工商管理-人力资源管理-外文翻译-外文文献-英文文献及译文-项目经理高成本的离职.doc

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1、项目经理高成本的离职你试想以下这样的一个情景，一个大型制药机构的高级经理沮丧地说：“我们公司在过去的一年里流失了很多项目经理，由此产生的问题持续影响着对股东提供的质量服务，然而我们却不知道是什么原因造成的。”这听起来很熟悉，并不陌生吧？我记得导演伍迪艾伦曾经说过“成功有80%是表面文章”。然而，更大的挑战是设法去留住那些员工。员工离职在商业社会里面是一件很普遍的事情，员工留在企业与其共同成长和发展的日子一逝不复返。调查显示，员工进入企业里里最多五年就离职，而零离职率是没可能的，公司持续增加的离职率表明工作环境存在着严重的问题。在对项目经理进行随机调查的报告中显示，以下原因促使现今很多企业的项目

2、经理离职变得频繁。1、内部沟通2、比较差的时间管理3、人员安排和调度的问题4、项目经理授权和经验的缺乏5、贫乏的员工培训6、没有项目管理工具7、薪酬问题公司处在日益发展的阶段，需要大量有经验和专业技能的项目经理，但是事实上招到的是大批没有经验的人到这个行业。那么为什么一些企业面临着离职率的上升？总的来说,美国劳工统计局最近发现40的员工离职是因为他们觉得在公司里面缺乏赏识和关心，并且没有团队合作，产生严重的负荷。截至2005年2月，美国企业的员工平均流失率为3.1，虽然这个数字看起来是很低，但如果这和美国的劳动人口相结合，那是一个多么惊人的数字，并且还有很多企业的离职率是没有统计上去的。在今天

3、竞争激烈的市场里，某些公司的高层只把员工离职作为日常事务的一部分，而有成本意识的成功企业应该看到离职对生产率、产品质量、服务水平等的不利影响。伯明翰认为员工离职存在六个共同点。分别如下1、离职的必然性2、部分员工离职是是有利的3、离职的成本是昂贵的4、薪酬并不是员工离职的唯一原因5、管理是留住人才的关键的措施6、加强组织的承诺来降低员工的离职率上述的六个共同点也适用于专业的项目经理。多米诺骨牌效应，在项目的任何阶段失去项目经理都是一个灾难的信号，虽然很多时候项目管理的方法是由项目管理办公室提出的，并且每个人都有着独立的系统去完成工作任务。但在剩余的时间里面因项目经理个人离职而把项目搁置下来了，

4、在项目经理离开后，项目人员会问以下的问题。1、他们将会去哪里？2、谁将会来接管他们？3、他们是有组织的吗？4、他们对他们所做的工作了解吗？5、按原来效率还是加快速度去完成剩余的工作？6、是把项目经理的工作分到每个成员还是培养一个新经理更加有效？7、股东是否被告知事件的最新发展情况？8、财政预算是否已经超支？事实上项目经理的离职影响以下的各项：1、范围那些需要完成的事情2、时间增加了项目的时间3、成本增加了加班费和培训费4、质量截止期限影响工程后期的质量5、沟通不能履行所作出的承诺6、采购难以选择外部供应商因此，如何防止项目经理的离职？正如我们在开始时讨论的一样，零离职率是没可能的，并且一定的人

5、员离职对公司来说是合理的，那样可以带来新鲜的血液，新的方法和思路，改革工作的落后环节，促进组织的发展。很多企业对员工离职没有完全了解，未能认识到高成本与离职在很大程度上密切相关。员工的离职对公司来说是一个沉重的负担，因为你要招聘、考核和培训一个新员工，并且你将会增加现有员工的负担，生产力会下降，要付出加班费，实际公司大约花费新员工薪水的三分一去替换员工。如果组织愿意花更多的时间去重视离职率，把他当成企业的重要事项，而不是日常的事务性工作，那么将会节省数万美元。有一种办法不仅能够降低公司的离职人数，并且能够为员工离职做好准备。在这次对项目经理随机调查中显示，以下方式可以降低项目经理的离职率。1、

6、通过培训提高知识水平2、评估不断变化的劳动人口文化3、衡量公司的离职率4、员工成本5、雇佣合适的人选6、设立有效的变革管理当变革在组织中不可避免时，你可以有所准备。在日常的项目活动和突发事件中发生问题要把握好时限和团队的势头，以及维护股东的利益，变革管理在这方面起作用。变革管理能够快速的实施一个变革管理计划，产生即时反应，减少对项目发展的影响，获得成功。变革管理可以：1、降低生产力的损失2、鼓励抵抗变革的员工3、尽量减少对生产力和生产质量的影响4、减少对股东的影响留下问题不解决会导致整个项目的破坏甚至是失败。当正在进行一个变革管理计划时，有些问题是需要考虑的。1、故障的责任2、额外的培训3、需

