進入(ru)21世紀，企業(ye)經營環境(jing)發生巨大的(de)(de)(de)變(bian)化：金融危(wei)機導致大量(liang)(liang)的(de)(de)(de)企業(ye)生存困難，導致企業(ye)裁員(yuan)、降薪；技工荒(huang)、民工荒(huang)的(de)(de)(de)到來(lai)，給企業(ye)招聘(pin)員(yuan)工增加了難度；核心員(yuan)工大量(liang)(liang)流失，影(ying)響(xiang)了企業(ye)產品或服(fu)務質(zhi)量(liang)(liang)的(de)(de)(de)穩定性，影(ying)響(xiang)企業(ye)產能的(de)(de)(de)提升；80后(hou)(hou)90后(hou)(hou)追求(qiu)個性獨立，缺乏責任(ren)心，又要實現自(zi)我，不聽話，不順從，給沉(chen)悶的(de)(de)(de)工作氛圍和傳統(tong)管理者(zhe)(zhe)帶來(lai)新的(de)(de)(de)挑戰，更(geng)有甚(shen)者(zhe)(zhe)，有的(de)(de)(de)員(yuan)工不選擇跳槽而選擇跳樓，給一些企業(ye)帶來(lai)巨大的(de)(de)(de)壓(ya)力。
連續跳樓(lou)事件(jian)的出(chu)現(xian)，一時間，輿論(lun)一片(pian)嘩然，針對(dui)這種(zhong)(zhong)現(xian)象(xiang)，各路英雄(xiong)紛(fen)紛(fen)獻策(ce)：有人說(shuo)現(xian)在(zai)的員(yuan)(yuan)工(gong)(gong)(gong)缺(que)乏(fa)忠誠和感(gan)恩，于(yu)是(shi)很(hen)(hen)多企(qi)業(ye)就(jiu)引進忠誠和感(gan)恩的培訓；有人說(shuo)現(xian)在(zai)的員(yuan)(yuan)工(gong)(gong)(gong)的工(gong)(gong)(gong)資幾乎未見增長，于(yu)是(shi)很(hen)(hen)多企(qi)業(ye)又考慮(lv)給(gei)員(yuan)(yuan)工(gong)(gong)(gong)加工(gong)(gong)(gong)資；有人說(shuo)現(xian)在(zai)的員(yuan)(yuan)工(gong)(gong)(gong)缺(que)乏(fa)關懷，于(yu)是(shi)很(hen)(hen)多企(qi)業(ye)又開始給(gei)員(yuan)(yuan)工(gong)(gong)(gong)一些關懷了，比(bi)如為員(yuan)(yuan)工(gong)(gong)(gong)設立娛樂中心、活動場所、心理咨詢室、管(guan)理人員(yuan)(yuan)向員(yuan)(yuan)工(gong)(gong)(gong)道歉等(deng)等(deng)。更有甚(shen)者，有的企(qi)業(ye)還要求(qiu)管(guan)理者每天在(zai)員(yuan)(yuan)工(gong)(gong)(gong)下班后還要向員(yuan)(yuan)工(gong)(gong)(gong)問好：你們辛苦了！實施(shi)這種(zhong)(zhong)關懷很(hen)(hen)矛盾的就(jiu)是(shi)當(dang)員(yuan)(yuan)工(gong)(gong)(gong)完不(bu)成任務的時候，管(guan)理人員(yuan)(yuan)還不(bu)能罵員(yuan)(yuan)工(gong)(gong)(gong)，催員(yuan)(yuan)工(gong)(gong)(gong)，該管(guan)的不(bu)敢管(guan)，造(zao)成管(guan)理者覺(jue)得(de)非常(chang)被動，感(gan)覺(jue)地(di)位低下，給(gei)管(guan)理帶相(xiang)當(dang)大的麻煩等(deng)等(deng)，不(bu)一而足。
盡管很(hen)多企業(ye)都(dou)采取(qu)了(le)各種招式去(qu)對員(yuan)(yuan)工(gong)(gong)進行一些關懷，但(dan)員(yuan)(yuan)工(gong)(gong)該流(liu)(liu)失的(de)還(huan)是(shi)流(liu)(liu)失，員(yuan)(yuan)工(gong)(gong)不(bu)(bu)(bu)忠誠和感(gan)恩(en)的(de)還(huan)是(shi)不(bu)(bu)(bu)忠誠和感(gan)恩(en)，好像這些招就(jiu)是(shi)不(bu)(bu)(bu)靈，這讓(rang)很(hen)多老(lao)板(ban)很(hen)無奈，覺得(de)現在的(de)員(yuan)(yuan)工(gong)(gong)就(jiu)是(shi)沒(mei)良心，老(lao)板(ban)創辦企業(ye)，為員(yuan)(yuan)工(gong)(gong)提供工(gong)(gong)作，難道還(huan)不(bu)(bu)(bu)應該忠誠和感(gan)恩(en)嗎？
