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In those circumstances we made the very ruthless decision that our people would have to go and we took over BT's people . . . So it was really the best of breed approach that we picked the best parts of either side. Incentive programmes (redundancy packages). •激励计划（遣散超额员工计划） Top management decided to implement specific incentives for those employees who would be redundant after the deal was closed. These programmes were linked to the closing date, `` . . . for some people it is still a very negative experience to be made redundant''. Retention strategies for BT employees. In order to avoid undesirable employee turnover and also to minimise uncertainties, top management implemented a very special retention programme for the ``key people'' from BT. Special commitments and guarantees were made so that ``their minds were put to rest''. These ``special people'' would get additional rewards if they were still on board on the second anniversary of closing - 4 June 2001 (coincidentally it was the day this interview took place) and the third anniversary of closing - 4 June 2002. The integration team did not offer retention packages for DB employees. 整合队伍没有对DB的员工提供保留计划。 |
