進(jin)入(ru)21世紀，企(qi)(qi)業(ye)(ye)(ye)經營環境發(fa)生(sheng)(sheng)巨(ju)大(da)(da)的(de)(de)(de)變化：金融(rong)危(wei)機(ji)導致(zhi)大(da)(da)量(liang)(liang)(liang)的(de)(de)(de)企(qi)(qi)業(ye)(ye)(ye)生(sheng)(sheng)存困(kun)難(nan)(nan)，導致(zhi)企(qi)(qi)業(ye)(ye)(ye)裁員(yuan)、降(jiang)薪；技工(gong)荒、民(min)工(gong)荒的(de)(de)(de)到(dao)來(lai)，給企(qi)(qi)業(ye)(ye)(ye)招聘員(yuan)工(gong)增加了難(nan)(nan)度；核心員(yuan)工(gong)大(da)(da)量(liang)(liang)(liang)流(liu)失，影響了企(qi)(qi)業(ye)(ye)(ye)產(chan)品(pin)或服(fu)務質量(liang)(liang)(liang)的(de)(de)(de)穩定(ding)性(xing)，影響企(qi)(qi)業(ye)(ye)(ye)產(chan)能(neng)的(de)(de)(de)提升；80后90后追求個性(xing)獨立(li)，缺乏(fa)責任心，又要實現自我，不聽話，不順從(cong)，給沉悶的(de)(de)(de)工(gong)作氛(fen)圍和傳統管(guan)理者帶(dai)來(lai)新的(de)(de)(de)挑(tiao)戰，更有甚者，有的(de)(de)(de)員(yuan)工(gong)不選(xuan)擇跳(tiao)槽而選(xuan)擇跳(tiao)樓，給一些企(qi)(qi)業(ye)(ye)(ye)帶(dai)來(lai)巨(ju)大(da)(da)的(de)(de)(de)壓力。
連續(xu)跳樓事(shi)件的(de)(de)(de)出現(xian)，一時間(jian)，輿論一片(pian)嘩然，針對這種(zhong)現(xian)象，各路英(ying)雄紛(fen)紛(fen)獻策：有(you)(you)人(ren)(ren)說(shuo)(shuo)現(xian)在(zai)的(de)(de)(de)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)缺乏忠誠和感恩，于是(shi)(shi)很(hen)多(duo)(duo)企(qi)業(ye)就引進(jin)忠誠和感恩的(de)(de)(de)培訓；有(you)(you)人(ren)(ren)說(shuo)(shuo)現(xian)在(zai)的(de)(de)(de)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)資幾乎未見增長，于是(shi)(shi)很(hen)多(duo)(duo)企(qi)業(ye)又(you)(you)考慮給員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)加工(gong)(gong)(gong)(gong)(gong)資；有(you)(you)人(ren)(ren)說(shuo)(shuo)現(xian)在(zai)的(de)(de)(de)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)缺乏關懷(huai)(huai)，于是(shi)(shi)很(hen)多(duo)(duo)企(qi)業(ye)又(you)(you)開始給員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)一些關懷(huai)(huai)了(le)，比(bi)如為員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)設(she)立娛樂中心、活動場所、心理(li)(li)咨詢室(shi)、管(guan)(guan)理(li)(li)人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)向(xiang)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)道歉等(deng)等(deng)。更(geng)有(you)(you)甚(shen)者，有(you)(you)的(de)(de)(de)企(qi)業(ye)還(huan)要(yao)求管(guan)(guan)理(li)(li)者每天在(zai)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)下班后(hou)還(huan)要(yao)向(xiang)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)問好：你們辛(xin)苦(ku)了(le)！