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Unit 19 How to Keep Your Most Talented People
第19篇 如何留住你的最優秀人才
In 1943, social scientist Abraham Maslow outlined a pyramid that showed what he called the human being's "hierarchy of needs."
1943年，社會學家亞伯拉罕·馬斯洛提出了金字塔式的人類需求層次理論。
People start with a desire for basic physiological needs: food, clothing，shelter-that's the bottom of the pyramid. Once they've achieved those，they seek safety, and then social interaction and love, and then self-esteem. Finally, at the top of the pyramid, is what Maslow called "selfactualization" -the need to fulfill one's self, and become all that one is capable of becoming.
人們從基本的生理需求吃、穿、住開始，這些位于金字塔的最底端。一旦他們實現了這些，他們就會尋求安全，然后是社交和愛，接下來是自我尊重。最后，在金字塔的頂端，是馬斯洛所說的自我實現，即實現自我，發揮自己所有潛能的需求。
In the early days of the study of management, Frederick Taylor wrote that what workers most want is high wages-which would help them fulfill their basic physiological needs. But it's fair to say today, most workers-and particularly your best workers-have made their way to the top of Maslow's pyramid.
在管理研究的初期，弗里德里克·泰勒曾寫道，工人們最想得到的是高工資，這有助于他們滿足基本的生理需求。但公平地說，如今的大多數工人，尤其是最優秀的工人已經走向了馬斯洛金字塔的頂端。
"Making a living is no longer enough," wrote management guru Peter Drucker. "Work also has to make a life." If you want to keep good people, their work needs to provide them with meaning-a sense they are doing something important，that they are fulfilling their destiny. At the end of the day, these psychological needs are likely to be as important, and perhaps more important, than the salary you pay.
管理學大師彼得·德魯克說，生存已經不夠了，工作也是為了生活。如果你想留住人才，他們的工作需要讓他們感到有意義，一種他們在從事重要的工作、實現自己使命的感覺。總有一天，這些心理需求可能會同你支付的工資同樣重要，甚至更加重要。
To keep your best people, then, you need to make sure they are Personally committed to the goals of the organization, and that they feel those goals are worth achieving. And you need to make certain they feel they are playing a suitably significant role in reaching those goals.
為了留住人才，你需要確保他們個人致力于組織目標的實現，并讓他們覺得這些目標值得他們去實現。你需要確定，他們感覺在實現組織目標的過程中扮演著恰如其分的重要角色。
That's a complex management challenge, not easily summed up in a few simple rules or guidelines. One good description of the complex social and psychological elements that go into creating a satisfying workplace is in Tracy Kidder's Pulitzer Prize-winning book, The Soul of a New Machine. Mr. Kidder skillfully records the human drama, and, ultimately, the magic that motivated a team of engineers at Data General Corp. in the 1970s to develop a new generation of computer.
這是管理上的一項復雜挑戰，難以概括成幾條簡單的標準或規則。特雷西·基德的《新機器的靈魂))-書描寫了創建一個令人滿意的工作場所所涉及的復雜的社會和心理因素。此書獲得了普利策獎。基德先生很好地記錄了人類的這些因素，這也是上世紀70年代最終激勵了 Data General Corp一個工程師團隊開發出新一代電腦的魔力。
The Data General team worked with little formal encouragement from the company's top management. But they came to believe in what they were doing. At the end of his book, Mr. Kidder compares the people on the team to the stonemasons who bui1t the great cathedrals.
Data General Corp.的工程師團隊從公司的最高層沒有獲得過什么正式的鼓勵。不過他們卻堅信自己所做的事情。基德在書的最后，將小組中的工程師比作修建了大教堂的石匠。
"They were building temples to God. It was the sort of work that gave meaning to life. That's what team leader Tom West and his team of engineers were looking for, I think. They themselves liked to say they didn't work on their machine for money.In the aftermath, some of them felt that they were receiving neither the loot nor the recognition they had earned, and some said they were a little bitter on that score. But when they talked about the project itself, their enthusiasm returned. It lit up their faces. Many seemed to want to say that they had participated in something quite out of the ordinary."
他們是在建造向上帝致意的教堂。這是一種賦予生活意義的工作。我想，這正是組長湯姆·維斯特和他的工程師團隊在尋找的。他們喜歡說自己并不是為了錢才開發電腦的。成功之后，一些人覺得自己既沒有得到錢也沒有得到應得的認可。有些人說，他們對此感到有些痛心。不過當談到項目本身時，他們的熱情就又回來了。熱情點亮了他們的臉龐。很多人看起來想說，他們曾經參與了一項非凡的事業。
That is the magic of managing talented people.
這就是管理人才的秘訣。
