人們?yōu)槭裁崔o職?答案原來是...

　　Imagine that you’re looking at your company-issued smartphone and you notice an e-mail from LinkedIn: “These companies are looking for candidates like you!” You aren’t necessarily searching for a job, but you’re always open to opportunities, so out of curiosity, you click on the link. A few minutes later your boss appears at your desk. “We’ve noticed that you’re spending more time on LinkedIn lately, so I wanted to talk with you about your career and whether you’re happy here,” she says. Uh-oh.

　　想象一下，你正在看著公司配備的智能手機，忽然出現(xiàn)了一條信息，原來是領(lǐng)英網(wǎng)的郵件：“這些公司正在招募著你這樣的員工!”實際上，你當(dāng)前并沒有找工作的需求，不過你對到來的機會也是保持開放態(tài)度的，所以就點開來查看了。幾分鐘后，老板過來了，跟你說：“公司的系統(tǒng)顯示，你最近花了不少時間在領(lǐng)英上，所以我想跟你談?wù)勀愕墓ぷ鳡顩r。”啊噢!

　　It’s an awkward and Big Brother–ish scenario—and it’s not so far-fetched. Attrition has always been expensive for companies, but in many industries the cost of losing good workers is rising, owing to tight labor markets and the increasingly collaborative nature of jobs. Thus companies are intensifying their efforts to predict which workers are at high risk of leaving so that managers can try to stop them. Tactics range from garden-variety electronic surveillance to sophisticated analyses of employees’ social media lives.

　　這真是尷尬的“老大哥式”場景，而且還不是牽強的。公司的損耗總是昂貴的。但由于勞動力市場供不應(yīng)求，合作式的工作性質(zhì)，很多行業(yè)的人才流失成本在日益增加。因此，各大公司在加大政策力度，預(yù)估那些很有可能離職的員工，然后讓經(jīng)理就去勸留他們。小到電子監(jiān)控，大到員工社交媒體分析，這些監(jiān)控策略都能派上用場。

　　Some of this analytical work is generating fresh insights about what impels employees to quit. In general, people leave their jobs because they don’t like their boss, don’t see opportunities for promotion or growth, or are offered a better gig (and often higher pay); these reasons have held steady for years.

　　不過，這些分析策略也有可能成為迫使員工離職的原因?？傮w來看，人們辭職是因為不喜歡自己的老板，看不到晉升的希望，或者有別的更好的薪酬待遇，這些也都是多年來人們辭職的主要原因。

　　New research conducted by CEB, a Washington-based best-practice insight and technology company, looks not just at why workers quit but also at when. “We’ve learned that what really affects people is their sense of how they’re doing compared with other people in their peer group, or with where they thought they would be at a certain point in life,” says Brian Kropp, who heads CEB’s HR practice. “We’ve learned to focus on moments that allow people to make these comparisons.”

　　CEB公司，是一家總部在華盛頓的最務(wù)實的技術(shù)公司，最近開展了一項調(diào)查研究，不僅調(diào)查了員工為何辭職，還調(diào)查了員工何時離職。“我們了解到了，影響人們辭職的因素在于，他們?nèi)绾慰创c其他同事的比較，或者他們預(yù)測自己應(yīng)該達(dá)到生命的某一個時間節(jié)點。”CEB 人力資源實踐項目的指揮官Brian Kropp表示。“我們已經(jīng)了解到那些讓人們做比較的時刻了。”

　　Some of the discoveries are unsurprising. Work anniversaries (whether of joining the company or of moving into one’s current role) are natural times for reflection, and job-hunting activity jumps by 6% and 9%, respectively, at those points. But other data reveals factors that have nothing directly to do with work. Kropp says, “The big realization is that it’s not just what happens at work—it’s what happens in someone’s personal life that determines when he or she decides to look for a new job.”

　　本次調(diào)查中的某些發(fā)現(xiàn)并不出乎意料。工作紀(jì)念日(無論是加入公司的日子，還是轉(zhuǎn)正的日期)都是人們反思的時候，還有找工作的行為，這兩個行為的出現(xiàn)比例分別上升了6到9個百分點。不過也有其他的數(shù)據(jù)顯示，這些因素與離職沒有直接聯(lián)系。Kropp表示：“最實際的是，這種情況不僅出現(xiàn)在工作當(dāng)中，還成為了人們實際生活中是否應(yīng)該找新工作的理由。”

　　Technology also provides clues about which star employees might be eyeing the exit. Companies can tell whether employees using work computers or phones are spending time on (or even just opening unsolicited e-mails from) career websites, and research shows that more firms are paying attention to these things. Large companies have also begun tracking badge swipes—employees’ use of an ID to enter and exit the building or the parking garage—to identify patterns that suggest a worker may be interviewing for a job.

　　技術(shù)的發(fā)展也為我們提供了依據(jù)，能讓我們發(fā)現(xiàn)哪些出色的員工正在找新的工作。許多公司可以檢測到員工是否使用工作電腦或手機瀏覽求職網(wǎng)站(或只是打開一封來歷不明的郵件)，研究也發(fā)現(xiàn)了越來越多的公司正在關(guān)注這個問題。一些大型的公司也開始監(jiān)控員工的瀏覽痕跡了，通過分析緩存文件來判斷員工是否在找新的工作。

　　Lori Hock, the CEO of Hudson Americas, a recruitment process outsourcing company that uses Joberate, values predictive intelligence because it helps her reduce clients’ attrition—and spot things that may be driving it. “Is it a bad manager?” she says. “Is there a training component? Are we undervaluing certain positions? It gives you a nice opportunity to think about what the trigger might have been—and to ask questions before you lose talent.”

　　Lori Hock是美洲哈德遜公司的總裁，她的公司使用Joberate網(wǎng)站作為外包的主要招聘平臺，非常重視智能預(yù)測。因為它能緩解客戶流失的損害，還能檢測造成客戶流失的原因。“這是一位糟糕的經(jīng)理嗎?”她說，“是否存在培訓(xùn)競爭的對手?我們是否低估了某些職位?這樣能給你很好的機會來思考那些促使客戶損失的因素，還能在你流失人才之前提出問題。”

　　Researchers agree that preemptive intervention is a better way to deal with employees’ wandering eyes than waiting for someone to get an offer and then making a counteroffer. CEB’s data shows that 50% of employees who accept a counteroffer leave within 12 months. “It’s almost like when you’re in a relationship and you’ve decided you want to break up, but your partner does something that makes you stick around a little longer,” Kropp says. “Employees who accept a counteroffer are most likely going to quit at some point very soon.”

　　研究人員都支持這種先發(fā)制人的干預(yù)，比眼巴巴看著員工獲得工作機會后提出還價更奏效。CEB的研究數(shù)據(jù)顯示，50%接受了還價的員工會在一年內(nèi)離職。“這就很像當(dāng)你處于一段感情之中，你已經(jīng)決定要分手了，但是你的另一半做了一點努力把你留在身邊久一點而已。”Kropp說道。“接受了還價待遇的員工就是那些很快會離職的員工。”