Since the beginning of the year, Indian companies have stepped up their hiring of managers and other professionals. In one recent survey of 5,371 employers in India, 44% said they were expecting an increase in headcount. The Manpower Employment Outlook Survey said that only 2% predicted a decrease. This is in sharp contrast to what's happening in developed countries like the United States and the United Kingdom, where there is hardly any employment growth.

　　India's current position is a win-win for everyone. Job-seekers are happy and organizations are happy because their businesses are growing. There's just one problem. It's more challenging than ever before for Indian companies to manage and retain their key talent.

　　最新调查显示，在受访的5371名雇主中，44%准备增加人手。

　　In a buoyant employment market the balance of power tips towards employees. They know there are plenty of opportunities outside their organizations and the ambitious ones are not afraid to scope them out.

　　This could be good news for companies because it gives them a chance to open their doors to in new talent. However often, in my experience, the back door is also left open and key talent goes wandering.

　　When speaking to organizations about retaining talent, I often point out the 'dark side' of talent. By this, I mean that talented individuals have higher expectations than average performers. If their expectations are not being met, they are more likely to leave the business than the average employee. So, ironically, organizations that are doing a good job of hiring the best talent are often creating another challenge, the retention of that talent.

　　So what can companies do to try to hold on to their best people during these times? A frequent answer is: 'Well, I suppose we could pay them more.'

　　Certainly, some people are strongly driven by financial rewards. But the size of this group of employees is often vastly overestimated.

　　Every year, Kenexa surveys thousands of employees around the world through our customers and the Kenexa Research Institute. This data shows that 'employee rewards' (pay and benefits) are not consistent drivers of employee loyalty to a company.

　　Instead, employees rank 'recognition from managers' as one of the most important factors that drives their commitment. I think most of us have heard the phrase 'People don't leave jobs, they leave managers.'

　　Therein lies a big part of the answer for organizations to address the challenge of attrition. You have to train managers to be better managers.

　　Here are some factors that make employees more committed to their jobs and organizations:

　　1. When their jobs makes good use of their skills and abilities.

　　2. When there are clear performance standards which have been communicated to them.

　　3. When employees get the training they need to perform their jobs effectively.

　　4. When they are given clear career paths

　　5. When their managers treat them with dignity and respect.

　　All these factors are, to a large degree, within control of the employee's immediate manager or supervisor. Thus, organizations need to equip supervisors with the tools to manage and retain their subordinates successfully.

　　Some companies organize training courses for upper management but these courses are typically very generic and make the assumption that one management style will work for all employees. Each individual is unique. Managers need to find out what is important to each of their direct employees and adapt their management style accordingly. There are however some common behaviors that all managers should display.

　　One excellent way to figure out what these behaviors should be, is to learn from your very best managers.

　　Form a focus group of your high-performing managers and ask them what they do that makes their subordinates so engaged, satisfied and committed to their jobs and the organization. If you can bottle these behaviors and get other managers to use them, then you can go a long way to closing the back door and throwing away the key.

　　For some managers it comes naturally to proactively manage talent. But others might have to work at it. This does not necessarily require a major overhaul. Simple changes can make all the difference.

　　Ensure that your managers are doing the following:

　　1. They should have a personal approach to each employee, treating them as individuals rather than just subordinates.

　　2. They should frequently ask their subordinates 'How can I help you?'

　　3. They should frequently provide employees feedback and recognition. It could be as simple as a pat on the back of the employee, or saying 'job well done.'

　　4. Let employees know that management is there to support them.

　　5. They should have ongoing career discussions with their subordinates.

　　Essentially, the manager should be asking 'Is the company meeting the subordinate's expectations?' Often, to do that, they have to pay attention to the soft, people issues that employees care most about.

