漢譯英

激勵優質員工

企業是否能夠發掘、吸引、并留住高素質、高效率、能為企業建言獻策的人才，已經成為企業確保競爭力的決定性因素。

與發掘相比，我們更容易對優質的員工下定義。他們具有無限的精力與熱情，這些素質即使在糟糕的日子里也能閃閃發光。他們富有創意，行動敏捷，富有成效。他們不僅以振奮人心的言辭鼓舞著別人，而且身體力行，發揮表率作用。像這樣的員工能夠推動企業攀登一個又一個高度。

問題在于具備這些品質的員工對于企業的競爭對手而言也具有巨大的吸引力，所以很有可能被獵頭挖走。這樣的人才一旦流失，給企業帶來的經濟損失是十分巨大的，這其中不僅包括高昂的培訓成本，還包括生產能力的衰減和士氣的衰退。

然而，流失的高效員工并不都是被挖走的，有些人才是企業自己丟失的。高效員工離開，通常是因為企業不懂得如何留住他們。很多老板對于潛在的高效員工，尤其是年輕員工的追求一無所知或是漠不關心。

企業應當思考這樣的員工是可能如何看待一些重要的激勵因素的。

金錢仍然是一種重要的激勵因素，但老板不應當把錢看成是唯一起重要作用的激勵因素。事實上，高效員工認為他們獲得豐厚的薪酬是理所當然的。他們還尋求其他方面的動力。

對于新人來說，放權是一種尤其重要的激勵機制。高效員工渴望感到自己“擁有”能發揮自己創造力的項目。聰明的老板會提供這樣的機會。

具有挑戰性的工作對于高效員工來說，是另一個關鍵性的激勵因素。高效員工覺得自己服務的企業對于未來的發展方向缺乏明確的認識，他們就會喪失積極性。

企業應該為高效員工提供自我發展的平臺。高效員工極度渴望發展技能，豐富履歷。提供“充電”的機遇是企業留住高效員工的另一個必要措施。他們的工作要多樣化，需要給他們時間進行創造性思考，讓他們掌握新的技能。為高效員工配備師傅或老師，是企業決心推動他們快速成長的信號。

在能夠獲得良好的行政支持的環境下工作，員工能夠做出不俗的表現。員工都不愿意看到自己為企業獲得的成功僅僅因為他人的低效和支撐部門的無能而付諸東流。

最重要的是，高效員工，尤其是年輕的員工，希望感到他們服務的企業將其視為特殊的人才。一旦他們覺得企業將自己僅僅作為高效商品來看待，而不是作為人來加以重視，他們的忠誠度一落千丈也就不足為奇了。相反，如果企業為員工的發展進行投資，就很可能贏得他們的忠誠，就能培育出高效創新的團隊，這會讓競爭對手感到惶惶不安。

參考譯文

Employment.

An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.

High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organisations to greater and greater heights.

The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and inspiration.

However, not all high performers are stolen, some are lost. High performers generally leave because organisations do not know-how to keep them. Too many employers are blind or indifferent to the agenda of would be high performers, especially those who are young.

Organisations should consider how such people are likely to regard important motivating factors.

Money remains an important motivator but organisations should not magine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.

Empowerment is a particularly important motivating force for new talent. A high performer will seek to feel that he or she 'owns' a project in a creative sense. Wise employers offer this opportunity.

The challenge of the job is another essential motivator for high performers. Such people easily become demotivated if they sense that their organisation has little or no real sense of where it is going.

A platform for self-development should be provided. High performers are very keen to develop their skills and their curriculum vitae. Offering time for regeneration к another crucial way for organisations to retain high performers. Work needs to be varied and time-should be available for creative thinking and mastering new skills. The provision of a coach or montor signals that the organisation has a commitment to fast-tracking an individuals development.

Individuals do well in an environment where they can depend on good administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.

Above all, high performers - especially if they are young - want to feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will worry competitors.