實(shi)施這種(zhong)關懷(huai)(huai)很(hen)矛盾的(de)(de)(de)就是(shi)(shi)當(dang)(dang)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)完(wan)不(bu)成任務的(de)(de)(de)時候，管(guan)(guan)理(li)(li)人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)還(huan)不(bu)能罵員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)，催員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)，該管(guan)(guan)的(de)(de)(de)不(bu)敢管(guan)(guan)，造成管(guan)(guan)理(li)(li)者覺得非常被動，感覺地位(wei)低下，給管(guan)(guan)理(li)(li)帶相(xiang)當(dang)(dang)大的(de)(de)(de)麻煩等(deng)等(deng)，不(bu)一而(er)足(zu)。
盡(jin)管很多企(qi)業都采(cai)取了各種招式去對員(yuan)(yuan)(yuan)工(gong)(gong)進行(xing)一些(xie)關懷，但員(yuan)(yuan)(yuan)工(gong)(gong)該流(liu)失(shi)的(de)(de)還是(shi)(shi)流(liu)失(shi)，員(yuan)(yuan)(yuan)工(gong)(gong)不(bu)忠誠和(he)感(gan)(gan)恩的(de)(de)還是(shi)(shi)不(bu)忠誠和(he)感(gan)(gan)恩，好像(xiang)這些(xie)招就(jiu)是(shi)(shi)不(bu)靈(ling)，這讓很多老(lao)板很無奈(nai)，覺得現在的(de)(de)員(yuan)(yuan)(yuan)工(gong)(gong)就(jiu)是(shi)(shi)沒良心(xin)，老(lao)板創辦企(qi)業，為員(yuan)(yuan)(yuan)工(gong)(gong)提(ti)供工(gong)(gong)作(zuo)，難道還不(bu)應該忠誠和(he)感(gan)(gan)恩嗎(ma)？
員(yuan)工為什(shen)么就(jiu)不(bu)忠誠和(he)感(gan)恩(en)(en)呢？換(huan)一句話說：員(yuan)工為什(shen)么就(jiu)要忠誠和(he)感(gan)恩(en)(en)呢？
老板(ban)說：我(wo)(wo)(wo)給(gei)員(yuan)工(gong)提供了工(gong)作(zuo)，讓員(yuan)工(gong)能(neng)獲(huo)取(qu)薪水，所以員(yuan)工(gong)應該忠誠(cheng)(cheng)和感(gan)恩(en)(en)；員(yuan)工(gong)說：我(wo)(wo)(wo)給(gei)老板(ban)提供了勞動，是(shi)因為(wei)我(wo)(wo)(wo)有(you)勝任工(gong)作(zuo)的(de)(de)(de)能(neng)力(li)，報(bao)酬是(shi)我(wo)(wo)(wo)應該得的(de)(de)(de)，我(wo)(wo)(wo)又(you)沒有(you)多(duo)得，憑(ping)什么我(wo)(wo)(wo)就(jiu)要(yao)忠誠(cheng)(cheng)和感(gan)恩(en)(en)呀，再(zai)說，如果我(wo)(wo)(wo)的(de)(de)(de)能(neng)力(li)不(bu)(bu)(bu)(bu)勝任工(gong)作(zuo)，企(qi)業還會招聘我(wo)(wo)(wo)進來工(gong)作(zuo)嗎？當(dang)企(qi)業經營不(bu)(bu)(bu)(bu)善或者(zhe)遇到危機(ji)的(de)(de)(de)時候，還不(bu)(bu)(bu)(bu)就(jiu)是(shi)把員(yuan)工(gong)裁(cai)掉或者(zhe)不(bu)(bu)(bu)(bu)征求員(yuan)工(gong)意見就(jiu)強行降薪嗎？也(ye)許老板(ban)認為(wei)員(yuan)工(gong)該忠誠(cheng)(cheng)和感(gan)恩(en)(en)有(you)千百個理(li)由，而員(yuan)工(gong)認為(wei)不(bu)(bu)(bu)(bu)忠誠(cheng)(cheng)和感(gan)恩(en)(en)也(ye)有(you)萬千個理(li)由。不(bu)(bu)(bu)(bu)可否認，員(yuan)工(gong)和企(qi)業的(de)(de)(de)關系是(shi)勞動合同關系，是(shi)一(yi)種契約關系，忠誠(cheng)(cheng)和感(gan)恩(en)(en)不(bu)(bu)(bu)(bu)是(shi)誰(shui)對誰(shui)的(de)(de)(de)義務，是(shi)需要(yao)雙方(fang)共(gong)同營造忠誠(cheng)(cheng)和感(gan)恩(en)(en)的(de)(de)(de)氛(fen)圍。
