1、 外文翻译 原文 Motivating people: Getting beyond money Material Source: Organization Practice Author: Martin Dewhurst, Matthew Guthridge, and Elizabeth Mohr In Brief: Research and perspectives on management Companies around the world are cutting back their financial-incentive programs, but few have used o
2、ther ways of inspiring talent. We think they should. Numerous studies have concluded that for people with satisfactory salaries, some nonfinancial motivators are more effective than extra cash in building long-term employee engagement. Many financial rewards mainly generate short-term boosts of ener
3、gy, which can have damaging unintended consequences. A recent McKinsey Quarterly survey 1 underscores that the economic crisis provides a great opportunity for business leaders to reassess their incentives strategies. The respondents view three noncash motivators praise from immediate managers, lead
4、ership attention (for example, one-on-one conversations), and a chance to lead projects or task forces as no less or even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options (exhibit). The surveys top three nonfina
5、ncial motivators play critical roles in making employees feel that their companies value them, take their well-being seriously, and strive to create opportunities for career growth. These themes recur constantly in most studies on ways to motivate and engage employees. There couldnt be a better time
6、 to reinforce more cost-effective approaches. Moneys traditional role as the dominant motivator is under pressure from declining corporate revenues and increasing scrutiny by regulators and the general public. Our in-depth interviews with HR directors suggest that many companies have cut remuneratio
7、n costs by 15 percent or more. Whats more,employee motivation is sagging throughout the world-morale has fallen at almost half of all companies, according to another McKinsey survey 2 at a time when businesses need engaged leaders and other employees willing to go above and beyond expectations. Orga
8、nizations face the challenge of retaining talented people. Strong talent management is also critical to recruit new ones who have been laid off from their employers or who feel disenchanted with them. Even though overall reliance on financial incentives fell over the last 12 months, a number of comp
9、anies curtailed their use of nonfinancial ones as well. Thirteen percent of survey respondents report that managers praise their subordinates less often, 20 percent that opportunities to lead projects or task forces are scarcer, and 26 percent that leadership attention to motivate talent is less for
10、thcoming. Why havent many organizations made more use of cost-effective non-financial motivators at a time when cash is hard to find? One reason is probably because nonfinancial ways to motivate people require more time and commitment from senior managers. One HR director we interviewed spoke of the
11、ir tendency to hide in their offices primarily reflecting uncertainty about the current situation and outlook. This lack of interaction between managers and their people creates a highly damaging void that undermines employee engagement. However, some far-thinking companies are working hard to under
12、stand what motivates employees and to act on their findings. One global pharmaceutical company conducted a survey that showed that in some countries,employees emphasized the role of senior leadership; in others, social responsibility. The company is now increasing the weight of engagement metrics on
13、 its management scorecard so that they are seen as core performance objectives. The top three nonfinancial motivators our survey respondents cited offer guidance on where management might focus. The HR directors we spoke with emphasized leadership attention as a way to signal the importance of retai
14、ning top talent. For example, a leading beverage company asked every executive committee member to meet with the critical people in their own product groups. One-on-one meetings between staff and leaders are hugely motivational, explained an HR director from a mining and basic-materials-company they
