民营企业人才流失问题与对策研究——工商管理类外文翻译、中英文翻译

我国中小民营企业人才流失现状分析及对策研究作者：王一来源：《创新科技》2015年第01期[摘要] 目前，中小民营企业在我国经济社会发展中已经占据非常重要的地位，正在发挥着不可估量的作用，但是，人才流失问题却一直没得到有效的遏制和解决，成为长期以来困扰其发展和壮大的重要因素。

本文主要从我国中小民营企业人才流失的现状及原因等进行了分析和论述，并在此基础上提出了对策建议。

[关键词] 民营企业;人才流失;对策建议[中图分类号] F276 ; ; ;[文献标识码] A ; ; 文章编号：1671-0037（2015）01-45-3Current Situation Analysis and Countermeasure Research on Small and Medium-sized Private enterprises’ Talents Flow in Our CountryWang Yi（Beijing Jiayoubao Science and Technology Co.， Ltd.， Beijing 100085）Abstract：At present， small and medium-sized private enterprises in our country have occupied a very important position in economic and social development， playing an immeasurable role，however， the talents flow problem hasn't been prevented or solved effectively， and it has become an important factor restricting its development and expansion for a long time. This article mainly analyzes and discusses the present situation and causes and so on of talents flow in small and medium-sized private enterprises of our country， and accordingly puts forward countermeasures and Suggestions.Keywords：private enterprise; talents flow; countermeasures and suggestions随着市场经济的深入发展，我国中小民营企业在历经多年的洗涤后，部分中小民营企业在市场竞争中，关停并转，自然淘汰，具有市场竞争力的中小民营企业正在以新的组织形式和面貌不断成长和壮大，已经在我国国民经济和社会发展中占有重要的地位，他们在为国家创造大量税收的同时，还为社会安排了许多就业人员，缓解了就业压力，是我国国民经济发展中一支不可忽视的中坚力量。

