保留关键员工的关键步骤(pdf+29)..pdf

1、Version 1.00,page 1Process Improvement Asia,2007Key Steps To BetterStaff Retention保留关键员工的关键步骤Process Improvement AsiaProcess Improvement AsiaJennifer Jennifer FengFengJune 14June 14thth,2007,2007w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o z h e.c o m 大量管理资料下载Version 1.00,page 2Pr

2、ocess Improvement Asia,2007Key Steps To Better Staff Retention保留关键员工的关键步骤Step 1-Recognize the early warning signs of defection and solve it第一步-认识问题的先期预警征兆并加以解决Step 2-Become“Managers Of Choice”(MOC)第二步-成为“Managers Of Choice”(MOC)Step 3-Developing individuals competency 第三步-发展个人竞争力Step 4-Define proces

3、ses to perform your best practices第四步-为执行你的最佳实践定义你的过程Step 5-Build in Institutionalization 第五步-建立制度化w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o z h e.c o m 大量管理资料下载Version 1.00,page 3Process Improvement Asia,2007Step 1-Recognize the early warning signs of defection and solve it第一步

4、认识问题的先期预警征兆并加以解决Early Warning signs of defection 问题的先期预警征兆 A change in behavior,such as coming in later or leaving earlier 行为上的改变，例如:迟到或者早退 A decline in performance 绩效下滑 Sudden complaints from a person who hasnt been a complainer 一个以前不爱抱怨的人突然开始发牢骚Find out why-and make action to solve the problems 找出

5、原因并且采取措施解决问题Do not wait for the Exit Interview不要等到离职面谈离职面谈w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o z h e.c o m 大量管理资料下载Version 1.00,page 4Process Improvement Asia,2007Step 2-Become“Managers Of Choice”(MOC)第二步成为“Managers Of Choice”(MOC)Put right people in the right position让适当的

6、人选担任适当的职位 Build your relationship 建立您的人际关系 Build trust建立信任 Pay was the“least important”factor 薪资是“最不重要的”因素 Build a better work environment创建一个更好的工作环境w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o z h e.c o m 大量管理资料下载Version 1.00,page 5Process Improvement Asia,2007Put the right peopl

7、e in the right position让适当的人选担任适当的职位Work with HR to select people for their talent与HR合作根据才能选择人员Identify the critical competency(skill,knowledge and process ability)and behaviors for success in each position识别每个职位获得成功所需的关键竞争力（技能，知识和过程能力）和行为Identify the critical roles for each position识别每个职位的关键角色Assig

8、n responsible people to develop staffing process and define the role for people who participated委派相关的人员制定招聘过程并明确每个人的职责Make sure that your interview skills are as sharply honed as your other(e.g.,technical)skills确保您的面试技能如同您的其它（技术）技能一样臻于完美w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o

9、 z h e.c o m 大量管理资料下载Version 1.00,page 6Process Improvement Asia,2007Building your relationship(1)建立您的人际关系 There are many types of relationships to build with your key staff需要与您的关键员工建立多种类型的关系 Your relationships as a manager与直接上司的关系 Relationship with peers同僚之间的关系 Relationship with other departments与其

10、他部门的关系 Relationship with the community(your customers,vendors and etc.)与团体的关系（客户，供应商等等）w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o z h e.c o m 大量管理资料下载Version 1.00,page 7Process Improvement Asia,2007Building your relationship(2)建立您的人际关系Identify the communication&coordination skil

11、ls your key staff should have to accomplish their committed work识别您的关键员工所需具备的沟通协调能力以完成他们所承诺的工作Ensure information is shared across the organization确保信息在组织内共享 Workforce-related policies and process 工作团队相关政策及过程 Organizational business,financial performance,strategies,plans and events 组织级商业、财政绩效、策略、计划和活

12、动Ensure your staff or groups are able to raise concerns and have them addressed by management确保您的员工或者团队能够主动提出他们的疑虑并且由管理层来解决Ensure your staff and groups coordinate their activities to accomplish committed work确保您的员工和团队协调各自的活动来完成所承诺的工作Understand your customers needs&concerns to provide better services

13、 and products理解您客户的需要和顾虑从而提供更好的服务和产品w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o z h e.c o m 大量管理资料下载Version 1.00,page 8Process Improvement Asia,2007Building Trust(1)建立信任Credibility 可信性 Make sure your communications are open and accessible确保沟通公开坦诚Respect 尊重 Work with your staff on

14、 relevant decisions about their development 与员工共同决策他们的未来发展Fairness 公平 Avoid favoritism in hiring and promotion避免在雇用和晋升中的偏袒 Make sure their concerns have a appeals process so that you and your management can hear确保有一个申诉的过程使您以及您的管理层听到员工的顾虑Pride 自豪感 Show your admiration for your staff and groups work表现

15、出您对您的员工和团队所完成的工作的赞美w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o z h e.c o m 大量管理资料下载Version 1.00,page 9Process Improvement Asia,2007Building Trust(2)建立信任Camaraderie 友情 Foster a sense of group identity培养团队身份意识Empowerment 授权 Understand and manage the boundaries理解并且管理权利的分界线 Let your

16、staff enjoy working with a minimum of supervision让您的员工在最小程度的督导下愉快地工作Recognition and Reward认可和嘉奖 Timing is important!时间至关重要!Make it immediately!When you acknowledge employees performance当你看到员工的绩效值得被赞扬,立即执行!w w w.y i n g x i a o z h e.c o m 大量管理资料下载w w w.y i n g x i a o z h e.c o m 大量管理资料下载Version 1.00,page 10Process Improvement Asia,2007Pay was the“least important”factor 薪资是“最不重要的”因素 Figure out what your region is offering确定您所在地区薪资水平 Hire HR Consulting firm to get industry C&B survey and compare