How to find and retain talents

In recent years, enterprises have paid more and more attention to the excavation and training of talents. However, with the acceleration of talent flow, how to retain talents also puzzles many operators. During the discussion, we formed the following understandings: First, we should use our careers to retain people. Enterprises should give talents more development opportunities and space, attach importance to the investment and training of talents, and create good conditions for talents to display their talents. Second, we should establish an effective incentive mechanism to retain people with generous treatment. Enterprises should determine reasonable salaries for all kinds of talents, so that talents can share the benefits of enterprise development. At the same time, we should be good at using options and other means to attract and retain talents. Third, improve the laws and regulations on the flow of talents, protect the interests of employees and safeguard the legitimate rights and interests of enterprises.

Hu Haibo, Jiangsu: Really consider the needs of employees.

In the past two years, the technicians of a chemical company where my father works have jumped ship, and a large number of old engineers in the production line have left. What is the reason? I think there should be some universal factors.

First, enterprises lack integrity, promises to employees are often not fulfilled, and sometimes even wages and bonuses are in arrears. In the long run, no matter how to retain employees, it is definitely an inevitable choice for employees to find another job.

Second, the supporting measures are not enough to arouse the enthusiasm of employees. Even if they can get normal wages and bonuses, the lack of necessary incentive mechanism will inevitably dampen their enthusiasm, and those who make great contributions and achieve more achievements will not be rewarded accordingly. Physical examination is not in place, labor protection is not in place, and ignoring this kind of employee welfare that will not cost a lot of money has also led to the loss of many excellent employees to some extent.

Third, enterprises lack centripetal force and cohesion, and employees lack a sense of ownership. Enterprises want employees to take the factory as their home, so enterprises should first create the corresponding environment and atmosphere. Even if the benefits of the enterprise are not good, employees should be allowed to work in a pleasant atmosphere and let them see hope. Enterprises can't just let employees work hard and ignore the training of employees.

Li Xiumin, Henan: Preventing "Myopia" and "Hyperopia"

"talent myopia" is mainly manifested in: staring at internal talents, but not willing to spend money on training, and will not "spend money" to introduce external talents. Due to the lack of new people and the lack of training for "old people", such enterprises will inevitably be lifeless, lack of vitality and lack of innovation. The opposite of "talent myopia" is "farsightedness", which mainly shows that the goal is too high, often ignoring reality and cost, trying to "recruit talents" outside, blindly pursuing the number and grade of talents introduced, but turning a blind eye to the talents around them and not paying attention to how to "stabilize" talents after introducing talents. This will inevitably lead to an increase in the cost of human resources, low enthusiasm of the original employees and weak internal cohesion.

If enterprises want to give full play to their talents, they must make great efforts to prevent "talent disease", pay equal attention to "stabilizing talents" and "attracting talents", and rely on stability to improve. Cultivate the "talent plane tree" with treatment, affection and career, and recruit external "phoenix" to live, dare to use and use effectively; Also let the internal "Phoenix" not fly away and get a reasonable and fair use in this unit.

Shaanxi Li: Pay attention to "tailor-made"

Too frequent flow of talents is definitely bad for enterprises. In order to avoid this phenomenon, the author believes that in addition to improving the employment environment, enterprises should also pay attention to "tailor-made" when recruiting people to avoid high consumption of talents.

Enterprises should recruit professional and practical talents according to their own development needs and economic strength, instead of blindly climbing high, to avoid the phenomenon that "shallow water can't raise big fish, and small temples can't accommodate big monks". When recruiting talents, enterprises should truthfully tell the candidates the current situation and development plan. Don't exaggerate or make promises that can't be fulfilled.

Enterprises can also use legal means to reduce the losses caused by the frequent flow of talents. When an enterprise signs a labor contract with employees, it is best to sign it for 3 to 5 years or longer, and determine the appropriate liquidated damages. The enterprise should also stipulate that the trainees should sign a training service agreement and specify the minimum service life of the employees in the enterprise after training. If you want to change jobs before the service period expires, you should compensate the training loss of the enterprise.

Hou Aibing, Hunan: Avoid speculation.

If enterprises want to retain talents, they must avoid speculation when employing people.

At present, some enterprises have an attitude when they need it, and an attitude when they don't need it, and there is a tendency of "coming at the call and using it". Being so eager for quick success and short-sighted is definitely not conducive to the growth and retention of talents. Enterprises must adhere to the people-oriented principle and consistently respect, understand, care and care for employees. We should have a strategic vision, try our best to do a good job in talent management, build and improve a platform for the use of talents, fully stimulate the vitality of talents, and constantly attract and gather talents.

Wang Zhi, Gansu: Win talents and win people's hearts.

Not long ago, the author heard such a thing: an engineer was hired by two companies at the same time. A large enterprise offers a high salary of 5,000 yuan per month, and another township enterprise offers a monthly salary of 2,500 yuan. But this engineer went to the enterprise with a low monthly salary. The author asked why, and the engineer said that it was unpopular to be a well-paid enterprise leader, win over cronies and exclude dissidents. All the original talents have run away. What should I do? Although the conditions of this township enterprise are not good for the time being, it is found that the leaders of this enterprise are enterprising and the employees working there are in a good mood. With the joint efforts of Qi Xin, we will certainly achieve something.

It can be seen that the future of talents is closely related to the people's hearts. In my opinion, it is not entirely because of the thin treatment that enterprises want to retain talents. For the operators of enterprises, it is particularly important to understand, respect and retain people's hearts. Enterprises should avoid liking the new and hating the old, avoiding cronyism, and should not be arbitrary, burying, wasting and crowding out talents. We should give full play to their strengths and advantages so that talents can work comfortably, happily and hopefully in the enterprise.

Zheng Zongliang of Henan Province: Courage to Love, tolerate and protect talents.

If enterprises want to retain talents, enterprise leaders must have the heart of loving talents, the ability to accommodate talents and the courage to protect talents.

The heart of loving talents is to really attach importance to talents ideologically and get close to talents emotionally. We should be good at discovering talents and try our best to provide a platform for talents to display their talents. When talents encounter difficulties and setbacks, they should be encouraged, cared for and supported in time. Try to help solve the practical problems encountered by talents in their work and life.

The number of talents is to choose talents with broad minds. We should be good at accommodating, absorbing and condensing all kinds of talents, and do everything with the cause as the priority and the overall situation as the priority, without selfishness, and select and employ people.

The courage to protect talents means that business leaders should dare to protect controversial talents at critical moments and provide them with valuable opportunities to play their roles. Enterprises should learn from each other's strengths and fully mobilize the enthusiasm and creativity of all kinds of talents. While using talents boldly, we should actively find the best position for their work while giving them a burden.