文献出处：Sahay A. Reverse Brain Drain: New Strategies by Developed and Developing Countries [J]//Global Diasporas and Development. Springer India, 2014: 183-201.译文Reverse Brain Drain: New Strategies by Developed andDeveloping CountriesAnjali SahayIntroductionKarl Marx would be amused. He longed for the day when the workers would own the means of production. Now they do.While it is traditionally argued that openness to international migration will cause an effective brain drain for the source country, in the new millennium, the discussion on brain drain has clearly moved to the more optimistic and realistic discourse on brain circulation and brain gain with a positive net return on human capital.Brain circulation as a theory posits that an immigrant’s lo cation is insignificant today, as these have become professional and social networks that link new immigrant entrepreneurs with their counterparts at home. These new transnational communities provide the shared information, contacts, and trust that allow local producers to participate in an increasingly global economy. And other brain gain strategies such as return, remittances, and other political lobbying benefits (Sahay 2009) that have become clearly visible in the twenty-first century. So far, international mobility has mostly been understood as a unidirectional phenomenon with people from ‘peripheral’, or poor, countries seeking to settle in ‘core’, or wealthy, countries typically located in the Northern Hemisphere (Altbach 2004).However, the trend has now changed dramatically to show an increasing movement of returnees of these highly skilled professionals and students back to the ‘peripheral’or poor countries. And even though the rate of return has been consistently high for Asian countries such as South Korea (Lee 2010) and Taiwan and traditionally low for countries like China and India, the trend is now picking up in both of these countries as well with expatriates seeing a benefit for themselves as they return and see equal opportunities in their home countries. As a result of these benefitsof outmigration, immigration and emigration policies are continually being adopted by policymakers across the globe to retain their best and the brightest labour and talent pool of the highly educated.In the case of developed countries (DCs), United States in particular, immigration remains a controversial topic, with illegal immigration, security concerns after September 11 attacks, demographic changes and societal and cultural impacts taking centre stage and overshadowing the more important topic of employment-based immigration that even today (DHS 2010, Yearbook of Immigration Statistics data ) remains at best 14 % of all legal immigration. And while economists have argued that ‘that the United States should e liminate quantitative restrictions on employment- based immigration as there are obvious economic benefits to opening up the borders to international labour who are highly skilled, talented, and educated, legislative policies have traditionally put numeric al limits on this form of immigration’.Currently, noting the economic benefits and contributions of immigrant population (now considered as part of US human capital), there is an increasing emphasis in US legislative process towards retaining the already present high-skilled immigrants and students with advanced degrees from leaving their shores. The Startup Visa Bill originating in the US Senate in 2011 is an important step in that direction. Either because of restrictive immigration policies or the tedious immigration naturalization process or increased benefits and opportunities in the home country, many of these immigrant populations are now ‘returning’ home. Consequently, brain drain, which was the popular jargon of the twentieth century coming from the less developed countries (LDCs), has become the jargon of the DCs who are now complaining of their own brain drain with trained immigrant populations choosing the return option and leaving their shore. 1On the other end of the spectrum, realizing the attractiveness of its diaspora community in the form of economic, social and even political gains (Sahay 2009, pp. 157–193; Khadria 1999), legislative policies are being formulated in these so- called LDCs (which are now in various stages of developmental process) in a continuous effort to attract their overseas high-skilled entrepreneurs to return or reinvest in theirhome countries contributing to a net ‘brain gain’ for the home country. ‘Pull’ factors such as cultural familiarity and family ties along with personal benefits are strong reasons for many reverse migration trends. From a gendered perspective, many also return as there are laws and rules that prohibit an immigrants’ spouse to work in the host country. While there may be personal and cultural reasons for return which cannot be quantified in an economic perspective, this chapter will mostly trace the important legislative developments that have taken place in many developing countries, particularly Asia. The International Organization of Migration has classified reasons for return migration occurring in three different ways.Return may be classified as:1. Voluntary without compulsion, when migrants decide at any time during their sojourn to return home at their own volition and cost2. Voluntary under compulsion, when persons are at the end of their temporary protected status, rejected for asylum or are unable to stay and choose to return at their own volition3. Involuntary, as a result of the authorities of the host state ordering deportation (Singla 2012) In this chapter, I will be looking at the first reason mostly and the second reason (such as persons who are at an end of their temporary stay) as the main reasons for return.Why Asia? Notwithstanding the many contributions of immigrants to the United States from different parts of the world, this chapter will focus on Asian immigration into the United States and the return of these professionals to some of these Asian countries. The reason for focusing on Asia is that since 1965 immigration reform and particularly since the tech boom of the 1990s, Asia as a region has remained consistently high as a source continent with respect to employment-based immigration and education, two of the main components of human capital. The twenty-first century is also cited as an ‘Asian Century’ with the growing importance of China and India as emerging superpowers. Furthermore, as explained by many return studies to Asia, Return redefines Asia’s relations with the world. Historically, large-scale return migrations are always related to changes in international relations. Today, in mostparts of Asia, return is an enterprising project instead of an exercise due to nostalgia. Returning to China or India from the West, for example, is perceived as a ‘return to the fu ture’—to be ahead of global business and technology curves. Returnees are significant because the action of return reinforces allegiance and loyalty, yet the returnees are expected to rejuvenate and even revolutionize the old. Return energizes nationalism in the globalizing world. (Singapore 2007) This chapter is a timely research in the field of international migration and international relation in the twenty-first century. It furthers our understanding of concepts such as ‘brain drain’ (primarily associat ed with LDCs) and ‘brain gain’(primarily associated with DCs) and also attempts to understand the importance of human capital as a source of power for any state (developed or developing) in the twenty-first century. Within this framework, the empirical evidence provided will be for the United States as the developed country and several Asian countries such as India, China, South Korea and Singapore as the prototype developing and newly emerging economies. Firstly, theoretical concepts such as human capital and brain gain will be discussed to understand why employment-based and education-based immigration are important to the host country’s economy. Second, the chapter will trace the legislative process towards employment-based and education-based immigration in the United States (mainly towards immigration from Asia) and later legislations in trying to harness and retain their immigrant population from leaving their shores. Third, the chapter will trace legislative policies evolved by some developing countries (mostly Asian countries such as India, China and Singapore) in attracting their overseas nationals seen as a talent pool of individuals back to their home countries. And to conclude, the chapter ties in all these trends to give us a better understanding of the international movement of people between Asia and the United States and brain gain strategies for the twenty-first century.Immigration reform has always stirred up a debate in the United States. When the Democrats won the majority in both the House and the Senate in the 2005 midterm elections, there was some anticipation that the legislators would move forward the immigration reform process. ‘When the immigration reform proposal bill 1639 failed(despite receiving bipartisan support most notably from Senator Ted Kennedy and President George W. Bush) it reflected the general indecision and ambivalence on the part of US policymakers on the subject of immigration’ (Brotherton and Kretsedemas 2008 ,p. 365). In the United States of America, ‘few issues a re more controversial than immigration’ (West 2010, pp. 1–20). As argued by Darrell West (2010), there is a general concern about immigration because they view the material costs of open door policies as broad-based and the benefits as concentrated.A number of studies have been made to estimate the costs and benefits of immigration to the United States, see (Jacoby 2004). Keeping aside the cost of cultural assimilation and the cost of security threats (especially after September 11), most arguments on immigration have been made using the economic cost to the country. As argued, ‘the impact of open policies falls on disadvantaged workers who feel their wages are depressed by newcomers and on taxpayers who worry about a drain on public resources, while the benefits accrue to a small group of successful immigrants’ (West 2010, p.1). This fear is further highlighted during periods of recessions where ever-shrinking employment opportunities leads to the crowding out effect: that foreigners end up taking jobs that would have otherwise gone to American workers or reduces the wages as a greater talent pool leads to more competition and thus less wages.However, looking at the long-term effects, it benefits scholars and policymakers to undertake research to look at the contribution made by immigrants to the American economy, science, biotech and high-tech industries, to say the least. These remain the focal industries as most legal immigrants entering on the H-1B (employment-based) visas tend to go in these fields and these fields are considered vital to the development of any country (especially the United States where native enrolment in these fields have been dropping consistently). In addition to training on the jobs, millions of dollars are spent by universities in training foreign students (in the form of Ph.D. tuition waivers, graduate assistantships and other fellowship grants). With the recent economic recession in the United States, many of these students have preferred to return to their home countries which are now in an advanced stage of developmentand enjoying a strong economy. The following sections will look at immigrants’ contributions in innovation, entrepreneurship, research and education and hence the argument to retain immigrants from leaving the shores of the United States contributing to a net loss to US human capital and therefore its own ‘brain drain’.In the new millennium, a state’s development and power is not only measured by its military strength and economic capability but also be measured by its investments in human capital. Human capital has been defined by economists as those important investments that an individual can make in education and experience (also training). These two factors are intrinsic to human capital because people cannot be separated from their knowledge, skills, health or values in the way they can be separated from their financial and physical assets. Thus, whether an individual migrating from one state to the other is leaving a country or entering another, what will matter are that person’s qualifications.译文扭转人才流失的现状:发达国家和发展中国家的新策略查尔斯·汉蒂引言卡尔·马克思会感到欣慰。