員(yuan)工為什(shen)么(me)就不(bu)忠誠(cheng)(cheng)和(he)(he)感(gan)(gan)恩呢？換一句(ju)話說(shuo)：員(yuan)工為什(shen)么(me)就要(yao)忠誠(cheng)(cheng)和(he)(he)感(gan)(gan)恩呢？
老板說(shuo)：我(wo)(wo)(wo)給員(yuan)(yuan)工(gong)(gong)(gong)提供了工(gong)(gong)(gong)作(zuo)，讓員(yuan)(yuan)工(gong)(gong)(gong)能獲取薪(xin)水，所以員(yuan)(yuan)工(gong)(gong)(gong)應(ying)該忠(zhong)誠和(he)(he)感恩(en)(en)(en)；員(yuan)(yuan)工(gong)(gong)(gong)說(shuo)：我(wo)(wo)(wo)給老板提供了勞動，是(shi)(shi)因為(wei)我(wo)(wo)(wo)有(you)勝(sheng)任(ren)(ren)工(gong)(gong)(gong)作(zuo)的能力，報酬是(shi)(shi)我(wo)(wo)(wo)應(ying)該得的，我(wo)(wo)(wo)又沒有(you)多得，憑什么我(wo)(wo)(wo)就(jiu)要(yao)忠(zhong)誠和(he)(he)感恩(en)(en)(en)呀，再說(shuo)，如果我(wo)(wo)(wo)的能力不勝(sheng)任(ren)(ren)工(gong)(gong)(gong)作(zuo)，企(qi)業還會招聘我(wo)(wo)(wo)進來工(gong)(gong)(gong)作(zuo)嗎？當企(qi)業經營不善或者遇(yu)到危機的時候，還不就(jiu)是(shi)(shi)把員(yuan)(yuan)工(gong)(gong)(gong)裁掉或者不征(zheng)求員(yuan)(yuan)工(gong)(gong)(gong)意見就(jiu)強行降薪(xin)嗎？也(ye)許(xu)老板認為(wei)員(yuan)(yuan)工(gong)(gong)(gong)該忠(zhong)誠和(he)(he)感恩(en)(en)(en)有(you)千百(bai)個理(li)由，而員(yuan)(yuan)工(gong)(gong)(gong)認為(wei)不忠(zhong)誠和(he)(he)感恩(en)(en)(en)也(ye)有(you)萬千個理(li)由。不可否(fou)認，員(yuan)(yuan)工(gong)(gong)(gong)和(he)(he)企(qi)業的關系是(shi)(shi)勞動合同關系，是(shi)(shi)一種契約關系，忠(zhong)誠和(he)(he)感恩(en)(en)(en)不是(shi)(shi)誰對誰的義務(wu)，是(shi)(shi)需要(yao)雙方共(gong)同營造忠(zhong)誠和(he)(he)感恩(en)(en)(en)的氛圍(wei)。
那(nei)么，員(yuan)(yuan)(yuan)工怎么樣才會(hui)忠誠(cheng)(cheng)和(he)感(gan)(gan)(gan)恩(en)呢？首席顧(gu)問(wen)師李見明認為：忠誠(cheng)(cheng)和(he)感(gan)(gan)(gan)恩(en)不(bu)是單向的(de)，是雙向的(de)，現(xian)在(zai)很多卓越企(qi)業都(dou)不(bu)過分強調員(yuan)(yuan)(yuan)工忠誠(cheng)(cheng)和(he)感(gan)(gan)(gan)恩(en)，而(er)是強調培育員(yuan)(yuan)(yuan)工的(de)契合(he)度(du)。所謂契合(he)度(du)是指員(yuan)(yuan)(yuan)工在(zai)感(gan)(gan)(gan)情上(shang)和(he)理智上(shang)都(dou)愿意為達成(cheng)企(qi)業目(mu)標，不(bu)計報酬的(de)付出。只有提升員(yuan)(yuan)(yuan)工的(de)契合(he)度(du)，才能提升員(yuan)(yuan)(yuan)工的(de)忠誠(cheng)(cheng)和(he)感(gan)(gan)(gan)恩(en)。
如何培育和提升員工的契合度？首席顧問師李見明認為：必須從員工量能關懷、員工能力關懷、員工薪酬關懷、員工發展關懷、員工前途關懷、員工文化關懷六個方面進行全面員工關懷，才能從根源上提升員工的契合度，從而提升員工的忠誠和感恩。全面員工關懷模型如下圖：
全面員工關懷圖
員工量(liang)能(neng)關(guan)(guan)懷。指的(de)是(shi)一個企業里(li)面究竟有多少的(de)事情(qing)或者說工作任(ren)務需(xu)要多少人來完成，做(zuo)到事和人的(de)平衡(heng)，這(zhe)是(shi)從工作負(fu)荷(he)上對員工的(de)關(guan)(guan)懷和尊重，體現了(le)人性(xing)化的(de)思(si)想。
