1. Change the concept of employing people
Improve the employment mechanism of enterprises and strive to achieve "system retention". First of all, it is necessary to establish a scientific cadre selection and appointment system, attach importance to the use of theories and methods of cadre management and modern human resource management, establish a scientific and standardized selection and appointment system, and form a dynamic selection and employment mechanism that is conducive to outstanding talents. Secondly, we should establish a scientific and flexible employment system, provide broad development space and exercise opportunities for enterprise talents, and attract and retain talents.
2. Design a perfect, practical and scientific salary management system.
Treatment is not the most fundamental reason for brain drain in enterprises, but it is also one of the most important reasons. Under the condition of market economy, the level of treatment reflects the value of talents to a certain extent. Therefore, in order to retain talents, enterprises must give them reasonable treatment, establish a salary system that is conducive to retaining talents and establish a salary system that reflects the labor value of talents.
3. Pay attention to the cultivation of talents and establish a good and powerful personnel management system.
Strengthen the education and training of enterprise employees, especially pay attention to the training of young employees. Training is a kind of welfare that enterprises give to talents. An enterprise that can't improve the skills and concepts of talents and has no opportunities for talent development is difficult to retain talents.
4. Improve enterprise management and employment mechanism, and appoint people on their merits.
Strengthen the construction of corporate culture and enhance the sense of ownership of talents. We should retain talents through emotional communication and psychological communication, cherish talents in values, support talents in work, care for talents in life, respect talents in personality, satisfy talents psychologically, and be good at connecting the hearts of all kinds of talents with emotional ties so that they can fully feel the warmth of the organization, so that talents will not leave easily.
5. Establish a people-oriented corporate culture
Create a good culture and learning atmosphere. All outstanding talents are full of enterprising spirit, attach great importance to the opportunities of learning and growth, and attach great importance to the cultural and humanistic environment within the enterprise. Enterprises should vigorously carry out the construction of corporate culture, create a good cultural and learning environment within the enterprise while rallying people's hearts with strong values, take the career development prospects and professional continuing education of talents as important measures to attract and retain talents, and provide "charging" opportunities for outstanding talents in various ways such as professional knowledge training, so that all kinds of talents can feel at home in the enterprise, and strive to realize the organic combination of corporate strategic goals and talent growth trajectory.
Analysis of the causes of brain drain;
1. Personal reasons
Most employees who leave for personal reasons regard the enterprise as a springboard for their career development. For them, working in an enterprise is to gain work experience or learn related technologies. Once the goal is achieved, they will choose enterprise services with higher salary and greater development space. This situation is more common for newcomers or college students recruited by enterprises.
2. Organizational reasons
From the organizational point of view, the fundamental reason for the loss of excellent employees in enterprises lies in the management of enterprises. Among them, the main problems are the low quality of managers, the imperfect incentive mechanism for employees, the failure to establish an effective evaluation system, the failure to establish a reasonable salary structure, and the failure to establish a long-term career development plan and corporate culture atmosphere for core employees. It is for these reasons that core employees, especially senior executives, frequently change jobs.
3. External reasons
Generally speaking, the outstanding talents lost by companies have not been transferred to other industries, and most of them have directly joined competitors, because the personnel and technology between these companies and competitors are highly replaceable, and the post structure and requirements are extremely similar. Because of this, the excellent employees trained by the company, such as technical backbones or department managers, are easily favored by competitors, and competitors often offer generous conditions to attract these excellent talents to join, which is also an important reason for the company's excellent employees to leave.