民营企业人才流失的问题及对策研究问题：民营企业人才流失是一个普遍存在的问题。

很多民营企业在培养好的员工之后，却因为一些原因，比如薪水、福利、机会等方面的问题，导致了这些员工的离职，造成了一定的损失。

这些问题的表现主要有以下几个方面：1. 人才流失频繁。

企业不断地培养新的人才，但是却不断地失去好的员工。

2. 较高的流失率。

企业的员工流动率较高，分析原因可以有很多，比如企业的文化和价值观与员工不能匹配，员工对工作和工作环境的不满，企业的福利质量和管理方式有待改善等。

3. 公司竞争力的下降。

人才流失不仅仅是企业成本的增加，还会对企业的管理层级和后续的发展战略制定带来很大的影响。

对策：在民营企业中，如何解决人才流失问题，保留优秀员工，为企业的发展提供积极的贡献，是一个需要认真思考的重要问题。

以下是一些可行的对策：1. 提供合理的薪资及福利待遇。

对于大多数员工而言，薪资水平是影响他们离职的重要因素。

因此，民营企业应该及时地调整员工薪金和福利待遇，使其能够满足员工的基本需求和期望。

此外，企业也应该积极发挥非经济的福利制度，如员工培训、晋升机制等。

2. 规范企业管理，提高员工满意度。

企业应制定良好的管理制度和规范的流程，使所有员工都能明确了解自己的角色和职责。

同时，企业应设立相应的反馈机制，及时收集和反馈员工的意见，改进管理不足之处。

这样，员工的参与感和满意度也能大大提高。

3. 加强学习和培训，提升员工能力。

企业应该加强对员工的学习和培训，让员工在工作中不断学习、成长和发展。

这样，一方面，员工可以提高自己的技能和知识水平，有更多的机会挑战自己的极限和扩展职业发展空间。

另一方面，这也可以帮助企业更好地适应市场需求和提高创新能力。

4. 建立健康的企业文化。

企业文化是企业的灵魂，凝聚了企业所有员工的共同价值观和行为准则。

建立健康的企业文化可以帮助企业吸引和留住更多的优秀员工。

此外，企业应该注重员工的生活质量，创造良好的工作环境和团队氛围。

中文3580字毕业论文英文翻译学生姓名:学生学号：专业班级:指导教师：管理学院2012.5.8Private enterprises and the reasons forwastage control measures（Rong Zhang Beijing Jiaotong University College of economic managementBeijing 100044)<abstract >The use of a pick to the energy level corresponding human resources management，systems dynamics，objectives and principles inspiring onChina’s accession to the WTO，private enterprises will be increasingcompetition among professionals. In view of the current brain drain ofsome private enterprises，such as the status of high—quality talentrecruitment difficulties, the author conducted a detailed analysis andexploration，and the status of private enterprises wastage governancestrategies。

〈keywords>Private enterprises Brain drain analysis wastage control measures2004, the private economy，to be engraved in the memory of many people. 911％of the GDP achieved spectacular growth, including the promotion of the private economy in China's economic development is the most dynamic force one。

民营企业人才流失原因及建议范文一、引言在当今的社会背景下，人才流失已经成为了一个普遍存在的问题。

而对于民营企业来说，人才流失更是严重影响着其发展和竞争力。

因此，深入分析民营企业人才流失的原因，并提出相应的建议，对于促进企业的可持续发展具有重要意义。

二、人才流失的原因1.缺乏职业发展空间民营企业的组织结构相对较简单，职业晋升的通道相对较窄。

对于那些渴望获得晋升机会的优秀人才来说，这将成为他们流失的一个重要原因。

2.不合理的薪酬机制与国有企业相比，民营企业的薪酬机制往往较为落后和不完善。

薪资水平低、福利待遇差、绩效考核不公正等问题，使得优秀人才无法得到相应的认可和回报，从而选择离开。

3.缺乏人性化管理由于民营企业往往注重效益和利润，管理层对于员工的人性化关怀和激励投入有限。

这会导致员工对于企业的归属感和忠诚度下降，进而选择离职。

4.工作环境不良一些民营企业的工作环境存在不良倾向，例如加班加点、高强度工作、缺乏工作保障机制等现象，这些会使得员工的工作压力增大，从而选择离职。

三、解决人才流失的建议1.提供良好的职业发展空间民营企业应该建立合理的职位晋升通道和制度，为优秀人才提供广阔的发展空间和机会。

通过培训和岗位轮换等方式，使得员工能够不断提升自我能力和价值，增加他们对企业的忠诚度。

2.完善的薪酬机制民营企业应该建立科学合理的薪酬机制，根据员工的工作表现和贡献，给予相应的薪资和福利待遇。

同时，也要加大对于优秀人才的激励力度，提高他们的工作积极性和满意度。

3.人性化管理民营企业应该注重员工的人性化关怀和激励投入，通过关注员工的身心健康、提供良好的工作氛围和团队合作环境，增强他们对企业的归属感和忠诚度。

4.创造良好的工作环境民营企业应该注重改善工作环境，减少员工的工作压力。

合理安排工作时间和任务量，提供必要的工作保障机制，让员工能够在稳定和舒适的工作环境下充分发挥自己的能力。

四、结语人才是民营企业的核心竞争力，而人才流失是一个即是严重挑战，也是一个机遇。

浅谈民营企业员工流失与管理浅谈民营企业员工流失与管理摘要：知识经济时代，人才是组织竞争优势的源泉，拥有人才的优势是企业生存和发展的关键。

作为我国社会主义市场经济的重要组成部分，民营企业在人才资源方面的劣势显得非常突出。

本文结合我国民营企业特点，对民营中小企业人才吸引和流动问题进行探讨。

关键词：民营企业，员工流失，管理对策Abstract: The era of knowledge economy, talent is to organize the source of competitive advantage, talent advantage is the key of enterprise survival and development. As China’s socialist market economy important component, the private enterprise in human resources disadvantages is very outstanding. Combining with the characteristics of Chinese private enterprise of small and medium-sized private enterprises to attract talents and flow problems are discussed.Key Words: private enterprise, staffs loss, management countermeasures 绪论我国的社会经济发展中民营企业占有着重要的地位，其有着国企和大型企业无法代替的社会地位。