那么，員(yuan)(yuan)工(gong)(gong)(gong)怎么樣才(cai)會忠(zhong)(zhong)(zhong)誠和感(gan)恩呢？首席顧問(wen)師(shi)李見明認(ren)為：忠(zhong)(zhong)(zhong)誠和感(gan)恩不(bu)是單向的(de)，是雙向的(de)，現在很多卓越企業(ye)都(dou)不(bu)過分強調員(yuan)(yuan)工(gong)(gong)(gong)忠(zhong)(zhong)(zhong)誠和感(gan)恩，而是強調培育員(yuan)(yuan)工(gong)(gong)(gong)的(de)契合(he)度。所(suo)謂契合(he)度是指(zhi)員(yuan)(yuan)工(gong)(gong)(gong)在感(gan)情上(shang)和理智上(shang)都(dou)愿(yuan)意為達成企業(ye)目(mu)標，不(bu)計報(bao)酬的(de)付(fu)出(chu)。只有提(ti)升員(yuan)(yuan)工(gong)(gong)(gong)的(de)契合(he)度，才(cai)能提(ti)升員(yuan)(yuan)工(gong)(gong)(gong)的(de)忠(zhong)(zhong)(zhong)誠和感(gan)恩。
如何培育和提升員工的契合度？首席顧問師李見明認為：必須從員工量能關懷、員工能力關懷、員工薪酬關懷、員工發展關懷、員工前途關懷、員工文化關懷六個方面進行全面員工關懷，才能從根源上提升員工的契合度，從而提升員工的忠誠和感恩。全面員工關懷模型如下圖：
全面員工關懷圖
員工量(liang)能關懷。指的(de)(de)是一(yi)個企業里面究(jiu)竟(jing)有多少的(de)(de)事情或者說工作任務(wu)需要(yao)多少人(ren)來(lai)完成(cheng)，做到事和人(ren)的(de)(de)平(ping)衡(heng)，這是從工作負荷(he)上對員工的(de)(de)關懷和尊重，體現(xian)了人(ren)性化的(de)(de)思想。
要(yao)確定(ding)員(yuan)(yuan)工(gong)(gong)的(de)量(liang)能(neng)，人力資源部(bu)必(bi)須根據公司發展戰略和戰略目標(biao)，做好人力資源規劃(hua)，確定(ding)科學、合理的(de)人員(yuan)(yuan)配置(zhi)，盡量(liang)做到(dao)人和事的(de)平衡，既(ji)不要(yao)讓員(yuan)(yuan)工(gong)(gong)太(tai)閑(xian)，也(ye)不要(yao)讓員(yuan)(yuan)工(gong)(gong)總(zong)(zong)是(shi)加班(ban)。員(yuan)(yuan)工(gong)(gong)太(tai)閑(xian)，對一(yi)線員(yuan)(yuan)工(gong)(gong)而言，覺得賺(zhuan)不到(dao)錢(qian)，浪費了(le)(le)(le)時(shi)(shi)間，萌生(sheng)了(le)(le)(le)離職(zhi)傾(qing)向；員(yuan)(yuan)工(gong)(gong)太(tai)忙，總(zong)(zong)是(shi)加班(ban)，對一(yi)線員(yuan)(yuan)工(gong)(gong)來(lai)說，雖然(ran)能(neng)多(duo)賺(zhuan)幾(ji)個錢(qian)，但犧牲了(le)(le)(le)休息、犧牲了(le)(le)(le)交朋友、犧牲了(le)(le)(le)健康(kang)、犧牲了(le)(le)(le)愛情、犧牲了(le)(le)(le)家(jia)庭等，為(wei)什么會有(you)這(zhe)種想法？因為(wei)對80后90后而言，一(yi)是(shi)靠工(gong)(gong)作謀生(sheng)的(de)時(shi)(shi)代(dai)已經(jing)過去(qu)，而是(shi)工(gong)(gong)作加娛樂時(shi)(shi)代(dai)的(de)到(dao)來(lai)；二是(shi)技工(gong)(gong)荒、民工(gong)(gong)荒時(shi)(shi)代(dai)的(de)到(dao)來(lai)，換(huan)一(yi)份(fen)工(gong)(gong)作很容(rong)易(yi)。因此(ci)，過多(duo)的(de)加班(ban)不是(shi)長久(jiu)之(zhi)計，萌生(sheng)了(le)(le)(le)換(huan)家(jia)公司的(de)念(nian)頭。
如何(he)才能做(zuo)到員工量能的(de)平(ping)(ping)(ping)(ping)衡(heng)？必須考量兩個平(ping)(ping)(ping)(ping)衡(heng)：一是總量平(ping)(ping)(ping)(ping)衡(heng)，在(zai)管(guan)(guan)理技(ji)術上(shang)體現的(de)是人力資(zi)源規劃的(de)水平(ping)(ping)(ping)(ping)，有(you)多(duo)少(shao)事，需(xu)要匹配多(duo)少(shao)人；二是結構平(ping)(ping)(ping)(ping)衡(heng)，在(zai)管(guan)(guan)理技(ji)術上(shang)體現的(de)是流(liu)水生產線的(de)平(ping)(ping)(ping)(ping)衡(heng)，解決忙閑不均的(de)狀況。
