离职率英文

Leaving job rate is the enterprise uses to weigh the enterpriseinterior human resources mobile condition an important target, throughto the leaving job rate inspection, may understand the enterprise tostaff's attraction and the satisfactory situation. Leaving job rate should refer to which the staff to leave job thequantity occupies "the staff" the ratio, also may understand has howmany staff for every 100 staffs in to leave job, therefore leaving jobrate should not surpass 100%. At present uses leaving job rate computational method: In the calendar month left job the population and the staff totalnumber of people recently indicated, staff total number of people forcalendar end of the month in office staff total number of people. The leaving job rate = same month leaves job the population/at the endof same month in office population ×100% The suggestion uses leaving job rate computational method: Defines the denominator for this month accumulates in the bookpopulation, the so-called accumulation was refers to this month in thebook population once in the book staff's total, it was equal to thebeginning of the month staff quantity added on this month recently thestaff quantity, also was equal to the end of the month staff quantityand this month left job sum of the personnel quantity. The leaving job rate = same month leaves job the population/same monthto accumulate in the book population ×100% 此为人译 楼上机器译1！！1

Because every year of quit rate within 12% and keep the stability of enterprise employees is very high. Other areas (Shanghai, Beijing, dalian, etc.) IT enterprise quit rate by 20% on average. In all the office, work in two years time employees accounted for 80%, within 1 year of 18%, leaving suggested working time in 3 years quit rate is very low. 以上是我借助有道翻译的，希望对你有所帮助

Along with the rapid development of social economy, people's living and working rhythm accelerate, mobility and gradually increase, employee turnover rate is also showing the rising trend. As people life quality, enterprise management also began initiates humanist concept, thus gradually, job satisfaction, employee and caused the human resource managers. According to the study, job satisfaction and turnover rate had a negative correlation between.Effects of the employee's job satisfaction rate of lychees are the major factors: the employees' pay satisfaction, the work itself with attractive, post match, the staff in the enterprise employees, leadership to subordinate to the attitude and organizational atmosphere and interpersonal relations.For these reasons, the paper puts forward the following countermeasures to improve, job satisfaction and turnover rate: rationalization, optimize configuration of salary, perfect position on talent cultivation and development staff, attach importance to employee's concern, strengthen physical contact each other, pay attention to the common development of the enterprise and employees, enhancing employees' collective ownership.

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With the rapid socio-economic development, people's lives and work of the rhythm gradually accelerated, staff mobility has increased, staff turnover rate is also showing a rising trend. With the improvement of the quality of people's lives, business management have begun to advocate the concept of people-oriented, thus, job satisfaction and staff growing importance of human resource managers. According to the research shows that job satisfaction and turnover rate was a negative correlation between between. Impact on employee job satisfaction rate of litchi main factors: the salaries of staff satisfaction, the attractiveness of work itself, job matching and employees, employees in the enterprise's growth opportunities, leading to the attitude of his subordinates, as well as organizational climate and interpersonal relationships. For the above reasons, this paper put forward the following measures to improve job satisfaction and turnover rate: the rationalization of the achievement of pay, and optimize the allocation of jobs, and improve personnel training, the total of staff personal development, emphasis on the physical and psychological care for employees, to strengthen mutual ties, attention to business and the common development of employees, and enhance the collective sense of belonging among employees. Key words: job satisfaction affect the turnover rate response

task identity任务完整性 task leader任务领导 task significance任务的重要性 task structure任务结构 task support任务支持 task team任务团队 team building团队建设 teamwork团队合作 technical skill技术技能 telecommuting电子通勤 theft偷窃行为 theories理论 theory xx理论 theory yy理论 theory zz理论 360-degree feedback360度反馈 total quality management tqm全面质量管理 training multiplier effect培训放大效应 traits特质transactional analysis(ta)交互作用分析 tran cultural employees跨文化员工 transfer of training培训转换 transformational leaders转换型领导者 trauma创伤 triple-reward system三方受益的系统 trust信任 tunnel vision管窥 turnover离职率 two-factor model of motivation双因素激励模型 two-way communication process双向沟通过程 type a people a型人 type b people b型人TQC: Total Quality Control 全面品质控制 TQM: Total Quality Management 全面品质管理 traceability 追溯 training 培训 tree diagram树图管理词汇都在这儿了，不知您找的是那个单词？