7、要的时间4、更换内部人员5、超时需要6、谁能够作横向调动变革管理计划是降低员工离职成本的有效办法，以至工程能够在预定的时间和标准范围内完成，不影响公司的利益。测量你公司的离职率吧！很多企业对他们公司的离职率知之甚少，此外他们也不太在乎一个员工离职的所包含的成本，按照以下公式测量年职率将会变得很容易。离职率过去12个月离职员工总数/平均员工人数例如：在过去的一年中有25个员工离职，而公司的平均人数是250人，那么他的离职率就是10。员工离职的成本可以被测量，并且在年终应该加以审核，以下的公式可以帮你计算员工离职的费用。TC=(DHC+IHC)/TTC：员工流失成本DHC：直接招聘费用（广告费、摊

8、位费、招聘人员费用等）T：离职职位总数我们统计出了以上需要的数据，但是员工离职这个问题在公司里面还不是很清楚，即使通过离职面谈，也可能得不到最真实的反馈，他们回答中最常见离职原因是想得到更高的薪酬或者是想找到一份更加好的工作。这就需要管理人员花费更多的时间去调查，了解存在的问题。高离职率是一个警告的标志，它预示着你公司内部存在一定的问题，其中一些原因是由于高层经理所造成的，员工的离职率得不到应有的关注，高离职率应该使你质疑工作环境如公司提供的文化、物质以及财政方面。问一问你自己这些问题：1、这是我想去管理员工的方式吗？2、员工能够得到金钱和感情的补偿吗？3、公司把员工当作是成本的因素吗？他们曾

9、经被认为是对公司忠心耿耿，全身心为公司奉献，但是现在他们离职了，为的是更好的满足他们高质量的生活和家庭所需，这意味着现在的组织想要留住员工就要从内心去激发和鼓励他们，参与和授权是减少员工离职率的最有效工具之一。据国际发展维度收集的收据显示，如果公司有高度向心力，员工的离职率是很低的。你公司是如何维持的？1、听取员工的意见2、尊重员工3、鼓励工作出色的员工4、要求员工投入5、信任员工6、公平公正7、坚定但不残暴8、勇于承认错误9、愉快的工作环境10、优质的住宿环境虽然对员工离职暂时还没有一个根本的解决方法，但是还是有很多有效的措施来降低员工的离职率，我们不能忘记那些为我们工作的员工特别是从开始到

10、结束为公司工作的员工，我们依靠他们的知识、技能，而且他们当中的大多数人承诺及时地完成高质量的工作。作为雇主，要用时间去赞赏那些为了你公司成功而付出努力的员工，最重要的是了解他们所需要的并想办法尽力满足他们。成功有80%是表面文章，其他的20是你用行动来留他们下来。The High Cost of Employee Turnover among Project ManagersImagine for a moment this scenario from a frustrated Senior Manager of a large pharmaceutical organization:“Our

11、 organization has experienced a large turnover among project managers in the past year. This creates problems providing ongoing quality and service to our stakeholders. We just dont know what is causing the problem!” Sound familiar? Well youre not alone. I remember that filmmaker Woody Allen once sa

12、id that “80% of success is showing up.” However, the greater challenge is finding ways to keep people there.Employee turnover is simply a fact of life in the business world. The days when employees would stay and grow with a company for the duration of their working life are gone. Studies today reve

13、al that individuals stay with their current employer a maximum of five years before moving on. While 0% turnover is simplyunrealistic, increased turnover in your organization could indicate a serious problem in your working environment.In a random poll of project managers conducted for this article,

14、 the following reasons were given for high turnover among project managers at organizations today: Internal communication problems Poor time management Trouble scheduling and controlling staff Lack of project manager authority and experience Poor staff training No project management tools/systems Mo

15、netary compensationOrganizations are in a constant state of restructuring. The demand for experienced and dedicated project managers is on the rise, however it seems that less experienced personnel are attracted to the profession. So then why do some organizations experience increased turnover?Gener

16、ally speaking, the US Bureau of Labor Statistics recently found that 40% of those that quit their jobs were doing so because they simply felt a lack of appreciation, of teamwork, that the organization was perceived to not care about employees. Serious charges from 40% of the people.As of February 20

17、05, the average turnover rate in the United States was 3.1%. And while that number seems low, when you think about how many employed individuals there are in the United States alone that number can be staggering.And yet many organizations let turnover go undetected. CEOs just accept it as part of do

18、ing business in todays competitive marketplace. But more cost conscious and successful organizations will see the negative cost factors that turnover inevitably will have on productivity, quality and service.F. Leigh Branham believes there are Six Truths About Employee Turnover. They are as follows:

19、1. Turnover Happens2. Some Turnover Can be Desirable3. Turnover is Costly4. More Money is NOT Always the Answer5. Management Holds the Key to Keeping Talent6. Reducing Turnover Starts with CommitmentAll of the above information while general can also be applied to the profession of the project manag

20、er.The Domino EffectThe loss of a project manager during any phase of the project can signal disaster. Many times while the methodologies for managing projects are set forth by the PMO (Project Management Office), individuals have their own unique system for completing tasks and organizing workloads

21、. Therefore, the ramp up timeassociated with trying to decipher how an individual works can bring the project to a screeching halt. Project staff members find themselves asking the following questions after a project manager departs: Where did they leave off? Who were their contacts? Were they organ