員工能力關懷。
所謂(wei)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工能(neng)(neng)(neng)(neng)(neng)力(li)(li)關(guan)懷是(shi)(shi)指針(zhen)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工的(de)(de)(de)(de)崗位勝任(ren)(ren)能(neng)(neng)(neng)(neng)(neng)力(li)(li)。員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工在短(duan)時(shi)間內不能(neng)(neng)(neng)(neng)(neng)勝任(ren)(ren)工作通常(chang)有(you)兩個方面(mian)的(de)(de)(de)(de)原因：一是(shi)(shi)有(you)些公司(si)根本(ben)就對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工沒有(you)培(pei)訓(xun)(xun)，讓員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工慢慢自(zi)己(ji)摸索，自(zi)生(sheng)自(zi)滅；二是(shi)(shi)有(you)些公司(si)雖然對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工作了一些培(pei)訓(xun)(xun)，但不考(kao)慮員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工之間能(neng)(neng)(neng)(neng)(neng)力(li)(li)存(cun)在的(de)(de)(de)(de)差異，缺乏個性(xing)化的(de)(de)(de)(de)培(pei)訓(xun)(xun)。一旦員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工不能(neng)(neng)(neng)(neng)(neng)完(wan)(wan)成(cheng)任(ren)(ren)務或者不能(neng)(neng)(neng)(neng)(neng)及(ji)時(shi)完(wan)(wan)成(cheng)任(ren)(ren)務，管(guan)理人(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)不是(shi)(shi)幫助(zhu)(zhu)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工提升能(neng)(neng)(neng)(neng)(neng)力(li)(li)，而是(shi)(shi)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工破口大(da)罵，甚至侮辱員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工的(de)(de)(de)(de)人(ren)格。比(bi)如，筆(bi)者對(dui)(dui)(dui)在富士(shi)康工作的(de)(de)(de)(de)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工的(de)(de)(de)(de)了解：富士(shi)康員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工不能(neng)(neng)(neng)(neng)(neng)及(ji)時(shi)完(wan)(wan)成(cheng)任(ren)(ren)務的(de)(de)(de)(de)時(shi)候，現場的(de)(de)(de)(de)管(guan)理人(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工就是(shi)(shi)大(da)罵員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工笨蛋、無能(neng)(neng)(neng)(neng)(neng)，而不是(shi)(shi)幫助(zhu)(zhu)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工成(cheng)長，就更談不上(shang)會對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工的(de)(de)(de)(de)能(neng)(neng)(neng)(neng)(neng)力(li)(li)進行(xing)關(guan)懷呢？