在民营企业的生存和发展过程中，核心员工是企业生存和发展的重要资源，他们对企业的生存和发展骑着决定性的作用。

因此，如何稳定企业的员工队伍、留住企业的核心员工，并使他们更好地为企业服务是民营企业管理者应面对的最大难题。

吸引和留住人才概括吸引和留住人才是企业成功的关键。

企业最重要的资源是优秀的员工，他们不断提高工作技能，为企业和客户带来更大的价值。

本文讨论了如何吸引和留住人才以保持竞争力并创造持续繁荣的商业环境。

关键词：吸引、留住、人才、环境、竞争力1吸引和留住人才的重要性十多年前，美国一些先进企业就预测，人力资源将严重短缺。

这种预测已在当今竞争日益激烈的商业世界中得到证实。

人力资源短缺几乎可以影响到所有行业，因此雇主应该跳出传统的人力资源配置观念。

当“新手”员工加入劳动力队伍时，不可避免地会出现问题。

因此，吸引和留住企业中最优秀的员工非常重要。

高效的员工是令人满意的员工。

这样的人可以为企业创造更好的业绩。

不断创造人们愿意工作的商业环境是企业管理者的责任。

一是确保新入职员工的素质，识别和留住资深员工，然后培养具有成长潜力的员工。

同时，要关注表现不佳的员工，查明该员工是否被分配到了不合适的岗位，并明确公司是否提供了具体明确的岗位要求，让员工清楚了解自己的工作情况。

工作职责。

如果员工的绩效没有达到预定的要求，企业管理者应该明确的反馈给员工，让他们知道。

David Gross 是电力与控制自动化的客户代表。

该公司是西门子在佛罗里达州和乔治亚州的主要经销商。

他提出以下观点：“一个伟大的员工的特点是忠诚、责任、创造力、关注细节——这是最重要也是最难的特质。

除了福利和薪酬，员工还需要对公司有一份分享的信心。

他们希望确保他们为公司销售的产品安全无虞，他们希望确保公司在行业中保持强势地位。

”格罗斯认为，安全感是区分好企业与坏企业的特征之一。

“优秀的员工有积极的态度和可训练性，他们有良好的业绩记录并且与他们合作得很好。

作为一家小型企业，我们可以更加灵活，我们很自豪能够为我们的员工提供家庭友好的氛围，更加自主管理的风格。

我们允许员工处理个人事务，但稍后会为该工作腾出时间，而且我们的一揽子福利非常具有竞争力。

”1.1 优秀员工对公司的期望任何行业的任何公司的员工对公司都有以下需求，按重要性和重要性的降序排列。

目录摘要 (I)ABSTRACT (1)一、我国民营企业人才的现状 (2)（一）我国民营企业人才流动的特点 (2)（二）人才流失对民营企业的影响 (4)二、民营企业人才流失的原因分析 (6)（一）企业外部原因分析 (6)（二）企业内部原因分析 (7)三、解决我国民营型企业人才流失的对策 (10)（一）树立企业形象，提高民营型企业的知名度 (10)（二）注重“以人为本”的企业文化建设 (10)（三）建立有效的晋升机制 (11)（四）建立公平公正的绩效制度和薪酬制度 (11)（五）提高管理者自身素质，加强与员工之间的沟通 (12)四、结语 (13)致谢 (14)参考文献 (15)摘要民营企业是我国社会经济的命脉, 而人力资本又是民营企业发展的关键决胜点。

然而，我国民营企业人才流失问题日益严重，这不仅仅阻碍了民营企业本身的发展，也严重影响了我国国民经济的进步。

因此，如何采取有效的方式留住人才,保持民营企业在经济体系中的坚实的地位,已经成为民营企业目前的当务之急。

本文针对一些关于目前民营型企业人才流失问题的文献进行研读探讨，归纳总结了我国民营企业人才流失的现状以及原因，然后对此进行研究，提出了解决这一问题的相应对策，相信这对我国民营企业发展有一定的现实意义。

关键词：民营企业；人才流失；原因；对策ABSTRACTPrivate enterprises are the lifeblood of China's social economy, and human capita l is the key to the development of private enterprises. However, the problem of brain d rain in China's private enterprises is becoming more and more serious. This not only h inders the development of private enterprises themselves, but also seriously affects the progress of our national economy. Therefore, how to take an effective way to retain ta lent, to maintain private enterprises in the economic system in a solid position, has be come a private enterprise is currently imperative. This paper summarizes the present s ituation and reasons of the brain drain of private enterprises in China, and then puts fo rward the corresponding countermeasures to solve this problem. The development of private enterprises has some practical significance.Key words：Private Enterprises; Brain Drain; Reasons; Countermeasures改革开放后，民营企业的潜力得到了空前的释放，沿着一定的轨道快速发展，这也进一步要求其需要具有相应人才的流动机制与之相匹配。

本科毕业论文题目民营企业员工流失问题及对策学生姓名专业名称人力资源管理指导教师民营企业员工流失问题及对策摘要：在21世纪的今天，企业的竞争归根到底是人力资源的竞争。

目前，我国民营企业的生存和发展主要受困于缺乏人力资源这一现状，员工流失已成为我国民营企业共同面对的一大难题。

因此，如何吸引并留住员工已成为民营企业人力资源管理的关键问题。

本文首先阐述了员工流失之于民营企业的重要性，介绍了国内外关于员工流失的相关理论，在对员工流失及其相关理论充分掌握的基础上，运用实证分析和规范分析的方法对我国民营企业做了深入的调查和研究，找出了民营企业员工流失的主要原因，即民营企业在管理上暴露出的问题和急功近利的作风。

并且提出了一系列有针对性的对策，旨在确立人性化的管理理念和管理制度，营造有吸引力的企业环境和企业文化,这些都需要民营企业老板极大的支持与配合。

关键词：民营企业；员工流失；民营企业老板Study on The Staff Turnover of Private Enterprises Abstract:In the 21st century, the competition among enterprise is the competition among human resources in the final analysis. At present, the survival and development of private enterprises suffers from a lack of human resource, staff turnover has become a big problem that private enterprises have to face. Therefore, how to attract and retain staff have become the key problems of human resources management to the private enterprise. At first, this paper expounds the importance of staff turnover to the private enterprises, and some other relevant theories about losing staff at home and abroad are introduced here. On my full understanding to the theory of the staff turnover, I’ve done a thorough study on the private enterprise with the method of empirical analysis as well as normative analysis. At the same time, I found out that the management issues and quick style of private enterprise lead to its staff wastage. I put forward a series of targeted measures, aimed at establishing humanized management concept and management systems, creating the attractive business environment and enterprise culture.Key words:private enterprises; staff turnover; the private enterprise’s boss目录一、导论 (1)(一)研究背景和意义 (1)(二)研究方法和目的 (2)1、研究方法 (2)2、研究目的 (2)(三)国内外研究综述 (3)1、国外研究综述 (3)2、国内研究综述 (4)二、相关概念的界定 (6)(一)民营企业的界定 (6)(二)员工流失的概念 (7)(三)员工流失的模型 (7)1、马奇和西蒙模型 (7)2、普莱斯模型 (9)三、我国民营企业员工流失现状及原因分析 (10)(一)民营企业员工流失现状 (10)(二)员工流失对民营企业的影响 (10)1、员工流失的直接成本 (11)2、员工流失的间接成本 (11)(三)民营企业员工流失的原因分析 (12)1、老板的家族化经营管理意识导致企业的人治 (12)2、工作职责设计不合理、负担过重 (12)3、处罚严重、工作压力大 (12)4、民营企业老板缺乏诚信 (13)5、薪酬管理的随意性 (13)6、企业文化建设上的偏差 (13)7、缺乏给予关键人才信任和事业发展空间 (13)8、私营企业的非规范性用人制度 (13)9、私营企业内部沟通不足 (14)四、民营企业员工流失的对策与建议 (14)(一)为员工提供发展空间 (14)1、建立完善的竞争机制 (14)2、设立平级轮岗 (14)3、加强培训 (14)4、制定职业生涯规划 (15)(二)管理者提升自身素质 (15)1、确立以人为本的管理观念 (15)2、塑造人格魅力、提升管理水平 (15)3、弱化企业的私有观念 (15)(三)提供有竞争力的薪资待遇 (16)(四)提高企业文化的凝聚力 (16)(五)强化对离职员工的管理 (16)1、对离职员工挽留并不丢面子 (16)2、不完全放弃离职员工 (16)参考文献 (18)致谢 (19)一、导论（一）研究背景和意义21世纪是知识经济时代，是全球经济一体化的时代，是高新技术的时代，是竞争的时代，是人本管理的时代。

