中文字幕免费精品_亚洲视频自拍_亚洲综合国产激情另类一区_色综合咪咪久久

Losing a great employee is a terrible thing. There's the expense of finding, onboarding, and training a replacement. There's the uncertainty of how a new employee will work out. There's the hardship on the rest of your staff until the position can be filled.

失去一個(gè)好員工是一件糟糕的事。尋找、管理、培訓(xùn)一個(gè)代替者是有損失的。一個(gè)新員工能做成什么樣的工作是不確定的。直到空缺被填滿，其他員工將度過一段艱難的時(shí)期。

Sometimes there's a solid reason--the person was a bad fit for the team, or moved away for personal reasons, or was offered an opportunity too great to pass up. In those cases, even if it's a difficult transition, it feels fundamentally right.

有時(shí)出于一個(gè)充分的理由，比如這個(gè)人不適合整個(gè)團(tuán)隊(duì)，或者出于個(gè)人原因離開，又或者是得到了一個(gè)非常好的難以拒絕的機(jī)會(huì)。在這種情況下，即使是艱難的過渡，從根本上來說也是正確的。

But what about the rest?

但對(duì)于其他人來說呢?

Keeping your best employees starts with understanding why people leave. Here are seven of the top reasons:

從理解員工為什么會(huì)離開，進(jìn)而留住你最好的員工。下面是七個(gè)重要的原因：

1. Stagnation

1. 停滯不前

People don't want to think they're locked into a groove and will come to the same place and do the same thing every day for the next 20 or 40 years. People want to feel that they're still moving forward and growing in their professional life. They want to have something to aspire to. If there's no career ladder or structure for advancement, they know they'll need to seek it somewhere else. In the meantime, they're far more likely to be bored, unhappy, and resentful--things that affect performance and the entire team's morale.

人們不想認(rèn)為自己被禁錮在一個(gè)小地方，在接下來的20到40年里，每天都要去同樣的地方、做同樣的事情。人們想感受到他們在自己的職業(yè)生涯中不斷地前進(jìn)和成長。他們想擁有向往的事情。如果這里沒有職業(yè)階梯或是晉升結(jié)構(gòu)，他們就會(huì)去其他地方尋找。在此期間，他們很可能感覺到無聊、不開心以及不滿——這些情緒就會(huì)影響自身的表現(xiàn)乃至整個(gè)團(tuán)隊(duì)的士氣。

2. Overwork

2. 過度工作

Some periods of stress and feeling overwhelmed come with most jobs, but nothing burns out great employees faster than overwork. And often it's the best employees--the most capable and committed, your most trusted--you overload the most. If they find themselves constantly taking on more and more, especially in the absence of recognition such as promotions and raises, they come to feel they're being taken advantage of. And who could blame them? You'd feel the same.

許多工作都會(huì)讓員工經(jīng)受一些時(shí)期的壓力和負(fù)擔(dān)，但沒有什么比過度工作能更快地澆滅好員工的熱情了。而且往往最優(yōu)秀的員工，也就是最能干、最忠誠、你最信任的員工，你越是會(huì)讓他們承擔(dān)更多的負(fù)荷。如果他們發(fā)現(xiàn)自己承擔(dān)的越來越多，尤其是在沒有得到認(rèn)可的情況下，比如升職和加薪，他們就會(huì)覺得自己被利用了。誰能怪他們呢?換做是你也會(huì)有一樣的感覺。

3. Vague visions

3. 前景不明

There's nothing more frustrating than a workplace filled with visions and big dreams, but no translation of those aspirations into the strategic goals that make them achievable. Without that connection, it's all just talk. What talented person wants to spend his or her time and energy in support of something undefined? People like to know that they're working to create something, not just spinning their wheels.