要(yao)確(que)(que)定員(yuan)(yuan)(yuan)(yuan)工(gong)的(de)(de)(de)(de)量能，人(ren)力資源部必(bi)須根據公司發(fa)展戰略(lve)和戰略(lve)目標(biao)，做(zuo)(zuo)好(hao)人(ren)力資源規劃，確(que)(que)定科學、合理的(de)(de)(de)(de)人(ren)員(yuan)(yuan)(yuan)(yuan)配置，盡量做(zuo)(zuo)到(dao)人(ren)和事(shi)的(de)(de)(de)(de)平衡，既不(bu)要(yao)讓(rang)員(yuan)(yuan)(yuan)(yuan)工(gong)太(tai)閑(xian)，也不(bu)要(yao)讓(rang)員(yuan)(yuan)(yuan)(yuan)工(gong)總是(shi)加(jia)班。員(yuan)(yuan)(yuan)(yuan)工(gong)太(tai)閑(xian)，對(dui)一線員(yuan)(yuan)(yuan)(yuan)工(gong)而言(yan)，覺得賺不(bu)到(dao)錢(qian)(qian)，浪費了(le)時(shi)間，萌生(sheng)(sheng)了(le)離職傾(qing)向；員(yuan)(yuan)(yuan)(yuan)工(gong)太(tai)忙，總是(shi)加(jia)班，對(dui)一線員(yuan)(yuan)(yuan)(yuan)工(gong)來(lai)(lai)說，雖然能多(duo)賺幾個錢(qian)(qian)，但犧(xi)牲(sheng)了(le)休息、犧(xi)牲(sheng)了(le)交朋友、犧(xi)牲(sheng)了(le)健(jian)康、犧(xi)牲(sheng)了(le)愛情、犧(xi)牲(sheng)了(le)家(jia)庭等，為(wei)什(shen)么會有這種(zhong)想(xiang)法？因為(wei)對(dui)80后90后而言(yan)，一是(shi)靠工(gong)作謀(mou)生(sheng)(sheng)的(de)(de)(de)(de)時(shi)代(dai)已(yi)經過(guo)去，而是(shi)工(gong)作加(jia)娛樂時(shi)代(dai)的(de)(de)(de)(de)到(dao)來(lai)(lai)；二是(shi)技工(gong)荒、民工(gong)荒時(shi)代(dai)的(de)(de)(de)(de)到(dao)來(lai)(lai)，換(huan)(huan)一份工(gong)作很容易。因此，過(guo)多(duo)的(de)(de)(de)(de)加(jia)班不(bu)是(shi)長(chang)久之計，萌生(sheng)(sheng)了(le)換(huan)(huan)家(jia)公司的(de)(de)(de)(de)念頭。
如何才(cai)能(neng)做到員工(gong)量(liang)能(neng)的(de)(de)(de)平(ping)(ping)衡？必須考量(liang)兩個平(ping)(ping)衡：一是(shi)(shi)總量(liang)平(ping)(ping)衡，在管(guan)理(li)技術(shu)上體(ti)現(xian)的(de)(de)(de)是(shi)(shi)人(ren)力資源規劃的(de)(de)(de)水平(ping)(ping)，有多(duo)少事，需(xu)要(yao)匹配(pei)多(duo)少人(ren)；二是(shi)(shi)結構平(ping)(ping)衡，在管(guan)理(li)技術(shu)上體(ti)現(xian)的(de)(de)(de)是(shi)(shi)流水生產(chan)線(xian)的(de)(de)(de)平(ping)(ping)衡，解決忙(mang)閑不(bu)均的(de)(de)(de)狀況。
員工能(neng)力關(guan)懷(huai)。
所謂員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)力(li)(li)關懷(huai)(huai)是(shi)指針(zhen)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)崗位勝(sheng)(sheng)任(ren)(ren)能(neng)力(li)(li)。