人才流失外文翻译文献(文档含英文原文和中文翻译)译文：吸引和留住人才摘要吸引人才和留住人才，是企业成功的关键。

企业最重要的资源，就是优秀雇员，他们不断提升工作技能，为企业和顾客带来更大的价值。

本文论述的是如何吸引和留住人才来保持竞争力，以及如何打造持续繁荣发展的企业环境。

关键词：吸引，留住，人才，环境，竞争力1 吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。

这样的预言在当今竞争越来越激烈的商界中已经得到验证。

人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。

当“新手”雇员加入工作岗位，必然有各种问题随之产生。

因此，吸引和留住企业中的优秀雇员十分重要。

高效率的雇员就是令人满意的雇员。

这样的人才能为企业创造更好的业绩。

企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。

首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。

同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚明白自己的工作职责。

如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。

大卫·格洛斯是Power & Control Automation公司的客户代表。

该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。

他提出以下的观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。

除了福利和报酬之外，雇员还需要对公司有一份信心。

他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。

”格洛斯认为安全感是区分好企业与坏企业的一大特点。

“优秀的雇员具有积极的态度和可培训性，他们有良好的工作记录，能与他们合作融洽。

作为小型的企业，我们可以更加灵活，并且我们很自豪能给雇员提供家庭般和谐友好的氛围，较有自我管理的风格。

民营企业人才流失问题的分析与对策研究[摘要]民营企业在国民经济发展和社会稳定中起到了重要作用。

企业竞争中更多的是人才的竞争,文章揭示了人才流失的原因,阐述了解决民营企业人才流失问题的对策。

通过分析研究,进一步得出企业要控制人才流失,必须完善各种制度,利用各种管理成果减少人才流失。

[关键词]民营企业人才流失对策随着中国经济的快速发展,中国市场已成为商家必争之地,无数国外投资商将眼光投向中国。

如今的人才竞争不再是区域的,小范围的,而是主要战场在中国的世界大战。

中国民营企业正面临着残酷的人才竞争。

面对国外知名大企业,民营企业由于自身的缺点,人才流失必然会非常的严重。

所以,要解决民营企业人才流失的问题势在必行。

一、民营企业人才流失的原因分析人力资源不同于一般的资源,以能力为导向的一种复杂的实体,其特点是量化分析较难,全面识别不易,管理要求较高。

企业传统的人事管理必然会向人力资源管理过渡。

人才流失与流动不同,是指人才为了自身更高利益而发生的自愿流动,这种流动给企业带来了损失,这就是通常我们所指的人才流失。

其实人才流失是一个广义的概念,它对企业既有正面影响又有负面影响,本文主要研究的就是它的负面影响。

1.社会原因分析影响民营企业人才流失的一个重要社会原因是社会信用机制的缺失,市场经济应该是信用经济。

“重合同,守信用”是保证市场经济有效运作的前提。

然而,从目前看,我们的社会还没有建立一套有效的信用机制,对于一些不守信用的人,社会还没有一套行之有效的处理办法。

因此,在缺乏相应的道德和法制约束机制情况下,一些缺乏职业操守的人员可以无所顾忌的甚至以泄露原公司商业秘密为代价。

通过跳槽来寻求个人利益,久而久之便形成一种不良的社会风气。

2.企业原因分析(1)人才管理理念存在认识偏差主要表现在:一是许多民营企业缺乏正确的人才意识和人才培养的长期战略。

在需要人才时,会通过挖来的“能人”解决企业的燃眉之急;二是在一味地迷信引进所谓“能人”的同时,忽视内部人才,企业内部人才往往得不到重用;三是许多民营企业的“老板”将其员工当作是出卖劳动力的打工仔,这种结果导致员工最终只能把企业当作跳板,或是只拿薪金而不关心企业的发展前途。

