How to serve talents

With the acceleration of the informatization process, competition among enterprises has become increasingly fierce. Every enterprise hopes to develop quickly and well in order to gain a firm foothold in the market. In the final analysis, competition between enterprises It is a competition for talents. The one with superior human resources is the winner. Therefore, it can be said that the development of an enterprise is closely related to talents. Talents have become an important human resource and penetrate into the central link of enterprise development and scientific and technological progress, that is, talents are the key to realizing An effective way for enterprises to develop rapidly. All far-sighted entrepreneurs understand that "everything in the world can be accomplished only by talents."

Especially in the fields of modern new technologies and information industries, carefully analyze the rapid economic development of any enterprise. With the growth of sentiment, we will find a unique nature, that is, attaching great importance to talents, caring for talents and cultivating talents. In the new era, knowledge and knowledge industry have become the first needs of society, which also determines that talents are the carriers and creators of knowledge. It has become the first need of society. Therefore, for the rapid and sustainable development of enterprises, the main thing is to continue to vigorously implement the strategy of talent development. The enterprise can be established based on talents, management can be governed by talents, development can be prospered by talents, and benefits can be gathered by talents; Let the enterprise embark on the road of strengthening the enterprise with talents as soon as possible to ensure the sustained and rapid development of the enterprise.

However, in recent years, the phenomenon of brain drain in some enterprises has become increasingly serious. Prevent brain drain and seek solutions to the brain drain crisis. Countermeasures have become an important issue for enterprises to implement talent strategies and strengthen talent management. The so-called "brain drain" refers to professionals or other talented people belonging to a specific group of organizations, regions, leaving the people they were originally attached to or serving, and joining In addition to groups, organizations or regions, enterprise brain drain should be the abnormal flow of talents that poses a potential threat to the security of the enterprise's human capital or causes substantial damage to the enterprise.

Therefore, the starting point of this article is also correct. Based on the current general environment, through the analysis of the brain drain phenomenon in specific enterprises, we explore the reasons for brain drain, and finally propose some measures to prevent the drain of outstanding talents from the overall perspective of talent management.

1. Case Analysis< /p>

A certain furniture manufacturing company in Chengdu is in stagnant water, and its production efficiency cannot keep up. Moreover, it constantly recruits employees repeatedly, and excellent talents continue to be lost. The company needs to recruit, inspect and train new people again, and New employees have to adapt and become familiar with the production cycle, which leads to a decrease in productivity. The cost of talent replacement causes a large cost burden for the enterprise:

1. Quality cost: using unskilled employees will greatly affect the Affect product quality.

2. Cost of loss of "proprietary assets": Some employees who have created technical achievements or position-specific technologies in the enterprise will make competitors stronger due to the loss.

3. Goodwill cost: Some expatriate employees of the company may produce some behaviors that are not conducive to the company's goodwill, which will have a negative impact on the company.

Therefore, the company's operation and management work will be reduced due to brain drain. It entered a vicious cycle and fell into weakness for a while. Fortunately, this problem attracted the attention of the company's senior management, and the reasons for brain drain were promptly investigated and analyzed:

1) Talent's own factors

< p>Talent's values, personality, abilities, majors, interpersonal relationships, housing and transportation are all factors that cause brain drain.

① Low salary and welfare benefits are the main reasons for brain drain. The company's The salary of ordinary employees is 1,000 yuan/month, and the benefits are almost very small. There are two reasons for low salary and benefits: one is that the salary and benefits affect normal life; the other is that they feel that they are better than others. Salaries and benefits are low, and people leave the company in order to get more income. For most people, salary is the most effective means of motivation.

②Personal development prospects are an important reason for corporate brain drain .Pure material benefits are not the only way for companies to retain talents. Some middle-level cadres in the company feel that there is not much room for development in the company and have resigned one after another. The reason is that outstanding talents in modern enterprises pay more attention to their personal achievements and needs. In the development process of an enterprise, if there is a lack of attention and training of talents, some employees will feel that their career development space is very narrow after working for the company for a period of time. When external conditions are suitable, leaving will become a very natural choice. For some of the company's researchers and designers, whether the company has advanced complete sets of equipment and a comfortable working environment are important guarantees for whether they can have better work performance. If the company cannot provide them with good development prospects, they will leave.

Open a business to seek a more suitable development for you to realize your personal value and pursuit of life. The company does not pay enough attention to this aspect.

