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中文3398字 本科毕业论文（设计） 外文翻译 外文题目 Retaining key employees in times of change 外文出处McKinsey Quarterly, 2010, Issue 3, p135-139, 5p, 1 Chart 外文作者Cosack, Sabine; Guthridge, Matthew; Lawson, Emily 原文： Retaining key employees in times of change Cosack, Sabine; Guthridge, Matthew; Lawson, Emily Contents 1. Find the hidden gems 2. Mind-sets matter 3. Retention is about more than money During a reorganization effort, one company found that 44 employees critical to the companys success were likely to leave Risk heat map for European industrial company, figures indicate number of employees in category (total = 492) Subject Terms: employee retention,organizational change,management in industry ,superior subordinate relationship,leadership ,praise study teaching The article discusses the retention of key employees in times of organizational change. The focus of the discussion is on identifying the most critical employees and offering them a mix of financial and non-financial incentives that a specific to their personal and career goals. The idea that companies often overlook high-potential employees who are not top executives is noted. Incentive packages can include wages, language training, and alternative work arrangements to avoid relocation. Non-financial incentives such as praise from a superior and leadership training are noted. financial incentives play an important role in retention — but money alone wont do the trick. Praise from ones manager, attention from leaders, frequent promotions, opportunities to lead projects, and chances to join fast-track management programs are often more effective than cash Leadership opportunities are a powerful incentive in any sector. Section: Applied Insight .Tools, techniques, and frameworks for managers Many companies throw financial incentives at senior executives and star performers during times of change. Ther