Why brain drain? Because it is a company system now, all employees sign contracts. Therefore, when the contract expires, excellent talents feel that there is nothing to stay here and generally leave. For enterprises, it is brain drain. Why brain drain?

Why brain drain 1 first, I'm not sure about the performance of employees.

Managers often underestimate the power of praise, especially its impact on outstanding employees who are in urgent need of motivation. Everyone loves honor, especially those hardworking and dedicated employees. Rewarding individual contributions shows the importance of managers.

The human resources department needs to communicate with employees and their managers to find out their favorite reward methods (some want a raise, others want public praise) to reward them for their good work performance. If the reward system is properly implemented, it will help to retain talents.

Second, make a bunch of stupid rules.

Of course, the company needs rules and regulations, but it must not formulate short-sighted and hasty rules and regulations in an attempt to establish order. Whether it is too strict attendance system, the accumulated flight miles of employees, or even just a few redundant regulations, it may make people crazy. If a good employee feels that his "big brother" has been watching him, he will often jump ship.

Third, there is a lack of demand for analytical talents.

Nowadays, people are eager to work, not only want to learn the content of this position, but also want to learn other things to improve their comprehensive ability, which can also add weight to their job-hopping and job hunting in the future. If we don't analyze the demand of talents and prescribe the right medicine, it will be difficult to keep TA's heart.

There are four methods for demand analysis:

(1) Daily observation and reflection: through observation and reflection, the needs of employees are found; Only by looking at the essence through the phenomenon and deeply understanding the problems behind the problems can we fundamentally solve the problems.

(2) Staff discussion: Use discussion and brainstorming to concentrate on understanding public opinion and grasp the key points of the problem.

(3) Staff communication days: held regularly with different themes and forms. By using this active management tool and communication channel, problems are found and solutions are sought.

(4) Investigation: Through questionnaire survey, the potential demand is collected and the root cause of the problem is deeply analyzed.

After understanding the needs of employees, we can see whether the enterprise can meet their needs and retain talents. This is also the employee care section made by HR, which is also very helpful for personal development!

Fourth, employees can't pursue their hobbies.

Google requires employees to devote at least 20% of their time to "what they think is best for Google". These hobby projects have spawned excellent Google products, such as Google Mail and advertising alliance, but their biggest role is to cultivate highly dedicated Google employees. Talented employees are often full of enthusiasm.

Giving these employees the opportunity to pursue hobbies can improve their work efficiency and job satisfaction, but many managers limit their work scope to a small space. Such managers worry that if employees are allowed to expand their attention and engage in their own hobbies, their efficiency will be reduced.

This kind of worry is completely unnecessary. Research shows that if employees can pursue their hobbies at work, their brains will always be in a state of excitement, and the efficiency at this time is five times that of normal.

5. Work is no fun.

If employees are bored at work, it's a manager's problem. If employees are unhappy, they can't devote themselves to their work. Fun is the main force to resist the decline of power. A good company will know that it is important to let employees relax properly. For example, Google makes every effort to make work interesting, such as free meals, bowling alleys and fitness classes.

Google's intention is simple: if the job is interesting, employees will not only perform better, but also be willing to work longer hours, even as a long-term career.

Six, don't care about employees

More than half of employees leave their jobs because of bad relations with their superiors. Smart companies will ensure that their managers know how to be both professional and humane (you can take an emotional intelligence test first). Such managers will be proud of the success of employees, understand their difficulties, and at the same time let them accept various challenges, even if the process will be painful. If the boss never really cares about his employees, then his employee turnover rate will be higher. No one wants to devote more than eight hours a day to a boss who only gives orders and only cares about performance.

Seven, don't describe the company's development blueprint to employees.

It seems to be very efficient to assign tasks to employees constantly. However, for excellent employees, not knowing the blueprint of the company may be the main reason for their resignation. Excellent employees are willing to take on more workload because they really care about their jobs, so these jobs must be valuable. If they don't know its value, they will feel alienated and at a loss. If they don't feel self-worth in this company, they will look for value elsewhere.

