2015 ICM.C ISSUES

ISSUES

翻译

1. 新入职的人的离职率的减小（忠诚度的提升）比较容易。
2. 离职率会在熟人间传染
3. 关于员工质量的 先暂时不管
4. 中层领导的离职率两倍于其它人
5. 给出了关于空缺岗位比例和招聘比例的信息
6. 描述升职的条件
7. 离职率在增长。（这个意思应该是指，我们给出一个离职率评价模型，如果根据我们的模型能推断出整体离职率是随时间增加的，那么会更符合条件
   ，然后我们还要根据模型来提出一些降低离职率的措施）
8. 和第三条差不多 也是属于员工质量的，可以稍后考虑
9. 关于薪水不平等的问题，相对独立，怎么影响我们的模型可以稍后考虑

原文

1. ICM aims to identify the risk of churn in its early stages, as it is cheaper to gain the loyalty of an employee early in their carreer rather than have to improve the culture once it has soured. It is more productive to have a motivated workforce from the start rather than having to provide incentives to prevent people from leaving.
2. A worker is more likely to churn if he or she was connected to other former employees who have churned. Thus churn seems to diffuse from employee to employee, so identifying those that are likely to churn is valuable information to prevent further churning.
3. One HR issue is matching employees to the right position such that their knowledge and abilities can be maximized. Currently each employee gets an annual evaluation based on performance as judged by the supervisor. These ratings are currently not used by the HR office.
4. ICM recognizes that middle managers (Junior Managers, Experienced Supervisors, Inexperienced Supervisors) often feel stuck in their jobs with little opportunity to advance, causing them to leave the company when they find a comparable or better job. These mid-level positions are critical ones that unfortunately suffer high turn-over (twice the average rate of the rest of the company) and seem to need filling all the time.
5. Recruiting good people is difficult, time consuming and expensive. ICM usually has only 85% of its 370 positions filled at any time and, because of administrative delays and office capacity and internal promotions, the HR office is actively hiring about 8-10% of the ICM positions (about 2/3 of the current vacancies).
6. In order to move up into the higher management-level positions, people are currently required to have several years of experience in the company at specific levels and types of positions. This can pose major obstacles for the HR department.
7. The churn rate has been increasing steadily, especially for middle managers. The ICM HR manager sees this as the biggest challenge the company faces. The CEO panicked when hearing that the current churn rate is 18% per year.
8. Because ICM is always worried about being short-handed, marginal and poor employees are allowed to stay on in an attempt to lower the churn and, therefore, very few employees are relieved or fired. This results in lower quality employees who often stay with the company for a full career. This quality issue is causing concern with the management, but no one seems to have a solution.
9. Your organization is proud of its modest CEO-to-worker salary ratio (i.e., the CEO salary is approximately 10 times the median of the salaries of all the employees in the organization as compared to hundreds of times the median as found in many companies).