員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)在(zai)短時(shi)間內(nei)不(bu)(bu)能(neng)勝(sheng)(sheng)任(ren)(ren)工(gong)(gong)(gong)(gong)作(zuo)通常有(you)(you)兩個(ge)方面的(de)原因：一是(shi)有(you)(you)些(xie)(xie)公司根本就對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)沒有(you)(you)培(pei)(pei)訓，讓員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)慢慢自(zi)(zi)己摸索(suo)，自(zi)(zi)生(sheng)自(zi)(zi)滅；二(er)是(shi)有(you)(you)些(xie)(xie)公司雖然對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)作(zuo)了一些(xie)(xie)培(pei)(pei)訓，但不(bu)(bu)考慮員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)之間能(neng)力(li)(li)存在(zai)的(de)差異，缺乏個(ge)性化的(de)培(pei)(pei)訓。一旦員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)不(bu)(bu)能(neng)完(wan)成(cheng)任(ren)(ren)務或者(zhe)不(bu)(bu)能(neng)及(ji)時(shi)完(wan)成(cheng)任(ren)(ren)務，管理(li)人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)不(bu)(bu)是(shi)幫(bang)(bang)助員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)提(ti)升能(neng)力(li)(li)，而是(shi)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)破口(kou)大(da)(da)罵，甚至侮(wu)辱員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)人(ren)(ren)格(ge)。比如，筆者(zhe)對(dui)(dui)(dui)在(zai)富(fu)士(shi)康工(gong)(gong)(gong)(gong)作(zuo)的(de)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)了解：富(fu)士(shi)康員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)不(bu)(bu)能(neng)及(ji)時(shi)完(wan)成(cheng)任(ren)(ren)務的(de)時(shi)候，現場的(de)管理(li)人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)就是(shi)大(da)(da)罵員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)笨蛋、無能(neng)，而不(bu)(bu)是(shi)幫(bang)(bang)助員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)成(cheng)長，就更(geng)談不(bu)(bu)上會對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)能(neng)力(li)(li)進(jin)行關懷(huai)(huai)呢？要對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)力(li)(li)進(jin)行關懷(huai)(huai)必須(xu)(xu)改變有(you)(you)些(xie)(xie)管理(li)人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)認為員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)力(li)(li)不(bu)(bu)足(zu)與自(zi)(zi)己無關的(de)舊(jiu)觀(guan)念，而應樹立新觀(guan)念：員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)力(li)(li)不(bu)(bu)足(zu)，管理(li)人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)有(you)(you)責任(ren)(ren)和義務幫(bang)(bang)助員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)提(ti)升，針(zhen)對(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)勝(sheng)(sheng)任(ren)(ren)能(neng)力(li)(li)上存在(zai)的(de)不(bu)(bu)足(zu)，必須(xu)(xu)制定個(ge)性化的(de)培(pei)(pei)訓計劃來幫(bang)(bang)助員(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)提(ti)升能(neng)力(li)(li)。