Eight, tolerate the poor performance of employees

It is said that the level of a jazz band depends on its worst musicians. No matter how good other musicians are, what the audience hears is the performance of the worst musician. So is the company. If the company does not punish employees with poor performance at all, it will drag down the performance of other employees, especially the best employees. This will happen if managers lack emotional intelligence and can't effectively deal with the problem of poor performance.

9. Submit your resignation and get a raise immediately.

In many enterprises, once an employee resigns, HR will immediately keep him on the condition of a salary increase. The enterprise believes that even if the salary is raised, the cost is still within the controllable range. As we all know, raising wages will have bad consequences.

First of all, it will make employees repeatedly threaten another company in order to get better treatment from this company. Secondly, it will cause other employees who also want better treatment to be indignant and demoralized, and everyone will think that "crying children have milk to eat." This will seriously damage the internal salary structure of the enterprise and reduce the execution of the company management system.

10. Detain employee certificates.

Some enterprises like to detain documents to retain employees, such as personnel files, housing provident fund certificates, social insurance certificates, household registration books and even company shares. These practices may bring inconvenience to employees' resignation to a certain extent, and may be effective for ordinary employees, but they are ineffective for outstanding employees who are hot in society, and withholding documents also violates labor laws. This practice has caused a bad influence in society, which has brought trouble to the recruitment of new employees, and also made employees in enterprises more cautious, which is not conducive to the internal management of the company. HR should pay special attention to this. If the boss has this practice, professional HR should object.

All the achievements are the result of long-term accumulation. So, what will happen if you stick to it and continue?

Why Brain Drain 2 Six Reasons for Brain Drain

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 planning 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 cannot reflect the size of individual positions, abilities and contributions, and the income gap within enterprises cannot 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.

Countermeasures for brain drain

1. Start from the talent inflow port to ensure that good talents are recruited.

Talent selection is the information communication between enterprises and individuals. In order to minimize information asymmetry, all aspects of matching are needed. In order to recruit suitable talents, enterprises need to do the following: first, formulate a comprehensive and accurate job description; Second, recruitment should be multi-channel, multi-form, open and socialized, so as to increase the chances of successful matching. The successful recruitment of enterprise talents is mainly manifested in two aspects:

(1) Successful recruitment should not only focus on work experience and years in this job, but should comprehensively consider experience and potential, education and ability, positions and talents, and recruit talents from different levels to different levels to avoid being overqualified and causing talent waste and brain drain.

(2) From the beginning of recruitment, pay attention to the matching of "talents" and "enterprises" and avoid blind pursuit of high education. First of all, we should pay attention to the values of employees, professional interests, comprehensive quality, potential, moral responsibility and other factors and the company's cultural values, and the development of enterprises needs to fit each other; Secondly, the company's salary system, training opportunities, personal development prospects and job challenges should match the expectations of the hired talents, which determines the future performance of employees and their loyalty to the company.

2. Make a reasonable match between talents and positions.

While doing a good job in talent recruitment, enterprises should pay attention to the reasonable matching of talents and posts, and use talents of different levels to complete different tasks, so as to better play the role of talents and tap their potential to serve enterprises. Reasonable and scientific talent matching can not only give full play to talents, but also make talents develop their expertise, stimulate their interest in work, enhance their confidence in work, enable them to work with a positive and enthusiastic attitude, achieve enterprise goals with high quality, and meet the needs of employees to realize their self-worth.

In addition, with the development of enterprises, talents themselves are also growing. Enterprises should combine the static and dynamic matching of talents and positions and make adjustments in a planned way. If the comprehensive quality and working ability of talents are improved through work-study programs, enterprises should match them to higher-level jobs in time to better play the role of talents.

3. Conduct internal training.

The internal training and promotion of enterprise talents will be lower than the strategic cost of talents paid by direct external talents, and the effect is remarkable. One of the ways to cultivate talents within enterprises is enterprise training, which is expected to cost a lot. This requires enterprises to make clear the purpose of training, select suitable and flexible employees for training, make the contents and methods of enterprise training adapt to the post requirements of employee training, and set personal career development goals for employees to prevent employees from improving their abilities too fast after receiving training, and their quality is far from meeting the requirements of the original post, so that employees are no longer at ease in the original unit, or even the second way is to cultivate talents, select and allocate talents, and implement application systems within employees in the process of enterprise production and operation.

