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Bartleby -- Managing the Great Resignation
巴托比專欄——應(yīng)對(duì)離職潮
High staff churn is here to stay. Retention strategies require a rethink.
高員工流失將持續(xù)存在。留存策略需要被重新思考。
In the not-so-distant past, bosses did not have to worry as much about their workforces.
就在不久的過去，老板們還不必為員工的事如此發(fā)愁。
Newcomers could absorb the corporate culture osmotically.
新員工能夠輕而易舉地吸納企業(yè)文化。
Workers’ families were invisible, not constantly interrupting Zoom calls.
員工們的家人是隱形的，不會(huì)經(jīng)常出現(xiàn)打斷Zoom電話。
Employees had a job, not a voice.
員工有工作，但沒有發(fā)言權(quán)。
Now firms have to “be intentional” (management-speak for thinking) about everything from the point of the office to how staff communicate with each other.
現(xiàn)在，從辦公到員工之間如何溝通的每一件事，公司都必須“有意識(shí)地”（管理用語(yǔ)，即考慮）對(duì)待。
Retention is the latest area to require attention.
留存率是最近需要關(guān)注的領(lǐng)域。
The spike in staff departures known as the Great Resignation is centred on America: a record 3% of the workforce there quit their jobs in September.
被稱為“離職潮”的員工離職高峰主要發(fā)生在美國(guó)：9月份，創(chuàng)紀(jì)錄地有3%的美國(guó)員工辭職。
But employees in other places are also footloose.
但其他地方的員工也開始走動(dòng)起來。
Resignations explain why job-to-job moves in Britain reached a record high in the third quarter of this year.
這些離職使今年英國(guó)第三季度的跳槽率達(dá)到了歷史新高。
Some of the churn is transitory.
有些流失是暫時(shí)的。
It was hard to act on pent-up job dissatisfaction while economies were in free fall, so there is a post-pandemic backlog of job switches to clear.
在經(jīng)濟(jì)狀況持續(xù)下滑時(shí)，很難對(duì)壓抑已久的工作上的不滿采取行動(dòng)，因此，疫情后，積壓的工作變動(dòng)得以清理。
And more quitting now is not the same as sustained job-hopping later.
而且，現(xiàn)在離職的人多并不等于他們以后也會(huì)不斷跳槽。
As Melissa Swift of Mercer, a consultancy, notes, white-collar workers in search of higher purpose will choose a new employer carefully and stay longer.
正如美世咨詢公司的梅麗莎·斯威夫特指出的那樣，追求更高目標(biāo)的白領(lǐng)會(huì)謹(jǐn)慎選擇新雇主，并在公司留得更久一些。
But there is also reason to believe that higher rates of churn are here to stay.
但我們也有理由相信，高流失率將繼續(xù)存在。
The prevalence of remote working means that more roles are plausible options for more jobseekers.
遠(yuǎn)程辦公的盛行意味著，對(duì)于更多的求職者來說，可選擇的職位似乎更多了。
And the pandemic has driven home the precariousness of life at the bottom of the income ladder.
疫情讓人們清楚地意識(shí)到，處于收入階梯底層的生活是不穩(wěn)定的。
Resignation rates are highest in industries, like hospitality, that are full of low-wage workers who have lots of potentially risky face-to-face contact with colleagues and customers.
酒店業(yè)等行業(yè)的離職率最高，這些行業(yè)有著許多工資很低的員工，他們需要與同事和客戶進(jìn)行潛在風(fēng)險(xiǎn)很大的面對(duì)面接觸。
One conventional solution—identifying a few star performers and bunging them extra money—is not a retention strategy if large chunks of the workforce are thinking differently about their jobs.
傳統(tǒng)的解決方案——找出少數(shù)幾個(gè)表現(xiàn)出色的員工，多塞給他們一些錢——在大部分員工都對(duì)他們的工作有不同想法的情況下，并不是一種能留住員工的策略。
What should managers be doing?
那管理者應(yīng)該做些什么？
First, they should systematically gauge the retention risk that their firm faces.
首先，他們應(yīng)該系統(tǒng)地評(píng)估公司面臨的留存風(fēng)險(xiǎn)。
Working out what has driven people to quit is too late; rather than exit interviews, forward-thinking firms conduct “stay interviews” to find out what keeps employees.
找出促使人們辭職的原因?yàn)闀r(shí)已晚；有遠(yuǎn)見的公司不會(huì)進(jìn)行離職面談，而是會(huì)進(jìn)行“留存面談”，來找出員工留下的原因。
Focusing on teams cut back during the pandemic is another tactic: burnout rates are likely to be higher in departments that took lay-offs.
另一種策略是重點(diǎn)關(guān)注在疫情期間被削減的團(tuán)隊(duì)：在進(jìn)行過裁員的部門，職業(yè)倦怠率可能更高。
Understanding a firm’s vulnerability to other employers is also key.
