酒店減少員工流失的方法中英翻譯

　　How to Reduce Employee Turnover如何減少員工流失

　　1.The Chief Executive of a large hotel became aware that his company was experiencing annual employee turnover of about 60 percent, at an annual cost estimated between $10 to $15 million. This large amount of money was calculated based on three factors: the money spent hiring and training replacements; the cost to the business in lower productivity due to employees becoming familiar with the requirements of their new job; and reduced occupancy rates，due to poor guest satisfaction levels.

　　1、一家大型酒店的總裁注意到，公司正在經(jīng)歷著每年流失60%的雇員的問題，這種情況造成每年成本增加1000萬到1500萬。這么大量的資金是根據(jù)以下三個(gè)因素算出來的：雇傭和培訓(xùn)新員工的花費(fèi)，新員工要熟悉新工作 的要求而產(chǎn)生的較低的生產(chǎn)率造成的企業(yè)成本升高，以及由于顧客滿意度差而導(dǎo)致客房使用率下降。

　　2.The Chief Executive knew that in order to save his company, he had to reduce the high turnover costs. Making up for the lost income due to turnover is not an easy task and many companies have not declared war on unwanted employee turnover because they have not taken the time to work out the costs of lost revenues and productivity. The hotel boss decided to tackle the issue head-on by implementing a 4-point plan. The hotel first took the time to calculate their turnover costs; secondly to evaluate the main causes for the staff turnover; and thirdly to discuss some of the solutions to the problems; and lastly to prioritize actions and evaluate future returns following implemented changes.

　　2、這位總裁已經(jīng)意識(shí)到，為了拯救他的公司，他必須減少髙額的員工流失成本。彌補(bǔ)由員工流失所造成的收入損失不是一件容易的事情，而且目前 許多公司還沒有表示要應(yīng)對(duì)不必要的員工流失，因?yàn)檫@些公司還沒有時(shí)間去 搞清楚收入和生產(chǎn)率損失所造成的成本增加。但是這家酒店的老板決定要直面這個(gè)問題并且解決它。他提出了四點(diǎn)計(jì)劃：首先，計(jì)算員工流失成本;然 后估計(jì)這些員工流失的主要原因;第三，討論如何解決這些問題;最后確定行動(dòng)方案并且評(píng)估實(shí)施這些方案之后的未來收益。

　　3.Within a two-year period, the results were significant. The annual employee turnover was reduced by 78 percent and this affected down time due to training and guest satisfection. The result was a $10 million savings for the company.

　　3、這個(gè)方案實(shí)施了兩年，效果顯著：每年員工流失率下降了78%，而且 由于省去了對(duì)新員工的培訓(xùn)，加上顧客滿意度的提高，酒店?duì)I業(yè)時(shí)間也比原來更長(zhǎng)了。最終的結(jié)果是酒店節(jié)省了1000萬美元。

　　4.Because most do not know the root causes of employee turnover and costs have often not been accurately estimated, causes are usually not known. As a result, solutions are commonly not targeted at a company’s individual, specific causes. The following is an examination of what the Chief Executive did to turn the hotel around.

　　4、大多數(shù)公司都不知道員工流失的根源在哪里，也沒有準(zhǔn)確地估算成本， 從而弄不清真正的原因。結(jié)果就是公司缺乏針對(duì)單個(gè)具體問題的解決方式。 以下是我們對(duì)那個(gè)總裁所采取的拯救酒店的具體行動(dòng)的分析。

　　5.Two fectors were considered in relation to the calculation of costs: those departments who had the highest rates of turnover and those whose turnover had the greatest potential effect on profit. After some investigation, it was shown that some of the positions with the highest turnover rates such as cleaners and gardeners did not carry with them high associated costs. In fact，what was revealed was that only 6 percent of employees accounted for 43 percent of the turnover. Positions that involved a substantial amount of time in training were the ones that attracted the highest costing. Analysis revealed that those positions within the hotel which had the greatest impact on profit were positions like the front office receptionists and those working in accounts.

　　5、在計(jì)算成本的時(shí)候要考慮兩個(gè)因素：那些員工流失率最高的部門和那些員工流失對(duì)于利潤(rùn)來說潛在影響最大的部門。經(jīng)過調(diào)查研宄我們得出結(jié)論， 在那些員工流失率最高的部門中，一些職位的員工流動(dòng)并不會(huì)產(chǎn)生較高的成 本，比如清潔員和園丁。實(shí)際上，這項(xiàng)調(diào)查所揭露的真相是，43%的人員流 失都是由占總員工數(shù)僅6%那一群體所造成。那些需要大量培訓(xùn)時(shí)間的職位會(huì)帶來最高的成本投入。分析表明，對(duì)酒店利潤(rùn)有最大影響的職位是前臺(tái)接待和財(cái)務(wù)人員。

　　6.As unusual as it may sound, it is now a common understanding that offering employees more money is not necessarily a good solution to high employee turnover—often they leave because they simply dislike the work. Therefore, it was important to tackle the analysis from the perspective of what were the chief causes for staff leaving.

