It refers to the phenomenon that talents who play an important role in the operation and development of an organization, or even the key role, are not willing to flow away or lose their positive role.There are two types of brain drain: explicit brain drain and implicit brain drain.Hidden talent drain refers to the loss of enthusiasm of talents in the unit due to insufficient incentives or other reasons, and their talents are not brought into play, thus affecting the operation and development of the unit.
Chinese name
Brain drain
Foreign name
the brain drain
Features
Normalization frequency is too fast
Cause analysis
Personal reasons External reasons
Impact
The operating efficiency of enterprises is greatly reduced
along witheconomic globalizationWith the further development of the technological revolution, the market competition is becoming increasingly fierce.Behind this competition, talent competition is the top priority.of large numbertransnational corporationsIn the process of expansion, they are all implementing the talent localization strategy. The first step for them to land in China is to recruit people.At the same time, the local rise of private enterprisesHigh-techWith the rapid development of the company, the demand for talents is also very urgent.These two forces directly launched the talent fight.For a long time in the future, the scarcity of talents relative to capital and other resources will make it a normal for high-quality talents to flow among enterprises.
Frequency is too fast
Some have management experience, market resources orTechnical resourcesBecause of itslabour marketThe high degree of scarcity on is always the object of competition for each enterprise;On the other hand, they constantly change their service objects in pursuit of their maximum value.The imbalance of supply and demand and the rapid change in the balance of power among enterprises caused by market competition have led to the continuous flow of talents to famous brand enterprises, and the frequency is also increasing.
Collective consciousness
The biggest feature of recent brain drain in enterprises is the "collective job hopping" of core employees, such asFounder of Peking UniversityAssistant PresidentZhou XianfengHe led more than 30 PC technical backbones to join Hisense Digital, and Jiang Xingzhou, the general manager of Jianlibao Sales Company, and more than 20 sales managers resigned collectively.These events have caused a great stir in the industry, and there is a growing trend.With the increase of this phenomenon, the reasons behind it also deserve our serious consideration.
Analysis of the Causes of the Characters
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Personal reasons
Brain drain
Most employees who leave for personal reasons regard the enterprise as a springboard for their career development. Working in the enterprise is for them to gain work experience or learn relevant technologies. Once their goals are achieved, they will choose enterprise services with higher pay and greater development space.This kind of situation is often found in new recruits or college students recruited by enterprises.
Organizational reasons
From the organizational point of view, the fundamental reason for the turnover of outstanding employees in enterprises lies in enterprise management problems.amongcontrollerPoor qualityEmployee incentive mechanismIncomplete, failure to establish an effective evaluation system, and lack of reasonableSalary structure. Failure to establish long-term career development plan andCorporate culture atmosphereIs the main problem.It is these reasons that lead to the frequent job hopping of core employees, especially senior executives.
External causes
Generally speaking, the talents lost by the companies have not been transferred to other banks, and most of them have directly joined their competitors, because the personnel and technology between these companies and their competitors are highly substitutable, and the position structure and requirements are also very similar.Because of this, excellent employees trained by the company, such as technical backbones or department managers, are easily liked by competitors, who often offer generous conditions to attract these talents to join the company. This is also the company's excellentEmployee ResignationAn important reason.
Due to too much interference and restriction from the boss, everything depends on the boss's face. As a result, these employed professional business managers have no decision-making power and disposal power within their terms of reference, and no control over the employment, salary increase, demotion and dismissal of their employees.In the words of a business manager who has been the CEO of a bio pharmaceutical company controlled by two brothers for only half a year, "I have to leave without feeling of security and achievement. If I don't leave, I will loseCareer ManagerAn essential person. "
social influence
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The cost of the enterprise
For enterprises, the impact of an excellent employee's resignation is in all aspects, both tangible and intangible.To face up to the loss caused by the resignation of excellent employees is to develop enterprisesTalent crisis managementThe premise of.Broadly speaking, after an excellent employee leaves the company, the company is forced to pay the following costs:
Brain drain
First of all, a good teamKey employeesOfquitHowever, it was destroyed, and the task in execution was forced to be interrupted, which greatly reduced the efficiency of enterprise operation;Secondly, the job vacancies left by excellent employees' resignation force enterprises to spend a large amount of money to train or find successors, and the time cost spent in the process also gives competitors a favorable opportunity to catch up;
In addition, someKey employeesThe resignation of may not only take away business and technical secrets, customers and other resources, but also affect the mood of employees on the job, greatly dampening the overall morale of the team.More seriously, executives or other coreEmployee ResignationIt directly changes the strength comparison between the enterprise and its competitors. If it is collectiveJob hoppingFor enterprises, it may be a fatal blow, such as the famous Little Overlord.This is why brain drain is a crisis for enterprises.