22、ized? Will there be ramp up time associated with understanding their job? Were they on schedule or will you need to bring the project up to speed? Is it more cost effective to divide the work or train someone new? Have stakeholders been notified of any new developments? Has the budget been adhered t

23、o?In fact the departure of a project manager influences all of the following:Scope What needs to get doneTime Ramp up increasesCost Overtime and trainingQuality Deadlines effect final outcomeCommunication Promises made cannot always be keptProcurement Poor choice of outside vendorsSo how then can tu

24、rnover be prevented among project managers? As we discussed in the beginning, 0% turnover is improbable. Limited turnover however can be viewed as desirable for organizations. For instance new employees are bound to bring new ideas and methods with them thus revitalizing what might have been a stale

25、 environment to work in.But turnover in and of itself is not fully understood. Many organizations fail to realize the high costs associated with turnover at many levels. Turnover can become a financial burden to your organization with recruitment and selection costs, training for new employees, ramp

26、-up time, increased work loads for existing employees, overtime, reduced productivity and thats just naming a few. In fact it costs a company approximately 1/3 of a new hires salary to replace an employee. If more organizations took the time to view turnover as a financial hit rather than passing it

27、 off as part of day to day business life they might save their organizations tens of thousands of dollars.There are ways to not only reduce the amount of turnover at your organization but also to be prepared for it. In the random poll of project managers conducted for this article, the following sug

28、gestions were given as ways to reduce the amount of turnover among project managers: Offer training opportunities to increase knowledge areas Assess the changing workforce culture Measure the companies turnover rate Become more employee oriented Hire the right people Set up effective Change Manageme

29、ntWhile change in inevitable in an organization, you can be prepared. Issues arise in the normal course of project activities and timely resolutions are essential to maintaining project timelines and team momentum as well as keeping stakeholders happy. Change Management practices can help. A Change

30、Management plan with immediate response that can be implemented quickly will have a greater chance for project success and thus have less overall impact on the projects progression.Change Management can help: Reduce productivity loss Encourage employees who might be resistant to change Minimize impa

31、ct on productivity and quality Reduce the effect on stakeholdersLeft unmanaged issues can derail or even cause an entire project to fail. Some questions to ask when developing a Change Management plan are: Responsibility breakdown Additional training required How much ramp up time will there be? Rep

32、lacement of personnel internal? Overtime required Who can make a lateral move?A Change Management plan for employee turnover translates into a rapid, cost effective solution so projects can be delivered on time, on budget and on scope without effecting stakeholders.Measuring Turnover at Your Organiz

33、ationMany organizations have little knowledge of the turnover rate at their organization. Moreover, they are unaware of the hidden costs that turnover can place on an organization once an employee leaves. Measuring turnover is done simply and should be done yearly with the following formula:Total nu

34、mber of employees leaving in last 12 months / Average number of employees = Turnover rate Example : 25 turnovers, 250 employees : 10% turnover. Turnover cost can also be measured and should be reviewed on a bi-yearly basis. The formula below will help you to calculate turnover cost:TC = (DHC + IHC)/

35、TWhere,TC = Turnover CostDHC = Direct Hiring Costs (ads, agencies, relocation, referral bonues, recruiters, etc)IHC = Indirect Hiring Costs (Management time, Supervisory time, Orientation, Learning Curve)T = Total number of positions turned overEven with all of this new found data, the answers to wh

36、y employee turnover may be a problem at your organization are still unclear. Moreover exit interviews will not give you the feedback you are looking for since the most common reason given for leaving an organization is always more money and a better job.It is up to management to take the time to be

37、critical and look inward. Understand that a problem exists. High turnover is a warning sign, a red flag that there are internal problems within your organization, some of which might be caused by senior management. While the turnover of a few employees can hardly beconsidered reason to be concerned,

38、 high turnover rates should make you question the working environment that your organization provides both emotionally, physically and financially. Ask yourself these questions: Are employees managed the way I would want to be managed? Are employees monetarily and emotionally compensated? Is the org

39、anization viewed as employee oriented?It used to be that an employee was devoted and loyal to one company during the duration of their employment. Today however employees are looking out for themselves more focused on their quality of life and the needs of their family. That means that organizations

40、 today must motivate and inspire individuals to want to stay. Engaging and empowering employees is one of the great assets you have inthe fight to reduce employee turnover. Data gathered by Development Dimensions International (DDI) shows that companies or businesses with highly engaged employees ex

41、perience a lower turnover rate. How does your organization stack up? Listen to employees Treat employees with respect Praise a job well done Ask employees for their input Show trust with more responsibility Be fair and impartial Be firm but not tyrannical Apologize or admit when wrong Pleasant worki

42、ng condition Room for advancementWhile there is no one answer to the issue of employee turnover there are many proven suggestions on how to limit the chances of it happening at your organization. We tend to forget that the people working for us are typically the ones getting the job done from start

43、to finish. We rely on their knowledge, theirskills and most of all their commitment to perform top quality work in a timely fashion. As an employer, take the time to show your appreciation to those that work so hard to make your business a success. Most importantly listen to their needs and find ways to show that youre committed to them. 80% of success is showing up; make the other 20% increasing the ways you make them stay.6