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)以下三個因素算出來的：雇傭和培訓新員工的花費，新員工要熟悉新工作 的要求而產生的較低的生產率造成的企業(yè)成本升高，以及由于顧客滿意度差而導致客房使用率下降。
    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、這位總裁已經意識到，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對不必要的員工流失，因為這些公司還沒有時間去 搞清楚收入和生產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問題并且解決它。他提出了四點計劃：首先，計算員工流失成本;然 后估計這些員工流失的主要原因;第三，討論如何解決這些問題;后確定行動方案并且評估實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、這個方案實施了兩年，效果顯著：每年員工流失率下降了78%，而且 由于省去了對新員工的培訓，加上顧客滿意度的提高，酒店營業(yè)時間也比原來更長了。終的結果是酒店節(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，也沒有準確地估算成本， 從而弄不清真正的原因。結果就是公司缺乏針對單個具體問題的解決方式。 以下是我們對那個總裁所采取的拯救酒店的具體行動的分析。
    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、在計算成本的時候要考慮兩個因素：那些員工流失率高的部門和那些員工流失對于利潤來說潛在影響大的部門。經過調查研宄我們得出結論， 在那些員工流失率高的部門中，一些職位的員工流動并不會產生較高的成 本，比如清潔員和園丁。實際上，這項調查所揭露的真相是，43%的人員流 失都是由占總員工數(shù)僅6%那一群體所造成。那些需要大量培訓時間的職位會帶來高的成本投入。分析表明，對酒店利潤有大影響的職位是前臺接待和財務人員。