What is the subject line for this email?

Sally, Bob - just a thought about where we currently are and how we help ma= intain solid leadership for the future. As I looked around the room at your=  breakfast meeting today it appeared many of the people in important manage= ment roles were probably at an age where they would like to stay at Enron, = work hard and hopefully be able to take care of immediate family needs (col= lege, etc.) and then retire with a enough to enjoy their elder years. Other= s were probably at an age where career changes are in their plans so it's t= he quick hits that will make a difference. Maybe the mix was 50/50. Clearly=  I'm in the former category. Several people at the meeting commented about = the severe impact the current situation has had on their retirement plans a= nd how the time left to make this up is a concern. In my relatively short t= ime here (3 1/4 years) I have made the following observation. Enron has a g= reat Associate and Analyst program and these employees contribute immediate= ly to the company. In addition Enron has a very young and mobile workforce = that provides great flexibility and energy to our efforts. No doubt this ha= s led to the great success over the years. However at the end of the day th= e business requires a level of maturity and experience that very effectivel= y complements this young and very talented workforce. Helps pull things tog= ether and keep the sanity. In many cases this translates to employees in th= eir mid to later years of their work life. During the good times no problem=  as bonus $'s and other vehicles take care of things. However we are possib= ly in a situation where those are limited or reduced to some extent for som= e extended period of time. =20  Question: Do we need to do something positive, send a signal, to our middle=  aged and more senior employees that we understand the importance and value=  you add to the company and are willing to take a look at our pension/retir= ement plans. When we come out of this current situation what will the compa= ny look like? Will most of the younger crowd leave for the "quick hits" els= ewhere? How do we maintain and protect our more senior employees. How do we=  keep them here before they take another job that offers them additional se= curity? Listening to Ken Lay at the employee meeting when asked a question = about pension I don't believe he really knew what type of retirement progra= m we have in place. It really is, save all you can in your 401K and then we= 'll give you this cash balance vehicle to subsidize it. I know the cash bal= ance option is a newer vehicle that many companies are moving to but Enron'= s is rather weak. Many companies apply a larger percentage than Enron's 5%.=  Obviously this all has a cost, I know these plans were carefully considere= d over the years and changing anything at this point is not going to happen= . In addtition this probably goes against our culture in many respects and = I'm not saying lets make this a job for life. We still need to manage our w= orkforce as we have in the past and deal with employees that do not contrib= ute regardless of age.=20  Just wanted to share some honest thoughts and observations. I get concerned=  when I look at the makeup of our workforce and think about commitment, loy= alty and ongoing leadership. I promise this isn't about me although I certa= inly have my concerns as I know you do also. =20  Thanks for listening - Bob
Employee retention
Vad är ämnesraden för detta e-postmeddelande? Sally, Bob - bara en tanke på var vi är för närvarande och hur vi hjälper ma= att få fast ledarskap för framtiden. När jag såg mig omkring i rummet på ditt= frukostmöte idag verkade det som om många av de personer i viktiga manage=men roller var förmodligen i en ålder där de skulle vilja bo på Enron, = arbeta hårt och förhoppningsvis kunna ta hand om omedelbara familjebehov (col= lege, etc.) och sedan dra sig tillbaka med en tillräckligt stor andel för att kunna njuta av sina äldre år. Andra= s var förmodligen i en ålder där karriärförändringar finns i deras planer så det är t= han snabba hits som kommer att göra skillnad. Kanske blandningen var 50/50. Jag tillhör den förra kategorin. Flera personer på mötet kommenterade = den allvarliga inverkan som den nuvarande situationen har haft på deras pensionsplaner a= nd hur den tid som återstår att hitta på detta är en oro. I min relativt korta t= ime här (3 1/4 år) har jag gjort följande iakttagelse. Enron har ett g=reat Associate- och Analyst-program och dessa medarbetare bidrar omedelbart= ly till företaget. Dessutom har Enron en mycket ung och rörlig arbetskraft = som ger stor flexibilitet och energi till våra insatser. Utan tvivel ledde detta ha= s till den stora framgången genom åren. Men i slutet av dagen e e företag kräver en mognad och erfarenhet som mycket effektivt = y kompletterar denna unga och mycket begåvade arbetskraft. Hjälper till att dra saker tills= eter och hålla förståndet. I många fall översätts detta till anställda mitt i till senare år av deras arbetsliv. Under de goda tiderna inga problem= som bonus $ s och andra fordon ta hand om saker. Men vi är possib= ly i en situation där de är begränsade eller minskar i viss utsträckning för