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Abstract Plus three reasons they quit. 摘要:三个原因导致公司人员流动。

【哈佛商评】Why Do Employees Stay? A Clear Career Path and Good Pay, for Starters员工不跳槽的理由——首先:职业发展前景明确且待遇不错

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译者:yuanchan 原文作者:Andrew Chamberlain
发布:2017-03-08 18:25:53 挑错

Employee turnover is expensive. Replacing an employee who quits costs, on average, 21% of their annual pay. While it’s tempting to dismiss turnover as a fact of life in today’s fast-moving job market, new research shows otherwise. Many reasons employees jump ship are surprisingly simple, and business leaders who don’t ask why workers want to go may be unnecessarily losing people who are pricey to replace.

公司人员流动代价很高。平均而言,物色人选填补离职人员职位空缺的花费,占到员工年工资支出的21%。当我们不禁认为人员流动在变化迅速的就业市场中习以为常时,新的研究却给出了不同的答案。员工跳槽的多数原因相当简单,企业老板不究其因可能会不必要地失去员工,只好花高价填补。

At Glassdoor, we have ample data on workers’ job trajectories from millions of résumés that people have shared on our site. Looking at those résumés, we can gain insight into the reasons for employee turnover by comparing job transitions where workers stayed with their original employer with those where people left for another company.

格拉斯多网(Glassdoor,一家美国在线求职招聘网站,总部位于加利福尼亚州索萨利托。)通过职场人在该网站上分享的数百万份简历,获得大量有关他们工作轨迹的数据。查看这些简历,通过比较员工选择长时间不换的岗位和选择更换的岗位,可以了解人员流动的原因。

In a new study, Glassdoor data scientist Morgan Smart and I looked at more than 5,000 job transitions from a sample of thousands of résumés shared by job seekers on Glassdoor from 2007 to 2016. Some were employees who moved into a new role but stayed at the same employer — for example, a junior accountant who switched into a job as accounting manager. Others were employees who moved to a new role and left for a new employer.

在一项新研究中,笔者和Glassdoor数据专家摩根·斯玛特查阅了5000多个调换岗位的案例。案例来源于Glassdoor网站上从2007年至2016年间求职者上传的数千份简历。一些求职者在同一公司内部调换岗位,例如,从一名初级会计师晋升为会计部经理;另一些求职者换到其他公司,任职新的岗位。

By combining the data on real-world job transitions with Glassdoor company ratings and salary information, we were able to pinpoint which statistical factors push workers out the door and which motivate employees to stay and grow in their existing organization. Although these patterns are correlational, we believe they reveal important clues to the HR puzzle of how to retain talent. In our study, we looked at how job turnover correlated with pay, company culture, how long an employee has been in their current job, what industry they’re in, and more.

结合实际转岗数据与Glassdoor网上的公司评级和薪酬信息,我们能够通过统计,确定哪些因素导致员工离职,而哪些因素激励员工在目前所在公司继续任职并获得提升。相信虽然这些因素彼此关联,但它们为攻克如何留住人才的人力资源难题提供了重要线索。研究中,我们从薪酬问题、职场文化、员工在目前任职岗位上工作的时长、所在行业等方面,查探人员流动和这些方面之间的关联。

Factors That Drive Turnover

人员流动的诱因

One of the drivers of turnover is easy to overlook: allowing workers to stagnate in their current role. Even after controlling for pay, industry, job title, and many other factors, we find workers who stay longer in the same job without a title change are significantly more likely to leave for another company for the next step in their career. Stagnating in a role for an additional 10 months raises the odds that employees will leave the company for their next role by about one percentage point, a statistically significant effect.

其中一个很容易被忽视的因素是,容许员工在现有的岗位上停滞不前。我们发现,在薪酬、行业、职位等因素相同的情况下,在同一职位上任职时间较长且没有获得晋升的员工,跳槽的概率高得多。员工在同一职位上任职时长每多10个月,其为晋升跳槽到另一公司的概率增加1%,前者对后者有统计学的重要影响。

The likely reason is that workers who don’t see a clear progression from their current role to a better position in their company ultimately turn to opportunities elsewhere. And that suggests an easy solution. By providing clear paths for employees, moving them through job titles on a regular progression over time, employers can help boost perceived career opportunities and limit this type of harmful stagnation.