員(yuan)工(gong)薪(xin)酬關懷。
根據馬斯洛需求(qiu)層次理論，員(yuan)工的(de)(de)最初需求(qiu)是重視物(wu)質需求(qiu)大于精神需求(qiu)，只(zhi)有(you)(you)(you)在物(wu)質需求(qiu)達到(dao)一(yi)定(ding)的(de)(de)程(cheng)度的(de)(de)時候(hou)，精神需求(qiu)才會占重要的(de)(de)地位。所以，企(qi)(qi)業(ye)也(ye)必(bi)須提供(gong)有(you)(you)(you)市場競爭力的(de)(de)薪酬(chou)待遇(yu)。薪酬(chou)過低，在員(yuan)工還沒有(you)(you)(you)融入企(qi)(qi)業(ye)中，還沒有(you)(you)(you)被企(qi)(qi)業(ye)文化(hua)所感化(hua)，已經被外部(bu)的(de)(de)誘惑所吸引，出(chu)現了頻繁的(de)(de)跳槽現象。
另外，企(qi)業在發放薪酬(chou)的(de)時候(hou)也要貫徹三(san)公原則，如(ru)甲員工(gong)(gong)比(bi)乙員工(gong)(gong)的(de)業績還好，而在實(shi)際甲得到獎(jiang)金比(bi)乙還少，原因是主管是乙的(de)老鄉，這(zhe)種不(bu)公平會(hui)挫傷業績好的(de)員工(gong)(gong)的(de)積極性，容易導致員工(gong)(gong)流失，正(zheng)如(ru)中國古話(hua)說的(de)好，人不(bu)怕患寡(gua)而怕患不(bu)均。
員(yuan)工(gong)(gong)(gong)(gong)能發財(cai)還體(ti)現在員(yuan)工(gong)(gong)(gong)(gong)與企業(ye)(ye)的(de)(de)(de)(de)共贏上，很多中小(xiao)企業(ye)(ye)沒有形成規范(fan)的(de)(de)(de)(de)績效管(guan)理體(ti)系，員(yuan)工(gong)(gong)(gong)(gong)做多做少一(yi)個(ge)樣，沒有把(ba)企業(ye)(ye)的(de)(de)(de)(de)利益和員(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)利益捆綁起(qi)來，當(dang)企業(ye)(ye)業(ye)(ye)務繁(fan)忙的(de)(de)(de)(de)時(shi)候，員(yuan)工(gong)(gong)(gong)(gong)肯定(ding)要多付出，所得(de)無(wu)所變化，當(dang)業(ye)(ye)務稀少的(de)(de)(de)(de)時(shi)候，所得(de)也差不(bu)多，這就容易挫傷(shang)員(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)積極性。更有甚(shen)者，有的(de)(de)(de)(de)員(yuan)工(gong)(gong)(gong)(gong)在一(yi)些企業(ye)(ye)工(gong)(gong)(gong)(gong)作(zuo)3-5年的(de)(de)(de)(de)也不(bu)見工(gong)(gong)(gong)(gong)資增長，企業(ye)(ye)只關注(zhu)自身的(de)(de)(de)(de)賺錢而對員(yuan)工(gong)(gong)(gong)(gong)薪資的(de)(de)(de)(de)漠視，極大地傷(shang)害了員(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)感情(qing)。筆(bi)者認為：如果員(yuan)工(gong)(gong)(gong)(gong)通(tong)過自己(ji)的(de)(de)(de)(de)努力，看不(bu)到(dao)能發財(cai)或(huo)賺錢的(de)(de)(de)(de)希望，必然會(hui)挫傷(shang)員(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)積極性，導致員(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)離職傾(qing)向增加(jia)，影響員(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)忠誠和感恩。
員工發展關(guan)懷。