了解公司相對(duì)其他雇主的弱點(diǎn)也是關(guān)鍵。
When behemoths like Amazon or Walmart raise wages or add perks, the effects ripple beyond retailing.
當(dāng)亞馬遜或沃爾瑪這樣的巨頭提高工資或增加福利時(shí)，它們的影響會(huì)波及到零售業(yè)以外的行業(yè)。
Second, managers need to pull different levers to retain different types of people.
其次，管理者需要使用不同的手段來留住不同類型的人。
Salaries matter to everyone but for lower-wage workers in particular, benefits like health care have also become central.
工資對(duì)每個(gè)人來說都很重要，但對(duì)工資較低的員工來說尤其如此，醫(yī)保等福利也會(huì)變得至關(guān)重要。
A recent survey of young Americans by Jefferies, an investment bank, found that health concerns were the prime reason why people with only a high-school education had quit their jobs.
投資銀行杰富瑞最近對(duì)美國(guó)年輕人進(jìn)行的一項(xiàng)調(diào)查發(fā)現(xiàn)，對(duì)健康方面的擔(dān)憂是只有高中學(xué)歷的人辭職的主要原因。
It’s a similar story for flexible working.
彈性工作制的情況也是如此。
For white-collar types the split between office and home is what counts.
對(duì)于白領(lǐng)這類人群來說，辦公室和家庭能夠分開才是最重要的。
For blue-collar workers, single parents especially, scheduling matters—when their shifts start and end, and how much leeway they have to manage their time.
對(duì)于藍(lán)領(lǐng)工人，尤其是單親父母來說，時(shí)間安排很重要——何時(shí)開始和結(jié)束輪班，以及他們?cè)跁r(shí)間分配方面有多大的回旋余地。
Firms also need to think harder about the career paths that entry-level employees can take.
公司還需要更加認(rèn)真地考慮初級(jí)員工的職業(yè)道路。
In a recent survey of large firms conducted by the Institute for Corporate Productivity, a research outfit, a majority admitted they did not have adequate data about the skills of their workers, making it harder to spot talent.
在企業(yè)生產(chǎn)力研究所(一所研究機(jī)構(gòu))最近對(duì)大公司進(jìn)行的一項(xiàng)調(diào)查中，大多數(shù)公司承認(rèn)他們沒有足夠的關(guān)于員工技能的數(shù)據(jù)，這使得發(fā)現(xiàn)人才變得更加困難。
A quarter reckoned that LinkedIn knew more about their workforce’s capabilities than their own firms did.
四分之一的人認(rèn)為領(lǐng)英比他們公司自己更了解他們員工的能力。
Third, managers should plan for how to find new workers.
第三，管理者應(yīng)該為如何尋找新員工做好計(jì)劃。
Remote working makes it easier to lose people but also to bring freelancers on board quickly.
遠(yuǎn)程工作使公司更容易失去員工，但這也能讓自由職業(yè)者迅速加入進(jìn)來。
Qualification demands can be relaxed.
資質(zhì)要求可以放寬一些。
In recent years IBM has removed the requirement for undergraduate degrees from over half of its American job openings.
近年來，IBM在美國(guó)超過一半的招聘職位都取消了對(duì)本科學(xué)歷的要求。
And there is no better time for firms to take aim at dim-witted regulation.
對(duì)于公司來說，現(xiàn)在是打破愚蠢的規(guī)章制度的最佳時(shí)機(jī)。
In response to a shortage of lorry drivers, Britain’s government has decided to combine separate tests for driving rigid and articulated lorries into one.
為了應(yīng)對(duì)卡車司機(jī)短缺的問題，英國(guó)政府決定將駕駛剛性卡車和鉸接式卡車的測(cè)試合二為一。
The Great Resignation should also prompt a question that rarely gets asked—exactly what level of churn is right?
離職潮還應(yīng)該引發(fā)一個(gè)很少被問到的問題——到底多大程度的人員流失才是合理的？
It is more expensive to hire new employees than to keep current ones.
招聘新員工比留住現(xiàn)有員工更昂貴。
Yet by that logic, companies would never want anyone to quit.
但是，按照這種邏輯，公司永遠(yuǎn)不想讓任何人辭職。
The mix of old and new is what matters.
新舊結(jié)合才是關(guān)鍵。
Existing hands provide cultural ballast; joiners bring fresh skills and perspectives.
現(xiàn)有的人手保住企業(yè)文化；新加入者帶來新的技能和視角。
Keeping good employees happy is vital.
讓優(yōu)秀員工開心是至關(guān)重要的。
But people are like water: there is such a thing as too much retention.
但人就像水一樣，儲(chǔ)存得太多也不好。
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