som= e förlängd tidsperiod. =20 Fråga: Behöver vi göra något positivt, skicka en signal, till våra medelålders och fler äldre anställda att vi förstår vikten och värdet= du tillför företaget och är villiga att ta en titt på våra pensions-/retir=ementsplaner. När vi kommer ut ur denna nuvarande situation hur kommer compa= ny se ut? Kommer de flesta yngre att åka till "quick hits" els= var som helst? Hur underhåller och skyddar vi våra mer seniora medarbetare. Hur ska vi kunna behålla dem här innan de tar ett annat jobb som ger dem ytterligare se= kurity? Att lyssna på Ken Lay på personalmötet när man ställde en fråga = om pension Jag tror inte att han riktigt visste vilken typ av pension progra= m vi har på plats. Det är verkligen, spara allt du kan i din 401K och sedan vi= 'll ge dig denna kontantbalans fordon för att subventionera det. Jag vet att kontant bal= ance alternativet är ett nyare fordon som många företag flyttar till men Enron'= s är ganska svag. Många företag tillämpar en större procentsats än Enrons 5%.= Uppenbarligen har allt detta en kostnad, Jag vet att dessa planer var noga med att överväga= d under åren och ändra något på denna punkt kommer inte att hända= . I addition går detta förmodligen emot vår kultur i många avseenden och = Jag säger inte låter göra detta till ett jobb för livet. Vi behöver fortfarande hantera vår w= orkforce som vi har gjort tidigare och hantera anställda som inte contrib=ute oavsett ålder.=20 Ville bara dela med sig av några ärliga tankar och observationer. Jag blir bekymrad när jag tittar på sammansättningen av vår personal och tänker på engagemang, loy= alty och pågående ledarskap. Jag lovar att detta inte handlar om mig även om jag certa= inly har mina bekymmer som jag vet att du gör också. =20 Tack för att du lyssnade - Bob
What is the subject of this email? Sally, Bob - just a thought of where we are at present and how we help ma= get firm leadership for the future. When I looked around the room at your= breakfast meeting today it seemed that many of the people in important manage=but roles were probably at an age where they would like to live at Enron, = work hard and hopefully be able to take care of immediate family needs (col= lege, etc.) and then retire with a large enough share to enjoy their older years. Andra= s was probably at an age where career changes are in their plans so it's t= he quick hits that will make a difference. Maybe the mix was 50/50. I'm in the last category. Several people at the meeting commented = the serious impact that the current situation has had on their pension plans a= nd how the time remaining to come up with this is a concern. In my relatively short t= ime here (3 1/4 years) I have made the following observation. Enron has a g=treat Associate and Analyst program and these employees contribute immediately= ly to the company. In addition, Enron has a very young and mobile workforce = which provides great flexibility and energy to our efforts. No doubt this led to the great success over the years. But at the end of the day e e e company requires a maturity and experience that very effectively = y complements this young and highly talented workforce. Helps to pull things until= ether and keep your mind. In many cases this is translated into employees in the middle of later years of their working life. In the good times no problem= like bonus $s and other vehicles take care of things. But we are possib= ly in a situation where they are limited or decreasing to some extent for as= e extended time period. =20 Question: Do we need to do something positive, send a signal, to our middle-aged and more older employees that we understand the weight and value= you bring to the company and are willing to take a look at our pension/retir=ement plans. When we get out of this current situation what will compa= new look like? Will most younger people go to quick hits els= anywhere? How we maintain and protect our more senior employees. How are we supposed to keep them here before they take another job that gives them additional se=curity? Listening to Ken Lay at the staff meeting when you asked a question = about pension I don't think he really knew what kind of pension progra= m we have in place. It's really, save everything you can in your 401K and then we= 'll give you this cash balance vehicle to subsidize it. I know that the cash bal=ance option is a newer vehicle that many companies move to but Enron'= s is quite weak. Many companies apply a greater percentage than Enrons 5%.= Obviously, all this has a cost, I know that these plans were careful to consider=d over the years and change anything on this point will not happen= . In addition, this probably goes against our culture in many respects and = I don't say let this make a job for life. We still need to manage our w= orkforce as we have done before and manage employees as not contrib=ute regardless of age.=20 Just wanted to share some honest thoughts and observations. I get concerned when I look at the composition of our staff and think about commitment, loy= alty and ongoing leadership. I promise you this isn't about me even if I certa= inly have my concerns that I know you do too. =20 Thanks for listening - Bob
Bevarande av anställda
Conservation of employees