人力資源業(yè)畢業(yè)之外文文獻(xiàn)原稿譯文

1、外文文獻(xiàn)原稿和翻譯原稿Attractand keep good employeesIntroductionAttracting and retaining great staff is the key for business success.Talented people who continue to develop skills and increasetheir value to their organization and to their customersare a companysmost important resource.The essayis on how to att

2、ract and retain these people and create an environment in which they remain competitive andcontinue to thrive.Reasonsfor attracting and keepinggood employeesMore than a decadeago, leading trade associationsin the United Statesbegan warning of an impending labor shortage.That prediction has turned ou

3、t to apply to almost all parts of the more and more intensively competitive business world nowadays. This labor shortage affects almost every industry and employers mustbegin to look outside of traditional labor pool sources. As “ greenerworkers” take their places on jobsites, accidents are sure to

4、follow. That swhy attracting and retaining good employeesis key. Company owners and managementhave to take the responsibility and efforts to createan environment where good employeesare willing to work in andstay.Definition of good employeesA productive employee is a satisfied employee. Productive,

5、satisfied employees create successful businesses.Its managementsjob to create the environment that enablesemployeesto feel satisfiedon a consistentbasis.Employees are brought on to do a specific task, and a good employee knows where theyre at, and where theyre going, saysDustin Ford, an account exec

6、utive atManagementRecruiters,one of the largestsearchfirms in the country. Employers, of course,arelooking at, how canthis employeeeither makemoney or savemoney? Ford specializes in finding and placing people in the industrial sales sector. He worked for Motion Industries prior to this position, and

7、 has been recruiting for five years.Good employees are attracted by advantageous aspects other than strictly compensation,somethingmore than a number, he says.Today, theyre looking for a career package,including a comfortable company culture, career path, diversity of responsibilities, and a work/li

8、fe balance. That balanceis becoming increasingly more popular. A companycangive it all to an employee,but they still want to havea life to spendtime with their spousesandkids.David Groce is an account manager at Power & Controls Automation, an automation products distributor in Norcross, Ga. The com

9、pany is the master distributor for SiemensEnergyand Automation in Florida andGeorgia.A good employeefeaturesloyalty, commitment, creativity, and attentionto detail, a trait that is very important and quite rare, saysGroce. Beyond benefits and a salary package,an employeeneedsto have confidence in th

10、e company.They need to know that the products you are selling are no risk, and that the company itself will be stayingin the industry,and is reliable.According to Groce, security is the differentiation betweena good company and a badcompany.Derek Butcher and his sister,Michelle St. John, are the ope

11、rationsmanagerand vice president of marketing, respectively, for their family business, IBS, Inc., a general-line distributor in Auburn, Wash.IBS sells cutting tools, abrasives,electrical components and fittings, among other products, to MRO customers in several industries.A good employee has a posi

12、tive attitude, is trainable, has a reputable track record, and works well with others, saysSt. John. As a small company,we are able to be more flexible, and boast a family -friendly environment with a more self-managementstyle. We allow employeesto take time for what they needand make itup later, an

13、dhavea benefit packagethat competes.Improving quality of employeesThe primary elementsof any plan to improve the quality of the staff you employ include improving the quality of new hires, identifying and retaining superior employees, and developing employees (especially those with high potential fo

14、r growth).At thesametime, you needto takea look at underperforming staff. Ask whether each individual is in the wrong job. Determine whether the company has provided specific and clear requirementsso the individual knows what you expect from him. Make sure you have provided feedback against goals an

15、d objectives so the person knows he is not meetingexpectations.Keeping employeesThere are three parts to employee recruiting and retention: Identifying why employeesleave; appreciating employeesfinancially; and creating a better working environment.Why do employees leave? When a problem arises on th

16、e jobsite, everything comesto a halt until the problem is identified and corrected.Contractorsrarely follow the sameprocesswhen anemployeeleaves.Employers donthave to wait until an employee leaves to begin taking preventive measures.They can begin by asking themselves, “ IfI were looking for a job,

17、why would I want to work for my company?”Many of the underlying reasonsemployeesleave have little to do with money. They often leave becauseof a human factor such as managementconflict, broken promises, or perceived lack of appreciation, support or direction. Still others have nothing to do with the

18、 employer, suchasa needto bephysically closerto family.Employment may be through the following ways to inspire and retain employees:1, pay compensationin line with the market level. Investigation on wagescan be from the relevant institutions, recruitment firm, even Internet access.Any worth to retai