员工流失介绍专题外文翻译外文翻译原文Introduction to the special issue on employee turnoverMaterial Source:Human Resource Management ReviewAuthor: James L. PriceThe human resources are the most important resources in the modern enterprise.The talented person is indispensable for the enterprise manages and develops.In today’s rapid economic development,the human resources also are the commodity.The normal human resource also are the commodity.The normal human resource development of companies.If talented person’s flowing is too frequent,it will affect the stability and sustainability of the development of the company.Especially when the enterprise has certain responsibility,the grasping enterprise’s core technologies and the core secret management backbone,the marketing backbone or the technical backbone leave job frequently.The company’s survival and development will face a huge crisis.What companies should take measures to attract talent,motivate and retain qualified personnel,to win people’s satisfaction and loyalty,thereby promoting the further development of the company’s future has become of theseenterprises now need to be resolved a thorny issue.So study the brain drain problem for a long-term strategic development of modern company has an extremely important significance.The first three articles in this Personnel leaving problems-Iverson,Kim,and Laczo/Hanisch-can be viewed together.ach article is concerned with employee withdrawal.Iverson estimates a causal model of turnover, whereas Kim estimates a model of intent to stay, which he terms “behavioral commitment”. It is stated that Kim “estimates a model of turnover through intent to stay. ”Kim,however, is careful to note, as recent research Sager, Griffeth, & Hom, 1998indicates, that intent to stay may not be the closest variable to turnover in the causal sequence. Iverson's research is the preferred practice and has been the pattern most often followed by research on turnover The analysis of turnover data has generally classified employees as either stayers or leavers.This strategy does not take into account differences among leavers,who will vary by how long they have been members of their organizations before they leave. In short, information is lost with the leaver/stayer classification And this lost information may be important since leavers with various lengths of service may differ significantly.Iverson's use of event history analysis treats turnover as a continuous variable-all employees vary by how long they have worked for their employers-thereby making fuller use of possible data than theeither/or classification. Event history analysis has long been used in medical research where it is often termed ``survival analysis.'' Different patients, for example, survive for varying periods of time after medical intervention, such as taking a medication or having an operation.Treating turnover as a continuous variable also provides more sophisticated statistical techniques for analysis and is thus the recommended strategy for the analysis of turnover data.It might be expected that increased kinship responsibility would reduce voluntary turnover for women but not for men, since kinship obligations have historically been more strongly assigned to women. Iverson's data, however,indicate no significant difference between men and women in the hospital he studied. It is important to replicate Iverson's study, since gender differences have long been important in the kinship area.Iverson's study was done in Australia. In the 1940s, 1950s, and 1960s,Australian scholars were major figures in research on turnover. Most researchers, for example, were familiar with the Personnel Practice Bulletin and the Bulletin of Industrial Psychology and Personnel Practice, both published in Australia. In recent years, however, there has been little turnover research by Australian scholars. Iverson is producing a substantial amount of quality work on turnover and promises to restore Australian scholarship to a major position in this area.Kim's research was done in South Korea where, unlike Australia, there is no-thereby substantial tradition of research on turnover. However, Kim has begun to produce quality studies on turnover Kim, forthcoming; Kim, Price, Mueller, &Watson, 1996 and he may be the beginning of a substantial tradition of turnover research in South Korea.Early research on turnover-from approximately 1900 to about 1950-focused heavily on male, blue-collar employees located in manufacturing firms.These employees and firms were dominant in the United States at this time so it was natural for scholars to select these samples and sites. Since about 1950, however, samples and sites have noticeably changed. Much more attention is now devoted to female, white-collar employees located in service firms. The shift of sample and sites is desirable: if general causal models are to be developed, and this is the goal of scientific research, then diverse samples and sites must be studied. Kim's sample is mostly male, strongly blue-collar84%, and is conducted in an automobile manufacturing plant; he thus studied the type of sample and site used by early turnover researchers.Research on turnover has not generally made use of kinship variables as determinants. Economists and psychologists have long dominated turnover research. Economists have focused on such determinants as pay, opportunitythat is, the labor market, and type of training, whether specific or general.Psychologists have examined suchdeterminants as job satisfaction, organizational commitment, job involvement, and dispositional variables, such as positive and negative affectivity. Neither economists nor psychologists have been much interested in kinship variables as determinants. Unlike economists and psychologists, sociologists are concerned with kinship variables, and Iverson, being a sociologist, includes such a variable in his model,namely,amount of responsibility. He hypothesizes that increased kinship responsibility will reduce voluntary turnover.Most studies of the causal order of job satisfaction and organizational commitment are not longitudinal, do not make use of developed causal models, and do not use LISREL analytical procedures. Currivan's study is longitudinal,makes use of a developed causal model, and uses LISREL. His results are thus the best available on the causal ordering of satisfaction and commitment.Currivan finds that the relationship commonly found between satisfaction and commitment is spurious due to common determinants. In short, satisfaction and commitment have no significant relationship. His analysis, as previously indicated, assumes that satisfaction is a determinant of commitment. If replicated, Currivan's findings have important implications for the explanation of turnover, since many of the major models have a path between satisfaction and commitment. Satisfaction and commitment will remain in these explanations, if Currivan is correct, but not the path between thetwo variables. Replication of Currivan's study is needed. This replication should use three time periods rather than the two which Currivan uses. Three time periods will allow a more accurate assessment of causal order.The sixth article, by Allen and Griffeth, focuses on the relationship between job performance and turnover. Different scholars have dealt with various aspects of the job performance-turnover relationship; what Allen and Griffeth seek to do is to tie these different aspects together into a causal model.Desirability and ease of movement-March and Simon's classic determinants of turnover1958-are historically treated, respectively, as satisfaction and number of alternatives in the environment.'' In discussing reward contingency and visibility as moderators, Allen and Griffeth suggest expansion of March and Simon's classic concepts. Desirability of movement, they suggest,should be expanded to encompass organizational commitment and the opportunity to transfer to another job within the organization; ease of movement should be extended to include quality of alternatives in the environment. Allen and Griffeth thus argue for another look by turnover scholars at March and Simon's desirability and ease of movement.It is important to remind turnover scholars that there are different routes to turnover from the exogenous determinants. Not everyemployee, for example,who leaves an organization does so because of dissatisfaction. Desirability of movement, commonly viewed as satisfaction, to return to Allen and Griffeth's model, is but one route to turnover. There is also ease of movement and performance-related shocks. Allen and Griffeth remind scholars of the different routes to turnover by means of reconciliation rather than rejection. Rather than simply rejecting the work of Dreher, Merton, and Lee/Mitchell as being incomplete, Allen and Griffeth reconcile their findings into a single model. It is easy to reject; it is more difficult, and productive, to reconcile.Causal models of turnover generally examine the explanation of voluntary turnover with complex models. The articles by Iverson and Kim are illustrations of these models.Although more simplified than either the Iverson or Kim models, Currivan's model is still quite complex. The seventh article in this special issue, by Williams,deviates from both of these patterns by examining functional turnover with a simple model.By means of meta-analytical structural equation modeling of secondary data, Gaertner finds that all of the determinants in his model, except pay, have direct impacts on job satisfaction. Only three determinants also have direct impact on organizational commitment. The determinants thus divide into two categories: those that only have an impact on satisfaction. Neither of the extreme positions is thus consistent with the data. An interesting feature of Gaertner's analysisis the finding that pay, when other exogenous determinants are controlled, has no impact on satisfaction. Most models of turnover include pay as a key determinant.Gaertner's analysis must, of course, be replicated. His sample, for instance,mostly consists of middle-class employees and his results, especially those pertaining to pay, may not be found elsewhere.Williams also found that unemployment, his labor market variable, had a direct influence on functional turnover. Surprisingly, poor performers left the organization when unemployment was high and job opportunities were low. As with the results for contingent rewards, satisfaction did not serve as a mediating variable.The eighth and final article of the special issue is by Griffeth and his colleagues. Two important messages are conveyed by this article. First, the management of turnover must be sensitive to the different types of employee in the organization. There is no one best way to manage turnover for all employees. Second, the study of turnover must, in the long run, yield bottom-line organizational benefits or managers will not indefinitely support costly and time-consuming turnover research.Griffeth and his colleagues construct a typology of employees which forms the basis of their managerial recommendations. There are two steps in their construction of the typology. First, based on high and low amounts of organizational commitment and job involvement, they create four types of employees:institutionalized stars high on both concepts;lone wolves low on commitment and high on involvement; citizens high on commitment and low on involvement; and apathetics low on both concepts. Although a number of organizational scholars have developed typologies that use commitment and involvement, Griffeth et al. especially rely on the work of Blau and Boal 1987.Griffeth et al. illustrate these four types of employees with data drawn from the organizational literature. Second, Griffeth et al. discuss these four types of employees with material drawn from Farrell's 1983 analysis of Hirchman's classic work 1970.The last part of the article by Griffeth and his colleagues is devoted to describing different management strategies for these types of employees. This article by Griffeth et al. is the only one of this special issue that has an applied component. Turnover researchers typically devote little time and effort to application, since the development and estimation of models has much higher prestige in the scholarly community. Implicit in the article by Griffeth et al. is the message that turnover scholars had best not forget application, because managers must ultimately have bottom-line organizational benefits from turnover research or else they will not continue to support this type of research.译文员工流失介绍专题资料来源:人力资源管理评社作者:詹姆斯,匹得人力资源是现代公司最为重要的资源,人才是企业稳定持续发展不可或缺的。

