本科毕业论文（设计） 外文翻译外文题目 Retaining key employees in times of change 外文出处 McKinsey Quarterly, 2010, Issue 3, p135-139, 5p, 1 Chart 外文作者 Cosack, Sabine; Guthridge, Matthew; Lawson, Emily 原文：原文：RetainingRetaining keykey employeesemployees inin timestimes ofof changechangeCosack, Sabine; Guthridge, Matthew; Lawson, Emily Contents1. Find the “hidden gems“ 2. Mind-sets matter 3. Retention is about more than money During a reorganization effort, one company found that 44 employees critical to the companys success were likely to leave Risk heat map for European industrial company, figures indicate number of employees in category (total = 492) Subject Terms: employee retention,organizational change,management in industry ,superior subordinate relationship,leadership ,praise study others have concerns that money alone cant address. Moreover, by focusing exclusively on high fliers, companies often overlook those “normal“ performers who are nonetheless critical for the success of any change effort.Our work with companies in many sectors (among them, energy, financial services, health care, pharmaceuticals, and retailing) suggests there is a better and less costly approach to employee retention and one that will serve companies well as they merge, restructure, and reorganize to seize strategic opportunities as the economy picks up. It starts with identifying all key players, but targeting only those who are most critical and most at risk of leaving. These people are then offered a mix of financial and nonfinancial incentives tailored to their aspirations and concerns. A European industrial company applied this approach during a recent reorganization and found that it required only 25 percent of the budget that had previously been spent on a broad, cash-based scheme. What follows are three suggestions for companies with similar hopes of keeping their top talent without breaking the bank.1. Find the “hidden gems“ HR and line managers need to work together during times of major organizational change to identify people whose retention is critical. Yet too often companies simply round up the usual suspects high-potential employees and senior executives in roles that are critical for business success. Few look in less obvious places for more average performers whose skills or social networks may be critical both in keeping the lights o n during the change effort itself as well as in delivering against its longer-term business objectives.These “hidden gems“ might be found anywhere in the company: for example, the product-development manager in an acquired companys R or the key financial accountant responsible for consolidating the acquired companys next financial report. Even if the employees performance and career potential are unexceptional, their institutional knowledge, direct relationships, or technical expertise can make their retention critical. In one merger we recently observed, certain sales support personnel who filled orders and took inventory turned out to be just as important as the star salespeople.Once HR and line managers have generated a thoughtful and more inclusive list of key players (usually 30 to 45 percent of all employees), they can begin to prioritize groups and individuals for targeted retention measures in our experience, 5 to 10 percent of the workforce. The key is to view each employee through two lenses: first, the impact his or her departure would have on the business, given the focus of the change effort and his or her role in it; and second, the probability that the employee in question might leave.When a European industrial company conducted this exercise, it mapped the outputs on a risk matrix. The results were sobering. The company had been launching a new centralized trading unit requiring almost all traders and their support staff to relocate, with half of them heading to another country and was steadily losing people. The risk matrix revealed that another 104 people were likely to leave. Among them were 44 employees who were critical for the success of the trading unit. To be sure, some were traders but most were I T, finance, and administrative staff with unique knowledge of the units systems.2. Mind-sets matter One-size-fits-all retention packages are usually unsuccessful in persuading a diverse group of key employees to stay. Instead, companies should tailor retention approaches to the mind-sets and motivations of specific employees (as well as to the express nature of the changes involved).When executives at the European industrial company looked beyond their standard retention package (bonuses plus compensation for the costs of the move) and focused instead on the needs of individual employees, they found a more nuanced situation than they had anticipated. Among the key people at risk were two main