15、 make people feel valued during these difficult times. A chance to lead projects is a motivator that only half of the companies in our survey use frequently, although this is a particularly powerful way of developing their leadership capabilities. A company from the beverages industry, for example,
16、selected 30 high-potential managers to participate in a leadership program that created a series of projects designed and led by the participants. With profitability returning to some geographies and sectors, we see signs that bonuses will be making a comeback: for instance, 28 percent of our survey
17、 respondents say that their companies plan to reintroduce financial incentives in the coming year. While such rewards have an important role to play, business leaders would do well to consider the lessons of the crisis. A talent strategy that emphasizes the frequent use of the right nonfinancial mot
18、ivators would benefit most companies in bleak times and fair. By acting now, they could exit the downturn stronger than they entered it. The big challenge for companies is to work equally as hard at understanding what satisfies employees as we do for customers. Businesses need to segment their workf
19、orces, identify which motivators really switch people on, and provide the right offer. This recession is truly going to be a moment of truth for leadership. Andrew Payne Strategic relations development director,Halcrow While financial incentives will always be important, what troubles me is that com
20、panies are moving back so quickly to bonuses again. Did no learning take place from what happened on Wall Street? Neeru Biswas Program director, The Asia Institute SolBridge International School of Business I can confirm that attention from top leaders works. I ran the suggestion scheme in a plant o
21、f the late Fokker Aircraft company. The best ideas that were worth implementing (about four to eight per year) were rewarded a net cash bonus of 6,000 to 10,000. But the picture in the company newsletter of the genius and the plant manager gathered round the idea at the shop floor, plus a break for
22、coffee and cakes with closest colleagues, and above all the plant managers genuine interest and appreciation was according to most of them the important part of their total reward. L. J. Lekkerkerk Lecturer, Radboud University Nijmegen Once again, top managers and executives say that nonfinancial in
23、centives and rewards are the most effective motivating factors for their staff. Yet these same top people continue to award themselves huge salaries and unjustifiably large stock options and performance bonuses. Why do they think that nonfinancial rewards work for other people, but not for themselve
24、s? Perhaps, with appropriate acknowledgement of the Roman origins of the word salary, we should take their views with a grain of salt! Richard Rudman I would add that companies must communicate very clearly to employees. If the old programs were largely cash based, then a strong communication theme
25、when restarting with a largely noncash recognition program would be the companys commitment to much more frequent, more timely, and more personal recognition for all employees (not just the elite, to whom bonus and stock programs are typically limited). This effort to make recognition more strategic
26、 and behavior based (on company values) as well as outcome based (achievement of strategic objectives) reinforces those behaviors you most want to see from all employees. Derek Irvine Chief strategist, Globoforce Meaningful work, specific goals, celebrating success, and heartfelt and personal thank-
27、yous work very effectively. The handwritten personal note is effective even with younger generations who have never written or received a note its a total and very positive surprise. Anne Murray-Randolph Assistant vice president for communications and special projects, Yale University Conversation S
