怎樣留住關(guān)鍵人才？
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????她發(fā)現(xiàn)，造成這種狀況的原因是他們擔(dān)心員工提出“加薪”或者“升職”這樣的條件。確實(shí)會(huì)有人提出這樣的條件。但凱伊認(rèn)為：“你可以這樣回答：‘我也希望能滿足你的條件，但現(xiàn)在還不行。我們還是談?wù)勎夷転槟闾峁┑钠渌麠l件吧?！灰憷^續(xù)挖掘，至少能得到三四個(gè)你能夠提供的條件，比如靈活性、認(rèn)可、有更多機(jī)會(huì)做自己真正想做的事等等?！?/p> ????她認(rèn)為，從某些方面來看，這種談話類似于面試。凱伊建議：“對每個(gè)人的好奇心可以挖掘出非常寶貴的信息。比如，你可以提問：‘你上一次感覺享受這里的工作是什么時(shí)候？為什么會(huì)有這樣的感覺？’或者問：‘你還有哪些沒有充分展示的技能？’最終，你將得到驚喜，即便你無法馬上針對員工的回答采取措施，也可以將他們的想法牢記在心，等待合適的機(jī)會(huì)?！?/p> 3. 承認(rèn)每個(gè)人的獨(dú)特性 ????凱伊說：“以前，我們從沒有將關(guān)鍵員工作為個(gè)體來對待。管理人員常用的借口是：‘假如我同意一名員工每周可以有兩天實(shí)行遠(yuǎn)程辦公，到最后，我可能得同意所有人這么干?！瘜?shí)際上卻并非如此。如果有人贏得了休假的機(jī)會(huì)，或者其他待遇，那他/她就有權(quán)利享受這個(gè)機(jī)會(huì)，與其他任何人都無關(guān)?！?/p> ????這種方法要求管理人員必須挺直腰桿，堅(jiān)持己見。凱伊說：“如果你給一名關(guān)鍵員工特殊待遇，而表現(xiàn)稍差的員工說：‘我也想要那樣的待遇’。這時(shí)一定要如實(shí)相告，即便這意味著直率地告訴他們：‘某某人得到這樣的待遇，是靠自己在工作中的表現(xiàn)贏得的。希望你們也能有同樣的表現(xiàn)，到那時(shí)我們再談?！@種對話通常比較棘手，所以大部分管理人員都會(huì)想方設(shè)法避免，并且對所有人一視同仁，全盤拒絕。而這也正是導(dǎo)致明星員工跳槽最主要的原因?！?/p> ????許多老板經(jīng)常說，公司有成文的或者不成文的規(guī)定，要對所有人一視同仁。對這樣的借口，凱伊嗤之以鼻。她說：“我們經(jīng)常會(huì)問一個(gè)問題：‘你是愿意守著規(guī)矩死，還是留著人才活？’嚴(yán)格遵守一視同仁的規(guī)定，確實(shí)更容易，似乎也更安全，但它肯定會(huì)導(dǎo)致公司最優(yōu)秀的員工另謀出路?！?/p> ????反饋：你上一次辭職的原因是什么？加工資能讓你留下來嗎？或者你更注重其他方面？歡迎評論。 ????譯者：劉進(jìn)龍/汪皓 |
????The reason for that, she notes, is that they're afraid the answer will be "more money" or "a promotion." Let's say someone does reply with one of those. "You can say, 'I wish I could do that, but right now, I can't. Let's talk about what else you might want that I can give you,'" Kaye says. "If you keep probing, you will probably get at least three or four answers -- flexibility, recognition, the chance to do more of what they really love doing -- that you can deliver." ????In some respects, these conversations resemble a job interview, she notes. "Curiosity about each person can uncover valuable information. Ask, 'When was the last time you really loved working here? Why?' Or, 'What is one skill you have that we're not making use of now?,'" Kaye suggests. "You'll get some surprises and, even if you can't act on the answers right away, you can keep them in mind for when the opportunity arises." 3. Recognize that one size does not fit all. ????"Never before have we had to treat valued employees so much as individuals," Kaye says. "A big copout managers often use is, 'If I do this for one person -- letting someone telecommute a couple of days a week, for example -- I have to do it for everyone.' No, you don't. If someone has earned a break of some kind, he or she should get it, regardless of whether anyone else does." ????This approach requires managers to grow a backbone. "If you reward one of your stars with a special privilege, and someone less stellar says, 'I want that too,' you have to be honest with that person, even if it means frankly telling them, 'So-and-So got that because he or she earned it. When I see the same performance from you, we'll talk again,'" says Kaye. "That's a tough conversation to have, so most managers just avoid it and say 'no' to everyone. That's one of the biggest reasons why stars leave." ????Kaye pooh-poohs the excuse she often hears from bosses who say there are company rules, written or unwritten, that dictate treating everyone exactly the same. "One question we often ask is, 'Would you rather keep the rulebook or the people?,'" she says. "Sticking to a rigid policy of rewarding everyone equally, just because it's easier or seems safer, is guaranteed to make your best employees look elsewhere." ????Talkback:Last time you quit a job, what made you do it? Would a bigger paycheck have enticed you to stay, or did other issues matter more? Leave a comment below. |
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