明星員工就該獲得明星待遇嗎？（下）
點此閱讀：明星員工就該獲得明星待遇嗎？（上）
3. Make an effort to engage them: 3. 努力讓他們參與進來：
With global estimates suggesting that only 13% of employees are engaged, and that the major cause of engagement (and disengagement) is their manager, it is essential that you minimize the risk that your stars fall into this category, and this will require special attention. First, you will need to ensure that they regard their role and contribution as meaningful, which requires aligning their activities with their core values and drivers. Second, provide them with opportunities to develop their curiosity, including the freedom to learn and to nourish their hungry mind (top performers are often more naturally curious, which means they will have lower tolerance for boring and repetitive jobs). Third, focus on the universal drivers of engagement, namely autonomy, affiliation, and achievement. That is, give your star employees resources and leave them alone (as opposed to micromanaging them); make sure they experience a sense of belonging and camaraderie with others and the wider organization; and help them perform beyond their expectations (engagement boosts performance, but performance boosts engagement).
根據全球範圍內的估計，只有13%的員工參與其中，而參與（和脫離）的主要原因是他們的經理。因此，你必須將明星員工歸入這一類的風險降至最低，這需要特別關注。首先，你需要確保他們認爲他們的角色和貢獻是有意義的，這需要他們的活動與他們的核心價值觀和驅動力保持一致。第二，爲他們提供發展好奇心的機會，包括學習的自由和滋養他們飢渴的心靈的自由（表現最好的人通常更天生好奇，這意味着他們對枯燥重複的工作的容忍度較低）。第三，關注參與的普遍驅動因素，即自主性、從屬關係和成就。也就是說，給你的明星員工一些資源，不要打擾他們（正如不要對他們進行微觀管理）；確保他們體驗到一種歸屬感，並與他人和更廣泛的組織建立友好關係；幫助他們實現超出預期的目標（參與可以提高績效，但績效可以提高敬業度）。
4. Remember that money isn’t everything: 4. 記住，金錢不是一切：
While money is the main vehicle organizations use to keep their star performers happy, it is generally a poor driver of satisfaction. In fact, meta-analytic studies indicate that there is just 5% overlap between pay and pay satisfaction, and merely 2% overlap between pay and job satisfaction. In fact, when you pay people too much for doing something that they enjoy, they may end up enjoying it less. And even if that isn’t the case, your stars will likely habituate quickly to your financial rewards — so a fat wallet is unlikely to buy you their love in the long run. Fundamentally, there are many other psychological drivers people will want to fulfill at work, including their need to help others, to influence others, and to enjoy what they do. And since one size does not fit all, you will need to devote enough time to decoding the personal values and drivers of your stars if you truly aspire to motivating them and keeping them happy.
雖然金錢是企業讓明星員工開心的主要手段，但通常來說，它並不能帶來滿足感。事實上，薈萃分析研究表明，薪酬與薪酬滿意度之間只有5%的重疊，而薪酬與工作滿意度之間只有2%的重疊。事實上，如果你爲人們喜歡做的事情付了太多的錢，他們最終可能會享受得更少。即使不是這樣，你的明星們也會很快習慣你的金錢回報——所以從長遠來看，一個豐厚的錢袋不太可能買到他們的愛情。從根本上說，人們在工作中還有許多其他的心理驅動因素，包括幫助他人、影響他人以及享受工作的需要。既然一種標準不適合所有人，那麼如果你真的渴望激勵他們、讓他們開心，你就需要投入足夠的時間來解讀明星的個人價值和驅動因素。
Regardless of the approach you take to managing and retaining stars, it is essential that you make everyone aware of what the rules of the game are. To be sure, nobody likes to find out that they are not part of the vital few, but the proportion of individuals who will accept this will increase systematically if you are very explicit about what it takes to be part of the vital few, and you enable others to verify that those criteria are actually put in place. At the end of the day, even if everyone wanted to be a star performer, it is not the case that everyone is willing to do what it takes to attain that.
不管你用什麼方法來管理和留住明星員工，你都應該讓每個人都知道遊戲規則才至關重要的。可以肯定的是，沒有人喜歡發現他們不是至關重要的很少的一部分，但如果你非常需要明確什麼是至關重要的一部分，接受這個現實的個體的比例將系統地增加，和你使別人來驗證這些標準實際上是到位。歸根結底，即使每個人都想成爲明星員工，但並不是每個人都願意爲了達到這個目標而付出一切。
In short, your stars do deserve star treatment, but there is a rational, data-driven, and fair way to provide it, which will minimize perceptions of a rigged or nepotistic culture in your team or organization. For sure, having no approach or avoiding the issue will decrease rather than increase the perception of fairness.
簡而言之，你的明星員工確實應該得到明星般的待遇，但是用一種合理的、數據驅動的、公平的方式來提供這種待遇，這將使你的團隊或組織中對被操縱或裙帶關係文化的看法最小化。當然，沒有辦法或迴避問題將會減少而不是增加對公平的看法。
