Why is the brain drain serious in state-owned enterprises?

However, at present, there is a serious brain drain in large and medium-sized state-owned enterprises, and the benefits of enterprises have been declining year after year, which cannot but arouse our thinking. To this end, China Dispatching Network deeply analyzes the causes of brain drain in state-owned enterprises from different angles, and points out the countermeasures. I. Reasons for Brain Drain of State-owned Enterprises Although the business scope of enterprises is different, brain drain is a problem existing in every enterprise, which can be summed up in the following three aspects: (1) External factors of enterprises 1. Factors of regional economic development and income difference. At present, China's regional economic development is unbalanced, and the living standards, work and scientific research conditions in underdeveloped areas are far worse than those in developed areas. Under the same labor intensity, the income difference is also great. It is this imbalance and difference that leads to the brain drain. 2. The influence of relevant national policies. In order to narrow the differences between regions and promote the all-round development of the central and western regions, the state has implemented the "western development strategy" and successively issued many preferential policies. At the same time, the central and western regions themselves have formulated many policies to attract talents. In addition, with the reform of China's household registration system, cities have gradually relaxed restrictions on household registration migration, access system and file relationship management, which has also accelerated the flow of talents. 3. Factors of natural environmental conditions. China has a vast territory, and the natural conditions are quite different from the east, the west, the north and the south. Compared with the cold, dry and windy climate in the northwest, many people with conditions would rather choose the central and eastern regions with more suitable climate and the beautiful cities in the south of the Yangtze River. (2) Internal factors 1. The concept of human resources is backward. This is mainly manifested in four aspects: first, many enterprises only regard human resource development and management as transactional work, such as file management, and have not raised it to the corresponding strategic height; Second, most enterprises only regard manpower as a passive factor of production, rather than a resource that can be developed and utilized; Third, the management of the enterprise regards wages and benefits as costs rather than investments. In management, it is often manifested as careful calculation of labor costs, saving on the province, and doing nothing about human resources; Fourth, leaders regard the interests of enterprises above everything else, and they don't really realize that only by combining the interests of enterprises with the interests of employees can they effectively mobilize the enthusiasm of employees, give full play to their subjective initiative and creativity, and make greater contributions to enterprises. 2. The employment mechanism is unreasonable. There are widespread phenomena of "seniority" and "nepotism" in state-owned enterprises. After a person sits in a certain position, as long as he does not make big mistakes, he will generally occupy this position for a long time until he is promoted. Therefore, some talented people, especially young people, have few opportunities to develop their talents. Many college students are doing ordinary jobs in state-owned enterprises, not because they are not competent enough, but because they have no stage to play, which seriously affects their enthusiasm. Individuals' talents are not brought into play, and heroes are useless, so it is inevitable that they will leave their jobs. 3. Lack of scientific and reasonable performance appraisal mechanism. The lack of rationality in the performance appraisal mechanism of state-owned enterprises is mainly manifested in the following aspects: the purpose is unclear, the principles are unclear, the methods are improper, the assessment and evaluation standards are simple, different performance appraisal systems cannot be formulated according to different departments, talents in enterprises cannot be classified (such as scarce talents and special irreplaceable talents), and different assessment and reward and punishment methods cannot be adopted for different types of talents. This assessment system has seriously dampened the enthusiasm, initiative and creativity of workers, made it difficult for talents to give full play, and led to the waste of human resources and even the brain drain. 4. The distribution system is unreasonable and the salary is low. Most of the salaries of state-owned enterprises are composed of post salary, seniority salary, skill salary and bonus. The disadvantage of this structure is that it considers too much the qualifications and education of employees, rather than their ability, lacks flexibility, can't open up grades, can't reflect the differences between good and bad work and high and low levels, and has a strong egalitarianism color. The real talents are quite a few young people who have not entered the enterprise for a long time. Due to strict restrictions, their treatment is often very low, and their efforts are not reasonably rewarded, which directly leads to their resignation. In addition, compared with foreign-funded enterprises, the wages of state-owned enterprises are generally low, which also forces the talents of state-owned enterprises who pursue high pay to flow to state-owned enterprises. (3) Personal factors of employees Although the brain drain is largely affected by the internal and external environment of the enterprise, as the main body of brain drain, personal reasons can not be ignored. 1, age and length of service factors. The younger the employee is and the shorter the length of service, the greater the possibility of brain drain. Young employees are energetic, not dependent on the enterprise, and their adaptability and family burden are light. Once they have a better choice, they will leave the enterprise. In addition, young employees, especially newly graduated college students, tend to have high expectations at the beginning of entering the enterprise, and will be disappointed after a period of time, thus resulting in the intention and even behavior of leaving the company. 