Interpersonal relations are tense

Interpersonal relations are an important part of daily life. The mutual connections formed with emotions as the bond. The quality of interpersonal relationships is not only the result of interpersonal communication, but also an important factor affecting the process of interpersonal communication. The interpersonal relationships between employees within the company are directly related to the atmosphere of the company. A good atmosphere can mobilize The passion of each member enables the entire group to coordinate and cooperate to form an excellent team. Therefore, good, harmonious, and inclusive interpersonal relationships are necessary conditions to achieve the purpose of the work team and maximize the effectiveness of talents. And the company is in human resource management, the company There are deficiencies in the creation of cultural atmosphere. This is also an important factor in the company's brain drain.

2) Internal factors of the enterprise

① Misplaced talent concept: The company's talent concept Misunderstandings include: emphasizing recruitment but neglecting utilization, overqualifying talents and misusing talents. The company has not established a good concept of talents. Therefore, even if the company recruits all kinds of talents through various ways and means, it does not develop good talents well, and ultimately it will fail. Failure to fully utilize the potential of talents and retain talents.

② Employees’ achievements within the company are not well recognized. There is a lack of career planning and design for employees, and talents are often placed in one place for a long time. They are engaged in almost unchanging work, and there are no clear plans and arrangements for talent assessment, training plans, job rotation plans, assessment plans, etc., which makes people unable to see the hope of development; the quality of some leaders is not high; the concept of talents is weak, and the Recruited talents are regarded as simple laborers. They are not concerned about their daily lives and do not support their work, which seriously dampens their enthusiasm. Employees lose sight of the long-term goals and company development prospects, which leads to brain drain.

3) Enterprise external factors

Due to the heating up of the Chengdu furniture industry market, a large number of job opportunities have been provided for professionals in related industries. In order to attract talents, many emerging related companies have adopted high salaries and high bonuses. With its generous employment policy and recruitment of technical personnel with relevant experience, the demand for professionals suddenly intensified, leading to the resignation of some outstanding talents in the company. Therefore, many employees joined the company's competitors because of the strong relationship between these companies and their respective competitors. The skills of personnel are highly substitutable, and the job structure and requirements are also very similar.

In short, this furniture manufacturing company has loopholes in the management of human resources, which is inconsistent with modern talent management and talent development. The concept is extremely inconsistent, which seriously affects the company's normal operations, causing the company's market share to gradually decline, and bringing great competitive pressure to the company. In fact, the most noteworthy thing here is: the company does not pay enough attention to internal talents. They do not pay enough attention to the status and role of talents in the enterprise, and the definition and division of talents are not clear. This has led to a large loss of talents in the company.

Second, how can enterprises retain outstanding employees?

In fact, the brain drain problem of this company is very common. So what measures should be taken to curb this brain drain problem? How can companies retain talents? This article After some preliminary exploration and thinking on this topic, I feel that it can be considered from the following six aspects:

1) Attracting talents with the environment

A good working environment is the key to enterprises attracting talents. The key for enterprises to attract talents through the environment is to first create a good corporate communication atmosphere, which is conducive to: stabilizing the talent team and promoting their further development, creating a highly harmonious, friendly, cordial and harmonious atmosphere through the construction of corporate culture, Gathering the creativity of talents, motivating them to continuously forge ahead and gain a common understanding of values. Cultivating common values ??is the core content of corporate culture. Every successful company must have its own entrepreneurial spirit and use a A kind of common values ????to cultivate corporate talents and guide them to work hard.

The construction of corporate culture is highlighted in three aspects:

(1) Strengthening the destiny of the enterprise In the construction of the same body, the corporate culture expresses the goals and direction of the enterprise's development in summary, essence and philosophical language. After long-term education, it is subtly engraved in the hearts of talents and becomes part of their spiritual world.

(2 ) Continuously enrich the content of corporate culture so that talents are fresh and easy to accept;

(3) Focus on cultivating talents, create a talent development environment in which "everyone values ??talents, and everyone cultivates talents", and forms knowledge

A good mechanism for selecting, educating, and employing people, which is conducive to corporate talents to stand out.

Enterprises attract talents with the environment and provide an independent working environment so that corporate talents can continue to create and innovate. .In order to encourage talents to carry out creative activities, enterprises should establish a relaxed working environment so that talents can independently complete tasks within the established organizational goals and self-assessment system framework. On the one hand, enterprises must fully authorize according to task requirements , allowing talents to develop what they think is the best working method, rather than conducting detailed supervision, guidance or even mandating ways to deal with problems; on the other hand, providing corporate talents with the resources they need for their creative activities, including financial support, It also includes the use of human resources.