虽然今年以来基金行业人员变动频繁，基金经理出现离职潮，但对于一家只有23位基金经理的融通基金来说，一年就有9名基金经理离职，不能不说是一种悲哀。记者统计发现，今年以来，截至11月30日，78家基金公司离职基金经理人数达到288位，其中离职人数超过8位的基金公司有6家，而融通基金是这6家当中资产规模最小的一家。值得注意的是，融通基金离职的基金经理既有在公司工作不满一年的新兵，也有工作三四年的老鸟。更让人惊讶的是，在公司担任基金经理长达8年的老员工也随之离开。融通基金为何留不住人才？离职人数占比39.13%2015年注定是不平凡的一年，不仅股市牛熊穿插，而且公募基金经理离职创新高。资料显示，融通基金今年基金经理离职有9位，占了39.13%，创公司离职记录新高。据Wind资讯统计显示，融通基金现有23位基金经理人，新增基金经理人数是14，离职人数为9，新聘基金经理人数大于离职基金人数，显示了该基金公司人员变动比较大。从离职基金经理任职年限看，任职时间不到一年的有1位，任职时间超过三年的有5位，占了离职人数的55.56%。总的来说，融通基金旗下基金经理今年以来的增加量大于流失量，而且与去年相比净流入人数有明显的增加。这凸显出了融通基金吸引不住人才。任职长达8年的基金经理离职据好买基金网数据统计显示，从任职时间看，在融通基金任职时间最长的是严菲，2007年3月入职，任职时间长达8年多，管理2只混合型基金，分别为融通行业景气和融通蓝筹成长，对应的任职回报分别为86.95%和143.16%。根据最近的基金经理综合评分结果发现，她在业内知名度还是蛮大的。综合评分结果显示，她在风险性，收益性，影响力，稳定性，满意度五个维度上均领先于其他基金经理，尤其是稳定性。她的稳定性在全部基金经理中居前。稳定性如此高的她为什么选择在年中离职呢？虽然融通基金在公示中提到严菲因个人原因离任，但是综合上半年A股行情和她任职情况看，她极有可能因为有好的去处，加上上半年掀起“公奔私”的热潮，她也跟随大潮另寻发展。王纯是9位离职基金经理人中任职时间最短的，才半年多时间。她管理的5只基金在其任职期间业绩收益表现不错，整体上是跑赢同类平均水平的。既然业绩那么好，而且又是新任职不久，为何会选择离职？这真百思不得其解。从管理基金数量看，韩海平管理过并且目前还在市场上交易的基金就高达9只，这就是典型的“一拖多”的管理模式。韩海平擅长于管理债券型基金和货币型基金，在加入融通基金前，他任职于国投瑞银基金，管理过并且现在还存在市场上的基金有5只，除一只封闭式基金外，余下4只中有3只跑赢同类平均水平。他于2013年5月30日加入融通基金，在其任职两年余时间里管理过13只基金，其中4只基金已经退市，现有的9只基金在其任职回报收益率都低于同类平均水平，整个任职期间的业绩表现要比国投瑞银期间逊色一些。他今年6月离职，从离职时间看刚好处于上半年牛市尾部。虽然他没有公布新去处，但是外界猜测他任职融通期间就一直是“一拖多”的管理情况，会导致基金整体表现不突出，业绩压力大，加上牛市催生了新兴的赚钱平台，他极大可能跟随大潮奔赴私募行业或者创业。从管理类型看，刘冬在任职期间一直管理融通旗下唯一的一只QDII基金。从他的工作经历看，他的基金经理年限已经有四年多，管理的基金类型一直是QDII基金。他之前在招商基金任职招商标普金砖四国指数（QDII-LOF）的基金经理，在他管理的一年多时间里，该基金的收益下降的幅度大于同类平均水平。他于2014年4月12日加入融通基金，管理旗下融通丰利四分法（QDII-FOF）基金，在任职一年时间里，他把该基金的业绩提高了10.47个百分点，而同期内同类平均为12.05%。管理的基金有如此好的业绩水平，那他为什么会离职呢？ 难道仅仅是因为有好的平台吸引他？总的来说，融通基金离职的基金经理既有在公司工作不满一年的新兵，也有工作三四年的老鸟，甚至有工作长达八年的老员工。同时，离职经理人即有“一拖多”也有“一管一”的管理情况。融通基金究竟是什么情况，导致如此大规模基金经理人离职？融通基金为何留不住人才记者统计了三家2012年底规模相近，而且总部均在深圳的基金公司，发现融通基金是这三家基金公司中，规模增幅最小的一家。数据显示，2012年末，融通基金的总资产净值将近509.97亿元，然而三年过去了，该基金公司的总资产净值只增加了123.64亿元，增幅仅为24.25%。同比2012年末规模相近的招商基金和诺安基金，增幅分别为298.12%和73.98%，其中招商基金整体规模增幅最大。从近三年融通基金规模情况看，该基金公司规模一度萎缩了8.39%，借助与2014年下半年牛市行情，该公司规模才有所增加，但是增幅并不大。人才的流失也许是公司业绩不理想的原因。