Brain drain
For small and medium-sized enterprises, the frequent job hopping of talents has brought a big blow to some production.Whether it is the loss of valuable human resources, or the leakage of core technologies and secrets that are crucial to the development of enterprises, it may cause the development of small and medium-sized enterprises to stagnate, or even fall into difficulties;Secondly, the resignation of some employees will cause group unrest and weaken the centripetal force and cohesion of the enterprise. This loss is hard to estimate!
Social unrest
The normal flow of human resources is a normal social phenomenonlabour marketOne of the signs of maturity, however, employees of small and medium-sized enterprises in ChinaJob hopping, often concentrated in a few hot industries, and the speed of flow is too frequent.In this way, the brain drain will cause social unrest and call for social credit mechanism.
Personal losses
For job hoppers, if there is frequent job hopping, the enterprise will have to be loyal, responsible andworking abilityI doubt it.At the same time, too frequent job hopping is also detrimental to the implementation of individual career planning.
harm
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The harm that brain drain brings to the enterprise is corresponding to the responsibility that they shoulder in the enterprise before leaving.ManagementquitWhat brought to the enterprise was the interruption of business philosophy, instability of the team and even paralysis of the management.salesmanThe resignation ofTrade secretLeakage andmarket shareThe loss of.The loss of technical personnel is actually an enterprisecore technology The loss and interruption or premature death of R&D projects.At the same time, the brain drain to peers or competitors is even more fatal to the enterprise.The core technology and business secrets are lost, and the market is occupied by competitors, so the enterprise loses its advantage in the competition with competitors.
The impact on the employees' psychology and the overall working atmosphere of the enterprise cannot be underestimated.The "demonstration" role of talent turnover will make employees unstable, demoralized and inefficient.At this time, if the human resources management of the enterprise has defects and the employees' emotions are accumulated seriously at ordinary times, there may be a wave of collective employee turnover, which will cause a disaster to the enterprise.
The economic losses of enterprises are also inevitable.Recruitment costs, training expensespayMaintenance costs, etc., and talentReplacement cost, which enterprises must bear.Foreign research shows that the cost of re recruiting and training personnel replacement after brain drain is more than 2.8 times of the salary required to maintain the original talent.
Main features
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Geography related
It always flows from underdeveloped areas to developed areas;From rural areas to urban areas.This is because developed areas can provide better living environment and treatment, and have more development opportunities.
Industry related
The industries with intense competition and labor-intensive industries are often the industries with frequent staff turnover.Because forlabor intensive enterpriseSkilled workers often flow among small and medium-sized enterprises, especially because of wage differences, which makes the loss of skilled workers more serious.
Related to education
The mobility of those with high education background is greater.A lot of people with higher educational background are lost in small and medium-sized enterprises due to their great differences from their ideal jobs, treatment and environment.
Age related
There is a negative correlation between personnel turnover and age. The turnover of young people is more than that of older people.youthworkerWith strong learning ability, small family burden and relatively small opportunity cost when changing jobs, the phenomenon of young employees changing jobs is common.
Related to career development
Employees who pay more attention to personal career development are seriously lost.Because such employees are full of vitality and passion, and have high intellectual capital, they sometimes regard mobility as a way for individuals to achieve self-development.
measure
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To judge the brain drain in an enterprise, the first is to measure the overall level of brain drain.According to the above definition of brain drain, the overall level of brain drain in an enterprise depends on theTalent flowThe overall situation and the reasonable limit of talent flow of the enterprise.