要(yao)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工能(neng)(neng)(neng)(neng)(neng)力(li)(li)進行(xing)關(guan)懷必須改變有(you)些管(guan)理人(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)認為員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工能(neng)(neng)(neng)(neng)(neng)力(li)(li)不足與自(zi)己(ji)無關(guan)的(de)(de)(de)(de)舊觀念，而應樹(shu)立新觀念：員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工能(neng)(neng)(neng)(neng)(neng)力(li)(li)不足，管(guan)理人(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)有(you)責(ze)任(ren)(ren)和義(yi)務幫助(zhu)(zhu)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工提升，針(zhen)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工勝任(ren)(ren)能(neng)(neng)(neng)(neng)(neng)力(li)(li)上(shang)存(cun)在的(de)(de)(de)(de)不足，必須制定(ding)個性(xing)化的(de)(de)(de)(de)培(pei)訓(xun)(xun)計劃來幫助(zhu)(zhu)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工提升能(neng)(neng)(neng)(neng)(neng)力(li)(li)。
員(yuan)工薪酬(chou)關懷。
根據(ju)馬斯洛需求層次理論，員(yuan)(yuan)工(gong)的最初需求是重(zhong)視物質需求大(da)于(yu)精(jing)神(shen)需求，只有(you)在物質需求達到(dao)一定(ding)的程(cheng)度的時候，精(jing)神(shen)需求才會占重(zhong)要的地(di)位。所(suo)以(yi)，企業(ye)也必須提供有(you)市場競爭力(li)的薪(xin)酬待遇(yu)。薪(xin)酬過低，在員(yuan)(yuan)工(gong)還沒(mei)有(you)融入企業(ye)中(zhong)，還沒(mei)有(you)被企業(ye)文化所(suo)感化，已經被外部的誘惑所(suo)吸引(yin)，出現了頻繁的跳槽現象。
另外，企業(ye)在(zai)(zai)發(fa)放薪酬的(de)時(shi)候也要貫徹三公原則，如甲員工比乙員工的(de)業(ye)績還(huan)好，而在(zai)(zai)實際甲得到獎金比乙還(huan)少，原因(yin)是主管是乙的(de)老(lao)鄉，這種不公平會挫傷業(ye)績好的(de)員工的(de)積極性，容(rong)易導致(zhi)員工流失，正如中(zhong)國古話說(shuo)的(de)好，人不怕(pa)患寡而怕(pa)患不均。
員(yuan)(yuan)工(gong)能(neng)發財還體(ti)現在員(yuan)(yuan)工(gong)與企(qi)(qi)(qi)業(ye)(ye)(ye)的(de)(de)共贏上，很多(duo)中小企(qi)(qi)(qi)業(ye)(ye)(ye)沒有形成規范的(de)(de)績效(xiao)管(guan)理體(ti)系(xi)，員(yuan)(yuan)工(gong)做(zuo)多(duo)做(zuo)少(shao)一個樣，沒有把企(qi)(qi)(qi)業(ye)(ye)(ye)的(de)(de)利(li)益和員(yuan)(yuan)工(gong)的(de)(de)利(li)益捆綁(bang)起來(lai)，當企(qi)(qi)(qi)業(ye)(ye)(ye)業(ye)(ye)(ye)務繁忙(mang)的(de)(de)時(shi)候(hou)，員(yuan)(yuan)工(gong)肯定要多(duo)付(fu)出(chu)，所得無所變化，當業(ye)(ye)(ye)務稀少(shao)的(de)(de)時(shi)候(hou)，所得也差不(bu)多(duo)，這就容易(yi)挫傷員(yuan)(yuan)工(gong)的(de)(de)積極(ji)性。