How can we reduce brain drain?

Almost all enterprises claim that "the most precious resource is people", but in recent years, the function of human resource management is facing more and more doubts and criticisms. Human resources are like the driver of modern information technology and the creator of the shortest economic time and space. The shortage of talents is the most feared situation for every fast-growing enterprise. On the one hand, it is the excessive expansion of the industry, on the other hand, after talent training, if you can't have enough talents, enterprises will lose the opportunity to compete. In order to gain an advantage in the fierce competition, many enterprises spend a lot of experience and financial resources to train new people, but as a result, they fail to keep up with the supporting retention policy, resulting in brain drain. The high turnover rate of talents will inevitably lead to the increase of recruitment costs. At present, the human resources market in China is extremely active, and HR commented that "job-hopping is far less than that in Europe and America". Many HR are a little numb in the face of employee turnover. Anyway, there are many people looking for jobs, and no one is really irreplaceable. In fact, the high staff turnover rate not only increases the recruitment cost of enterprises, but also brings huge hidden losses and many disadvantages, so we must actively explore corresponding countermeasures. "Eight points, nine points, very treatment." This is the way to retain people summarized by Zhang Yin Mingshan, chairman of Lifan Group. "Nine-point use" is about development, putting people in a reasonable position and making a good career development plan for employees. "Ten-point treatment" means fair wages and good welfare. The resignation of employees has a great impact on all aspects of the enterprise. If the core employees leave, it may lead to the disclosure of the core or business secrets of the enterprise. Once this happens, it will inevitably affect the mood of other employees, greatly dampen the overall morale of the team, and bring huge losses to the enterprise, especially when these employees quit to a competitor's enterprise or start a business, the enterprise will face more severe competitive pressure. Resignation of employees leads to vacancies in enterprises, which affects the sustainable operation of enterprises, and enterprises are bound to recruit and train new employees again. In order to meet the needs of personnel, enterprises have to pay the corresponding recruitment and training fees, and enterprises need to spend more money to obtain them. Moreover, it is uncertain whether the recruited new employees are competent for the job and can integrate into the enterprise. These are all risks faced by enterprises. This shows how important it is for enterprises to retain talents.

Low wages are the primary reason for brain drain. According to the ERG theory of American management scientist Adford, survival needs are the structural basis of human needs. When expectations are relatively satisfied in the organization, people will be satisfied with their further pursuit of relationships and development needs. When high-level needs are not met and frustrated, people will return to the pursuit of survival needs. Wages can not only meet the survival needs of employees, but also reflect the value and economic status of work, so low wages have become the main reason for the brain drain of enterprises. It can be seen that the establishment of a good salary system plays a vital role in reducing the brain drain of enterprises.

However, according to statistics, tens of millions of enterprise managers in China receive less than 1% training every year. The minimum annual expenditure of foreign small and medium-sized enterprises is 3% of the total salary of the company, while the average support of large and medium-sized enterprises in China is less than 0.5%. Therefore, if employees want to win more training opportunities for themselves in the labor contract, the best strategy that enterprises should adopt is to meet their needs. If companies don't respect their preferences, these potential employees may be poached by competitors. Enterprises are unwilling to spend great efforts on the future development and training of employees, which is a major contradiction between enterprises and employees in the process of social development today.

After knowing that the reasons for employees' resignation are closely related to salary and insufficient staff training, it is necessary to establish and improve the system in these two aspects. First of all, we should recognize the role of salary management, and then establish a perfect salary system for enterprises, attract outstanding talents and expand the development of enterprises.

1 Salary management determines the rational allocation and use of human resources.

Man plays a decisive and dynamic role in the factors of production. As a labor force, people should be able to "make the best use of their talents", which not only allows employees to maximize their talents, but also allows employees to have a sense of job identity, and enterprises do not have to worry about wasting resources. On the one hand, salary represents the quantity and quality of different jobs that workers can provide, reflecting the characteristics of labor supply, on the other hand, it represents the types, quantities and degrees of enterprises' demand for human resources, reflecting the characteristics of labor demand.

2 Salary management directly determines the labor efficiency

Salary management is the management of people, and the management of people is essentially to let others do what managers want to do. Therefore, how to make others do what managers want to do requires a mechanism to make them feel that managers are doing what they want to do. This mechanism is to regard salary as an external factor to motivate workers.

3 Salary management is directly related to social stability

Wage is the main source of personal consumption data of workers. If the wage standard is set too low, the basic life of workers will be affected and the labor consumption will not be fully compensated. Excessive wages will reduce the cost of products, especially when the increase of wages generally exceeds the increase of labor survival rate, it will also lead to cost-driven inflation, affect people's lives, cause some false excessive demand, give birth to "bubble economy" and aggravate the irrationality of economic structure. Therefore, we should pay special attention to: adapt to the requirements of expanding reproduction of labor productivity marked by improving quality in modern society, so that wages can meet the needs of expanding reproduction of labor at the existing productivity level and avoid causing social problems; It is necessary to prevent the turmoil brought about by the spiral rise of "wage-price" to social life; The wage level must take into account the level of employment, so as to prevent social unrest caused by the excessive expansion of the unemployed. After realizing the importance of salary management, we should formulate corresponding salary management measures for enterprises.

