来源：中国会计视野   发布时间：2013-10-25　 作者：澳洲会计师公会   编辑：杨武

 

据2012年的某机构调研显示，一半左右的员工会给自己的上司留“中评或差评”。员工离职是因为差钱？受委屈？还是更多其他的因素需要综合考虑？

澳洲会计师公会会刊INTHEBLACK分享了当代员工离职的主要原因。一直以来，薪酬、工作满足感、晋升机会、以及工作灵活度是员工考虑在公司工作的重要因素，但这些年来，这些因素的排序有了微妙的变化，原汁原味阅读英文原版，了解如何处理上级和下属的关系，如何打造和谐的工作环境，如何利用沟通来帮助企业留住人才：

Like a tug-of-war game, when everyone in the workplace is pulling in the same direction, is motivated to do their best and feels a sense of camaraderie – it can pull a company across the winning line while at the same time creating loyalty. In short, people want to work there.

Yet just half of all employees rate their managers as average to poor when it comes to motivating and inspiring their staff, according to the Randstad World of work report for 2012.

Tiffany Quinlan, HR Director for Randstad Australia and New Zealand says that, traditionally, managers have failed to understand their role in keeping talent engaged and have delegated responsibility to HR professionals.

“People leave managers, not companies. Each individual has a different reason for getting up in the morning and unless you understand that, it won’t work.”

Leadership and the emotional connection that managers have with their staff is key, she says.

“People think it’s the soft and fluffy stuff, but it’s not. Discretionary effort and observing what is right in front of you builds emotional capital. If someone is coming in late, something’s wrong. Have the courage to talk and ask them how they’re feeling. If you’ve got an open dialogue with someone, the rest falls into place.”

Clarity about expectations, earning potential, feedback on performance, holding scheduled meetings and soliciting ideas in an environment in which people are secure and comfortable to contribute will all add to the “glue” that keeps people loyal, adds Quinland.

The top reasons people stay at a company have not really changed in the last decade she says. Salary, job fulfilment, career advancement and flexibility are still there. But the order they are in has shifted a lot.

“It’s not any one factor these days. You have to know where someone is in their life cycle.” For someone in their 20s, for example, a high income and free time is a priority. For someone in middle age with a mortgage and family, security and planning for the future becomes more important.

“If you understand and focus on the key drivers for that employee it will help keep them at the company.”

There are push factors and pull factors that attract and retain talent says Kriss Will, who runs her own management consulting firm. “Money isn’t necessarily top priority – although if someone feels they are underpaid they won’t want to stay.”

Relationship issues are very important, agrees Will. “If they don’t enjoy a good working relationship with their peers or manager, an employee will seek out another job, even if it’s lower paid.” Organisations cannot afford to ignore interpersonal conflict, she cautions.

Limited career prospects – a particular problem for smaller companies – will push people out. “A motivated person wants to do more than their job description,” says Will. She advises finding out about their skills and experience to see what else they could contribute to the company.

Flexible working arrangements or the lack of them is another factor that has people eyeing the exit. “If someone is thinking about having children in two years’ time, they may want to move to a firm that will allow them greater flexibility. Organisations that don’t anticipate that are on the back foot,” argues Will.

“Alternatively, successful, well-established talent – most likely in the 42 to 48 age bracket – may be asking themselves: ‘Is this it?’” Giving them time to enjoy pursuits outside of work, she says, may keep them loyal.

No turnover at all is stagnating for a company, but how you treat people when they depart impacts upon those who stay.

“You may be disappointed that talent is leaving but to be derogatory about them totally undermines those that stay on,” says Will. “Instead, get current employees networking to recommend a replacement. There’s more glue about internal referrals.”

It's not all about money. People leave well-paying jobs for a variety of reasons, including:

The managers: You work in a place with great people and awesome benefits but if your direct manager is a nightmare it will be hard to stay, regardless of the perks.

Lack of flexibility: Different people have different needs. It may be hard for a night owl to hit the desk at 9am every morning while another person might find it hard to do their best in an open-plan environment. While organisations can’t cater to every individual need, supporting a degree of flexibility is in the company’s own best interests.

The work is no longer enjoyable: Careers rarely follow a straight path. A job that at one time you were very passionate about might now seem dull and unsatisfying as your interests change.

It doesn’t align with your values: A job that fit you like a glove in your 20s may not align with who you are in your 40s.

原文出处：

http://www.itbdigital.com/people/2013/09/09/cant-keep-talent/