What is the main reason for the shortage of talents in human resource management?

1. Personal factors of talents. Talents themselves are generally educated, have strong learning ability and ability to accept new things, have a high desire for achievement, and attach importance to the acquisition and improvement of their own knowledge and personal development prospects. Excellent talents in enterprises pay more attention to personal achievements and development. If employees find that they can't achieve their career goals in this enterprise for a long time, they may change jobs to enterprises that are more suitable for their own development and learn new knowledge to enhance their value and realize the appreciation of their human capital. This is the characteristic of enterprise talents themselves.

2. Enterprise factors. Enterprises need talents to create value, and talents need enterprises to provide a development platform, so that talents can achieve their own goals in the process of achieving enterprise goals and achieve a win-win situation for enterprise development and talent development. If the talents find that the enterprise does not provide a suitable development platform, they may quit because of dissatisfaction. Various problems existing in enterprises that are not conducive to the growth and development of talents are the main reasons for brain drain, which are embodied in:

(1) Pay blind attention to the work experience of the candidate. When recruiting talents, enterprises overemphasize work experience, rarely consider whether the values of candidates are consistent with those of enterprises, and lack scientific talent selection procedures, which makes enterprises obtain much-needed talents in a short time, but in the long run, it increases the turnover rate of employees.

(2) Blind pursuit of highly educated talents. Enterprises have a group of highly educated talents, which is of strategic significance to enterprises. However, if there are too many highly educated talents and there is a backlog of talents, enterprises will not be able to provide more suitable jobs to match talents, which is not conducive to employees to play their own expertise, leading to the failure of talents in enterprises to play their due role and ultimately to retain talents.

(3) Enterprise training management mistakes. The purpose of enterprise training is not clear, the enterprise does not systematically analyze the training needs, and it is not clear about the role of training projects in the future development of enterprises and the promotion degree of training projects to the quality and ability of enterprise human resources. Enterprises fail to design training programs according to the current and future tasks and the differences of employees' quality and ability. As a result, on the one hand, training is insufficient, and employees' ability training is not given the due height, resulting in ineffective training expenditure; On the other hand, the training is too high. After employees receive training, enterprises cannot provide jobs that can give full play to their knowledge and skills, so that employees have no platform to display, which leads to the idea of leaving their jobs.

(4) Enterprises lack talent career planning. Enterprise human resource management is backward, and talent career planning has not been included in enterprise talent management. Enterprise human resource management is still in the low-level file management stage. Human resource managers have no awareness of talent career management, and senior leaders of enterprises can't see the investment value of talent career source management. They are worried that enterprises will carry out career source management of talents, improve their skills and enhance their job-hunting ability, which will aggravate the brain drain and make enterprises take great risks. However, enterprise talents can't see their own development prospects and promotion opportunities, and gradually lose their interest and passion in work, and the attractiveness of enterprises drops sharply, resulting in brain drain. It can be seen that the lack of professional source management of talents leads to the disconnection between employee talent development and enterprise development.

(5) The salary system is unreasonable. The unreasonable distribution of enterprises lacks fairness, which is mainly manifested in two aspects: on the one hand, it is internal unfairness, that is, the income of employees can not reflect the size of individual positions, abilities and contributions, and the income gap within enterprises can not reflect the size of labor gap and labor achievements. The absolute and relative income of outstanding talents in enterprises can not reflect their value, and the lack of incentive mechanism for long-term work of outstanding talents makes a large number of talents who fail to enjoy preferential policies lose their enthusiasm. On the other hand, it is external unfairness, that is, compared with other industries or enterprises, employees of enterprises pay equal efforts but get lower material treatment. When the economic income of talents is very low or the economic income cannot reflect personal value, the brain drain becomes inevitable.

(6) Lack of good working atmosphere and working environment. If enterprises blindly emphasize efficiency and effectiveness, adopt a single and traditional method to mobilize the enthusiasm of employees, that is, link benefits with rewards, or retain talents with so-called high salaries, the effectiveness of this measure will become weaker and weaker. Today's talents are eager for the unity of enterprise value orientation and their own views, and expect enterprises to build a corporate culture atmosphere that respects knowledge and talents, and form a working environment in which employees care about each other and communicate harmoniously, which is conducive to giving full play to talents' intelligence. A good corporate culture atmosphere is regarded as the lifeline of accumulating and retaining talents.

In addition, the incentive mechanism, development prospect, personality characteristics, behavior style, leadership style and work ability of enterprise leaders are also factors that affect the brain drain.

3. The social demand of enterprise talents is greater than the social supply. In the market economy society, market competition is ultimately the competition of talents. While enterprises have sufficient capital and material resources, if they have a group of professional knowledge talents and management talents, especially some excellent strategic management talents and non-programmed decision-making talents, they will continue to operate and maintain rapid development for a long time. It can be seen that the competition of talents will be the fundamental competition among enterprises in this century, and talents are the key factor to determine the survival of enterprises, which will inevitably lead to the competition of talents among enterprises, which will provide enterprises with much more career opportunities than ordinary employees.