可能的原因是,员工在目前所在公司的职位上想获得晋升却没有明显进展,为寻求机会,最终将希望寄托于转向其他公司。这是较容易的办法。通过为员工提供明确的职业发展前景,帮助员工定期推进职位,企业老板可以帮助提高就业机会,并限制此类不利的员工岗位停滞。

Pay Matters

薪酬问题

However, our research finds that escalating workers through new job titles over time isn’t enough; making sure pay is competitive is also essential to retaining talent. We found that 10% higher base pay is associated with a 1.5 -percentage-point increase in the likelihood that workers will stay at their current company the next time they move to a new role, a statistically significant link.

然而,研究表明,单单通过定期让员工升职还不够,保证其薪酬颇具竞争力对留住人才也非常必要。我们发现,底薪每提高10%,员工继续留在同一家公司的概率增加1.5%,两者之间有重要的统计学相关性。


The lesson is that in the long term, employees won’t stay for new job titles alone. As they assume new responsibilities on their upward paths, compensation should rise along with career arc. If managers do not offer meaningful promotions, in both responsibilities and pay, our data suggests employees are more likely to look elsewhere for their next role.

从长远来看,其教训是员工不会单单为升职而留下。当他们因升职承担更大责任时,薪酬也应随之上涨。数据表明,如果管理层没能在升职和加薪两方面同时兼顾,员工也有可能去寻找新的就业机会。

Culture Matters

职场文化

Aside from career progressions and pay, we found that workplace culture matters for employee retention. This will come as little surprise to leaders who are well aware of the research showing the benefits of positive company culture. When employees switch employers, we find they usually move to companies with higher Glassdoor ratings.

我们发现,除了升职和加薪,职场文化也对留住人才管用。这对那些注重倡导积极职场文化的老板而言,不足为奇。当员工跳槽时,往往选择那些在Glassdoor站网上企业评级较高的公司。

In particular, we found that raising a company’s overall rating on Glassdoor by one star (on a one-to-five scale) was associated with a four-percentage- point higher chance that employees would stay for their next role. Similarly, we found statistically significant links between two detailed measures of workplace culture: higher career opportunities ratings and higher culture and values ratings. In each case, raising a company’s Glassdoor rating on these two dimensions by one star (out of five) was associated with a five- percentage-point higher chance that workers would stay for their next role. It appears that employees who see clear career paths for themselves and who feel committed to a company with a positive value system are statistically less likely to leave for their next role.

我们发现,当Glassdoor网站上的公司总体评级每增加一颗星(最高为五星),其员工在原公司工作等待晋升的概率增加4%。同样的,职场文化的两个细化指标有重要的统计学相关关系,即:晋升机会评级越高,职场文化评级越高,反之亦然。在每一个案例中,公司在这两个指标上的评级每增加一颗星(最高为五星),员工在同一家公司等待晋升机会的概率增加5%。


What Doesn’t Seem to Matter

影响不大的因素

We found that some workplace factors don’t seem to matter for employee turnover. The first is the quality of a company’s senior leadership. This suggests to us that workers who are deciding whether to remain with an employer do so based on their own prospects for growth in a job, or perhaps based on their relationship with their manager. Even the most inspiring CEOs may not increase worker loyalty if individual employees feel that their careers have stagnated.

研究发现,公司的其中一些因素似乎与人员流动关系不大。首先是公司管理层的素质。员工正在决定是否继续留在同一家公司,往往基于他们在该岗位上获得提升的前景,或者基于他们和管理层相处的融洽程度这两重考虑来做决定。如果员工们感觉自己在职业发展上停滞不前,哪怕是最会激励人的CEO们也可能无法降低员工跳槽的可能性。

Second, we find that work-life balance doesn’t have any statistical link to whether employees stay or leave. Work-life balance certainly contributes to overall employee satisfaction, but does not seem to matter much for turnover compared to other factors. Workers often choose to leave an employer when their prospects for advancement are better elsewhere, and a job with great work-life balance isn’t likely to change that decision much.

