Who can help me write a graduation thesis on the causes and countermeasures of brain drain in private small and medium-sized enterprises?

With the development of society and the increasingly fierce market competition, talents play an increasingly important role in the survival and development of enterprises. Due to low income, poor talent growth environment and the restriction of family management on talent promotion, it is difficult for private enterprises to introduce and retain talents, making talent shortage the primary problem of sustainable development of private enterprises. This paper discusses the causes and countermeasures of brain drain in enterprises.

Keywords private enterprises; Brain drain; Causes and countermeasures

First, the reasons for the brain drain of private enterprises

(A) the remuneration package is not competitive

Salary is a symbol of employees' status and honor. The salary marks the talent, enthusiasm and contribution of an employee. The salary directly affects the employee's consumption level, economic status and social status, relates to his quality of life and activity space, and relates to everything. Therefore, the salary of employees has always been a problem that employees attach great importance to. The main problem of private enterprises in salary is that the salary level is not competitive compared with external industries, which leads to the decrease of the attractiveness of enterprises in salary. There is also a problem with the internal fairness of treatment, and the pay is not proportional to the return. Many aspects of living security beyond the basic salary and treatment expected by employees have not been implemented.

(2) It is difficult to promote talents and there is little room for development.

Because most private enterprises belong to family-owned enterprises, when selecting and promoting talents, the most worrying thing is the loyalty of these talents to the enterprise or the boss. On the one hand, the enterprise feels that the ability, knowledge and quality of the original relatives and friends are no longer competent for the sustainable development of the enterprise, and it is urgent to recruit talents from outside. But on the other hand, I am worried about whether the talents selected from outside are of one mind with me, whether they can be loyal to the enterprise and their duties. Under this psychological influence, enterprises attach importance to the interests of family members, and the core departments from finance to personnel in enterprises are full of family members, resulting in inbreeding. In the distribution and arrangement of promotion and training opportunities, the ability and actual needs of employees are not taken as the standard, while external employees are regarded as "outsiders" and excluded.

(C) employees lack a good working environment

Working environment is a set of conditions for your work, including psychological and social factors, as well as material factors such as temperature, humidity, cleanliness, noise, dust and vibration. The quality of working environment not only affects employees' initiative, satisfaction, work performance and health, but also affects the realization of product quality objectives. The main environmental problems of private enterprises are: lack of opportunities for employees to participate, tense interpersonal relationship, lack of communication channels with leaders and poor material conditions.

(D) Lack of scientific and reasonable employee restraint management mechanism

Nowadays, many private enterprises are eager for quick success and instant benefit, and do not pay attention to the development, training and reserve of talents. They often go to the talent market to recruit talents when they are in urgent need. When selecting talents, they value knowledge and experience, but not the moral character of talents. In terms of labor relations, it failed to sign labor contracts and technical confidentiality agreements with employees in time. These employees have mastered some technologies and information of the enterprise after working in the enterprise for a period of time. Driven by economic interests, they may reveal corporate secrets or take them away by job hopping, which seriously damages the economic interests of enterprises.

(E) Low quality of private entrepreneurs

1. Private entrepreneurs are narrow-minded. Most private enterprises only attribute the success of the enterprise to the efforts of themselves and their families, and think that employees only work for me. As for the return of their contribution to enterprise development, it is even more impossible to talk about it, so that the personal talents and personal contributions of key talents are erased, and key talents cannot find the feeling of self-realization.

2. Low education and lack of basic knowledge of modern enterprise management. Generally speaking, private entrepreneurs lack the basic knowledge of modern enterprise management, do not know how to run enterprises according to the modern enterprise system, and are mostly in the stage of experience management in management methods.

Second, effective measures to curb brain drain

To reduce the brain drain, we must study the corresponding countermeasures from many aspects such as enterprise management and human resource management:

(1) Provide competitive salary.

1. Improve the external competitiveness of salary. One aspect to be considered in formulating salary strategy is the external competitiveness of salary, emphasizing the connection between salary payment and external salary in the same industry. For every post, society has an average wage, which is the lower limit for talents to accept posts. If the salary of enterprises is generally higher than this level, it will greatly increase the operating costs of enterprises, while if it is lower than this level, it will cause a large number of brain drain. Therefore, it is suggested to adopt the leading salary strategy as far as possible, so that employees can live a decent life and maintain the stable development of the enterprise.

2. Improve the internal competitiveness of salary. Another aspect that needs to be considered in formulating salary strategy is the internal fairness of salary, that is, the salary structure should support the workflow, be fair to all employees, be conducive to the consistency of employees' behavior and enterprise goals, and make employees' efforts commensurate with their returns, thus mobilizing employees' enthusiasm and striving to achieve the established goals of the enterprise. In private enterprises, the main reason for brain drain lies in employees' dissatisfaction with pay equity. Performance appraisal should be fair and just to avoid employees' dissatisfaction with unfair pay.