Enterprise salary management mainly includes four aspects: determining salary management objectives, selecting salary policies, making salary plans and adjusting salary structure. The goal of salary management is to establish a stable workforce, attract high-quality talents and stimulate the enthusiasm of employees. Create high performance and strive to achieve the coordination between organizational goals and employees' personal development goals. Salary policy is the policy of enterprise salary cost input. Enterprises choose a reasonable salary system according to their own arrogance, and stipulate the salary structure of enterprises and the salary level of different employees. Enterprises should adhere to the following two principles when making salary plans: the principle of coordination with enterprise target management; To enhance the competitiveness of enterprises as the principle. The salary structure has three aspects: the distribution of enterprise salary costs among different employees; Determination of post and post wage rate; The proportion of employees' basic salary, auxiliary salary and floating salary, and the adjustment of basic salary and incentive salary, etc. The determination and adjustment of salary structure should adhere to the principle of giving employees the greatest incentive.

4. Pay to keep people.

Adams' theory of fairness in the United States holds that when people feel unfair by comparing their work input with others, they should seek psychological balance, one is to increase their salary, the other is to reduce their work input. Therefore, the establishment and implementation of salary system is the most complicated work in the whole human resource management. Whether it is the determination of salary quantity or the choice of salary type, we must follow a basic principle-the principle of fairness. Only the salary system based on fairness is effective and can really motivate employees.

The determination of salary can be roughly divided into the following three categories: paying salary based on the value created, that is, performance salary; Pay salary according to the employee's commitment and completion of job responsibilities, that is, post salary; Determine the value of employees to the organization according to their actual work-related abilities (including knowledge, skills and quality). The purpose of performance salary increase is to motivate employees and maintain fairness. The salary structure should support the work process, be conducive to the consistency between employee behavior and enterprise goals, and provide rewards for employees' work performance, so that employees' basic salary and employees' enjoyment of the organization are not to distinguish employees' performance differences. Therefore, when deciding to give employees a raise, scientific salary management should not only consider performance, but also consider employees' current salary. Every post has a social average wage, which is the lower limit for employees to accept jobs. The salary of enterprises in weak countries is generally higher than this level, which will greatly increase the operating costs of enterprises. If it is lower than this level, there will be a large number of employees losing. Therefore, when raising salary, we should compare the salary level [salary comparison ratio = (current salary-lower salary scale) ÷ (upper salary scale-lower salary scale)]. Different enterprises adopt different payment methods. For large and medium-sized enterprises, pyramid-shaped multi-layer organizational structure is useful, because such enterprises can provide employees with enough vertical promotion opportunities. For the flat organization of small and medium-sized enterprises, it is difficult to provide enough posts to ensure the vertical promotion of employees because of the few organizational levels. The establishment of competency-based salary system will provide another promotion channel and help to broaden the career development path of employees. The leading salary strategy is to make employees live a decent life, reduce the turnover rate of employees and maintain the stable development of enterprises. Therefore, an appropriate salary system is the key for enterprises to attract, motivate and retain talents.

5. Establish training incentive mechanism

With the development of the times and the progress of science and technology, the speed of knowledge development and renewal has obviously accelerated. The knowledge people get from school education is far from meeting people's requirements for their work and self-development. Most knowledge and ability must be acquired through work practice and continuous training. Everyone has their own career plan. They stay in your company because they see hope and value. If they can't show their value here, or can't get the corresponding reward, they will have the mentality of leaving. How to calm their uneasy state of mind and let them show their life value requires a deep understanding of what they want and need. Some pay attention to welfare, some pay attention to power and dignity, some pursue stability, and some value promotion opportunities and personal development needs. Training can be divided into professional skills training, professional knowledge expansion, personality extension and other forms. In the stage of professional skills training, strengthen the skills training of employees, make employees more familiar with the work operation process, make up for the defects and deficiencies in daily work, provide appropriate work tips and improve work efficiency; In the stage of professional knowledge expansion, on the premise of consolidating the existing knowledge, we will add new content through lectures and other forms, constantly broaden the field of knowledge, let employees obtain similar or opposite information, advocate reverse thinking, think from multiple angles and directions, and encourage innovation; In the stage of personality extension, we should fully respect the cultivation of employees' personality, realize complementary advantages and create as many excellent environments as possible, so that employees can display their talents and improve their value orientation while playing their due roles, so that employees' personality can be fully and harmoniously developed. This is also the final realization stage of employees' personal value. According to the survey, few enterprises can provide suitable training opportunities for employees, but both enterprises and employees are rational and self-interested, driven by self-economic interests, and can engage in any investment with positive net present value. Training is an ideal investment that can bring high returns. 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 based on practical operation, not mere formality, which makes the training effective and applicable. Although the marginal revenue product of enterprise training is equal to the unit training cost, the marginal substitution rate of employees replacing wages with training is higher than that of enterprises. Training can also enhance employees' sense of belonging and ownership, promote two-way communication between enterprises and employees, management and employees, enhance enterprise centripetal force and cohesion, and shape excellent corporate culture. Therefore, enterprises should provide employees with appropriate training opportunities, which not only meet the needs of employees, but also improve the overall quality of employees, improve production efficiency and service level, establish a good image of enterprises and enhance their profitability.