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New keys to attraction and retention

机译：吸引和保留的新关键

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The answer to attracting and retaining talented individuals lies with those who are already in our firms, and the best thing we can do is to simply ask them. We did that at our own firm within the last 12 months, and I'll share some feedback that comes straight from a few dozen Gen Xers and Millennial. Mentioned often was the interest for individualized and even specialized development and training opportunities. Our future leaders value a clear career path with the desire for mentoring and coaching. Refreshingly, there seems to also be a desire for accountability in setting and achieving goals. Closely related to this, they want their leaders to deal with under-performing employees in a timely manner. I interpret these things to mean that our people want to know where they are going and how the firm will help them get there. They may not necessarily desire to be a partner, and will almost certainly not be confined to just one service area of the firm.
机译：吸引和留住人才的答案取决于已经在我们公司工作的人，而我们能做的最好的事情就是简单地问他们。在过去的12个月中，我们在自己的公司中做到了这一点，我将分享来自几十个Gen Xers和Millennial的反馈。人们经常提到对个性化甚至专业化发展和培训机会的兴趣。我们未来的领导者重视寻求指导和指导的明确职业道路。令人耳目一新的是，在设定和实现目标方面似乎也需要问责制。与此紧密相关的是，他们希望领导者及时与表现不佳的员工打交道。我将这些事情解释为意味着我们的员工想知道他们要去哪里以及公司将如何帮助他们到达那里。他们可能不一定希望成为合伙人，并且几乎肯定不会仅仅局限于公司的一个服务领域。

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    《Accounting today》 |2016年第8期|40-40|共1页
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