28、tarter Short essays by leading thinkers on management topics Read what other people are saying at , then join the conversation.The full version of this article is available on .Exhibit: Its not about the moneyThree nonfinancial incentives are even more effective motivators than the three highest-rat
29、ed financial incentives Legends for Chart: A - Financial incentives B - Effectiveness, % of respondents answering extremely or very effective C - Frequent use, % of respondents answering always or most of the time A B C Performance-based cash bonuses 60 68 Increase in base pay 52 61 Stock or stock o
30、ptions 35 24 Nonfinancial incentives Praise and commendation from immediate manager 67 63 Attention from leaders 63 41 Opportunities to lead projects or task forces 62 54 Source: June 2009 McKinsey global survey of 1,047 executives, managers, and employees from a range of sectors 1 McKinsey Quarterl
31、y conducted the survey in June 2009 and received responses from 1,047 executives, managers, and employees around the world. More than a quarter of the respondents were corporate directors or CEOs or other C-level executives. The sample represents all regions and most sectors. 2 “Economic Conditions
32、Snapshot, June 2009: McKinsey Global Survey Results,“ , June 2009. By Martin Dewhurst; Matthew Guthridge and Elizabeth Mohr Martin Dewhurst is a director in McKinseys London office. Matthew Guthridge is an associate principal in McKinseys London office. Elizabeth Mohr is a consultant in McKinseys Lo
33、ndon office Copyright of McKinsey Quarterly is the property of McKinsey & Company, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holders express written permission. However, users may print, download, or email articles for individua
34、l use. 译文 激励人 ,并不单单靠金钱 资料来源 :组织实践 作者： 马丁杜赫斯特，马修加斯里奇，伊丽莎白莫尔 全世界的公司正在减少他们的金钱激励方案， 但很少有人用其他的方式激励人才。我认为我们应该，无数的研究理论指出，令人满意的工资，在建立长期的员工激励方面一些非财务的激励因素比额外的现金更有效的。许多金钱上的激励会在短期内提升员工的能量，但是导致了意想不到的后果。 最近的麦肯锡季度调查 1强调经济危机的影响 ,给商业领袖们提供了一个绝对的机会来他重新评估他们的动机和策略。这个被调查者的观点包括三个非现金的激励因素，管 理者的及时赞美，领导的重视（比如说，一对一的谈话），和一个负责一
35、个项目或者人格任务岗位，由于至少有三个比最高的金钱回报更有效的激励因素，现金奖励，提高基本工资，股票或股票期权。调查发现这三个非财政激励因素使员工觉得他们在公司中的价值就是扮演一个决定的角色，认真的做他们的福利，并且努力的为他们的职业生涯发展创造机会。这三个刺激并且吸引雇员的的因素频繁的出现在最新的论文上。 不可能有一个更好的时机来加强更加符合效益的方法。钱的传统角色是作为主要的压力在降低公企业的收入和增加审查者和公众的调节器。我们的资深人力资 源主管表示许多公了已经削减了 15%甚至更多的酬劳。更加重要的是，员工的激励的下降占了整个世界所有公司的一半，据麦肯锡的另一个调查所得，当公司需要时领
36、袖们及其他员工愿意去超出预期。组织面临的挑战是保留人才。强大的人才管理是决定性的在招募被雇主解雇或对雇主没有抱任何幻想的那些人。 即使在过去的整体依赖财政刺激的 12 个月里 ,许多公司也是在限制他们使用非财务刺激。 13%的被调查者在报告中认为管理者通过称赞下属来进行激励比较少， 20%的认为通过通过机会带领项目或任务岗位来激励人才比较少 ,26%的认为通过让领导 重视来激励人才是用的比较少的。 为什么许多组织没有更多的使用实施一次性非金融激励当钱比较缺乏时？ 原因之一可能是因为非财务方面需要高级经理更多的时间和承诺。我们访问的一个人力资源总监在谈到为了隐瞒他们的办事时， 主要体现在他们的办
37、公室的不确定性现状和前景。 他缺乏管理者之间的相互作用和创造了一个相当不利于员工的参与的环境，破坏了员工的敬业度。 然而 ,一些咨询公司很难理解怎么通过激励 员工和对自己的调查结果办事。一个全球性的制药公司进行了一项最新的调查表明，在有些国家里，雇员强调中、高层领导的角色作用，而在另外的一些国家，则强调社会责任。现在该公司增加了管理记分卡的比重，它们被认为是核心的绩效目标。 对于前三名的非财务激励因素的的调查者对于管理的焦点提供指导作用。人力资源董事与我们讨论时强调把领导的注意力作为保留优秀人才很重要的方面。例如，在一个大的饮料公司中会要求执行委员满足在自己的产品组中具有决定性作用的人。一个采
38、矿和基础原料的人力资源经理解释说：“员工与领导之间的一对一的谈话时一个 巨大的激励 它们让人觉得自己在困难的时候会被重视。” 有机会带领项目是一个动力 ,我们的调查问卷显示仅有一半的公司经常使用 ,尽管这是一个特别有力的途径提高他们的领导能力。一个饮料行业的公司 ,例如 ,选择 30个高级经理参与领导计划 ,并创造了一系列有计划的项目和领导参与者。 随着利润不断出现的一些地域和行业 ,我们看到的迹象表明 ,奖金再次被恢复 :例如 ,我们 28%的调查对象说 ,他们的公司计划在接下来的一年重新引入财政补贴。而这种奖励也扮演着重要的角色，商界领袖可得好好想想危机教训。 一个人才战略强调频繁地使用正
39、确的非财 务激励因素从大多数萧瑟和追求公平机会的公司中获益。现在行动 ,他们可以在衰退的时候退出，他们强胜时进入它。 公司的一大挑战是在工作中平等的对待同样努力工作来满足我们员工就像我们为广大客户服务。企业员工需要细分他们的岗位 ,找出那些动因 ,提供适当的权利。经济衰退是领导能力的一个考验。 安德鲁佩恩的战略关系发展总监 合乐集团 当财政刺激一直保持重要 ,使我感到不安的是公司正在迅速恢复奖金。你难道没有听说过发生在华尔街的事吗？ Neeru Biswas节目总监，亚洲研究院 韩国又松大学国际学校商学院 我能从高层领导人的作品中得到证实。我在晚期福克航空公司得到建议方案。最好的认为值得实施的
40、观点 (约 4/8 /年 )奖赏净现金奖金 6000到 10000。 但是画面只出现在通讯公司对待天才和培养管理者聚集在这个工作场所。加上和最亲密的同事喝杯咖啡和蛋糕，休息一下 ,而最重要的是工厂经理的真正爱好以及奖赏对大多数人来说都重要的总报酬。 l . j . Lekkerkerk讲师 ,Radboud大学奈梅亨 再一次 ,高层管理者和管理人员称 ,非财务激励和奖赏对他们来说是最为有效的的员工激励因素。但是这些同样的顶尖的人继续得到自己优厚的薪资和不合情理的 大型股票期权和绩效奖金。为什么他们认为非财务回报为别人服务 ,而不是自己 ?或许，适当承认薪水这个字起源于罗马 ,“我们应该采取他们的意见就像一粒盐 ! 理查德罗德曼 我要补充说明公司应该很清楚的与自己的雇员交流。如果旧程序在很大程度上以现金为基础的 ,然后重新开始时有一个良好的沟通主题与一个很大程度上以较为频繁的承诺非现金认同方案，更加及时 ,全体员工的个人识别 (不仅仅是精英，就是奖金和股票程序通常是有限公司 )。这个努力是以使识别有更强的战略和行为为基础 (在公司价值观 )以及结果为基础 (成就的战略目标 )加强了这些行为就是你最想要看到所有的员工。 德里克厄文首席战略家 ,格罗宝力量