2. The change of employment and career choice. With the advent of knowledge economy, the life span of enterprises is getting shorter and shorter, and the speed of being updated by the market is getting faster and faster. The shortening of enterprise life has greatly changed employees' employment concept. Their loyalty to their profession exceeds their loyalty to the enterprise. They will think of a better way to preserve their career, rather than willingly dying with the enterprise. At the same time, with the expansion of colleges and universities, the employment pressure of graduates is increasing, and the concept of "employment first and then choosing a job" has also been deeply rooted in the hearts of the people. In addition, many enterprises clearly require work experience when recruiting employees, which also forces some employees, especially newly graduated college students, to take the enterprise as a "springboard" and then choose another branch after accumulating experience. Second, the strategy of retaining talents in state-owned enterprises (1) Establish a correct and scientific view of human resources 1. Enterprises must establish a correct view of human resources. In order to establish a correct concept of human resource management, enterprises must regard employees as the most important resources and talents as the most precious wealth of enterprises, and must clearly realize that the competition between enterprises is ultimately the competition of talents, and promote the development and management of human resources to a strategic height. As Mr. Liu Chuanzhi, the former chairman of the board of directors of Lenovo Group, said: "Small companies do things and big companies are human beings." Lenovo Group, which started with 2, yuan in 1985, has now become a giant in the world IT industry. What does it rely on? Relying on talents, without talents, it can't have its present glory. If we don't continue to rely on talents, Lenovo's future will not be more brilliant. It can be seen from this that whoever has mastered the talents is the biggest winner. 2. Enterprises must establish a scientific concept of human resource management. Enterprises should recognize the significance and function of human resource management, define the objectives of human resource management, and master and be able to use various advanced human resource management methods, so that enterprises may gather talents in all aspects that are of great significance to the development of enterprises. (2) Establish and form a mechanism for talented people to come forth in large numbers and keep people in mind. 1. Improve the assessment mechanism and fair employment and promotion mechanism. First of all, we must achieve "the sage governs, the capable is superior, and the mediocre is inferior." "Ruling by sages" means that sages with pioneering and innovative consciousness should hold leadership positions; "To be able" means to reuse talents and build a stage for them to display their talents; "Under the mediocrity" is to eliminate the mediocrity who do nothing. Only by eliminating mediocre talents can employees have a sense of crisis, stimulate their initiative and urge them to continuously improve their own quality and skills; Secondly, change "horse racing" into "horse racing", adhere to the principles of openness, fairness and justice in employing people, and give capable people opportunities for promotion; At the same time, we should also select innovative talents in an eclectic way, and tap talents more widely, so that they can give play to their own specialties and create more value. 2. Establish a scientific and reasonable distribution mechanism. To stabilize the talent team, enterprises must establish a scientific and reasonable performance evaluation system for talent development, deepen the internal wage distribution mechanism of enterprises, and appropriately embody "distribution according to knowledge" on the basis of "distribution according to work". Adhere to a fair and open assessment based on "virtue, ability, diligence and performance"; Establish a quantitative assessment index system; The salary of talents is not lower than that of market peers: the basic salary plus risk income salary system is implemented for scientific and technological talents, and the contribution and reward are really linked; Dare to reward talents with outstanding contributions: rewards should be open, institutionalized and standardized. 3. Establish and improve the training mechanism. According to the online survey of the World Manager website, more than 71% employees hope that employers can provide training and personal promotion opportunities in addition to salary. Through training, enterprises not only improve the quality of employees, but also make them feel the importance and development of enterprises, thus making them feel a sense of belonging and pride in enterprises. (3) Actively create a good corporate culture 1. Cultivate the core values of "people-oriented" and enhance corporate cohesion. The premise of keeping people is to respect and trust people. It is necessary to create an atmosphere of respecting, caring and trusting people within the enterprise, and create a good interpersonal relationship and a close and harmonious group psychological atmosphere. At the same time, it is necessary to supplement and integrate according to the enterprise goals and the needs of all kinds of talents, combined with specific job analysis and job descriptions, so as to achieve "job matching" and use various management communication skills to make employees accept the business philosophy and working atmosphere and integrate them into the team, thus retaining talents. 2. Pay attention to the realization of talents' self-worth goal. At present, many brain drain is not due to material reasons, but because spiritual needs are not met. In a certain sense, spiritual satisfaction is more important than material conditions, and it can attract talents, especially in the current situation of continuous improvement of material conditions, people's spiritual needs will be more intense. To this end, enterprises should strengthen communication and exchange with employees, guide employees' career design, combine corporate strategic goals with personal goals, so that talents can fully feel their value, and enterprises and employees should work together to promote the realization of their personal plans. In addition, while effectively solving the practical problems of employees' work and life, we should vigorously publicize the outstanding deeds of talents and their pioneering spirit, and create a good atmosphere for enterprises to respect knowledge and talents. 3. Cultivate broad, healthy and noble entrepreneurial personality. Broadness means that the leaders of enterprises should regard themselves as pioneers, not just organizers and managers. They should have charisma and the power to drive human resources to work actively to get things done. They must take the lead in setting an example and demonstrating the highest ethical standards that should be observed by the group; Health means that leaders should be approachable, abandon superior ideas, overcome vanity, self-righteousness and headstrong psychology, and eliminate vulgar jealousy. It is necessary to understand the truth that "those who gain will prosper, those who lose will perish" and "strive for talents in the world": nobility means that leaders can be "cautious, cautious, cautious and independent" in the face of the impact of money worship, individualism and hedonism. That is, leaders should make full use of the strength of personality, lead an honest and clean life, be brave in experiencing loneliness, be innovative and accept challenges. In a word, business leaders should strive to become the elite of the times and a model with both ability and political integrity. (Reprinted)