如何預(yù)防明星員工跳槽
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????那么，如何留住自己的明星員工呢？雖然你已經(jīng)嘗試過(guò)詢問他是否面臨什么難題，但麥克唐納德還是建議你再試一次。他認(rèn)為：“留住優(yōu)秀員工是管理者最重要的職責(zé)。其中很大一部分在于溝通，尤其是找出哪些措施可以激勵(lì)員工，調(diào)動(dòng)其積極性。比如升職，或許是彈性工作時(shí)間，也可能是將這名員工調(diào)任到公司其他部門，以擴(kuò)大員工的知識(shí)面，令其始終面臨挑戰(zhàn)。” ????當(dāng)你面臨這種局面的時(shí)候，要盡量弄清員工對(duì)個(gè)人職業(yè)的長(zhǎng)遠(yuǎn)看法。一旦優(yōu)秀員工覺得自己被困在當(dāng)前的職務(wù)當(dāng)中，看不到未來(lái)向好的方向，他們往往會(huì)變得焦躁不安，所以麥克唐納德建議：“討論一下在你看來(lái)，這名員工未來(lái)在你的領(lǐng)域或在整個(gè)公司內(nèi)會(huì)有什么樣的機(jī)會(huì)?！?/p> ????麥克唐納德表示，如果你能養(yǎng)成習(xí)慣，經(jīng)常與最重視的員工進(jìn)行類似的對(duì)話，將來(lái)也就沒有什么理由擔(dān)心他們打算跳槽了。 ????他說(shuō)：“身為管理者，我們把大多數(shù)時(shí)間都用于解決問題，比如表現(xiàn)不佳的員工，或者完成我們自己的工作。管理者往往想不到預(yù)留時(shí)間給優(yōu)秀員工，事后卻追悔莫及。把優(yōu)秀員工放在首位，然后是我們自己的本職工作，最后才是問題員工，這樣的順序安排更加有效?！彪m然說(shuō)起來(lái)容易做起來(lái)難，但總比好員工出了問題之后再去挽留他們要容易一些，所以這條建議值得嘗試。 反饋：如果你正在考慮換工作，有哪些因素能說(shuō)服你留在當(dāng)前的公司？如果你是一名管理者，你如何保持員工的積極性？歡迎評(píng)論。（財(cái)富中文網(wǎng)） ????譯者：劉進(jìn)龍/汪皓 |
????What can you do now to keep your star? Even though you've already tried asking him what's bugging him, McDonald suggests you try again. "Retaining top performers is one of the most important things managers do," he says. "A big part of it is communication, in particular finding out what motivates this person and what would keep him engaged. It might be a promotion, or flextime, or steering the employee toward projects in other parts of the company that would expand their knowledge and keep them challenged." ????While you're at this, try to find out how the employee sees his career long-term. Top performers often get restless when they feel stuck in their current role, with no clear path to something better, so "talk about what opportunities you see ahead for this person, either in your own area or elsewhere in the company," McDonald adds. ????If you get in the habit of having these conversations with your most valued people on a regular basis, McDonald says, you'll have less reason to wonder if they're job hunting in the future. ????"As managers, we spend most of our time on problems, including underperforming employees, and on getting our own work done. Budgeting time for high performers becomes almost an afterthought," he observes. "What works a lot better is flipping that order on its head, putting top employees first, then our own work, then problem employees." Easier said than done but, as holding on to stars gets harder, it's worth a try. Talkback: If you're thinking of changing jobs, what would convince you to stay with your current company? If you're a manager, how do you keep employees engaged? Leave a comment below. |
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