其次,我们发现一个职位能否在工作和生活两方面达到平衡和员工的去留无统计学上的相关性。在工作和生活上的平衡一定对总体员工满意度有影响,但相比于其他因素,却似乎对人员流动的影响不大。当员工觉得其他公司能给他们提供更好的提升机会,往往选择离开上一家公司,而一个能在工作和生活上达到很好平衡的职位,却不太能让他们这出这样的决定。

What It Means

这意味着什么?

From the perspective of employees, moving to a new role is something to look forward to. On average, we find workers earn a 5.2% raise in base pay each time they transition to a new role. But more often than not, employees find it necessary to leave for a new employer to achieve that career progression: Among the résumés we examined, 73% of job transitions were workers leaving their employer, while just 27% stayed for their next role.

从员工的角度看,转岗到新的职位上是令人期待的。研究发现,员工平均每换到一个新的职位上,其基本工资就上涨5.2%。但多数情况下,员工认为要实现职业的发展就有必要寻找一个新的老板:从查阅的简历来看,为获得晋升机会,73%求职者选择离开之前的公司,而只有27%的人选择继续留在之前的公司。

That high rate of employee attrition illustrates the challenges facing HR managers, but also suggests an opportunity. There is room in today’s labor market for greater reliance on internal transitions relative to external career moves. Addressing the drivers of employee turnover can have a profound impact on organizations over time. Even a 1% improvement in the odds that employees will stay for their next role can translate into hundreds of retained employees at a 10,000-person employer.

For recruiters, there is another side to the findings of our study. Our results suggest a variety of ways to target talent that may be ready for a move. Candidates who have stagnated in roles for a year or more are statistically more likely to be receptive to recruiter inquiries than candidates who are rapidly climbing their company’s career ladder. And candidates whose current employers have low culture ratings or who are underpriced relative to the market are statistically more likely to consider offers at new employers.

如此高的员工流失率对人力资源经理而言,意味着挑战,也意味着机会。在如今的劳动力市场,相对于向其他公司寻求职业发展机会,员工更信赖在目前工作单位内部寻求就会。致力于研究员工流动的诱因,从长远来看,对公司的发展有着深远影响。即便员工留在原有职位等待晋升的概率增加1%,也相当于一个拥有10,000名员工的老板,其员工有多出数百人选择不变动原有职位。

对于招聘人员,研究结果还有另一层意义, 那就是可以通过多种方式来应对有意愿调换岗位的目标人才。据统计,在同一职位上任职时间达到1年或以上的员工,较之在职业上爬升迅速的员工,更有可能接受招聘者的询问。而目前就职于公司企业文化评级较低,或相比于整体市场薪酬相对较低的员工,更有可能考虑将来也许能成为自己的新老板的雇主所提供的机会。

Employee turnover is a costly quandary for employers. Our research shows that employers are partly in control of turnover, and that there are clear solutions to reduce it. To better retain employees, set a clear career path for employees, pay them competitively, and cultivate a healthy workplace culture.

Andrew Chamberlain, Ph.D, is chief economist at jobs site Glassdoor and director of research at Glassdoor Economic Research.

企业人员流动对老板而言是代价极高的窘境。根据研究,企业老板能在一定程度上控制人员流动,并减少人员的流动的办法也是有的。为员工确立目标明确的职业发展前景、支付其颇具竞争力的薪酬和培养积极健康的企业文化,都有助于留住人才。

安德鲁·张伯伦博士(Andrew Chamberlain),Glassdoor首席经济学家及Glassdoor经济研究部主任。

  




相关译文来自无觅插件
共计11条评论
passerby98发表于:2017-03-08 23:24:22

【对职场新人而言】for Starters是成语,其含义可参阅:http://idioms.thefreedictionary.com/for+starters,解作“首先”。

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yuanchan发表于:2017-03-09 06:00:21
passerby98:【对职场新人而言】for Starters是成语,其含义可参阅:http://idioms.thefreedictionary.com/for+starters,解作“首先”。

@passerby98:哇,将for starters译成“对职场新人而言”,我也觉得特别不妥,因为文章里就没有专门提及“新人”。在此处纠结了很久,却始终没有想到它可能是个idiom。以后在翻译过程中遇到有疑问的一定多查阅,非常非常感谢老师的指导!

