Gerson Richard F
Gerson Goodson, Inc., Clearwater, Florida, USA.
Radiol Manage. 2002 May-Jun;24(3):16-23.
Employee retention is a huge problem. There are staff shortages in radiology because not enough people are entering the profession; too many people are leaving the profession for retirement, higher-paying jobs or jobs with less stress; and there are not enough opportunities for career advancement. Staff shortages are exacerbated by difficulty in retaining people who enter the profession. While much work has been focused on recruitment and getting more people "in the front door," I suggest that the bulk of future efforts be focused on employee retention and "closing the back door." Employee retention must be an ongoing process, not a program. Approaches to employee retention that focus on external things, i.e., things that the company can do to or for the employee, generally are not successful. The truth is that employee retention processes must focus on what the employee gets out of the job. The process must be a benefits-based approach that helps employees answer the question, "What's in it for me?" The retention processes must be ongoing and integrated into the daily culture of the company. The best way to keep your employees is to treat them like customers. Customer service works for external customers. We treat them nicely. We work to satisfy them. We help them achieve their goals. Why not do the same for our employees? If positive customer service policies and practices can satisfy and keep external customers, why not adapt these policies and practices for employees? And, there is a service/satisfaction link between employee retention and higher levels of customer satisfaction. Customers prefer dealing with the same employees over and over again. Employee turnover destroys a customer's confidence in the company. Just like a customer does not want to have to "train and educate" a new provider, they do not want to do the same for your "revolving door" employees. So, the key is to keep employees so they in turn will help you keep your customers. Because the techniques of this process mirror the activities of customer service and customer relationship management, I call the combined process C/ERM for customer/employee relationship management. Both activities must be going on simultaneously to create a loyalty link that ensures customer satisfaction and retention through employee service, satisfaction and retention.
员工留用是个大问题。放射科存在人员短缺的情况，原因是进入该行业的人不足；太多人因退休、高薪工作或压力较小的工作而离开该行业；而且职业晋升机会也不够。难以留住进入该行业的人员使人员短缺问题更加严重。虽然很多工作都集中在招聘和让更多人“进门”上，但我建议未来的大部分努力应集中在员工留用和“关上后门”上。员工留用必须是一个持续的过程，而不是一个项目。专注于外部因素（即公司可以为员工做或为员工做的事情）的员工留用方法通常并不成功。事实是，员工留用过程必须关注员工从工作中得到了什么。这个过程必须是一种基于福利的方法，帮助员工回答“这对我有什么好处？”这个问题。留用过程必须持续进行，并融入公司的日常文化中。留住员工的最佳方法是像对待客户一样对待他们。客户服务适用于外部客户。我们善待他们。我们努力满足他们。我们帮助他们实现目标。为什么不对我们的员工也这样做呢？如果积极的客户服务政策和做法能够满足并留住外部客户，为什么不将这些政策和做法应用于员工呢？而且，员工留用与更高水平的客户满意度之间存在服务/满意度联系。客户更喜欢一次又一次地与同一名员工打交道。员工流动会破坏客户对公司的信心。就像客户不想不得不“培训和教育”新的供应商一样，他们也不想为你们“旋转门”式的员工这样做。所以，关键是留住员工，这样他们反过来会帮助你留住客户。因为这个过程的技巧反映了客户服务和客户关系管理的活动，我将这个综合过程称为客户/员工关系管理（C/ERM）。这两项活动必须同时进行，以建立一种忠诚度联系，通过员工服务、满意度和留用来确保客户满意度和留存率。