這(zhe)(zhe)是基于(yu)企業是否為員(yuan)(yuan)工(gong)(gong)(gong)提(ti)供(gong)了完(wan)善的(de)(de)(de)(de)(de)(de)培訓而言的(de)(de)(de)(de)(de)(de)。據統(tong)計(ji)，國內80%以上的(de)(de)(de)(de)(de)(de)企業不重視(shi)員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)培訓，不重視(shi)員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)能力提(ti)升，使員(yuan)(yuan)工(gong)(gong)(gong)在(zai)(zai)工(gong)(gong)(gong)作幾(ji)年(nian)后還感(gan)(gan)覺(jue)是在(zai)(zai)原地打轉，根本(ben)得(de)不到(dao)提(ti)升，這(zhe)(zhe)會嚴重影響(xiang)(xiang)員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)積極(ji)性，覺(jue)得(de)在(zai)(zai)這(zhe)(zhe)種企業難以有(you)出頭(tou)之日(ri)，萌(meng)生離職(zhi)或跳槽(cao)的(de)(de)(de)(de)(de)(de)念頭(tou)。一個對員(yuan)(yuan)工(gong)(gong)(gong)發(fa)展關懷并(bing)重視(shi)員(yuan)(yuan)工(gong)(gong)(gong)成長(chang)(chang)的(de)(de)(de)(de)(de)(de)企業，從新員(yuan)(yuan)工(gong)(gong)(gong)入職(zhi)到(dao)在(zai)(zai)職(zhi)員(yuan)(yuan)工(gong)(gong)(gong)，在(zai)(zai)每個不同的(de)(de)(de)(de)(de)(de)階(jie)段有(you)不同的(de)(de)(de)(de)(de)(de)培訓項目(mu)，建立多層(ceng)面的(de)(de)(de)(de)(de)(de)、系統(tong)的(de)(de)(de)(de)(de)(de)培訓體系，幫助(zhu)員(yuan)(yuan)工(gong)(gong)(gong)成才，讓員(yuan)(yuan)工(gong)(gong)(gong)能感(gan)(gan)受(shou)每年(nian)都能提(ti)升，每年(nian)都有(you)新的(de)(de)(de)(de)(de)(de)目(mu)標，在(zai)(zai)不斷訓練中成長(chang)(chang)，增加(jia)了員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)充實感(gan)(gan)而減少(shao)了員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)離職(zhi)或跳槽(cao)傾向，提(ti)升員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)契(qi)合度，影響(xiang)(xiang)員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)忠(zhong)誠和感(gan)(gan)恩。
員(yuan)工前途關懷(huai)。
這(zhe)是(shi)(shi)(shi)基于給員(yuan)工(gong)(gong)(gong)提供職(zhi)業(ye)生涯規劃(hua)而(er)言的(de)(de)。企業(ye)為(wei)員(yuan)工(gong)(gong)(gong)設置(zhi)不同(tong)的(de)(de)、多層次(ci)的(de)(de)職(zhi)業(ye)發展通(tong)道(dao)(dao)(dao)(dao)，包含工(gong)(gong)(gong)人通(tong)道(dao)(dao)(dao)(dao)、技(ji)工(gong)(gong)(gong)通(tong)道(dao)(dao)(dao)(dao)、工(gong)(gong)(gong)程(cheng)師通(tong)道(dao)(dao)(dao)(dao)、業(ye)務通(tong)道(dao)(dao)(dao)(dao)、管(guan)理(li)(li)通(tong)道(dao)(dao)(dao)(dao)，而(er)各通(tong)道(dao)(dao)(dao)(dao)之(zhi)間又能互相轉換，不同(tong)層次(ci)的(de)(de)通(tong)道(dao)(dao)(dao)(dao)又設置(zhi)對(dui)應的(de)(de)工(gong)(gong)(gong)資(zi)級(ji)別，這(zhe)給員(yuan)工(gong)(gong)(gong)看到了(le)希望，有盼頭。