更有甚者(zhe)，有的(de)(de)員(yuan)(yuan)工(gong)在一些企(qi)(qi)(qi)業(ye)(ye)(ye)工(gong)作(zuo)3-5年的(de)(de)也不(bu)見工(gong)資增(zeng)長，企(qi)(qi)(qi)業(ye)(ye)(ye)只關注自身(shen)的(de)(de)賺錢(qian)而對(dui)員(yuan)(yuan)工(gong)薪(xin)資的(de)(de)漠(mo)視，極(ji)大地傷害了員(yuan)(yuan)工(gong)的(de)(de)感情(qing)。筆者(zhe)認為(wei)：如(ru)果員(yuan)(yuan)工(gong)通過(guo)自己的(de)(de)努力，看不(bu)到能(neng)發財或(huo)賺錢(qian)的(de)(de)希望，必(bi)然會挫傷員(yuan)(yuan)工(gong)的(de)(de)積極(ji)性，導致員(yuan)(yuan)工(gong)的(de)(de)離職傾向增(zeng)加，影響員(yuan)(yuan)工(gong)的(de)(de)忠誠和感恩。
員工(gong)發展關懷。
這是基于企業(ye)是否為員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)提供了完善的(de)(de)(de)培(pei)訓而言的(de)(de)(de)。據統(tong)計，國內(nei)80%以(yi)(yi)上的(de)(de)(de)企業(ye)不(bu)(bu)重(zhong)(zhong)視(shi)(shi)員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)培(pei)訓，不(bu)(bu)重(zhong)(zhong)視(shi)(shi)員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)能(neng)力提升(sheng)(sheng)，使員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)在工(gong)(gong)(gong)作幾年后還感(gan)覺是在原地打(da)轉，根本得不(bu)(bu)到提升(sheng)(sheng)，這會嚴重(zhong)(zhong)影響員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)積極性，覺得在這種企業(ye)難以(yi)(yi)有(you)出頭之日，萌生離職(zhi)(zhi)或(huo)跳槽的(de)(de)(de)念頭。一個對員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)發展關(guan)懷并重(zhong)(zhong)視(shi)(shi)員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)成長的(de)(de)(de)企業(ye)，從新(xin)員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)入職(zhi)(zhi)到在職(zhi)(zhi)員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)，在每(mei)個不(bu)(bu)同(tong)的(de)(de)(de)階段(duan)有(you)不(bu)(bu)同(tong)的(de)(de)(de)培(pei)訓項(xiang)目，建(jian)立多層面的(de)(de)(de)、系統(tong)的(de)(de)(de)培(pei)訓體系，幫助員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)成才，讓員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)能(neng)感(gan)受每(mei)年都(dou)(dou)能(neng)提升(sheng)(sheng)，每(mei)年都(dou)(dou)有(you)新(xin)的(de)(de)(de)目標，在不(bu)(bu)斷訓練(lian)中成長，增加了員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)充實感(gan)而減少了員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)離職(zhi)(zhi)或(huo)跳槽傾向(xiang)，提升(sheng)(sheng)員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)契合度，影響員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)忠誠和感(gan)恩。
員工前途關(guan)懷(huai)。