2) Use career to gather talents

Excellent talents are ambitious and use their talents to realize their career ambitions. At all times and in all countries , many celebrities and people with lofty ideals regard serving the country, benefiting the people, and developing their careers as their lifelong pursuits and goals. Today's society is an era of profound changes in outlook on life and values. Therefore, doing a great job in a vigorous and vigorous manner is full of enthusiasm. Conscientiously displaying the value of life has become the outlook on life and values ??of corporate talents.

China's "entry into the WTO" has brought great opportunities and challenges to companies, as well as to corporate talents. .For enterprises, under the new situation, they should accelerate the pace of economic system reform and industrial structure adjustment, and actively draw a grand blueprint for enterprise development. This is a very good omen for gathering talents through career. After "joining the WTO", enterprises need to focus Cultivate and develop four types of talents, namely entrepreneurial talents, scientific and technological development talents, marketing talents and strategic planning talents who have the courage to compete in the international market. To make good use of talents, enterprises must adhere to the following principles: use their strengths and avoid their weaknesses. Short-term; apply talents according to their abilities, and make the best use of their talents; do not trust those who are employed, and do not use those who are suspicious; clear responsibilities and authorizations, and clear rewards and punishments; cherish opportunities and move reasonably.

For corporate talents, in the new century, they should be in the enterprise Find the right position in the main force of the market economy, choose the right party, make due contributions to the development of the enterprise, and find a path to talent that can fully display your talents, do a great job, and reflect your own value. Generally speaking, Corporate talents' unremitting pursuit of knowledge, personal and career growth exceeds their pursuit of organizational goals. If he feels that he is just a "senior wage earner" in the company, it will be difficult to form absolute loyalty to the company. Therefore, enterprises must not only provide talents with remuneration commensurate with their contributions so that they can share in the wealth they create, but also fully understand the personal needs and career development wishes of talents, and provide talents with an upward path that suits their requirements. Only when a talent can clearly see his future in the enterprise can he be motivated to contribute his best to the enterprise and form a long-term cooperation with the organization, a partnership of honor and disgrace.

3) Cultivate talents with emotions

The emergence of talents requires careful cultivation, and we must have strategic vision and forward-looking awareness on this issue. The era we live in is an era of information explosion. Science and technology are changing with each passing day, and the knowledge update cycle is shortened; new things are emerging in an endless stream, requiring talents to establish a lifelong education perspective, continue to learn, and constantly update knowledge to adapt to the evolving situation. For example, in the United States, industrial and commercial enterprises alone invest US$30 billion every year For training and improving employees, the training funds for scientific and technological personnel of the 100 largest industrial enterprises in the United States have increased by 25% every year. Therefore, it is necessary to continuously increase the intensity of talent training and training, and continuously improve the quality and ability of talents. Various measures can be taken The ways of training are as follows: first, do a good job in talent training and make it regular, regular and institutionalized; second, guide, support and urge talents to persist in daily self-study; third, train talents in practice. People are the most important thing. Emotional people need to gain the trust and respect of others. In the process of cultivating talents, we must use full enthusiasm and selfless love to stimulate the talents' positive emotions, eliminate the talents' negative emotions, and keep the talents in a good mood. Be able to devote yourself wholeheartedly to work. Some foreign companies attach great importance to emotional management. Akio Morita, chairman of Japan's Sony Corporation, said: "According to our experience in contact with people in industrial management, people do not work just for money. , if you want to stimulate the enthusiasm of employees, money is not the most effective tool. If you want to mobilize people's enthusiasm, you have to treat them as a member of the corporate family and fully respect them. "Move people with emotion" and

If "moving people with career" are closely combined, cultivating talents will achieve good results, and corporate talents will grow healthily.

