致使员工离职的8大严重错误

    来源:沪江英语    发布时间:2018-05-28 14:17    编辑:白露     浏览量:

Creating a stable environment that promotes achievement, unity, and personality is essential to successful workplaces. 创造一个能促进成功、团结一致和个性发展的稳定的工作环境,对于一家成功的公司来说至关重要。 Its tough to hold on to good em

Creating a stable environment that promotes achievement, unity, and personality is essential to successful workplaces.

创造一个能促进成功、团结一致和个性发展的稳定的工作环境,对于一家成功的公司来说至关重要。

It’s tough to hold on to good employees, but it shouldn’t be. Most of the mistakes that companies make are easily avoided. When you do make mistakes, your best employees are the first to go, because they have the most options.

留住优秀员工看似很难,实则非然。因为其中的大部分错误,公司在管理员工时是能够避免的。一旦管理者犯了错误时,最好的员工往往是第一个离去,因为他们有更多的选择。

If you can’t keep your best employees engaged, you can’t keep your best employees. While this should be common sense, it isn’t common enough. A survey by CEB found that one-third of star employees feel disengaged from their employer and are already looking for a new job.

如果公司无法让好员工全身心投入到工作中来,那公司就留不住好员工。虽然这理应是常识,但仍有很多人不知道。美国高阶主管领导顾问公司CEB的一项调查发现,三分之一的优秀员工感觉与雇主格格不入,已开始另谋出路。

When you lose good employees, they don’t disengage all at once. Instead, their interest in their jobs slowly dissipates. Michael Kibler, who has spent much of his career studying this phenomenon, refers to it as brownout. Like dying stars, star employees slowly lose their fire for their jobs.

优秀员工的离职并非突如其来。相反,他们会先对工作慢慢失去热情。迈克尔·卡布勒(Michael Kibler)曾多年来致力于研究这一现象,他把优秀员工失去工作兴趣的阶段称为“电力减弱”。像垂暮之星一样,优秀员工会慢慢地失去工作的热情。

“Brownout is different from burnout because workers afflicted by it are not in obvious crisis,” Kibler said. “They seem to be performing fine: putting in massive hours, grinding out work while contributing to teams, and saying all the right things in meetings. However, they are operating in a silent state of continual overwhelm, and the predictable consequence is disengagement.”

“电力减弱与倦怠不同,电力减弱的员工常常没有明显的危机感。” 卡布勒(Kibler)说,“电力减弱的员工,表现似乎都很良好:投入大量的时间,努力工作,同时为团队作出贡献,并在会议中说出表现得体。但他们总有种提不起劲的感觉,最终就会选择离职。

In order to prevent brownout and to retain top talent, companies and managers must understand what they’re doing that contributes to this slow fade. The following practices are the worst offenders, and they must be abolished if you’re going to hang on to good employees.

为了防止电力减弱并留住顶尖人才,公司和管理人员必须了解他们的哪些行为使得员工的兴趣在慢性枯萎。以下的做法是最令优秀员工忍无可忍的,如果想留住好员工,公司就必须避免出现这些问题。

1. They make a lot of stupid rules. Companies need to have rules—that’s a given—but they don’t have to be shortsighted and lazy attempts at creating order. Whether it’s an overzealous attendance policy or taking employees’ frequent flier miles, even a couple of unnecessary rules can drive people crazy. When good employees feel like big brother is watching, they’ll find someplace else to work.

1. 制定一大堆愚蠢的规则。公司当然要有规章制度——这是理所当然的——但万不可制定目光短浅、教条式的规章制度。无论是过于严格的考勤制度还是私吞员工的累计飞行里程,甚至是一些不必要的规则,都可能让人抓狂。优秀员工若是觉得自己在公司受到监视了,也将会宁可换个地方工作。

2. They treat everyone equally. While this tactic works with school children, the workplace ought to function differently. Treating everyone equally shows your top performers that no matter how high they perform (and, typically, top performers are work horses), they will be treated the same as the bozo who does nothing more than punch the clock.

2. 无差别对待员工。 虽然这种策略适用于学校教育,却不宜用在工作场所。如果老板对待所有员工都一样,而不管他们表现有多好(优秀员工通常都是公司主力),他们就会觉得做再好也和平庸者每天打卡所获得的一样。

3. They tolerate poor performance. It’s said that in jazz bands, the band is only as good as the worst player; no matter how great some members may be, everyone hears the worst player. The same goes for a company. When you permit weak links to exist without consequence, they drag everyone else down, especially your top performers.

