梅奥和他的同事针对这种情况引入了休息机制，同时提高了工作条件，这之后，他们发现一年以内，人力资源流动率降低了，与公司其他部门的平均值持平。

After introducing rest breaks and other improvements in working conditions, Mayo and his colleagues found that within a year the Labour turnover rate fell to the average elsewhere in the company.

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宾州一纺织厂的某部门人力资源流动率高达250%---也就是说，没有一名员工在其岗位上工作超过了5个月，而该厂其他部门的平均值仅为6%。

One department of a spinning mill in Philadelphia had a labour turnover rate of 250%—that is, nobody stayed in a job for more than five months—while the average for other parts of the company was 6%.

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酒店员工流动率过高，特别是优秀员工的不断流失已成为困扰我国酒店业人力资源管理者的一大难题。

The high hotel employee turnover rate, especially the talent drain, has been a main difficulty for Chinese human resource managers.

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