工商管理外文參考文獻譯文及原文和參考文獻英語論文(編輯修改稿)

　

【文章內容簡介】 hat makes each of their employees tick. And that, the employees say, makes all the difference. Collecting information about individuals and transforming it into tailored offerings is the stuff of onetoone marketing. Now panies are taking that concept and focusing it on their own employees. Linda Connor is a highschoolyearbook editor at heart. The vicepresident of corporate culture at Technology Professionals Corp. (TPC), a $ technology staffing and services pany in Grand Rapids, Mich., is constantly amassing and recording lively tidbits about the anization39。s almost 90 employees. She then takes that information, runs it through her imagination, and pulls out ingenious occasionally audacious ideas for customized rewards[1]. I sit down at employees39。 30day reviews and ask specific questions about hobbies and interests for each member of their families, says Connor, who has, among other things, arranged for a staffer to fly on an F17 bomber. I ask about the spouse, children, and even pets, so that if an event occurs that I know has been a drain on the family, I can do something special just for the spouse or kids. Connor updates her profiles over time with information and insights gleaned from routine interaction, so we are prepared to do things that are very timely for their current interests or (CRM). But in a new twist, TPC and panies like it are taking that concept and focusing it on their own employees. If describing such practices as onetoone management constitutes buzzphrase hijacking, at least the term39。s coiners consider the application patible. Organizations are limited in their onetoone efforts to the degree that they don39。t model them internally, says Rogers, cofounder of the Peppers and Rogers Group, in Norwalk, Conn., and coauthor of The One to One Future. Employees are hardpressed to treat customers uniquely when they don39。t feel that39。s how they39。re treated by the pany.Every time I meet an employee or I hear about a meeting someone else has had, I take mental notes. In its 2020 survey, the Society for Human Resource Management includes a seemingly exhaustive list of 160 benefits ranging from prepaid funerals to icecream socials. Onetoonemanagement panies, in responding to individuals39。 acknowledged desires rather than to the masses39。 perceived demands, routinely devise perks of which the survey builders never even dreamed. Creative examples encountered at several small panies include. 1： hours as flexible as a Romanian gymnast, 2： funding for staff engineers and scientists to deliver their nonworkrelated research at farflung professional conferences, 3： the services of an ergonomics consultant, 4： textbook money for interns, 5： the opportunity for employees to audition new chairs and desks in their offices in order to select the most fortable[3]. Employeetailored services can be as inexpensive as changing cleaning products to ease the airways of an asthmatic, or specialordering vegan and kosher meals at pany functions. They can also be costeffective, delivering the same bull39。seye impact as target marketing. Target marketing aims to provide the appropriate products and services to people with specific needs, explains one software pany39。s CEO, who didn39。t want his anization39。s acmodating nature publicized. Similarly, if you target the right benefits to the individual, you eliminate a lot of waste and inefficiency associated with providing blanket benefits to people who didn39。t want or need them. Even in a fitful economy panies should consider moving beyond cafeteriastyle benefits to something approaching valetstyle benefits, suggests John Izzo, coauthor of Values Shift: The New Work Ethic and What It Means for Business. The available pool of really good people is eventually going to turn into a puddle, he says. And when it does, we39。re 工商管理外文參考文獻譯文及原文和參考文獻 going to have to start treating employees the way we treat customers. The grapevine about which panies are good to work for is much stronger than it used to be. Onetoonemanagement panies are run in a timely inversion of John Adams39。s ideal as anizations of men (and women), not of laws. Noheless, a few laws, or at least cultural traits, appear to govern many such anizations. Together those traits create an environment where employees39。 needs are known, sometimes anticipated, and served, just as customers39。 needs are known, sometimes anticipated, and served in CRMfocused anizations. What follows is a look at the rules by which onetoonemanagement panies operate[2]. It39。s All in the Detail How do you build morale and a sense of corporate responsibility? In surprisingly small ways. Standing in the kitchen at Eze Castle Software, CEO Sean McLaughlin watches as one of his programmers sets milk and cookies on a table. It39。s 2:30 on a Wednesday afternoon. Hang on, Parvathy, McLaughlin says to the employee as he opens the refrigerator door and pulls out an apple pie. Put this out, too. When Parvathy is done in the kitchen, she flips some switches, and the lights flicker all over the fifth floor. Almost instantly, programmers leave their cubicles and make a beeline for the kitchen. Then Parvathy jogs up a staircase and flashes the lights on the sixth floor. Account managers, salespeople, and assorted techies e downstairs and join their colleagues in the kitchen. When they arrive, McLaughlin is at the center of the steadily building crowd, dishing out the pie. Around him conversations spring up between colleagues who work in different departments. The topics range from work to social life to politics. Ten minutes later the lights flash again and it39。s back to work for the 90 employees in the Boston office of Eze. What39。s so remarkable about the staff of a developer of securitiestradin