很多老板在這(zhe)方面(mian)往(wang)(wang)往(wang)(wang)有些錯誤(wu)的(de)(de)認識，認為(wei)給員(yuan)工(gong)(gong)(gong)加(jia)工(gong)(gong)(gong)資(zi)會增加(jia)公司的(de)(de)成本，殊不知，設定了(le)任職(zhi)資(zi)格晉升條件的(de)(de)加(jia)薪，員(yuan)工(gong)(gong)(gong)多創(chuang)造的(de)(de)價值至少(shao)是(shi)(shi)(shi)他們(men)級(ji)別升級(ji)加(jia)薪的(de)(de)3倍，企業(ye)是(shi)(shi)(shi)大贏家，同(tong)時也體現了(le)企業(ye)和員(yuan)工(gong)(gong)(gong)的(de)(de)共贏思想，更驗證(zheng)了(le)人才是(shi)(shi)(shi)免費的(de)(de)理(li)(li)念。
企業(ye)該如何做(zuo)呢？企業(ye)應該把員(yuan)工(gong)(gong)(gong)(gong)的(de)職業(ye)發(fa)展目標(biao)和自(zi)身(shen)的(de)戰(zhan)略(lve)發(fa)展目標(biao)相結合，調整員(yuan)工(gong)(gong)(gong)(gong)的(de)價值(zhi)(zhi)觀(guan)，根據員(yuan)工(gong)(gong)(gong)(gong)的(de)興趣和技能，把合適的(de)員(yuan)工(gong)(gong)(gong)(gong)配(pei)置(zhi)(zhi)到(dao)合適的(de)位置(zhi)(zhi)上，讓員(yuan)工(gong)(gong)(gong)(gong)能有機(ji)會(hui)做(zuo)自(zi)己(ji)喜歡做(zuo)的(de)事，能發(fa)揮自(zi)身(shen)的(de)潛能，實(shi)現自(zi)我價值(zhi)(zhi)，在工(gong)(gong)(gong)(gong)作中(zhong)有盼頭，有歸宿感(gan)。
企業(ye)(ye)在(zai)為(wei)員(yuan)工(gong)(gong)做(zuo)職業(ye)(ye)生涯(ya)規(gui)劃(hua)(hua)時，要轉變人(ren)才策(ce)略，把以(yi)外部(bu)招(zhao)聘(pin)為(wei)主轉化成以(yi)內(nei)部(bu)培養(yang)為(wei)主，外部(bu)招(zhao)聘(pin)為(wei)輔，給員(yuan)工(gong)(gong)更多的發展(zhan)機會，增加了員(yuan)工(gong)(gong)在(zai)企業(ye)(ye)發展(zhan)的盼頭和(he)認同感。在(zai)具體落實(shi)時，可(ke)以(yi)通過(guo)員(yuan)工(gong)(gong)技能(neng)評級和(he)管理人(ren)員(yuan)內(nei)部(bu)競聘(pin)來實(shi)現員(yuan)工(gong)(gong)的職業(ye)(ye)規(gui)劃(hua)(hua)。據統計：企業(ye)(ye)招(zhao)聘(pin)中高層(ceng)空(kong)降兵(bing)成活率只有25%，所(suo)以(yi)企業(ye)(ye)應該把人(ren)才的需(xu)求調整為(wei)內(nei)部(bu)培養(yang)為(wei)主。如有些外資(zi)企業(ye)(ye)很少招(zhao)聘(pin)空(kong)降兵(bing)，而是通過(guo)內(nei)部(bu)培養(yang)，基層(ceng)操(cao)作工(gong)(gong)可(ke)以(yi)晉升(sheng)為(wei)技師也可(ke)以(yi)晉升(sheng)到公(gong)司高層(ceng)。
員工文化(hua)關懷(huai)。
企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)在機制上下(xia)了功夫(fu)還(huan)不夠，還(huan)必(bi)須輔以(yi)(yi)軟實力(li)，員(yuan)(yuan)工(gong)(gong)(gong)(gong)文(wen)(wen)(wen)化(hua)關懷，讓員(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)快樂的(de)(de)(de)工(gong)(gong)(gong)(gong)作(zuo)，發(fa)揮潛能(neng)，同(tong)時也幫助員(yuan)(yuan)工(gong)(gong)(gong)(gong)解決后(hou)顧之(zhi)憂(you)。