鐐鸿畵澶у鍦ㄥ畨蹇冨倷鑰冪殑鍚屾檪(sh铆)涔熻兘婧�(zh菙n)纰虹嵅鐭ヨ€冭│鍫�(b脿o)鍚嶆檪(sh铆)闁撶瓑鐩搁棞(gu膩n)淇℃伅锛岀挵(hu谩n)鐞冪恫(w菐ng)鏍℃彁渚� 鍏嶈不(f猫i)闋�(y霉)绱勭煭淇℃彁閱�鏈嶅嫏(w霉)锛屼互鐭俊鐨勬柟寮忔彁鍓嶅憡鐭ュ悇浣嶈€冪敓2022骞翠笂鍗婂勾BEC鍟嗗嫏(w霉)鑻辫獮(y菙)鍫�(b脿o)鍚嶆檪(sh铆)闁撳強鑰冭│鏅�(sh铆)闁撶瓑淇℃伅锛屼互闃叉偍閷�(cu貌)閬�(gu貌)锛佺法杓帹钖︼細2022骞翠笂鍗婂勾鍏ㄥ湅(gu贸)BEC鍚勭礆(j铆)鍒ヨ€冭│鍫�(b脿o)鍚嶆檪(sh铆)闁撳強鍏ュ彛鍖附銆�

PART ONE: Interview

(1) What do you think can encourage employees to stick around?

浣犺獚(r猫n)鐐轰粈涔堣兘鐣欎綇鍝″伐/浣垮摗宸ヤ笉璺虫Ы?

To keep workforce stable is a challenge for every company. Opportunities for growth in the company, a good work relationship, career plans for employees, providing or paying for training, a sense of empowerment, open communication and even praising employees can help retain employees.

(2) What do you think of staff turnover?

浣犲皪(du矛)鍝″伐娴佸け鏈変綍楂樿(ji脿n)?

Staff turnover is not a problem, but a symptom. There appears nowadays a race of knowledge nomads, hopping from one job to another, making contribution and commitment to each company they work. Increasing employee mobility appears to be a fact of corporate life in the 21st century.

(3) Are financial incentives the most important thing to retain employees?(Why?/Why not?)

閲戦將婵€鍕�(l矛)鏄暀浣忓摗宸ョ殑鏈€閲嶈鎵嬫鍡�?(鐐轰粈涔�?)

Yes, definitely. Since people work primarily to earn bread and milk. Financial incentives undoubtedly contribute to a decent and comfortable life, which in turn will enhance commitment and boost morale and retention. Nobody will leave a job, if reasonably paid.

(4) Is it important to involve staff in decision-making in the company?(Why?/Why not?)

璁撳摗宸ュ弮鑸囨焙绛栭噸瑕佸棊?(鐐轰粈涔�?)

Yes, definitely. Involving staff in decision-making in the company gives the employees a sense of empowerment and ensures the active participation of the staff, which can be very helpful and contributable to low turnover, democratic atmosphere and high productivity.

Knowledge nomads and commitment

鐭ヨ瓨(sh铆)鍨嬫父鐗ф棌鑸囨暚妤�(y猫)绮剧

By Mallory Stark

Knowledge nomads are highly mobile workers.

鐭ヨ瓨(sh铆)鍨嬫父鐗ф棌鏄寚娴佸嫊(d貌ng)妤电偤闋荤箒鐨勫摗宸�銆�

Like nomadic people, they move frequently from place to place.

濡傚悓娓哥墽姘�锛屼粬鍊戜笉鏂峰湴寰炰竴鍊�(g猫)鍦版柟閬峰緳鍒板彟涓€鍊�(g猫)鍦版柟銆�

No one organization is their home or life.

娌�(m茅i)鏈夊摢鍊�(g猫)鍏徃鏈�(hu矛)鎴愮偤浠栧€戠殑瀹舵垨浜虹敓鐨勬腐鐏ｃ€�

But also like nomadic people they build homes.

涓嶉亷(gu貌)浠栧€戜篃鍍忔父鐗ф皯涓€妯ｇ瓚妲藉绐�

Increasing employee mobility- the degree to which workers change companies-appears to be a fact of corporate life in the 21st century.