(B) create a broad space for career development, so that talents and enterprises can grow simultaneously.

1. Establish a learning organization. The modern enterprise view holds that the success of an enterprise comes from the success of its employees, and it should advocate a win-win relationship between the enterprise and its employees, and the modern enterprise should become a constantly developing learning organization. Learning organization emphasizes the * * * development of enterprises and employees, and requires enterprises to attach importance to the career development of individual employees. All kinds of talents in private enterprises are creative and enterprising, and what they value most is self-development. Only by creating a relaxed career development space for talents and helping employees find the combination of career development and enterprise development can private enterprises become attractive, retain talents and have a bright future.

2. Provide necessary training. Enterprises should provide training for those employees who really need it, and also consider the equality of training opportunities to avoid unfair complaints from employees. The way of training is more practical, rather than a mere formality, so as to make the training effective and practical.

(C) to create a harmonious working environment

1. Human environment. Enterprises should establish smooth communication channels and create an atmosphere of freedom, openness, information sharing and equality for all. In addition to formal and institutionalized communication channels, enterprises should also encourage various spontaneous and informal communication channels. You can strengthen the contact between employees through group activities such as parties and group tours. Because in these activities, both senior managers and grass-roots employees can unload the burden of work, restore their truest selves, communicate easily and equally, and form positive and harmonious interpersonal relationships, thus improving employees' satisfaction and enhancing the cohesion and innovation ability of enterprises.

2. Physical environment. Maintain proper temperature, humidity, light and air circulation. Sometimes, this kind of attention not only helps employees to work efficiently physically, but also has a huge positive effect psychologically. Maintain control over hygiene, cleanliness, noise, vibration and pollution. This will not only have a positive impact on products and employees' job performance, but also contribute to employees' health.

(D) Establish an effective restraint management mechanism

In the current economic society, brain drain is inevitable. In order to minimize the impact and loss of brain drain on enterprises, it is necessary to establish an effective restraint management mechanism.

1. Establish a talent pool. In the process of human resource management, enterprises need to establish a systematic talent information database to provide enterprises with alternative successors, so as to quickly restore the normal operation of enterprise systems when brain drain occurs. Reserve talents in the talent pool can be obtained in two ways. First, enterprises pay attention to the discovery and cultivation of reserve forces in their daily operations, such as the lateral flow between employees and team work. On the other hand, it is necessary to know where the elites in the industry are, keep in touch with headhunting companies, and take this way to obtain high-quality talents when necessary.

2. Strict recruitment procedures. At present, at the recruitment site, many candidates have unclear goals, only apply for jobs, and know nothing about the companies they apply for. The consequence of this phenomenon is that new employees frequently change jobs and the training cost of enterprises rises. In recruitment, enterprises should prevent potential job-hoppers from entering the enterprise, and strictly assess the ability and morality of candidates, so as to ensure that the talents really needed by enterprises are the most suitable and potential employees.

3. Legal constraints. The loss of core employees may bring business secrets and the loss of business customers to enterprises. In this case, enterprises often use the law as their own means of protection. Sign binding contracts with key employees. In the labor contract, it is stipulated that employees have the obligation to keep business secrets and technical secrets of the enterprise. At the same time, the non-competition contract adopted by most countries is adopted, that is, employees are required not to engage in jobs that are competitive with the enterprise for a period of time after leaving the enterprise, so as to prevent the loss of secrets and the intensification of competition.

(E) Private enterprises mainly focus on improving their self-cultivation.

The personality charm of business owners can greatly promote the retention of talents. To be a first-class enterprise leader, you must have the following qualities: first, you have knowledge and pioneering spirit. Business owners must have certain knowledge literacy and become experts in this industry in order to have high prestige; There must be pioneering spirit in the work, otherwise, sticking to the rules and being cautious will lose its appeal to employees; Secondly, enterprises mainly have noble ideological and moral qualities and ethics, regulate their own behavior with social ethics and coordinate their relations with others; Finally, honesty, openness and sincerity are the basis of winning the trust of employees. In life, we should put down our airs, pay attention to emotional communication and ideological communication with employees, understand their sufferings, be familiar with their lives, personalities, feelings and hopes, master their advantages and disadvantages, and increase our feelings with employees.

In short, in response to the brain drain crisis, private enterprises should always pay attention to the relationship between management activities and employees' reactions, especially the reactions of excellent employees, strengthen communication with employees, and obtain information from a series of important signals such as their manners and behaviors, so as to nip in the bud, avoid the passive situation of brain drain, improve the imperfect and unfavorable aspects of enterprises as much as possible, and create a working environment that is attractive to talents and conducive to their development.

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[3] Li Juan. Small and medium-sized enterprises avoid the risk of brain drain [J]. Economist, 2004, (3).

[4] Peng Jianfeng. Introduction to human resource management [M]. Fudan University Press, 2003.

[5] Zheng Xiaoming. Introduction to human resource management in modern enterprises [M]. Machinery Industry Press, 2002.