民营企业员工流失问题与应对措施7人力资源Hum an resources中国加入WTO以后，民营企业又面临着新的危机———人才的危机。

民营企业的发展在很大程度上因人才的缺乏而受到阻碍。

民营企业发展的先天不足，是在人力资源管理方面还没有形成一套适合中国国情的、适合中国民企发展的科学合理的人力资源管理系统。

民营企业从目前来看进入到人力资源开发层面的几乎没有。

民营企业在获取和拥有人力资源上比国有企业有更大的优势，但在优势下也隐藏着一些问题，即员工的流失与管理对策的问题。

这些问题最终会影响企业持续发展的潜力和竞争力。

众所周知，民营企业因其机制灵活、有较大的经营自主权，因而在人员招聘、工资体系、员工辞退等方面均有较大的灵活性，使它在获取和拥有优质人力资源上比国有企业有更大的优势，但在这种优势下，也隐藏着一些问题。

比如，有的管理者认为劳动力市场对企业是敞开大门的，企业在任何时候都可以招到需要的员工，因此不在乎员工的高流失率，不计算员工流失造成的人力成本的增加以及因此带来的其它深远的负面影响。

虽然企业人员有合理的流动是正常的现象，也是必要的，但当前民营企业员工流动存在不合理性。

一是流失率过高，如有的企业已高达25％；二是流失人员中有较大比例是中基层管理人员和专业技术人员，这些人具有特有的专长，有管理经验，是企业的中坚力量。

因此员工高比例流失，不仅带走了商业、技术秘密，带走了客户，使企业蒙受直接经济损失，而且，增加企业人力重置成本，影响工作的连续性和工作质量，也影响在职员工的稳定性和效忠心。

如不加以控制，最终将影响企业持续发展的潜力和竞争力。

本文试图就这一问题产生的原因及其管理对策作些探讨。

员工流失原因分析根据调查分析，近年来民营企业员工流失的原因主要有以下几点：工作职责设计不合理、负担过重，使人难以承受。

多数民营企业存在起时或超强度劳动问题，计件制工人加在接工作量付酬，而一些技术和管理岗位的员工加班，则常常是象征性地发一些加班工资，或不发加班工资。

本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1 文献译文 (1)1.1 透视动力 (1)1.2 激励和控制的区别 (1)1.3 态度 (3)1.4 奖励 (3)1.5 激发动力适宜的环境 (4)1.6 做一个有干劲的人 (4)1.7 正确的奖励与正确的结果 (6)2 文献原文 (7)2.1 Perspective Power (7)2.2 Drive and Control difference (8)2.3 Manner (10)2.4 Encourage (10)2.5 Stimulation power being suitable environment (11)2.6 Makes one to have the working zeal person (12)2.7 Correct reward and correct result (13)1 文献译文1.1透视动力如果你知道什么因素可以激发人们的动力，那你就掌握了和人们沟通交流的最有效的工具。

在介绍部分的内容中，我说过，激发动力是大家最普遍的要求，每一个人都想要获得更多的动力，但是他们却不知道动力到底是什么。

一个人可能会说他希望获得更大的动力，管理者和领导者会说他们希望拥有一个更加积极的团队，雇主希望雇佣一个有干劲的员工，员工希望有一个能激发他们动力的雇主。

事实上，雇主对员工的要求非常高，所以员工应该具有激发自我积极性的能力。

动力和力量关系非常紧密，我们可以说一个干劲十足的人拥有无穷的力量。

我们可以回想一下一个惊人的故事：一个母亲和她的几个孩子经历了一场车祸，她们的汽车翻了过来，车底朝天，孩子们被困在了车里，母亲被抛出了车外，幸运的是，她并没有受伤。

母亲体重约57公斤，身高只有163厘米。

当救护队到达时，他们发现母亲把孩子们抱在怀里，孩子们也没有受伤。

救护队把他们送到医院，进行了一次全面的检查，结果发现，这位母亲的椎骨被压断了。

毕业设计(论文)外文资料翻译题目:中部地区中小企业人才流失原因及其对策分析——以郑州高新区为例院系名称：国际学院专业班级：人力资源管理0804班学生姓名：于飞学号： 2指导教师：张可军教师职称：讲师附件： 1.外文资料翻译译文；2.外文原文。

签名：2012年1月06日附件1：外文资料翻译译文吸引和留住人才来自：《承包商工具和供应》吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。

