201506_Mercer-保留关键人才-2014

MERCER2014CHINAHREVENTRetainingTopTalent保留关键人才27thFebruary2014MelSun孙洪海NotPeerReviewedMERCERFebruary26,2014HumanResourcesCapabilityDevelopmentExpert人力资源能力发展专家26February2014Section1TheRetentionChallenge保留人才的挑战MERCERTalentRetentionchallengesinChina中国人才保留的挑战在中国,的员工正在认真的考虑离开现在的公司寻找新的工作机会31Source:2011Mercer’sWhatisWorkingChinaReportMERCERVoluntaryturnoverrateremainshighafterfinancialcrisis金融危机结束后，员工主动离职率一直在高位徘徊16%20%16%18%0%5%10%15%20%25%2010201120122013(estimated)MERCERReplacementCostas%ofAnnualTotalRemuneration员工的替换成本（占总的年收入百分比）0%20%40%60%80%100%SeniorManagementManagementProfessionalStaff%ofParticipants200-300%100-200%50-100%25-50%0-25%员工的级别越高，要乘的系数就越大。平均系数为1.5。(替换成本主要包括招聘成本和培训成本等直接成本）参与调查对象百分比％高管层经理层专业人士辅助员工Source:MercerChinaAttraction&RetentionSurveyMERCERTheBusinessIssue–howrealisit?员工流失是一个真实的业务问题直接成本.:员工人数:500X员工流失率:10%X平均年收入:¥120,000X替换成本系数1.5(平均数)=全年替换成本¥9,000,000间接成本例如流失的客户关系、业务知识、工作效率和业务机会等26February2014Section2Mercer’spointofviewonretention美世人才保留的观点MERCERMercer’sRetentionPointofView美世人才保留的观点ProactiveTalentRetention前瞻性的人才保留ReactiveTalentRetention反应性的人才保留MERCERMercer’sRetentionPointofView美世人才保留的观点大哥：扁鸿二哥：扁燕MERCERIdentifytoptalentandthetalentriskearly尽早的明确关键人才及其流失的风险–Retentionisnotaboutsimplyreducingtheturnovernumber,butmoreimportantlyaboutproactivelyinfluencingwholeavesandwhenMercer’sRetentionPointofView美世人才保留的观点MERCERVisibilityReport1：SuccessionPlan能见度报告1：继任者计划Whichpositionsarekeypositions?Whichkeypositionshaveweakpipelines?KeyPositionCurrentIdealNextReadyNowFutureGenerationMarketingDirectorStrong,JamesJones,TomHatcher,MartinDean,James(2)R&DDirectorBates,WilliamBuckley,Nathan(3)Day,Doris(2)Jones,TomDeanJamesHeadofStrategyBaker,SarahBraxton,Toni(2)McCowen,AlexMERCERPerformancePotentialVisibilityReport2：TalentMap能见度报告2:人才地图MERCERVisibilityReport2：TalentMap能见度报告2:人才地图MERCERVisibilityReport3：Talent/PayProfile能见度报告3:人才/薪酬概况Whichkeypersoninkeypositionisatriskduetomisalignedpay?MERCER1.KeyPosition2.VacantorSoontobe3.StrongSuccessionPipelineVisibilityReport4:TalentRiskMap能见度报告4:人才风险地图Wherearethehighesttalentrisks?VacancyRiskHighRiskHighRisk1.KeyPosition2.HighFlightRiskTalent3.StrongSuccessionPipelineHighestRisk1.KeyPosition2.HighFlightRiskTalent3.WeakSuccessionPipeline1.KeyPosition2.StableTalent3.WeakSuccessionPipelineHighRisk26February2014Section3Understandturnoverdrivers理解人才流失的动因MERCERIdentifytoptalentandthetalentriskearly–Retentionisnotaboutreducingtheturnovernumber,butmoreimportantlyaboutinfluencingwholeavesandwhen.Turnoverdrivers理解员工流失的动因-ItiscriticaltounderstandwhatisdrivingunwantedturnoverinyourorganisationMercer’sRetentionPointofView美世人才保留的观点MERCERMercer’sattraction&retentionmodel美世人才吸引和保留模式Attracting&RetainingEmployeesOrganisationalPractices组织实践IndividualAttributes个人特征ExternalInfluences外界影响因素MERCERTurnoverdriver1:ExternalInfluences人才流失原因1:外界影响因素LaborMarket劳动力市场Current&futurenumberofqualifiedcandidatesUnemploymentlevelsPrevailingwage&benefitlevelsEducationlevelsCompetition市场竞争Number&typeoforganisations/industrieslookingforsimilarpeopleIntensityofcompetitionLocation地区Breadthof“hiringuniverse”foragivenjob(local/regional/global)Attractivenessoflocation,business,culture,lifestyle,etc.ExternalLaborMarketAnalysis外部劳动力市场分析MERCERTurnoverDriver2:IndividualAttributes人才流失原因2：个人特征Employeeworkpatterns员工工作方式Performance,promotion&paygrowth(past&expected)Degree&patternofpastinternal&externalmobilityEmployeedemographics个人统计资料Age,sex,familystatus,raceEducationLengthofservice;ageathireExpectedretirementageHealthstatusPersonalneeds&preferences个人需求和爱好Financialneeds&obligationsRelativevalueputondifferentrewards&workattributesDesireforwork/lifebalanceMERCERMercer’sattraction&retentionmodel美世人才吸引和保留模式Attracting&RetainingEmployeesOrganisationalPractices组织实践IndividualAttributes个人特征ExternalInfluences外界影响因素MERCERTurnoverDriver3:OrganisationalPractices人才流失原因3：组织实践Businessstrategy业务战略Products&servicesCorporateimageCompetitivepositionHRstrategy&prioritiesOrganisationalstructurePeoplepractices&linkagestobusinessstrategyRecruiting招聘Recognition&anticipationofhiringneedsHiringcriteriaSourcingmethodsEvaluation&selectionLeadership&Management领导和管理ClarityofvisionMatchofstyletobusinessstrategyExtent&qualityofdirection,coaching,monitoring&supportRewards报酬PaystructureandlevelsBenefitsLinkbetweenperformance&rewardsBack-or-front-loadingofrewardsRecognitionpracticesJobcharacteristics工作特点Nature&constraintsofjobsJobenrichment(flexibility,autonomy,stress,impact,etc.)Organisationalcommunication组织沟通Availabilityofinformation:neededtoperformjobsonjobperformanceonorganizationalstrategyandbusinessplanCulture&workenvironment文化和环境PositiveworkenvironmentQualityofworklifeReasonablework-lifebalanceSocialization新员工融入Hownewemployees:learnabouttheorganisation,theworkgroup,andthejobunderstandtheculturebecomeproductiveCareerdevelopment&growth职业发展和成长机会Howtheorganization:identifieshigh-potentialtrains,promotes&nurturespeopleputspeopleintotherightjobsMERCERConsistencybetweencompanygoalsandindividualgoalsAmountofre