19、n staff is smart enoughto know his salaryis in line with the market.2, shareholdingsystemcan inspire staff to increaseloyalty to the enterprise.The most loyal employees, shares worth having parts of the enterprise. Experts believe that thesystemcan reducehalf the talent turnover.3, bonusesand other

20、performanceincentive measuresto stabilize staff loyalty to the enterprise.For many yearsa salesmancommissionsmoking is very common, and now it canalsobe usedasa referenceapplied to other typesof employees.Interests can attract and retain employees, but just the right amount of encouragementandpraise

21、you dont needto spenda lot of money,alsocanconvey the positive information to employees, and increase its loyalty, reduce turnover rate. Other commonly used incentives including reimbursement charges also give employeeslearning program, retirement benefits, childcare subsidies,as well as the dual-ea

22、rner couples for flexible working time arrangement. There are some preferential organization short weekend travel, for example, to provide car rental, preferential dealswith professionalbody membershipcard, equipped with a desktop or laptop, equipped with mobile phones, additional paid leave, gifts,

23、 gifts health fitness centermembershipcard, etc. Companiesin this areacanbe creative,just make sureemployeesrealizethe value of thesepreferentialbenefits.譯文介紹吸引人才和留住人才，是企業(yè)成功的關(guān)鍵。企業(yè)最重要的資源，就是優(yōu)秀雇員，他們不斷提升工作技能，為企業(yè)和顧客帶來更大的價值。本文論述的是如何吸引和留住人才來保持競爭力，以及如何打造持續(xù)繁榮發(fā)展的企業(yè)環(huán)境。吸引和留住人才的重要性十多年前，美國一些先進(jìn)的公司就預(yù)言將會出現(xiàn)嚴(yán)重的人力資源短缺問

24、題。這樣的預(yù)言在當(dāng)今競爭越來越激烈的商界中已經(jīng)得到驗(yàn)證。人力資源短缺幾乎能影響所有的行業(yè)，因此企業(yè)雇主應(yīng)當(dāng)跳出傳統(tǒng)陳舊的人力資源配置概念。當(dāng)“新手”雇員加入工作崗位，必然有各種問題隨之產(chǎn)生。因此，吸引和留住企業(yè)中的優(yōu)秀雇員十分重要。高效率的雇員就是令人滿意的雇員。這樣的人才能為企業(yè)創(chuàng)造更好的業(yè)績。企業(yè)管理者有責(zé)任不斷地營造能讓人才樂意工作于其中的企業(yè)環(huán)境。首先要確保新招募的雇員的素質(zhì)，認(rèn)定及留住資深雇員，再者就是發(fā)展有成長潛力的雇員。同時要關(guān)注表現(xiàn)欠佳的員工，去了解這類員工是否分配到了不適當(dāng)?shù)墓ぷ鲘徫唬鞔_公司有無提供具體清晰的工作要求讓員工清楚明白自己的工作職責(zé)。如果員工的表現(xiàn)沒有達(dá)到預(yù)定的

25、要求，企業(yè)管理者應(yīng)明確地反饋給員工知道。大衛(wèi)格洛斯是 Power & Control Automation 公司的客戶代表。該公司是西門子公司在美國佛羅里達(dá)州和佐治亞州的主要分銷商。他提出以下的觀點(diǎn)：“一個出色雇員的特點(diǎn)是忠誠，有責(zé)任心，有創(chuàng)意，注重細(xì)節(jié)這是最重要也最難得的特性。除了福利和報酬之外，雇員還需要對公司有一份信心。他們希望確定為公司銷售的產(chǎn)品是安全無害的，希望確定公司會在業(yè)界保持穩(wěn)固地位。”格洛斯認(rèn)為安全感是區(qū)分好企業(yè)與壞企業(yè)的一大特點(diǎn)。“優(yōu)秀的雇員具有積極的態(tài)度和可培訓(xùn)性，他們有良好的工作記錄，能與他們合作融洽。作為小型的企業(yè)，我們可以更加靈活，并且我們很自豪能給雇員提供家庭般和諧友好的氛圍，較有自我管理的風(fēng)格。我們允許雇員處理個人事情但在過后補(bǔ)上該工作的時間，我們提供的整套福利也很有競爭力?！碧岣邌T工素質(zhì)任何計(jì)劃，提高員工的素質(zhì)你雇傭了包括提高新員工