How to solve the problem of brain drain in enterprises

There are usually several ways to do this:

1. Improve the remuneration mechanism;

2. Improve the office environment;

3. Improve the reward and punishment system;

4. Clarify the promotion mechanism;

5. Establish a clear attitude towards enterprise employment, and resolutely do not hire anyone who does not comply with the regulations.

The loss of talent can have a serious impact on a business. First of all, it directly affects the normal operation efficiency of the enterprise, which in turn causes a significant decline in productivity. Secondly, there will be a chain effect, which will have a negative impact on the morale of employees and cause the cost of human resources in the enterprise.

In order to prevent brain drain, the following three measures can be taken. First, it is necessary to broaden the career development channel of employees. Provide more development opportunities and room for improvement, and professional and technical personnel with excellent skills can get more rewards, improve the status of professional and technical personnel, so as to reduce the loss of professional and technical personnel.

The second is to improve the company's leave system.

To meet the needs of employees for leave through rotational leave and cumulative leave, and under special circumstances such as tight project schedule, appropriate economic subsidies should be given to employees who have not taken leave. The third is to formulate a care action plan to achieve "one person, one file, one person, one characteristic", such as visiting the sick and elderly at the home of employees, celebrating birthdays for parents or wives of non-local employees, increasing parent-child project activities, re-entering employees, understanding employees, and solving employees' worries, so as to enhance the care for employees, increase employees' sense of belonging, and improve corporate loyalty. In order to avoid the problem of serious enterprise brain drain through the effective implementation of human resource management, we must ensure that the development of human resource management adheres to the people-oriented concept.

Managers can not only stand at the management level, but must go deep into the grassroots of employees, and closely link employee career planning with enterprise development, so that employees can more actively participate in the job work and have a good sense of belonging to the enterprise. The pace of employee development must be consistent with the pace of enterprise development, and the development goals of the enterprise must be regarded as their own career.

The goal is to regard the enterprise as its own "family", take root in it and grow here.

Road and bridge construction enterprises have certain particularities, so its human resources assessment standards are bound to be different from service enterprises, but from the actual situation, a large part of road and bridge construction enterprises have not been able to establish a standardized, quantitative evaluation and incentive system.

In the process of actual evaluation, it is difficult to implement the content of the evaluation system, which has a certain negative impact on human resource management. To solve this problem, companies can do two things. First, the high-quality assessment and evaluation system can make employees have a certain sense of responsibility and self-identity, so in the future work must be formulated as soon as possible to develop clear assessment objectives, combined with the needs of different professions and different positions, the existing assessment content and evaluation standards are adjusted, and the actual situation is taken as the starting point, do a good job in qualitative and quantitative evaluation, ensure the effectiveness of the evaluation through a sound and perfect system, and make appropriate adjustments to the employees' job treatment according to the results of the assessment and evaluation.

Second, it is necessary to combine the requirements of different positions for personnel ability, establish different employee incentive mechanisms, and cannot manage all positions in the same mode, otherwise it is difficult to achieve the expected results.

When encountering a brain drain crisis, whether an enterprise can respond in a timely and reasonable manner is the key to controlling the negative impact and the extent of loss. In general, there are four keys that businesses need to be aware of when dealing with brain drain:

Key 1: Communication.

When there is a "brain drain crisis", the first thing to do is to do a good job of communication - this kind of communication is usually divided into two aspects: one is communication with the talent who will leave, and the other is the communication with other current employees

1. When communicating with talents who are about to leave, pay attention to giving the other party enough respect and sincerity, understand the reasons for "brain drain", and choose whether to retain them according to the actual situation. If the talent has made up his mind, then we should be considerate of the talent, give it sincere and appropriate thanks and blessings - this kind of humanized communication, not only can give the talent the greatest degree of psychological warmth, but also find the shortcomings of the management system.

2. Talents, especially when core talents are lost, enterprises should "stabilize the morale of the military" through reasonable means, timely and appropriately publish relevant information, express their own attitudes, maintain the stability of the enterprise, and avoid the spread of suspicion or panic within the enterprise.

Response key two: fill the gaps.

"Filling vacancies" to ensure the normal development and operation of the organization is the "top priority" of enterprises after the problem of brain drain - enterprises should activate the "talent emergency plan" and quickly find "replacements". Typically, there are several ways to fill a vacancy:

1. Select from within to find a substitute - this requires the company to do a good job in the construction of talent echelon in advance, have sufficient internal talent reserves and perfect talent continuation plans, etc.

2. Obtain talents from the outside - this requires enterprises to choose the most effective channels for talent recruitment according to the actual situation - usually for scarce, urgently needed, high skill requirements, difficult to obtain core talents, the use of professional headhunting services is more effective.

The urgency of the various needs is different at different times. When the lower-level needs are satisfied, the need to engage in a level will follow. And it is these needs that are the main reason and motivation for human action.

Then, can the enterprise locate the needs of employees according to the stage they are in the enterprise? Meet the needs of employees, cultivate them through a three-in-one way, and build employees' loyalty to the company.

The competition for salary is hard to resist (salary is always an important indicator of attractiveness);

The company's mechanism is unfair, and the employees' efforts and rewards are unbalanced;

Employees lack a sense of belonging to the company.

The loss of a large number of talents in an enterprise indicates that the enterprise is poorly managed, employees have no development platform, and the salary is low. Management leaders are nepotistic and unprincipled.

The purpose of brain drain is to find a better development platform and higher salary positions. If an excellent employee cannot get fair treatment in the enterprise, has no platform to stretch his strengths, has no opportunity for promotion, and is suppressed by middle-level leaders, it is inevitable to change jobs.

Excellent employees have not been recognized by the leadership, and they have been excluded and suppressed. Reasonable requests for a raise were denied. will also resign and find another way.

The massive brain drain of enterprises has raised a question for people to think about, and if they want to retain talents, they must introduce relevant policies. Corresponding treatment and corporate culture. Excellent talents are proud of the enterprise, and the team is cohesive. In this way, we can avoid the loss of talent and cause enterprises to go into difficulties.

Here's how to fix it:

The main reasons for the brain drain of small and medium-sized enterprises are social, organizational and personal factors.

Social factors mainly refer to the renewal of the concept of talent flow and the influence of utilitarian values.

Organizational factors refer to the loss of talent due to the company's own shortcomings.

Personal factors mainly refer to factors related to personal requirements, such as personal income, self-worth realization, housing, family, social security, working conditions, interpersonal relationships, etc.

Social factors and organizational factors act on individual factors and play a leading role in the loss of talents. From a specific individual point of view, it is often a combination of several factors that play a role.