四川省体育馆游泳年卡:钱不是第一位的 Money May Not Be Top Priority For Many In Job Mkt

有人说，钱并不是一切。对许多求职者来说，的确如此。虽然大多数求职者对工作报酬很关心，这一点也很合乎人的本性，但在他们的诉求中，钱并不总是排在第一位的。就业者“最看重的要素”不仅在他从事某份工作期间会发生变化，在其整个职业生涯中也不断改变着。

密歇根州职场咨询公司Plante & Moran LLP的心理咨询师史蒂夫•格莱文坎普(Steve Gravenkemper)说，当那些处于职业生涯早期阶段（35岁以下）的就业者和40来岁的就业者在获得一定工作技能并开始选择今后长期生活的地方时，他们经常会考虑其他一些因素，也正是在这种情况下，许多公司会失去一些他们已投入了相当时间和培训资源的雇员。

咨询公司埃森哲(Accenture Ltd.)最近在六大洲21个国家所作的调查显示，求职者在选择职位时希望受雇公司拥有的特质中，工作内容有趣且具有挑战性被排在第一位。奖励和薪酬紧随其后排在第二，提升机会位列第三。排在第四位的是公司的发展前景。在调查给出的15个选项中，企业的社会责任感和职场的文化多元性被排在最后两项。

埃森哲招聘部门的全球主管约翰•坎帕尼诺(John Campagnino)说，人们有两大基本需求：一是薪酬，一是挑战。但当你向雇员提供了这些之后，他们就会进一步考虑其他因素，比如，自己是否是在为一家有责任感的企业工作，公司是否鼓励团队精神等等。他说，企业需要向雇员提供一整套尽可能多包涵上述特质的东西。他们最看重的东西随着时间流逝会发生变化。

在度过初期阶段之后，就业者的选择会因为所承担责任逐渐增多而变得越来越复杂。这些责任不仅来自婚姻或子女，还包括他们花在提高工作技能上的时间、他们选择生活居住的地方，以及退休福利等其他长期目标。

格莱文坎普说，有些地方有点自相矛盾。在职业生涯的中段，人们或许会意识到职业安全感对他们是多么重要，尽管所谓安全感不过是一种幻想。过去人们进入一家公司后会想......如果工作出色，他们就能一辈子呆在这家公司里。现在没有这种把握了。现在人们想知道的是“这里有什么适合我的东西？”

他还说，“我曾有一家客户，那家公司有一批质素很高的员工，有位员工说：真高兴能认识你，我以前从没意识到自己有这么大潜力。而离开公司的正是那些表现最出色的员工，因为他们能作出的选择最多。”

为学生提供终生职业咨询服务的斯坦福大学就业服务机构主任助理比佛利•普林斯帕(Beverly Principal)说，许多学生在毕业后继续求助于职业服务的原因是他们不同的人生阶段会有不同的求职需求。

她说，她经常见到许多以前的学生希望能完成从职业生涯初级阶段进入下一阶段，或者希望自己创业。她说，在人们开始职业生涯5、6年之后，他们会建立家庭，这时他们想要的东西会与以前完全不同。他们需要外界帮助他们构思如何实现转变。

宾夕法尼亚州里海大学有两位职员专职从事帮助校友的工作。担任职业服务机构主任的多娜•高德菲尔德(Donna Goldfeder)说，在经济形势好的时候，人们会考虑作出比较剧烈的变化。相反，经济形势比较糟糕或局势比较恐慌的时候，人们对作大幅度的转变比较谨慎。

她又说，企业应该能留住他们已做了很大投入的员工。上司应该对下属充分表现出赏识，该表扬时就不吝赞美。这实际上还是有关人们相互之间沟通的问题。作为上司应该问问自己：员工是否很开心？

Money May Not Be Top Priority For Many In Job Mkt

They say money isn‘t everything, and that‘s true for many job hunters. While it may seem intuitive that most are concerned with compensation, it isn‘t always top of the list. Priorities change not only during a job, but also over a career.

When ‘early career‘ worker -- those up to age 35 -- and workers in their 40s have acquired skill sets and are deciding where they want to settle for the long run, they often take a look around, says Steve Gravenkemper, a consulting psychologist for workplace consultancy Plante & Moran LLP of Southfield, Mich., and that‘s the point at which many companies lose people in whom they have invested time and training.

A recent study conducted by consultancy Accenture Ltd. in 21 countries on six continents found challenging and interesting work topped the list of employer characteristics that job candidates sought when considering a new position. Rewards and compensation were a close second, and opportunity for advancement third, followed closely by a company‘s long-term prospects. But other popular concepts like corporate citizenship and workplace diversity were at the bottom of the list of 15 qualities.

‘There are basic needs: compensation, challenge. But once you get employees in the door with these, they‘ll move on to looking for other things‘ like working for a responsible company or one that encourages teamwork, says John Campagnino, Accenture‘s global head of recruiting. ‘You need to offer recruits a package with as many of these characteristics as possible. Priorities shift over time.‘

Beyond entry level, the decision becomes complicated by more responsibilities -- not just marriage and children, but also the time workers have invested in honing their skills, where they have chosen to settle, and long-term goals such as retirement benefits.

‘There‘s a paradox,‘ says Plante & Moran‘s Mr. Gravenkemper. ‘At midcareer, people may realize how important job security is to them, and yet job security may be an illusion. Workers used to go into a company knowing . . . that if they did a good job they would be employed for life. Now that‘s no guarantee. They want to know ‘What‘s in it for me?‘‘

He adds, ‘I was working for one company with a group of high-potential employees . . . and one employee said, ‘I‘m so glad to see you -- I never knew I was high-potential before.‘ It‘s often the strongest performers who leave because they have the most options.‘

Maturing needs are why many alumni continue to utilize career services, says Beverly Principal, assistant director for employment services at Stanford University in Stanford, Calif., which offers students career counseling for life.

Ms. Principal says she often sees former students who are trying to make the transition from entry level to the next step, or to start their own business. Five or six years after they start a career, ‘people may have a family and want completely different things. They need help figuring out the transition.‘

Lehigh University in Bethlehem, Pa., has two staffers dedicated solely to helping alumni. ‘When the economy is good we see people looking to make more drastic changes,‘ says Donna Goldfeder, director of career services. ‘When the economy is tight and things are scary‘ they will be more cautious about such transitions.

Companies can retain workers they have invested in, she adds. ‘Supervisors should show their appreciation, give compliments. It‘s really still about the human touch. Are your workers happy?‘