How to prevent brain drain? How to prevent brain drain?

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 employees' homes, celebrating the birthday of the parents or wives of non-local employees, increasing parent-child project activities, re-entering the employees, understanding the employees, and solving the worries of the employees, so as to enhance the care for the employees, increase the sense of belonging of the employees, and improve the loyalty of the enterprise. 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 participate in their jobs more actively 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 credit evaluation 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.

The advantage is to optimize the allocation of resources for all mankind, and the disadvantage is that the interests of some groups are greatly lost.

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.