The good times are back in the information technology industry, and so are the familiar 'Are you willing to match?' conversations. Willing to match a competitor's job offer in order to retain your employee, that is.
信息技术产业的好时光又回来了，人们熟悉的"你愿意比比看吗？"的对决也卷土重来了。这句话的意思是：为了留住你的员工，你是否愿意与竞争对手提供的工作机会比比看。
In good times or bad, good professionals are always in demand. As managers, we have to constantly keep the wolves at bay.
不论经济形势好坏，优秀的专业人才总是供不应求。作为管理人员，我们必须时刻对此做好防范。
In business reviews, I find that retention and staffing are at the heart of 90% of problems like delayed projects or projects that don't meet customer expectations.
在众多的业务评估报告中，我发现90%的项目延误或未实现客户预期目标等问题，都是由于员工留任和人员配置问题造成的。
Unfortunately, most managers use short-term solutions to address these issues. New hires are rushed in, retention bonuses thrown in and a dozen or more ad hoc pay increases recommended. If someone from the human resources team objects, they are accused of being an 'HR guy'!
令人遗憾的是，大多数管理人员都采用短期办法来应对这些问题，包括匆忙招募新人，发放留任奖金，以及提出十多种甚至更多的特别加薪办法。如果人力资源部门有人提出异议，就会被人称为"人力资源部那家伙"！
For a moment, forget that this is coming from an HR guy (I hate this sobriquet). Instead, look at the root of the problems. Most of these business issues arise because forecasts have gone awry, initial scoping of work was shoddy or there are pockets of ineffective leadership.
此刻，让我们暂且不提这篇文章是出自人力资源部某个家伙（我讨厌这个称呼）之手，来看一看问题的根源吧。此类问题大多是源于预测失误，最初的职责划分不当或者领导无方。
This is not the first or the last time these issues will arise. So, what can you do differently?
这些问题不是第一次出现，也不会是最后一次。那么，你该如何分别应对呢？
The key is to catch the tell tale signs that something is wrong. The only way to do that is by reading the data, though not on a screen.
关键是捕捉到出现问题的信号。唯一的方法就是读取相关数据，当然这可不是计算机屏幕上的数据。
I am a believer in the concept of management-by-walking-around. What you can pick up when you walk around your office can't be seen on an Excel sheet.
我非常认同走动式管理的理念。你在办公室走动时发现的情况是你在Excel表格上看不到的。
If you find that there are fewer people in the office cafeteria because more employees are eating lunch at their desks, that could be a sign that they are over-worked. Or maybe your requisitions for taxis at night are increasing because people are missing their evening bus drops.
如果你发现越来越多的员工要在自己的办公桌前解决午餐，去公司餐厅吃饭的人则变少了，那么这可能意味着他们在超负荷工作。或者，也许你会发现员工夜间打车申请增加了，那是因为他们错过了夜间班车。
In these cases, you run the risk of people working long hours and getting exhausted often. The next time a recruiting consultant calls these employees, they are more likely to respond positively.
在这种情况下，你就面临着员工因工作时间过长而经常处于疲劳状态的危险信号。下次有猎头给这些员工打电话时，他们很可能会积极响应对方的请求。
Perhaps your absenteeism levels are going up, and more people are calling in sick. That could be because working long hours can take a toll on your team-members' health. Or, it could be because the employees are going for interviews!
或许，员工的缺勤率在上升，更多的员工打电话来请病假。这可能是因为工作时间过长对团队成员的身体健康构成了损害。或者，可能是因为他们正要去别的公司接受面试！
These are small signs that can indicate bigger problems are afoot.
这些小信号能够反映出一些潜在的大问题。
Unfortunately, leaders and managers today are not around to catch them because they are too busy checking e-mails, attending conference calls and preparing PowerPoint presentations.
令人遗憾的是，如今公司的领导者和管理人员难以捕捉到这些信号，因为他们太忙了，需要处理电子邮件、参加电话会议、准备演示文稿等等。
Of course, part of the blame rests with companies. They ask managers for reports, and presentations and multiple reviews. These are important but is it necessary for a highly paid manager to do them? Or can organizations provide the manager with an administrativeassistant, or create shared services which can get this job done? That would allow managers to focus on key areas -- their customers and people.
当然，公司还是要承担部分责任的，因为毕竟是公司要求管理人员写报告、做演示和各种各样的评估。这些工作都很重要，但真的有必要让一位公司高薪聘请的管理人员来完成吗？公司可以为管理人员配备一名行政助理，或者设置一个共享服务岗位来完成这些任务？这样就可以让管理人员把精力集中在关键领域──他们的客户和员工。
I urge our leaders to spend 60% of their time on the floor with their employees. Give them the attention, support and coaching that they need. If you do it once in a blue moon, employees may be wary. But if you do it regularly, say once or twice a week, by asking simple questions like 'How can I help you?' or 'What projects are you working on?' it will go a long way.
