员工的高绩效仅仅存在于特定的企业环境中，因此，在一家公司表现得好，不一定在另一家同样好。欧洲工商管理学院组织行为学教授Gunter Stahl这样认为，并发起了一项名为“全球人力资源联合研究”的项目，旨在发现选人、育人、留人的最佳策略。

　　选人：实施人才储备制度，而非雇佣特定职位；与顶尖商学院保持密切联系；招聘中应精心甄别；明确“员工价值定位”，重视员工与企业在文化、价值观层面的匹配，而不仅仅关注与工作相关的技能和经验；持续性评估员工绩效及潜力；在招聘新职位及选择继任者中，优先使用储备人才；分类型建立人才储备库，如管理者与专家。

　　育人：培育人才应在企业文化中优先体现；明确内部提拔政策；360度持续评估培训需求及培训效果；将个人发展计划置于领导者接任安排中统筹考虑；将不同岗位、不同地域之间的轮岗交流作为一种管理手段；让直线经理成为人才的教练和导师；空缺职位公示，建立内部人才市场。

　　留人：有竞争力的薪资；个性化职业发展计划；公司高管参与；弹性的工作安排；针对不同类型的人才，设计多样化的发展及提升计划。

　　According to the study, compensation is no longer the primary concern, as potential employees seek to join firms whose values are aligned with their own. This means, Stahl says, in order to be an employer of choice, it’s crucial for firms to differentiate themselves from their rivals, and create and deliver unique employee value propositions. These centre on both tangible and intangible elements – which, while they include competitive salaries, also take into account the values and reputation of a particular firm, as well as opportunities for career and leadership development, and work-life balance.

　　Values and reputation

　　Companies which are successful in attracting and retaining staff focus on creating a global brand that reflects their corporate culture and values, and market this brand to potential recruits, who are looking to work for firms with values they ascribe to. Building a brand and reputation brings in more prospective employees, thus allowing more selective hiring. Indian IT outsourcing firm Infosys, for example, operates a global internship programme called InStep which selected 69 students out of 8,500 applications in 2005 and took them to the company’s main campus in Bangalore for three months. The firm’s branding initiatives appear to be paying off in terms of enlarging its pool of potential talent – it ended up hiring 15,000 software engineers in 2005 out of some 1.5 million applicants.

　　Opportunities for career and leadership development

　　Employees are more likely to join stay within an organization if they believe the prospects are good for longer-term career and leadership development. The firms that have been most effective in terms of talent management, according to the study, are those in which top management treat the issue of leadership development as a top priority. Procter & Gamble CEO A.G. Lafley, for example, spends between one-third and half of his time on leadership development; while IBM invests more than US$700 million annually on staff development. According to the study, employees also appreciate continuous feedback on their performance, and opportunities to move around the company- between different roles, departments and even countries. Stahl notes that the culture within a particular organisation must facilitate such developments, with line managers also playing a key role in coaching, mentoring, and encouraging staff to move within an organisation, rather than try to hold on to their best talent.

　　Work-life balance

　　As more and more people look for a healthy balance in their professional and personal lives, particularly among the younger generation of professionals, an increasing number of companies are competing for talent by offering flexible work arrangements. Stahl says that the most advanced in this respect are professional services firms and investment banks. One programme that has been successful in reducing the attrition rate of women, and i上海品牌设计ncreasing the number of female partners is Accenture’s Work-Life Balance programme. This programme, which offers options such as flextime, job sharing, telecommuting, and “flybacks” for people working away from home, has since been opened up to male employees as well, and has been credited with improving team productivity, job satisfaction

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