這(zhe)是基于給(gei)員(yuan)工(gong)(gong)(gong)提供職(zhi)業生涯規劃而言的(de)(de)。企(qi)業為員(yuan)工(gong)(gong)(gong)設(she)(she)置(zhi)不同(tong)的(de)(de)、多層(ceng)次(ci)的(de)(de)職(zhi)業發展(zhan)通道(dao)，包含工(gong)(gong)(gong)人通道(dao)、技工(gong)(gong)(gong)通道(dao)、工(gong)(gong)(gong)程師(shi)通道(dao)、業務通道(dao)、管(guan)理通道(dao)，而各通道(dao)之(zhi)間又能互相(xiang)轉換，不同(tong)層(ceng)次(ci)的(de)(de)通道(dao)又設(she)(she)置(zhi)對應(ying)的(de)(de)工(gong)(gong)(gong)資(zi)(zi)級(ji)(ji)別，這(zhe)給(gei)員(yuan)工(gong)(gong)(gong)看到(dao)了(le)希望，有盼頭。很多老板在這(zhe)方面往往有些錯誤的(de)(de)認識，認為給(gei)員(yuan)工(gong)(gong)(gong)加(jia)工(gong)(gong)(gong)資(zi)(zi)會增加(jia)公司的(de)(de)成本(ben)，殊不知，設(she)(she)定了(le)任(ren)職(zhi)資(zi)(zi)格(ge)晉升(sheng)條件的(de)(de)加(jia)薪，員(yuan)工(gong)(gong)(gong)多創造的(de)(de)價(jia)值至(zhi)少(shao)是他們級(ji)(ji)別升(sheng)級(ji)(ji)加(jia)薪的(de)(de)3倍，企(qi)業是大(da)贏家，同(tong)時也(ye)體現了(le)企(qi)業和員(yuan)工(gong)(gong)(gong)的(de)(de)共贏思想，更(geng)驗(yan)證了(le)人才是免費的(de)(de)理念。
企業(ye)該如何做(zuo)呢(ni)？企業(ye)應(ying)該把員工(gong)(gong)(gong)的(de)職業(ye)發(fa)展目標(biao)和自(zi)身的(de)戰(zhan)略發(fa)展目標(biao)相結(jie)合(he)(he)，調整員工(gong)(gong)(gong)的(de)價值(zhi)觀，根(gen)據員工(gong)(gong)(gong)的(de)興趣(qu)和技能，把合(he)(he)適(shi)的(de)員工(gong)(gong)(gong)配置到合(he)(he)適(shi)的(de)位置上(shang)，讓員工(gong)(gong)(gong)能有(you)機會做(zuo)自(zi)己喜(xi)歡做(zuo)的(de)事，能發(fa)揮自(zi)身的(de)潛能，實現自(zi)我價值(zhi)，在(zai)工(gong)(gong)(gong)作中有(you)盼頭(tou)，有(you)歸宿感。
企(qi)業(ye)在為(wei)(wei)(wei)員(yuan)(yuan)(yuan)工做職(zhi)業(ye)生(sheng)涯規劃時，要轉變人才策略，把以外(wai)部招(zhao)聘為(wei)(wei)(wei)主轉化成(cheng)以內部培養為(wei)(wei)(wei)主，外(wai)部招(zhao)聘為(wei)(wei)(wei)輔(fu)，給員(yuan)(yuan)(yuan)工更(geng)多(duo)的(de)(de)發(fa)展(zhan)機會，增加了員(yuan)(yuan)(yuan)工在企(qi)業(ye)發(fa)展(zhan)的(de)(de)盼頭(tou)和認同感。在具體落實(shi)時，可(ke)以通過員(yuan)(yuan)(yuan)工技能評級和管理人員(yuan)(yuan)(yuan)內部競聘來(lai)實(shi)現員(yuan)(yuan)(yuan)工的(de)(de)職(zhi)業(ye)規劃。據統(tong)計(ji)：企(qi)業(ye)招(zhao)聘中高層(ceng)空降兵成(cheng)活(huo)率只(zhi)有25%，所以企(qi)業(ye)應(ying)該(gai)把人才的(de)(de)需求調整為(wei)(wei)(wei)內部培養為(wei)(wei)(wei)主。如有些外(wai)資企(qi)業(ye)很少招(zhao)聘空降兵，而(er)是通過內部培養，基層(ceng)操作工可(ke)以晉升為(wei)(wei)(wei)技師也可(ke)以晉升到公司高層(ceng)。
員工文化關(guan)懷。