沒有什么比這更令人沮喪的了：一個(gè)充滿美好愿景、卻無法將其轉(zhuǎn)化為可實(shí)現(xiàn)的戰(zhàn)略目標(biāo)的工作環(huán)境。沒有實(shí)際的轉(zhuǎn)換，一切都是空談。什么樣的人才想花費(fèi)他們的時(shí)間和精力去做一些不明確的事情?人們想知道他們努力實(shí)現(xiàn)了一些事，而不是勞而無功。

4. Profits over people

4. 利潤至上

When an organization values its bottom line more than its people, the best people go elsewhere, leaving behind those who are too mediocre or apathetic to find a better position. The result is a culture of underperformance, low morale, and even disciplinary issues. Of course, things like profit, output, pleasing stakeholders, and productivity are important--but success ultimately depends on the people who do the work.

當(dāng)一個(gè)組織把自己的盈虧底線看的比員工還要重要的時(shí)候，好員工就會(huì)去其他的地方，留下那些平庸和無動(dòng)于衷的人，尋找更好的職位。其結(jié)果是一個(gè)表現(xiàn)不佳、士氣低落、甚至出現(xiàn)紀(jì)律問題的文化氛圍。當(dāng)然，利潤、產(chǎn)出、取悅股東以及生產(chǎn)力這些問題都是非常重要的，但成功最終取決于做這些事情的人。

5. Lack of recognition

5. 缺乏認(rèn)可

Even the most selfless people want to be recognized and rewarded for a job well done. It is part of who we are as human beings. When you fail to recognize employees, you're not only failing to motivate them but also missing out on the most effective way to reinforce great performance. Even if you don't have the budget for raises or bonuses, there are lots of low-cost ways to provide recognition--and a word of appreciation is free. People won't care if they don't feel noticed.

即使是最無私的人也希望在工作做的好時(shí)得到認(rèn)可和獎(jiǎng)勵(lì)。這是我們作為人類本能的一部分。當(dāng)你沒有認(rèn)可員工時(shí)，你不但沒有激發(fā)他們的積極性，也錯(cuò)失了提倡這種表現(xiàn)的最有效的方式。即使你沒有加薪或獎(jiǎng)金的預(yù)算，也有很多低成本的方法可以提供認(rèn)可，像口頭表揚(yáng)就是免費(fèi)的。如果感到被忽視，人們也不會(huì)再在意了。

6. Lack of trust

6. 缺乏信任

Your employees have a vantage point for viewing your behavior and weigh it against your commitments. If they see you dealing unethically with vendors, lying to stakeholders, cheating clients, or failing to keep your word, the best and most principled of them will leave. The rest, even worse, will stay behind and follow your lead.

員工能夠很好地觀察你的行為，并以此衡量你的信譽(yù)。如果他們看到你和供應(yīng)商做生意不道德，對(duì)股東撒謊，欺騙消費(fèi)者，或者不遵守諾言，好員工和有原則的人會(huì)離開。更糟的是，剩下的人會(huì)留下來并且跟隨你的領(lǐng)導(dǎo)。

7. Excessive hierarchy

7. 等級(jí)過多

Every workplace needs structure and leadership, but a rigidly top-down organization makes for unhappy employees. If your best performers know they're expected to produce without contributing their ideas, if they're not empowered to make decisions, if they're constantly having to defer to others on the basis of their title rather than their expertise, they don't have much to be happy about.

每個(gè)工作場所都需要結(jié)構(gòu)和領(lǐng)導(dǎo)，但是一個(gè)嚴(yán)格自上而下的組織會(huì)產(chǎn)生不快樂的員工。如果你的最佳員工知道自己只需蠻干，不需動(dòng)腦，或者他們沒有做決定的權(quán)利，甚至服從他人的頭銜而不是能力，他們不會(huì)因此感到快樂。

Ultimately, many people who leave their job do so because of the boss, not the work or the organization. Ask yourself what you may be doing to drive your best people away, and start making the changes needed to keep them.

最終，許多人因?yàn)槔习宓膯栴}辭了職，而不是因?yàn)楣ぷ骰蚬窘M織的問題。問問自己有沒有在做什么讓優(yōu)秀員工可能離開的事，進(jìn)而開始做出必要的改變讓他們留下來。