我主张公司的领导者花60%的时间与员工们在一起，给予他们所需要的关注、支持和指导。如果你只是偶尔与员工接触一次，他们可能会放不开。但如果你经常这么做，比如一周有一两次问问员工"我能给你什么帮助？"或者"你现在正在做什么项目"等一些简单的问题，将会大有帮助。
Time your coffee break along with your employees' coffee break. That helps break the ice.
调整你的喝咖啡休息时间，和员工们一起喝咖啡吧，这有助于拉近彼此的距离。
Leaders need to understand that while they are supposed to deliver on projects, ultimately it's their team that brings the results.
领导者要明白，尽管确保项目成功是自己的责任，但归根结底是整个团队的努力工作才能让项目取得令人满意的结果。
Sometimes my leaders tell me: 'It is easy for you to give gyan(knowledge). What do I do if competitors hire my people at double the salary? My legs will ache from walking around but I won't solve the problem.'
有时候，有些领导会这样问我：你这么说说并不难。如果竞争者愿意出两倍的薪酬挖我的人，我该怎么应对？我就是在办公室里走到腿疼，也解决不了问题。
Sure, they have a point. Senior management doesn't always react to people problems fast enough, and sometimes end up being smacked in between their eyes. To avoid this, the company's HR team should be able to relay such information fast and help team managers readjust salaries quickly.
没错，他们说的有一定道理。高层管理人员通常无法对员工的问题很快做出答复，有时甚至只能眼睁睁地看着事情变糟。为了避免发生这样的状况，公司的人力资源部门应该尽快传递这些信息，并且帮助团队管理人员迅速调整员工的薪酬。
You can never compete on compensation alone because there is always somebody willing to pay more. But you should be able to protect the critical few, whose presence ensures that the house stays in order.
你永远不能只靠酬劳与人竞争，因为总会有人愿意比你出更多的钱。但是你应该有能力留住最关键的几个人，他们的存在将确保公司正常运作。
Over the years, I've observed that leaders who are relatively unscathed -- meaning they have less attrition and client issues -- are the ones that have invested heavily in their people. Not just money, but time and attention. They allow their team members to grow even beyond their roles, and activelypromote their growth within the company. I haven't put my finger on it yet, but they have this 'X factor' that just makes them sticky!
这些年来，我一直在观察相对而言没有受到这个问题困扰的领导者──就是说他们遇到的损耗和客户问题更少──他们都对员工做出了巨大的投入。不仅是在薪酬方面，而且还有时间和关心。他们帮助员工成长，有时甚至超越他们的岗位职责，并且积极地在公司内部对员工进行培养。我还不能准确地说出是怎么一回事，但他们身上就是有这么一种"神秘元素"能把员工留住。
Elango R.
- willing [´wiliŋ]
a.情愿的，乐意的 (初中英语单词) - retain [ri´tein] vt.保持；保留；留住 (初中英语单词)
- constantly [´kɔnstəntli] ad.经常地；不断地 (初中英语单词)
- customer [´kʌstəmə] n.顾客，买主，主顾 (初中英语单词)
- reading [´ri:diŋ] n.(阅)读；朗读；读物 (初中英语单词)
- concept [´kɔnsept] n.概念；观念；思想 (初中英语单词)
- missing [´misiŋ] a.缺掉的；失踪的 (初中英语单词)
- working [´wə:kiŋ] a.工人的；劳动的 (初中英语单词)
- respond [ri´spɔnd] v.回答；响应；有反应 (初中英语单词)
- conference [´kɔnfərəns] n.讨论(会)；会谈 (初中英语单词)
- manager [´mænidʒə] n.经理；管理人；干事 (初中英语单词)
- assistant [ə´sistənt] n.助手；助理；助教 (初中英语单词)
- supposed [sə´pəuzd] a.想象的；假定的 (初中英语单词)
- management [´mænidʒmənt] n.管理；处理；经营 (初中英语单词)
- compete [kəm´pi:t] v.比赛，竞争，对抗 (初中英语单词)
- promote [prə´məut] vt.促进；发扬；助长 (初中英语单词)
- initial [i´niʃəl] a.最初的 n.首字母 (高中英语单词)
- regularly [´regjuləli] ad.有规律地；经常地 (高中英语单词)
- senior [´si:niə] a.年长的 n.前辈 (高中英语单词)
- compensation [,kɔmpen´seiʃən] n.补偿，赔偿 (高中英语单词)
- critical [´kritikəl] a.批评的；关键性的 (高中英语单词)
- relatively [´relətivli] ad.比较地；相对地 (高中英语单词)
- client [´klaiənt] n.委托人；顾客 (高中英语单词)
- believer [bi´li:və] n.信徒 (英语四级单词)
- administrative [əd´ministrətiv] a.管理的，行政的 (英语四级单词)
- ultimately [´ʌltimitli] ad.最后，最终 (英语四级单词)
- actively [´æktivli] ad.活跃地，积极地 (英语四级单词)
- calling [´kɔ:liŋ] n.点名；职业；欲望 (英语六级单词)
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