4. Design the personal development plan of talents, that is, the career plan of talents.

The enterprise's career planning for talents is of positive significance for retaining talents and maintaining their stability. Talent career design refers to that after employees enter the enterprise, according to their personal conditions, education and qualifications, employees and enterprises negotiate with each other to set career goals, make development plans for employees, help employees develop all kinds of knowledge and skills, let employees clearly see that personal career design can take into account their own development requirements, clarify the development direction of employees in the enterprise, provide opportunities for employees to realize their personal expertise, form interaction between employees and enterprises, and enhance their abilities. Therefore, managers should regard employee development planning as a necessary investment for the company's survival and growth, and realize that the personal development and satisfaction of "talents" is the foundation and guarantee for the company's development.

5. Establish a reasonable salary system.

Salary and welfare are important factors for enterprises to attract talents, and material benefits are the basic conditions for people's survival and the basic motivation for work. For most talents, salary is the most effective incentive, and reasonable use of salary system can effectively retain talents. Enterprises should determine the salary of talents based on the market value of talents in accordance with the principles of distribution according to work, giving priority to efficiency and giving consideration to fairness. The salary system is often closely linked with the performance management of enterprises, and performance appraisal is linked with salary incentives, which requires the establishment of a reasonable salary system, which not only reflects the gap between labor quality and labor achievements, but also keeps this gap within a moderate range, so as to give full play to the passion and will of enterprise talents to work actively for a long time.

The design of salary system should listen to the opinions and suggestions of employees of all departments and units of the enterprise extensively, so as to improve its rationality and employees' sense of participation and let employees know the basis of their income. In addition, adopting various salary incentives is also an important way for enterprises to attract and retain talents.

6. Create a good working atmosphere and organizational environment.

First, establish good interpersonal relationships. Good interpersonal relationship is the basis of group cohesion, and cohesion is the premise of group work efficiency. Interpersonal relationships often have a positive or negative impact on employees' behavior. Good interpersonal relationships can promote mutual respect, trust, support and understanding among employees, so that individuals in the group can get emotional and moral satisfaction, have positive work enthusiasm and improve work efficiency. This enthusiasm will be enhanced with the improvement of emotion and morality.

Secondly, realize seamless communication, increase the opportunities and motivation for employees to communicate with each other, increase the opportunities and motivation for employees to communicate with each other between superiors and subordinates and at the same level, enhance mutual understanding and care, make the enterprise present a harmonious atmosphere, encourage employees to deepen contact through socialization and contact, enhance confidence and cooperation, increase the fun of work, create a low-pressure and relaxed environment for talents, increase their job satisfaction, and enable talents to engage in and enjoy their work with a positive attitude.

Thirdly, we should give enterprise talents the opportunity to participate in the discussion and decision-making of various major issues, so that they can feel that they are the core members and owners of the enterprise, have a sense of identity and belonging to the core values and business philosophy of the enterprise, and stimulate their greater enthusiasm for work.

In order to prevent the brain drain of enterprises and reduce the brain drain rate, enterprises can take other effective measures in addition to the above work:

(1) Make a backup of talents.

For example, key technologies will not be monopolized by one or two employees; At least two or three people are qualified for cutting-edge technical posts, and personal backup enterprises can start from internal backup and external backup. Reasonable talent reserve and moderate checks and balances can cultivate the cooperative spirit of enterprise talents, reduce the cost of recruiting talents, enhance the talent reserve capacity and reduce the losses caused by brain drain.

(2) Conduct reputation management and integrity constraint on personnel.

Good professional reputation is the bargaining capital of talents in the market, which urges employees to keep corporate secrets even if they leave their jobs.

(3) Establish a good internal competition mechanism within the enterprise.

We should get rid of the idea of seniority, establish smooth internal selection channels, create a good internal environment of the company, effectively communicate employees' thoughts and feelings, and integrate employees' ideals, beliefs and sentiments. In short, enterprise talent management institutions should constantly explore countermeasures to curb brain drain, replace the traditional labor contract personnel management system with modern talent management based on resource development, create a good working, living and development environment for talents, and gradually form a team with harmonious structure, level matching and stable talents.