积极进取的招聘策略在响应熟练的贸易短缺方面已变得司空见惯，即使是小型组织和专业承包商也在雇用专门的招聘人员以疯狂的速度使尸体穿过门口并进入现场。

由于紧迫性通常是在创新之前的，因此在短期内可以采取戏剧性的招聘措施，但是对人力资源管理的一种更具战略意义的方法可能是长期配备人员的真正灵丹妙药，并改善了业务绩效。

婴儿潮一代正在退休，新的学徒才刚刚开始滴入，工资飞涨，雇员偷猎是经常发生的。当整个行业都在同一问题上挣扎时，该怎么办？

员工可以成为您最有价值的竞争优势，并且实施与您的业务目标保持一致的积极主动的人类资源策略将使整个组织受益。除非发现秘密的旅行者的秘密缓存，唯一现实的解决方案就是参与和保留您已经拥有的工人。

积极的努力减少营业额，代替反应性招聘方法，似乎是对当前行业增长速度的违反直觉的反应。但是，花时间将人类资源策略与组织的业务目标保持一致，将减少营业额并改善员工的参与度，同时提高生产率和底线。

Addressing turnover and understanding its related costs is crucial. The Bureau of Labor Statistics currently reports the median annual wage of plumbers, pipefitters and steamfitters to be $52,590. Using readily available financial data on separation, recruitment, hiring and onboarding expenses, we know turnover costs in this wage bracket to be at least 50% of an employee’s annual salary, or more than $26,000 to replace one skilled plumber.

可以理解的是，该计算受到个人因素和市场的约束，但是由于建筑业的自愿离职率每年超过21％，损失的美元损失会迅速繁殖。此外，盖洛普（Gallup）的研究还来自于盖洛普（Gallup）研究，该研究的经验支持来自盖洛普（Gallup）的研究，在该研究中，员工参与度较高的公司的营业额较低，绩效提高，较少的事故，更好的每股收益和比低级雇用的盈利能力提高21％组织。

Keeping Employees Happy

Adopting this proactive perspective during a period of labor shortages and work aplenty requires stepping back from urgency for an honest appraisal of the human-resource function in the organization to determine whether efforts are strategic or merely compliance driven. Like other human-resource initiatives, recruiting is an important and practical solution to a common problem but best utilized within the framework of a greater strategy.

实施良好的战略可以为保留和招聘提供基础，即使在紧密的市场中也是如此。这样一来，您将最好地保护员工免于被动招募策略，并成为寻求自己受到重视和参与环境的活跃候选人的明显选择。将员工保留和敬业度作为优先事项的领导者一直取得成功，并且作为坎贝尔汤公司（Campbell Soup Co.）的前总裁兼首席执行官道格拉斯·康纳特（Douglas Conant）在2015年发推文，“要在市场上获胜，您必须首先在工作场所赢得胜利。”

当以shot弹枪的方式进行招聘时，它可能会迅速填补您的员工名册，但长期导致人为提高的工资，缺乏责任指标，更高的营业额和较低的整体员工参与度。用焊接术语，如果您确实需要永久性焊接，则无需结盟策略就可以为您提供钉子。

Employee engagement is described as the passion, commitment and emotional connection that employees have for their organization and work. In the pursuit of turnover reduction, it’s important to develop an understanding of the most common components aligned with engagement: leadership, work environment, job design, learning and performance management.

Each element is individually valuable and can be strategically aligned and measured for success or modification as necessary. Assuming an organization has already met basic employee needs through competitive compensation and benefit practices and a safe working environment, these areas of focus can support an enriched environment for your employees to thrive and exert positive discretionary effort on behalf of the organization.

最后，通常被忽视的提高生产率的机会是机构知识管理，这通常是违约的工作场所数据基础管理。新的现场技术的涌入，例如构建信息建模，人工智能和虚拟现实，再加上通过退休损耗的潜在丧失默认行业知识的损失，引起了管理交易员之间知识内部共享和转移的主要机会。

过去，学徒制和在职培训通常是足够的，但是互惠的课程可以成为一个可行的选择，其中人口统计学变化需要新的回应来掌握学习曲线。通过将新的和经验丰富的商人与代际学习合作伙伴相结合，可以加快机构知识转移，从而使组织和整个行业受益。

Regular evaluation of human-resource practices is crucial to knowing what is effective versus imprudent. Random efforts to focus on recruitment at all costs seem reckless when considering the financial benefits of reducing turnover rates through strategic human-resource plans and improved employee-engagement efforts.

Appreciating the employees of an organization as its internal stakeholders while maximizing each employee’s potential to improve the bottom line is just good business practice. Organizations that appreciate this perspective and effectively utilize these strategies stand to improve their competitive advantage and create lasting value over their competition.

黛比·伯克特（Debbie Burkett）是佛罗里达州温特帕克（Winter Park）罗林斯学院（Rollins College）的人力资源硕士学位候选人，在那里她研究招聘，保留和战略性人力资源管理。她拥有为专业承包商和非营利组织工作的15年以上的经验，因此与中小型企业进行了咨询。她可以接触到dburkett@rollins.edu