here and how he or she sees the future. What could be going better than it is? How could his or her relationships with higher-ups, and direct reports, be stronger and more effective than t