如有(you)些(xie)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)根據(ju)員(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)工(gong)(gong)(gong)(gong)作(zuo)特點，實行彈性工(gong)(gong)(gong)(gong)作(zuo)制、有(you)的(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)不論總裁還(huan)是(shi)一線(xian)員(yuan)(yuan)工(gong)(gong)(gong)(gong)都稱(cheng)呼名字，形成(cheng)一種平等(deng)(deng)的(de)(de)(de)文(wen)(wen)(wen)化(hua)，有(you)的(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)為員(yuan)(yuan)工(gong)(gong)(gong)(gong)解決子女上學的(de)(de)(de)后(hou)顧之(zhi)憂(you)、有(you)的(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)建立(li)各(ge)種文(wen)(wen)(wen)化(hua)中(zhong)心、活(huo)動場所提(ti)升員(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)業(ye)(ye)(ye)(ye)余生(sheng)活(huo)等(deng)(deng)等(deng)(deng)。企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)建設是(shi)現(xian)代企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)管理(li)的(de)(de)(de)一個重要(yao)內容，國內外(wai)經驗(yan)表(biao)明(ming)，成(cheng)功企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)一般都具(ju)有(you)優秀的(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)，企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)可(ke)以(yi)(yi)使(shi)員(yuan)(yuan)工(gong)(gong)(gong)(gong)確立(li)共同(tong)的(de)(de)(de)價值(zhi)觀念和(he)行為準則，在企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)內部形成(cheng)強(qiang)(qiang)大的(de)(de)(de)凝(ning)聚力(li)和(he)向心力(li)，使(shi)員(yuan)(yuan)工(gong)(gong)(gong)(gong)產生(sheng)一種自我約束和(he)自我激勵。企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)管理(li)者特別(bie)是(shi)高(gao)層(ceng)領導更要(yao)建立(li)一種高(gao)效企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)氛(fen)圍，激發(fa)員(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)潛能(neng)，讓員(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)實現(xian)自我價值(zhi)，形成(cheng)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)和(he)員(yuan)(yuan)工(gong)(gong)(gong)(gong)之(zhi)間的(de)(de)(de)強(qiang)(qiang)契合度，增(zeng)加員(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)敬業(ye)(ye)(ye)(ye)度和(he)歸宿感，提(ti)升員(yuan)(yuan)工(gong)(gong)(gong)(gong)忠誠和(he)感恩，減少核心員(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)流失。
總之(zhi)，要提升員工(gong)的忠誠和感恩，必(bi)須培育與建立員工(gong)的契合度，從全(quan)面員工(gong)關懷著手，不(bu)只(zhi)是(shi)停(ting)留(liu)在口號上，要在行動上和機制上下功夫，不(bu)同發展階段的企業可以分步驟導入(ru)全(quan)面員工(gong)關懷，才是(shi)未來企業的人(ren)才發展之(zhi)道。
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