这样的预言在当今竞争越来越激烈的商界中已经得到验证。

人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。

当“新手”雇员加入工作岗位，必然有各种问题随之产生。

因此，吸引和留住企业中的优秀雇员十分重要。

高效率的雇员就是令人满意的雇员。

这样的人能为企业创造更好的业绩。

企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。

首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。

同时要关注表现欠佳的雇员，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚自己的工作职责。

如果员工的表现没有达到预期的要求，企业管理者应明确的反馈给员工知道。

大卫•格罗斯是Power&Control Automation 公司的客户代表。

该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。

他提出以下观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。

除了福利和报酬之外，雇员还需要对公司有一份信心。

他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。

格罗斯认为安全感是区分好企业与坏企业的一大特点。

“优秀的雇员具有积极的态度和可培训性，他们有良好的工作记录，能与他们合作融洽。

作为小型企业，我们可以更加灵活，并且我们很自豪能给雇员提供家庭般和谐友好的氛围，较有自我管理的风格。

目录摘要 (I)ABSTRACT (1)一、我国民营企业人才的现状 (2)（一）我国民营企业人才流动的特点 (2)（二）人才流失对民营企业的影响 (4)二、民营企业人才流失的原因分析 (6)（一）企业外部原因分析 (6)（二）企业内部原因分析 (7)三、解决我国民营型企业人才流失的对策 (10)（一）树立企业形象，提高民营型企业的知名度 (10)（二）注重“以人为本”的企业文化建设 (10)（三）建立有效的晋升机制 (11)（四）建立公平公正的绩效制度和薪酬制度 (11)（五）提高管理者自身素质，加强与员工之间的沟通 (12)四、结语 (13)致谢 (14)参考文献 (15)摘要民营企业是我国社会经济的命脉, 而人力资本又是民营企业发展的关键决胜点。

然而，我国民营企业人才流失问题日益严重，这不仅仅阻碍了民营企业本身的发展，也严重影响了我国国民经济的进步。

因此，如何采取有效的方式留住人才,保持民营企业在经济体系中的坚实的地位,已经成为民营企业目前的当务之急。

本文针对一些关于目前民营型企业人才流失问题的文献进行研读探讨，归纳总结了我国民营企业人才流失的现状以及原因，然后对此进行研究，提出了解决这一问题的相应对策，相信这对我国民营企业发展有一定的现实意义。

关键词：民营企业；人才流失；原因；对策ABSTRACTPrivate enterprises are the lifeblood of China's social economy, and human capita l is the key to the development of private enterprises. However, the problem of brain d rain in China's private enterprises is becoming more and more serious. This not only h inders the development of private enterprises themselves, but also seriously affects the progress of our national economy. Therefore, how to take an effective way to retain ta lent, to maintain private enterprises in the economic system in a solid position, has be come a private enterprise is currently imperative. This paper summarizes the present s ituation and reasons of the brain drain of private enterprises in China, and then puts fo rward the corresponding countermeasures to solve this problem. The development of private enterprises has some practical significance.Key words：Private Enterprises; Brain Drain; Reasons; Countermeasures改革开放后，民营企业的潜力得到了空前的释放，沿着一定的轨道快速发展，这也进一步要求其需要具有相应人才的流动机制与之相匹配。

本科毕业设计（论文）外文参考文献译文及原文学院专业年级班别学号学生姓名指导教师年月日译文目录1人才流失的现状 (1)2民营企业人才流失的原因 (2)2.1管理制度不合理内部管理混乱 (2)2.2提高企业主的素质低下 (2)2.3与员工交流沟通不足 (2)3对民营企业人才流失问题的对策 (4)3.1建立现代企业制度完善公司治理治理结构 (4)3.2实行人本管理 (4)3.3培育先进的企业文化 (5)3.3.1培育创新文化 (5)3.3.2提高企业家自身素质 (6)3.3.3强调“以人为本”的管理文化 (6)结论 (7)外文文献原文 (8)1 人才流失的现状民营经济是最具活力的经济增长点，是区域经济发展中最活跃、最有优势的经济成分。

随着民营企业规模的不断壮大和市场经济体制的不断完善，传统的民营企业管理体制和管理方式和观念制约着民营企业的发展。

特别是现在中小型民营企业中关键人才流失的情况比较严重，据调查，民营企业近几年的人才流失率达30%以上，一些生产企业人才流失率竟达70%，民营企业中的中高层人才以及科技人员，在公司的工作年龄普遍较短，一般为2-3年，最长的也不过5年。

许多民营企业叫喊着人才难求、人才难留。

民营企业的人才流失的症结在哪里？这个问题值得我们深入研究。

2民营企业人才流失的原因对于民营企业人才流失的原因，我认为应该从民营企业的内部管理制度、民营企业家自身素质以及民营企业的企业文化三个方面进行探讨。

2.1管理制度不合理内部管理混乱民营企业内部管理制度不完善，内部管理混乱，缺乏基本的制度，组织结构不合理，从而导致员工无所适从，不知道应该怎么做才符合企业的要求。

由于没有明确的工作标准，员工即使努力工作，也难以获得认可。

还有些民营企业由于事业高速发展，企业天天在变，经营的目标是如何做好和做大生意上，至于内部企业管理，能用就先用着，因此导致很多制度还来不及建立健全，企业管理许多事主要还是人治，缺少成文的制度规范。

本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1外文文献译文 (1)2外文文献原文 (8)吸引和留住人才福雷德理·何博格著出版在承包商工具和供应杂志，2005年3月摘要吸引人才和留住人才，是企业成功的关键。

企业最重要的资源，就是优秀雇员，他们不断提升工作技能，为企业和顾客带来更大的价值。

本文论述的是如何吸引和留住人才来保持竞争力，以及如何打造持续繁荣发展的企业环境。

关键词：吸引，留住，人才，环境，竞争力1 吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。

这样的预言在当今竞争越来越激烈的商界中已经得到验证。

人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。

当“新手”雇员加入工作岗位，必然有各种问题随之产生。

因此，吸引和留住企业中的优秀雇员十分重要。

高效率的雇员就是令人满意的雇员。

这样的人才能为企业创造更好的业绩。

企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。

首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。

同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚明白自己的工作职责。

如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。

大卫·格洛斯是Power & Control Automation公司的客户代表。

该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。

他提出以下的观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。

除了福利和报酬之外，雇员还需要对公司有一份信心。

他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。

”格洛斯认为安全感是区分好企业与坏企业的一大特点。