2016年，员工将迎来大幅度加薪

 　　Workers in many of the world’s labor 1 markets have reason to celebrate in 2016—and they’ll have a little extra cash to do so. According to Korn Ferry Hay Group’s 2016 Salary Forecast, workers in most regions will, on average, see their biggest pay increase in three years. Real wages, which are average increases adjusted for inflation, will hit roughly 2.5%, with some regions experiencing markedly higher increases.

　　世界很多地区劳动市场上的工人，有理由在2016这一年进行庆祝——而且他们将会有多余的现金来这么做。根据光辉国际合益集团2016年的工资预测报告，大部分地区的工人，将会迎来他们三年来最大的加薪。考虑到通货膨胀的因素，实际工资将平均增加2.5%，一些地区也将出现明显更高的增长。
　　Regional Variations
　　地区差异
　　Two factors driving the increase are actual wage growth because of increased demand for skilled workers combined with historically low inflation, according to the report. North America, Europe, Africa, the Middle East, and Asia are all poised 2 for growth, but the projected real wage growth in various countries has significant variations.
　　据报道，驱动实际工资增长有两个因素：对技术工人需求的增加和历史性的低通胀。北美、欧洲、非洲、中东和亚洲都已做好加薪的准备，但是预计实际工资的增长，在不同国家会有不同的表现。
　　Lebanon: 11.5% wage growth for 2016
　　黎巴嫩：2016年将会上涨11.5%
　　China: 6.3% wage growth for 2016
　　中国：2016年将会上涨6.3%
　　India: 4.7% wage growth for 2016
　　印度：2016年将会上涨4.7%
　　Germany: 2.7% wage growth for 2016
　　德国：2016年将会上涨2.7%
　　United States: 2.7% wage growth for 2016
　　美国：2016年将会上涨2.7%
　　Canada: 2.6% wage growth for 2016
　　加拿大：2016年将会上涨2.6%
　　United Kingdom: 2.3% wage growth for 2016
　　英国：2016年将会上涨2.3%
　　While workers in Latin America will see the largest overall increase in salaries in 2016 at 11.4%, the region’s high 12.8% inflation rate leaves them with real wage cuts of 1.4%. In Ukraine and Venezuela, political turmoil 3 and high inflation have led to real wage decreases of 36.8% and 52.6%.
　　然而拉丁美洲的员工将会得到最大幅度的加薪：11.4个百分点，这个地区高达12.8%的通货膨胀率使得他们实际工资将减少1.4%。在乌克兰和委内瑞拉，政治动乱和高通胀已经导致其实际工资分别下降了36.8%和52.6%。
　　Keep The Talent You Have
　　保持你拥有的才能
　　When talent is more expensive, companies need to focus on their retention 4 strategies because the cost of replacement 5 jumps, says Paul McDonald, senior executive director for international staffing firm Robert Half International. A 2014 report by Robert Half found that the top three reasons employees leave jobs are:
　　国际人力资源公司罗勃海佛国际公司的高级执行董事保罗说，当才华变得越来越昂贵，公司则需要把注意力放在维系策略上，因为另选他人的成本变高了。一份来自罗勃海佛公司2014年的报告显示员工离职的三条最主要原因如下：
　　Inadequate 6 salary and benefits (38%)
　　薪水和福利不足占38%。
　　Limited opportunities for advancement 7 (20%)
　　晋升机会有限占20%。
　　Unhappy with management (16%)
　　对管理不满意占16%。
　　Skilled and professional-level employees are especially in demand, so retention requires keeping a close eye on the needs of employees and being able to offer the salary, benefits, and other perks 8 that matter to them. For example, December 2015 research from the company found that employees in the U.S. and Singapore really want more vacation time, while some CFOs thought they valued wellness benefits.
　　市场上非常急需具备熟练和专业技能的员工，所以维系策略就把注意力放在员工的需求上，而且尽量让自己有能力去提供员工关心的的薪水、福利和其他津贴。比如，公司在2015年12月所做的调查发现，美国和新加坡的员工真的需要更多的假期时间，一些首席财务官认为他们看重社会福利。
　　Many companies simply stick to one performance review each year and a stagnant 9 annual budget that isn’t nimble enough to adjust to employee needs. Instead, McDonald recommends quarterly management check-ins to monitor the status of the most in-demand skill sets to ensure that benefits are up to snuff compared to competitors. He’s an advocate of awarding spot bonuses or perks for exceptional performance. It’s also critical to show in-demand employees that there is a path to advancement, so a renewed focus on training and developing candidates for promotions 10 internally can help retention, he says.
　　许多公司每年只坚持一个绩效考核和停滞不前的年度预算，这些并不能灵活适应员工的需要。而麦克唐纳建议季度管理签到可以掌控那些具有最紧缺技能的员工，同时确保自己的福利能够与竞争对手相匹敌。他主张对表现突出的人授予现货奖金或福利。他说向优秀员工表明晋升路径也是非常关键的，所以重新关注培训和发展内部晋升候选人可以帮助维系员工。
　　Know What Matters To Them
　　知道员工关注什么
　　International HR consultant 11 Mikaela Kiner, founder 12 of uniquely HR in Seattle, says that employee retention is also influenced by culture and individual differences. While markets like the U.S. place heavy emphasis on compensation and even company values, some regions value formality. For example, she found that when she worked in India, meaningful titles and title progression mattered to many employees, even if they didn’t come with big salary bumps. She also says you may be fighting a losing battle if you’re not paying competitively.
　　国际人力资源顾问迈卡拉，是西雅图独特人力资源的创始人，她说员工留任也受到文化和个体差异的影响。美国市场就非常强调补偿制度和公司价值观，一些地区则看重礼节。比如，她自己在印度工作时发现，很多员工都很关心有意义的头衔和头衔级别，即使他们没有很多的工资。她还说，如果你不能提供有竞争力的薪资，那么你可能是在打一场必败之仗。
　　People know they can significantly grow their compensation only by leaving a company. Or I’ve heard people say if they would quit and get rehired, I’d make more money than if I stay, even if I’m an excellent performer. With the external market driving up wages so much, the company is putting itself in a very bad position, because they’re paying a premium 13 for an unknown quantity, she says.
　　她说：“人们知道只有离职才能显著提高自己的薪水，或者我还听他们说，即使我在原公司也表现很好，但自己辞职后又找到工作，要比留在原公司挣到更多的薪水。由于外部市场将工资推高了如此之多，公司正处在一个十分不利的位置，因为他们在为一个未知数支付保险费。”
　　The solution might be variable compensation in the form of true pay for performance. Instead of fixed 14 bonuses, set metrics and create incentives 15 for performance that matters to the company, while giving employees the opportunity to see growth in their compensation based on their contributions.
　　解决的办法或许是依据实际表现的可变薪酬模式。改变固定奖金，为关系到公司发展的表现设定比重，并建立激励机制；同时让员工有机会看到根据自己贡献而有的薪酬增长。