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尘扬发表于:2017-03-09 09:15:19

对句子结构的处理很赞,学习了。不过文中的论据来源是对数据的统计分析,简单地将其处理成因果关系似乎并不合适。

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yuanchan发表于:2017-03-09 09:56:57

对对,文中有多处都是统计分析都出的结论,这也是我在翻译的时候觉得最难处理的地方,目前的译文在这一点上仍觉得不妥。谢谢您的点评!希望可以继续共同探讨!

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yuanchan发表于:2017-03-21 10:40:22

更正:Stagnating in a role for an additional 10 months raises the odds that employees will leave the company for their next role by about one percentage point, a statistically significant effect.员工在同一职位上任职时长每多10个月,其为晋升跳槽到另一公司的概率增加1%,前者对后者有统计学的重要影响。

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yuanchan发表于:2017-03-21 10:40:46

更正:We found that 10% higher base pay is associated with a 1.5 -percentage-point increase in the likelihood that workers will stay at their current company the next time they move to a new role, a statistically significant link.
然而,研究表明,单单通过定期让员工升职还不够,保证其薪酬颇具竞争力对留住人才也非常必要。我们发现,底薪每提高10%,员工继续留在同一家公司的概率增加1.5%,两者之间有重要的统计学相关性。

回复

yuanchan发表于:2017-03-21 10:41:39

更正:In particular, we found that raising a company’s overall rating on Glassdoor by one star (on a one-to-five scale) was associated with a four-percentage- point higher chance that employees would stay for their next role. Similarly, we found statistically significant links between two detailed measures of workplace culture: higher career opportunities ratings and higher culture and values ratings. In each case, raising a company’s Glassdoor rating on these two dimensions by one star (out of five) was associated with a five- percentage-point higher chance that workers would stay for their next role.我们发现,当Glassdoor网站上的公司总体评级每增加一颗星(最高为五星),其员工在原公司工作等待晋升的概率增加4%。同样的,我们发现,职场文化的两个细化指标有重要的统计学相关,即:晋升机会评级越高,企业文化评级越高,反之亦然。在每一个案例中,公司在这两个指标上的评级每增加一颗星(最高为五星),员工在同一家公司等待晋升机会的概率增加5%。

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yuanchan发表于:2017-03-21 10:42:21

Second, we find that work-life balance doesn’t have any statistical link to whether employees stay or leave. 其次,我们发现一个职位能否在工作和生活两方面达到平衡,在统计学上,和员工的去留无关。

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yuanchan发表于:2017-03-21 10:43:10

更正:Even a 1% improvement in the odds that employees will stay for their next role can translate into hundreds of retained employees at a 10,000-person employer.即便员工留在原有职位等待晋升的概率增加1%,也相当于一个拥有10,000名员工的老板,其员工有多出数百人选择不变动原有职位。

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meihelen发表于:2017-03-21 16:16:32
yuanchan:更正:Even a 1% improvement in the odds that employees will stay for their next role can translate into hundreds of retained employees at a 10,000-person employer.即便员工留在原有职位等待晋升的概率增加1%,也相当于一个拥有10,000名员工的老板,其员工有多出数百人选择不变动原有职位。

@yuanchan:你修改自己的译文,直接用“编辑本文”功能修改便是,这样别人真没法看。

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yuanchan发表于:2017-03-22 07:34:06
meihelen:@yuanchan:你修改自己的译文,直接用“编辑本文”功能修改便是,这样别人真没法看。

@meihelen:好的,老师,是我欠考虑,今后一定注意。谢谢您!

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