3. 容忍员工的烂表现。 据说在爵士乐队中,乐队的好坏取决于那个最差的乐手。无论其他乐手多么优秀,观众听到的都是最差乐手的演奏。公司亦然。当公司默许表现很烂的员工存在,而不计任何后果时,他们会拖累所有人,尤其是最出色的员工。

4. They don’t recognize accomplishments. It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Rewarding individual accomplishments shows that you’re paying attention. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.

4. 不奖励任何成就。人们很容易低估在背部轻拍一下的力量,特别是对内在驱动的优秀员工来说。每个人都喜欢被称赞,那些辛勤工作、努力奉献的人更是这样。奖励个人成就则表明你正在关注他们。管理人员需要与员工沟通,从而发现什么形式的奖励最能鼓舞士气,然后奖励他们做好工作(对某些人来说,奖励的形式最好是加薪;而对其他人来说,公众的认可更能鼓舞他们好好工作)。对于表现出众的员工而言,如果公司能处理得当,这一现象将会经常发生。

5. They don’t care about people. More than half the people who leave their jobs do so because of their relationship with their boss. Smart companies make certain that their managers know how to balance being professional with being human. These are the bosses who celebrate their employees’ successes, empathize with those going through hard times, and challenge them, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone for eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your output.

5. 不在乎员工感受。 一半以上的员工选择离职,是因为与老板的关系相处不好。聪明的公司会确保他们的管理人员知道如何做到既专业又不乏人情味。这类管理者会为员工取得的成功感到自豪,理解员工的难处,同时也会让员工接受各种挑战,哪怕这个过程会痛苦。老板不会真正关心,总是会有很高的更替率。如果老板从不真正关心员工,那么其手下的人员流动就会比较高。没有人愿意将每天的8个多小时奉献给只知发号施令、只关心业绩的老板。

6. They don’t show people the big picture. It may seem efficient to simply send employees assignments and move on, but leaving out the big picture is a deal breaker for star performers. Star performers shoulder heavier loads because they genuinely care about their work, so their work must have a purpose. When they don’t know what that is, they feel alienated and aimless. When they aren’t given a purpose, they find one elsewhere.

6. 不为员工描述公司的发展蓝图。不停给员工分配任务,这样做似乎效率很高。然而,对优秀员工而言,不清楚公司的蓝图,可能成为他们离职的主要原因。优秀员工愿意承担更大的工作量,是因为真心在意自己的工作,因此这些工作必须有价值。他们如果不知道其价值何在,就会产生疏离感,觉得漫无方向。他们在这家公司感受不到自我价值,就会去别处寻找价值。

7. They don’t let people pursue their passions. Google mandates that employees spend at least 20% of their time doing “what they believe will benefit Google most.” While these passion projects make major contributions to marquis Google products, such as Gmail and AdSense, their biggest impact is in creating highly engaged Googlers. Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction, but many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies have shown that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

7. 不让员工追求自己喜欢的东西。谷歌公司规定员工投入至少20%的时间去做“自认为最有益于谷歌的事”。这些兴趣爱好的项目催生了优秀的谷歌产品,如谷歌邮箱和广告联盟,但其最大的作用是培养了高度专注的谷歌员工。才能出众的员工往往满怀热忱。让这些员工有机会追求自己的爱好,可以提高他们的工作效率和对工作的满意度,但很多管理者却把员工的工作范围限制在一个小空间里。这类管理者担忧,如果让员工扩大注意力范围,追求自己的兴趣爱好,他们的效率就会降低。这种担忧纯属多余。研究表明,如果员工能够在工作中追求自己的爱好,其大脑会一直处于兴奋状态,而此时的效率是正常效率的五倍。

8. They don’t make things fun. If people aren’t having fun at work, then you’re doing it wrong. People don’t give their all if they aren’t having fun, and fun is a major protector against brownout. The best companies to work for know the importance of letting employees loosen up a little. Google, for example, does just about everything it can to make work fun—free meals, bowling allies, and fitness classes, to name a few. The idea is simple: if work is fun, you’ll not only perform better, but you’ll stick around for longer hours and an even longer career.

8. 工作毫无乐趣。如果员工觉得工作很无聊,这就是管理者的问题。员工不愉快,就无法全身心投入到工作当中。乐趣是抵抗“电力减弱”的主要力量。好公司都会清楚一点:让员工适当放松很重要。例如,谷歌公司竭尽所能让工作变得有趣,如免费用餐、保龄球场和健身课程等等。谷歌这样做的意图很简单:如果工作很有趣,员工不仅会表现得更好,而且会愿意工作更长时间,甚至会以此作为长久的事业。

Bringing It All Together

总而言之

Managers tend to blame their turnover problems on everything under the sun while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

面对员工流动问题,管理者往往怨天尤人,却忽略了问题的症结所在——员工其实并不是离开工作,而是离开老板。

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