瓒婁締(l谩i)瓒婇牷绻佺殑鍝″伐娴佸嫊(d貌ng)—鍝″伐闋荤箒璺虫Ы—浼间箮鏄�21涓栫磤(j矛)浼佹キ(y猫)鎵€闈㈣嚚鐨勭従(xi脿n)瀵�(sh铆)銆�

But are such workers less committed to their employers as a result?

閭ｄ箞閫欎簺鍝″伐鏄笉鏄氨鍥犳涓嶉偅涔堟暚妤�(y猫)浜嗗憿?

The common perception is that workers who hop from job to job are less committed; perhaps even suffer from an inability to commit.

浜哄€戜竴鑸獚(r猫n)鐐�锛屼笉鏂疯烦妲界殑鍝″伐涓嶅绲傝韩寰呭湪涓€鍊�(g猫)浼佹キ(y猫)鐨勫摗宸ユ暚妤�(y猫)銆�

However, according to Todd L. Pittinsky and Margaret J. Shjh, in Knowledge Nomads: Organisational Commitment and Worker Mobility in Positive Perspective from the February issue of American Behavioral Scentist, the reality is that this new generation of “knowledge nomads,” while moving frequently, do form attachments and commit to employers when they stop.

鐒惰€�锛屾牴鎿�(j霉)鎵樺痉 L 褰间竵鏂熀鍜岀應鏍奸簵鐗� J 瑗跨櫦(f膩)琛ㄥ湪銆婄編鍦�(gu贸)琛岀偤绉戝(xu茅)瀹躲€嬩簩鏈堝垔涓婄殑鏂囩珷銆婄煡璀�(sh铆)鍨嬫父鐗ф皯锛氬緸鑲畾鐨勮瑙掔湅鏁キ(y猫)鑸囧摗宸ユ祦鍕�(d貌ng)銆�锛岄€欎簺鏂拌垐鐨勭煡璀�(sh铆)娓哥墽鏃�锛岀洝绠′笉鏂峰湴璺虫Ы锛屼絾涓€鏃﹀湪鏌愬鍏徃閫楃暀锛屼粬鍊戜簨瀵�(sh铆)涓婁篃灏�(du矛)闆囦富璨�(f霉)璨�(z茅)锛屽繝瑾�(ch茅ng)浜庨泧涓�銆�

They are motivated to work hard, and commit themselves strongly to the companies in which they sojourn.

閫氶亷(gu貌)婵€鍕�(l矛)锛屼粬鍊戞渻(hu矛)涓嶉伜浣欏姏銆佸叏蹇冨叏鎰忕偤鎵€閫楃暀鐨勪紒妤�(y猫)濂夌嵒(xi脿n)鑷繁鐨勮伆鏄庢墠鏅�銆�

……

鐢变簬绡囧箙杓冮暦(zh菐ng)锛屽彧鎽樺彇浜嗛儴鍒�锛屽畬鏁寸増鑰冪敓鍙厤璨�(f猫i)榛�(di菐n)鎿婁笅杓夋鏂囨獢锛�

浠ヤ笂灏辨槸鐠�(hu谩n)鐞冪恫(w菐ng)鏍″皬绶ㄧ偤鎮ㄥ付渚�(l谩i)鐨�“2022骞翠笂鍗婂勾鍟嗗嫏(w霉)鑻辫獮(y菙)涓礆(j铆)鍙ｈ│绶寸繏(x铆)椤岋細?ji菐n)T宸ユ祦澶�”鐨勫叏閮�?j墨)?n猫i)瀹癸紝婧�(zh菙n)鍌�2022骞碆EC鑰冭│鐨勮€冪敓瓒曞揩鎶撶穵鏅�(sh铆)闁撳倷鑰冨暒锛岄渶瑕佸晢鍕�(w霉)鑻辫獮(y菙)鑰冮粸(di菐n)銆佹ā鎿反缈�(x铆)绛夎硣鏂欑殑鑰冪敓锛屽彲榛�(di菐n)鎿�“鍏嶈不(f猫i)涓嬭級”鎸夐垥锛岄€�(j矛n)琛屽厤璨�(f猫i)涓嬭級锛屾洿澶欱EC鍟嗗嫏(w霉)鑻辫獮(y菙)鍌欒€冭硣鏂欐寔绾�(x霉)鏇存柊涓�锛