企(qi)(qi)(qi)業(ye)(ye)(ye)在(zai)(zai)機制(zhi)上下了(le)功夫還不夠(gou)，還必(bi)須輔以軟實力(li)，員(yuan)(yuan)工(gong)(gong)(gong)文化(hua)關懷(huai)，讓(rang)員(yuan)(yuan)工(gong)(gong)(gong)能(neng)(neng)快樂(le)的(de)(de)(de)(de)(de)(de)工(gong)(gong)(gong)作，發揮(hui)潛(qian)(qian)能(neng)(neng)，同時也幫助員(yuan)(yuan)工(gong)(gong)(gong)解決后(hou)顧之(zhi)(zhi)憂。如(ru)有(you)(you)些企(qi)(qi)(qi)業(ye)(ye)(ye)根據員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)工(gong)(gong)(gong)作特點，實行(xing)彈(dan)性工(gong)(gong)(gong)作制(zhi)、有(you)(you)的(de)(de)(de)(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)不論(lun)總(zong)裁還是一線員(yuan)(yuan)工(gong)(gong)(gong)都稱呼(hu)名字(zi)，形成一種平等(deng)的(de)(de)(de)(de)(de)(de)文化(hua)，有(you)(you)的(de)(de)(de)(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)為(wei)員(yuan)(yuan)工(gong)(gong)(gong)解決子女上學的(de)(de)(de)(de)(de)(de)后(hou)顧之(zhi)(zhi)憂、有(you)(you)的(de)(de)(de)(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)建(jian)立各(ge)種文化(hua)中(zhong)心(xin)、活動(dong)場所提升員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)業(ye)(ye)(ye)余(yu)生(sheng)(sheng)活等(deng)等(deng)。企(qi)(qi)(qi)業(ye)(ye)(ye)文化(hua)建(jian)設是現代企(qi)(qi)(qi)業(ye)(ye)(ye)管(guan)理(li)的(de)(de)(de)(de)(de)(de)一個重(zhong)要內容，國(guo)內外經(jing)驗(yan)表明，成功企(qi)(qi)(qi)業(ye)(ye)(ye)一般(ban)都具有(you)(you)優秀的(de)(de)(de)(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)文化(hua)，企(qi)(qi)(qi)業(ye)(ye)(ye)文化(hua)可以使員(yuan)(yuan)工(gong)(gong)(gong)確立共同的(de)(de)(de)(de)(de)(de)價值觀念和(he)行(xing)為(wei)準則，在(zai)(zai)企(qi)(qi)(qi)業(ye)(ye)(ye)內部形成強(qiang)大的(de)(de)(de)(de)(de)(de)凝聚力(li)和(he)向心(xin)力(li)，使員(yuan)(yuan)工(gong)(gong)(gong)產生(sheng)(sheng)一種自(zi)我(wo)約束和(he)自(zi)我(wo)激勵。企(qi)(qi)(qi)業(ye)(ye)(ye)管(guan)理(li)者特別是高層領導更要建(jian)立一種高效企(qi)(qi)(qi)業(ye)(ye)(ye)文化(hua)氛圍(wei)，激發員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)潛(qian)(qian)能(neng)(neng)，讓(rang)員(yuan)(yuan)工(gong)(gong)(gong)能(neng)(neng)實現自(zi)我(wo)價值，形成企(qi)(qi)(qi)業(ye)(ye)(ye)和(he)員(yuan)(yuan)工(gong)(gong)(gong)之(zhi)(zhi)間(jian)的(de)(de)(de)(de)(de)(de)強(qiang)契(qi)合度，增加員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)敬業(ye)(ye)(ye)度和(he)歸宿感，提升員(yuan)(yuan)工(gong)(gong)(gong)忠誠和(he)感恩(en)，減少核心(xin)員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)流失。
總(zong)之(zhi)，要(yao)提(ti)升員(yuan)工(gong)的忠誠(cheng)和感恩，必須培育與建(jian)立員(yuan)工(gong)的契(qi)合度，從全(quan)面員(yuan)工(gong)關懷著手，不(bu)只(zhi)是停留(liu)在口號上，要(yao)在行(xing)動上和機制上下功夫，不(bu)同發展(zhan)階段的企業(ye)可以分(fen)步驟導(dao)入全(quan)面員(yuan)工(gong)關懷，才是未來企業(ye)的人(ren)才發展(zhan)之(zhi)道。
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