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作者:未知    文章来源:财富中文网    点击数:    更新时间:2013-6-21 【我来说两句

Your best management talent may be out the door

It never fails. After every recession, people (especially top performers) get restless, and their employers start fretting about how to keep them from jumping ship. This recovery, although it has come with a feebler job market than most, is no exception.


Not only are recruiters noticing that it's far easier to get A-list managers to take their calls than it was a year or two ago, but companies seem to be more intent on poaching each other's star players. Almost two out of three employers (63%) complained, in a survey last month by consultants Right Management, that competitors are aggressively wooing their best people. That's a marked increase from well under half (42%) who said so last year.

如今,让优秀高管们接听电话比一两年前都要容易许多。不仅猎头们发现了这一点,各家公司也似乎更乐意互挖墙角。睿仕管理顾问公司(Right Management)上个月进行的一项调查中,约有三分之二的雇主抱怨,竞争对手正在想方设法拉拢他们的优秀员工。而去年这个比例仅有不到一半(42%)。

The big problem here, of course, is that the people you most want to keep may not come right out and tell you they're dissatisfied in their current jobs — at least, not until they've accepted an offer somewhere else, and by then it's too late. So identifying who's eyeing the exits "is crucially important right now," notes Mark Anderson, president of ExecuNet, an online career network for senior managers. "We've found that the answers to four questions in particular will give you a pretty good idea of who's likely to leave."


ExecuNet's researchers discovered those questions in the course of compiling the forthcoming 2013 edition of its Executive Job Market Intelligence Report, a detailed survey of 3,785 U.S. executives (average salary: $220,000) across a range of industries. Based on their answers to queries about their plans for the next 12 months, ExecuNet sorted the whole group into two categories — the roughly 55% who plan to stay put, and the 45% who aren't so sure or are already plotting their departure.

ExecuNet的研究人员在编辑即将出版的2013年版《高管就业市场情况报告》(Executive Job Market Intelligence Report)时发现了这些问题。这份报告对各个行业的3,785名美国高管(平均工资:220,000美元)进行了详细调查。受访者回答了有关各人未来12个月规划的问题,ExecuNet根据这些答案将所有受访者分成了两类——约55%的受访者决定保持现状,而45%的受访者不确定或已经在准备跳槽。

In sifting through the data, the researchers noticed something interesting. "One of the questions we asked was, 'Are you proud of the company where you work now?'," Anderson says. "Among those who are planning to stay, 89% said yes, versus 62% of those who are job hunting." Intrigued, ExecuNet started looking for other correlations, and found three more:


• Do you enjoy your work? 86% of those Anderson calls "happy campers" said yes, versus 58% of those planning to quit.

• 你喜欢自己的工作吗?被安德森称为“快乐的人”的那一部分受访者,有86%给出了肯定回答,而打算跳槽的受访者仅有58%。

• Is your boss someone you respect and/or admire? 80% of loyalists answered yes, versus 56% of job seekers.

• 你的老板是一位令你尊敬和/或钦佩的人吗?继续留守的受访者,80%回答是,而准备跳槽的受访者仅有56%给出了肯定回答。

• Would you refer other executives in your network for a job here? Among the happy campers, 75% said they would, versus only 42% of the group looking to leave.

• 你会推荐自己交际圈中的其他高管到你现在的公司工作吗?75%快乐的人表示他们会推荐其他高管,而打算跳槽的受访者仅有42%。

"Not recommending the company to others as a place to work, and not actively referring people for job openings, is a clear early warning sign that the person is disenchanted and is open to offers elsewhere," Anderson notes, adding, "We really think that the answers to all four questions could help employers identify where to focus their retention efforts."


How do you elicit honest answers? Anderson says top management has to sit down with the talent the company most wants to keep and start some in-depth conversations. He recommends asking, "Are you passionate about what you're doing? Or is there something else here that you'd rather be doing, or that you think we as a company should be doing but we're not?"


The idea, Anderson says, is to "get at the heart of why this executive is here and how he or she sees the future. What could be going better than it is? How could his or her relationships with higher-ups, and direct reports, be stronger and more effective than they are now?"


Anderson acknowledges that there's no surefire way to tell who's going to quit, and a recruiter calling with an irresistibly juicy opportunity has been known to tempt even the most diehard loyalist. Even so, "open and direct discussions can go a long way toward getting insights" into how your star players see their current roles — and what it would take to entice them to stick around.



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