4) Select talents through systems

Cultivation and creation Developing outstanding corporate talents is a systematic project, which is a long-term, complex and arduous task. First of all, we must formulate a correct strategic goal, that is, a corporate talent development plan, and strive for it. The main contents of this plan should include: Determining the talents to be developed Types, objects included in development, effects or purposes that development should achieve, various time periods of development, specific measures for development, development organization, funds, facilities and other guarantees. Secondly, through reforming the enterprise personnel system, create an environment that is conducive to the selection of talents. The mechanism must gradually reform and improve the talent selection, use, assessment, training and management systems, and establish a mechanism for the survival of the fittest, the ability to move up and down, and the ability to enter and exit, so that top talents can emerge brightly. In the process of selecting talents based on the system, We must establish a dialectical view of virtue and talent, a correct view of knowing talents, an open view of selecting talents, an enlightened view of using talents, a selfless view of loving talents, a wise view of gathering talents, and selecting talents in an eclectic way. The core of selecting talents. The problem is the criteria for selecting talents. The primary criterion for talents in the era of knowledge economy is true knowledge, that is, true knowledge of modern science and technology. A person's ability to observe, analyze, judge and summarize depends to a large extent on the basis of modern science and technology knowledge. and a certain amount of social practice. Regarding the comprehensive quality requirements for talents in the knowledge economy period, relevant experts summarized them as eight factors: ideological quality, logical thinking ability, national cultural knowledge and modern scientific and technological knowledge, creativity, the ability to obey orders, and the ability to interact with others. The ability to cooperate, the ability to appreciate the creativity of others, social and kinship status, and personal history. Among the above eight factors, the most important are ideas, knowledge and creativity. Enterprises must open up channels to select talents, as found through surveys and interviews Enterprise talents, open recruitment of enterprises in urgent need of talents, information collection of useful enterprise talents, examination competitions to discover enterprise talents, etc.

5) Motivating talents with salary

Incentive reinforcement theory tells us: behavioral When the result is affirmed, the behavioral subject will consolidate and maintain the original behavior; conversely, when the behavioral result is denied, the behavioral subject will modify or abandon the original behavior. A realistic evaluation of the behavior to achieve the goal can play a role in the stability of talents. A very important role. Therefore, companies must establish a fair and reasonable performance evaluation system, which is conducive to the relative stability of corporate talents.

However, it is not enough to just evaluate corporate talents fairly and reasonably. To truly retain corporate talents, a fair and reasonable salary system must be formulated. Salary is an important means to attract, retain and motivate corporate talents, and is an influencing factor for the success of corporate operations. At present, many high-tech companies in the United States, in addition to paying high salaries to talents, also based on The importance of talent is additionally allocated to stock options. Due to the bullish added value of high-tech products, the stocks of many companies have risen exponentially or even dozens of times. Experts and engineers become millionaires every day. To motivate talents with salary, you can adopt high wages, A salary system with high bonuses and high benefits enables corporate talents to come in, retain and make good use of them. At the same time, salary should fully consider the relationship between short-term, mid-term and long-term rewards, and special "salary plans" should be designed for special talents. .In order to reflect fairness and incentive effects, a highly competitive and stimulating reward package must also be provided. The ratio of variable bonuses and basic salary is preferably 50% each.

6) With The market allocates talents

Talents enter the market. Developing talents in the market is another important way for corporate talents to stand out. The role of the market in resource allocation must be applied to the corporate talent market so that the market can achieve Full development of talent resources: It is necessary to organically combine the reform of enterprise personnel systems with the establishment of enterprise talent markets, gradually form a working mechanism for enterprises to select and employ people in the "market", implement open recruitment, two-way selection, and use the market to select talents. Human resources agency, personnel quality assessment work. Truly form an open, just and fair competition environment for selecting and employing people. Form a social atmosphere of "respecting knowledge and respecting talents". Therefore, the fundamental way out to solve the rational allocation of corporate talents is to realize talent Marketization of resources. The marketization of talents should be regarded as an important part of realizing the great transfer of concepts and mechanisms, and vigorously promote the construction of enterprise talent marketization. Give full play to the basic role of the market in the allocation of talent resources. The market is a place for competition. Competition is The vitality of the talent market lies in competition. Competition is also an effective means of regulating talent resources: To allocate talents by the market, we must

Introduce competition mechanisms, such as establishing and improving internal competition for employment and unemployment mechanisms within the enterprise, to achieve survival of the fittest. Its main function is to encourage enterprise talents to strive to improve their own quality, to exert enthusiasm and creativity in various tasks, so that talents can come in and leave. , through constant transformation and adjustment, the optimal configuration is achieved.

3. Summary

An important sign of the development from traditional enterprises to modern enterprises is how to understand the role of talents in the enterprise. Status and role. If an enterprise wants to develop, talents are the key. Especially in the era of knowledge economy, knowledge, information, and intelligence have become the most important resources for social development, and talents are the first capital and first resource of enterprises. Therefore, thinking and Exploring the problem of talent loss and proposing measures to retain talents have become very important and have strong practical significance.

This article starts from a basic case and combines it with the actual enterprise situation to make a more comprehensive analysis. It comprehensively analyzes the reasons for brain drain, such as the employees themselves, the environment within the company and outside the company. Then it discusses some solutions from six aspects, which are based on my theoretical study and some specific work experience. Some explorations into the problem of brain drain. Of course, this topic involves many fields, and some issues and phenomena require specific and in-depth analysis. I hope to think more about it in future study and work.