　　6、盡管聽上去很不同尋常，但是現(xiàn)在有一個(gè)普遍接受的觀點(diǎn)，那就是給員工更多的錢并不一定會(huì)是解決員工高流失率的好方法。員工的流失主要是 因?yàn)樗麄儾幌矚g這個(gè)工作。因此，分析員工離職的主要原因是重要的一環(huán)。

　　7.Devising solutions to these issues was the other half of the equation. As far a recruiting was concerned, they changed their approach by assigning the task to personnel from the hotel. Once this change was made, the attrition rates decreased substantially. To add to employee motivation, new staff were made aware of the mission and goals of the organization and how they would be paid above industry standard for striving to attain to hotel values. New staff were shown where the hotel was heading and how they would have a guaranteed, stable employment situation with a major force in the hotel industry—it was even suggested that after a period of employment, new staff might be given the opportunity to contribute to organizational goal setting. They had been losing many of their employees during the first month or two of employment, so they made new staff aware that bonuses would be offered to newly hired employees at the end of their first three months which greatly assisted in goal setting. Staff luncheons and the in-house volleyball and basketball competitions remained an effective part of staff unity and development, and a support program was also introduced to help all staff with any job-related issues. This gave employees a heightened sense of being cared for by the establishment.

　　7、設(shè)計(jì)針對(duì)這些問題的解決方法是等式的另外一半。酒店改變了招聘方法：直接利用酒店內(nèi)部人員實(shí)施招聘。這一方法一經(jīng)使用，員工流失率大幅 下降。為了增加員工的工作動(dòng)力，領(lǐng)導(dǎo)告訴新員工公司的任務(wù)和目標(biāo)，還告訴他們，只要努力達(dá)到酒店工作標(biāo)準(zhǔn)，他們就會(huì)得到髙于同行業(yè)標(biāo)準(zhǔn)的薪水。 他們告訴新員工酒店的.發(fā)展方向，并且讓他們相信，在酒店行業(yè)努力工作， 可以得到一份有保障的、穩(wěn)定的收入——甚至告訴他們，工作一段時(shí)間以后， 新員工可能會(huì)參與到公司組織目標(biāo)的設(shè)定過程中去。很多員工過去在酒店工作第一個(gè)月或者第二個(gè)月的時(shí)候就離職了，因此現(xiàn)在酒店各部門要讓新員工知道，他們?cè)诠ぷ髑叭齻�(gè)月結(jié)束的時(shí)候會(huì)拿到一筆獎(jiǎng)金，這種激勵(lì)方式影響 到員工重新設(shè)定自己的目標(biāo)。工作午餐和公司內(nèi)部的排球或籃球賽有效促進(jìn) 了員工的團(tuán)結(jié)和發(fā)展，并且公司還引入了一個(gè)支持計(jì)劃來幫助所有的員工解決工作相關(guān)的問題。這樣一來，員工就會(huì)明顯感受到公司關(guān)心他們。

　　8.Another area of change which proved successful was the introduction of the Valuable Employee Program(VEP). When a person was employed in the past they were assigned a senior member of staff who assisted them with getting used to their new job. Due to the limitations of the senior member’s position however, they were often not in a position to explain any details regarding future advancement. Now, when staff are employed, they are clearly told what is expected in the job and where it might lead for the right candidate. Hotel surveys revealed that over 30 percent of employees were not satisfied with the career opportunities in their current jobs，so the articulation of the definite and realistic opportunity for advancement through the VEP led to a major decrease in employee attrition.

　　8、另外一個(gè)成功改善的方面就是VEP(有價(jià)值員工工程)的引入。在過去，新人招聘進(jìn)來以后會(huì)有一個(gè)老員工來幫助他們熟悉新工作。但是，由于 老員工的職位所限，他們無法給新員工規(guī)劃未來職業(yè)發(fā)展細(xì)節(jié)。而現(xiàn)在，新 員工入職后，公司就很清楚地告訴他們工作當(dāng)中所要做到的事情以及將來的職業(yè)發(fā)展前景。酒店的調(diào)查研究還表明，超過30%的員工對(duì)他們目前工作的職業(yè)發(fā)展機(jī)會(huì)不滿意。因此，通過VEP向員工清晰說明他們的升職機(jī)會(huì)大幅降低了員工流失率。

　　9.Once the ship had been righted and the relative returns on human resource investments had been calculated, setting priorities became a formality. Although at first a daunting task, the enormous cost of employee turnover offered an excellent opportunity for the hotel to increase profitability.

　　9、一旦船只恢復(fù)了平衡，并且人力資源投資的相對(duì)回報(bào)計(jì)算清楚以后，接下來就是要設(shè)定做事情的順序了。盡管一開始這是一項(xiàng)艱巨的任務(wù)，但是反過來員工流失的巨大成本又給飯店提供一個(gè)好機(jī)會(huì)來提高利潤(rùn)率。

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