職業(yè)生涯你會(huì)經(jīng)歷的四個(gè)步驟

　　職業(yè)生涯周期的簡(jiǎn)要概括

　　Today I saw a chart of a 12-step Employee Life Cycle. Maybe Human Resources professionals need that much detail, but functional managers don't. Here is a four-step, condensed employee life cycle plan that tells you everything you need to know.

　　今天，我看到了一個(gè)關(guān)于職業(yè)生涯周期12步的圖表。也許人力資源專(zhuān)家需要知道那樣的細(xì)節(jié)問(wèn)題，但是職能管理人員不需要知道得這么清楚。以下四個(gè)步驟，簡(jiǎn)略概括了職業(yè)生涯的循環(huán)，從這里你可以了解到你需要知道的一切。

　　An employee life cycle is the steps the employees go through from the time they enter a company until they leave. Often Human Resources professionals focus their attention on the steps in this process in hopes of making an impact on the company's bottom line. That is a good thing for them to do. Their goal is to reduce the company's cost per employee hired.

　　員工職業(yè)生涯周期是指該員工從踏入公司的那一刻開(kāi)始到他離開(kāi)公司的那一刻結(jié)束。一般來(lái)說(shuō)，人力資源部會(huì)著重處理這個(gè)過(guò)程，他們希望以最少的付出來(lái)使公司獲益。這對(duì)他們來(lái)說(shuō)是件好事，因?yàn)樗麄兊哪繕?biāo)是從每個(gè)職員身上降低公司成本。

　　Unfortunately, they aren't the ones who really make a difference – managers are. People don't really work for companies; they work for a boss. To the extent that you can be a good boss, you can keep employees, keep them happy, and reduce the costs associated with employee turnover. In the process, you will make your own job easier and increase your value to the company.

　　然而不幸的是，他們并不是真正能有所作為的人，經(jīng)理才是。職員并不是為公司工作，而是為他的上司工作的。在這方面來(lái)說(shuō)，你可以是位好上司，你能留住員工，讓他們心甘情愿地為你工作，并且在降低公司成本的情況下還能讓員工獲利。如果你能做到這些，你可以讓自己的工作更加輕松，也提升了自己在公司的價(jià)值。

　　Employees are one of a company's largest expenses these days. Unlike other major capital costs (buildings, machinery, technology, etc.) human capital is highly volatile. You, as a manager, are in a key position to reduce that volatility using the condensed employee life cycle of HIAR (pronounced hire) - Hire, Inspire, Admire, Retire.

　　如今，員工才是公司最大的開(kāi)支。和其他資產(chǎn)投資不同(廠房，機(jī)器，技術(shù)等)，人力資本有很高的變動(dòng)性。而經(jīng)理這個(gè)職位，正是利用“雇傭，激勵(lì)，賞識(shí)，退休”這樣的員工職業(yè)周期來(lái)降低這種高變動(dòng)性的關(guān)鍵職位。

　　Hire 雇傭

　　This first step is probably the most important. It is important to hire the best people you can find. This is not a time to be cheap. The cost of replacing a bad hire far exceeds the marginal additional cost of hiring the best person in the first place.

　　第一步可能是最重要的一步。盡你所能雇傭最優(yōu)秀的人才。現(xiàn)在不是貪便宜的時(shí)候。替換一次差的雇傭，成本遠(yuǎn)遠(yuǎn)超過(guò)一次性就雇傭優(yōu)秀人才所多出的邊緣成本。

　　1.Hire talent, not just trainable skills. Skills can be taught to a talented employee. A skilled employee can not just be given talent.

　　聘請(qǐng)人才，而不是僅僅有熟練技能的人。人才可以學(xué)會(huì)熟練的技能，但是擁有熟練技能的員工并不一定能成為人才。

　　2.Improve your interviewing skills. Often this can be as simple as knowing what questions to ask during the hiring process.

　　提高你的面試技巧。通常這點(diǎn)可以簡(jiǎn)化為知道在面試過(guò)程中怎么提問(wèn)。

　　3.Make your company a place people want to come to and work for. Company culture can be a powerful recruiting tool. Make sure yours reflects the goals the company wants to achieve.

　　讓你的公司成為別人愿意來(lái)工作并愿意效力的地方。企業(yè)文化是強(qiáng)有力的招聘工具。確保你明確傳達(dá)了公司要達(dá)成的目標(biāo)。

　　Inspire 激勵(lì)

　　Once you have recruited the best employees to come to work on your team, the hard part begins. You have to inspire them to perform to their capabilities. You have to challenge and motivate them. That is where you will get their best effort and their creativity that will help your organization excel.

　　在你為團(tuán)隊(duì)招到了最優(yōu)秀的員工那刻，最難的部分開(kāi)始了。你需要激勵(lì)他們發(fā)揮自己的潛能。你必須接受挑戰(zhàn)，鼓勵(lì)他們，讓他們盡最大努力，發(fā)揮最好的創(chuàng)新能力， 這樣，你的團(tuán)隊(duì)才能最優(yōu)秀。

　　1.Make them welcome. Make them feel like part of the team from the first day.

　　讓他們感受到歡迎。在他們第一天上班的時(shí)候讓他們感覺(jué)到能夠融入其中。

　　2.Set goals for them that are hard, but can be achieved. Set S.M.A.R.T. goals.

　　雖然為他們?cè)O(shè)立目標(biāo)是很難的，但是也是可以完成的。為他們?cè)O(shè)立S.M.A.R.T.目標(biāo)。(S：special 特殊化; M：measurable 可測(cè)量性;A：Achievable 可實(shí)現(xiàn)性;R：Realistic 現(xiàn)實(shí)性;T：Time-based 時(shí)間基礎(chǔ))

　　3.Be a leader, not just a manager.

　　做一位領(lǐng)導(dǎo)，而不僅僅是經(jīng)理。