　　印度蓬勃发展的劳动力市场人人称羡。

　　今年年初以来，印度各大公司就开始加紧了对经理和其它专业人士的招聘。根据最近一项对印度5,317名雇主发起的调查显示，44%的雇主预计将增加人手。人力就业前景调查(Manpower Employment Outlook Survey)称，只有2%的雇主计划裁员。这与美英等发达国家无甚起色的就业增长形成了鲜明对比。

　　印度的就业情况目前是皆大欢喜的局面。求职者与用人机构都十分开心，因为企业在不断发展。只有一个问题──这是印度各公司前所未遇的挑战，即如何管理并留住关键人才。

　　在一个欣欣向荣的就业市场中，天平是偏向劳方一边的。因为他们知道在自己供职单位之外还有大量机会，有野心的人自然愿意多多尝试。

　　这对公司来说可谓是好消息，因为有机会向新人才敞开大门。然而自身经历告诉我，公司的后门也经常是敞开的，关键人才由此流失。

　　每每与用人机构谈到留住人才这个问题，我常指出人才的“阴暗面”。这里，我的意思是说才华横溢的人对自己的期许一般比常人要高。如果他们的期望没有实现，他们跳槽的几率也比一般员工要大。因此，善于挖掘优秀人才的公司经常给自己制造了另外一项麻烦──如何留住这样的人才。

　　所以，在当前的环境下公司到底要怎样做才能留住他们的顶尖人才呢？比较常见的答案是，“我猜应该给他们更高的薪酬”。

　　诚然，一部分人是被强烈的经济利益所驱动，但这部分人的数量经常被过分夸大。

　　肯耐珂萨（Kenexa）公司每年通过我们的客户与其公司研究所对全球上千名雇员进行调查。调查数据显示，“雇员薪酬”（工资和福利）在并非始终促使雇员对公司忠心的因素。

　　相反，雇员将“老板的认可”列为使自己尽忠职守最重要的因素之一。我想大多数人都听说过这样一句话，“人们跳槽不是为了摆脱工作，而是摆脱老板”。

　　这正是公司解决人才损耗问题的重要应对办法──要对经理进行培训，让他们做得更好。

　　以下是使员工更加忠于自己的工作和公司的一些要素：

　　1.工作可以充分发挥员工技能和特长。

　　2.有明确的业绩标准，并向员工传达。

　　3.员工能够获得有效完成工作所需的培训。

　　4.员工有明晰的个人职业发展道路。

　　5.员工受到经理的尊敬，可以有尊严地工作。

　　这些要素在很大程度上都受控于员工的直接领导或主管。因此，公司应为各级主管配备一定的工具，使其可以成功管理并留住下属。

　　有些公司为高层管理人士组织培训，但这些培训大都没有针对性，只是简单断定一种管理模式可以适用于所有员工。其实每个员工都有其特性。管理人士应确定什么是其直接下属最为看重的，并因此调整自己的管理方案。不过有些共通的行为是所有管理者都可以采用的。

　　找到这些共通行为的一个绝佳方法就是从自己的优秀领导者那里学习。

　　集中关注一组业绩卓越的经理人，向他们询问是哪些行为促使他们的下属对自己的工作和公司都如此尽心、满意和忠心。如果你可以打探到这些行为并让其他经理人也学习掌握，就会大大有助于关紧人才流失的“后门”。

　　有些经理人自然而然地会对员工进行未雨绸缪的管理，而有些则需在管理方面下番功夫。这也并不是说要大动干戈，只需简单的一些变化就能收效甚大。

　　确保经理人做到以下工作：

　　1.亲自与每个员工打交道，将员工作为平等的个体对待，而不仅仅视为下属。

　　2.对下属勤问“有什么需要我帮助的吗？”。

　　3.多向下属提供反馈和认可。可以是简单地拍拍员工肩膀，或说声“干得不错”。

　　4.让员工知道，管理层会为他们提供支持。

　　5.不断地与下属进行有关职业发展的讨论。

　　从根本上说，作为经理应提出这样的问：“公司是否实现了下属的期望？”为回答这个问题，他们应时常关注员工最为关心的问题。