The overall situation of talent flow within the enterprise can be measured by the following two indicators:
1. Total flow rate.The total turnover rate reflects the comparative relationship between the total number of turnover and the total number of employees in an organization in a specific period of time (usually one year), which can be calculated by the following formula:
Total turnover rate=(total turnover/average total number of employees) × 100%
The total turnover rate is an indicator that reflects the overall situation of talent flow within an organization. It cannot distinguish between avoidable and inevitable flows in talent flow. Therefore, when measuring the overall level of talent flow, it is also necessary to use indicators that reflect avoidable flows.
2. Liquidity can be avoided.The avoidable turnover rate reflects the comparison between the number of people who may avoid turnover and the total number of employees in an organization within a specific period (usually one year), which can be calculated by the following formula:
Avoidable turnover rate=(total turnover - inevitable turnover)/average total number of employees × 100%
In this indicator, the total floating population minus the inevitable floating population is the avoidable floating population.Among them, the inevitable number of floating employees includes the dismissal, promotion, horizontal transfer of temporary employees and the floating caused by illness, death and retirement.The avoidable turnover rate is an excellent indicator to measure the situation of talent flow, because it reflects the part of talent flow that can be eliminated, and represents the part of talent flow that the organization is most able to exert influence through effective human resource management.
As a reasonable limit of talent flow for an enterprise, it is a relative concept, and is compared with the average talent flow level of the industry where the enterprise is located or other similar enterprises.Therefore, the reasonable limit of an enterprise's talent flow is the average talent flow level of the industry or other similar organizations.If the talent flow of an enterprise exceeds the average level of its industry or other similar organizations, the excess part can be regarded as brain drain.
Obviously, the higher the total turnover rate of an enterprise, especially the avoidable turnover rate, the more serious the brain drain of the enterprise.
However, as for the total brain drain rate of the enterprise, one thing needs to be noted. If you can not retain efficient employees, the low brain drain rate may not be as good as the high brain drain rate.Therefore, to accurately determine the brain drain status of an organization, it is necessary to measure not only the overall level of brain drain, but also the structure of brain drain.
The Way to Avoid
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"People oriented" ismodern enterprise managementTalent work is a long-term strategy that enterprises must adhere to under the conditions of market economy.For enterprises, the most important talent work at present is to attract and retain talents.This is a systematic work. The key to retaining people is to pay attention. To retain people's hearts, we must make efforts to make talents have a sense of identity, achievement, understanding andSense of belongingWe should implement the measures of retaining people for career, affection and treatment.
Establish a remuneration system that reflects the labor value of talents.Enterprises must reform the original "big pot" pay system and establishachievementAnd benefit based distribution mechanismKey positionsAnd special talents, truly and objectively reflect the value of talents, ensure that all kinds of talents get the remuneration corresponding to their labor and contribution, and reflect the principle of "production factors participate in distribution" proposed by the 16th National Congress of the Communist Party of China.In terms of the content of the remuneration system, it can be diversified according to the actual situation of the enterprise.For example, those who implement diversified remuneration structureAnnual salary system, risk mortgage, talent shareholdingFuture stock incentiveAnd other forms of distribution, so that the remuneration of talents is linked with the asset appreciation of the enterprise, the development of the enterprise and the interests of the enterprise, so that the talents can realize that the enterpriseWork performanceAnd be effectively reflected in the treatment.
Establish an employment mechanism that adapts to market rules.Enterprises must reform the original "seniority" employment mechanism, and establish a new employment mechanism that sincerely creates conditions for people to make the best of their talents, provides possibilities for personal development, and conforms to the laws of the market economy.At the same time, according toEnterprise development planning, specify the correspondingHuman resources development strategyOn the one hand, we should open up the way of employment, take various forms, actively recruit talents, and change the single and passive way of waiting for the hare in recruitment and application of personnel in the past;On the other hand, we should be good at finding and reusing talents from within the enterprise, implement competitive employment, change "horse hunting" to "horse racing", and give talents opportunities to stand out.
Provide jobs that can realize talent value.Talents pay attention to the working environmenttreatmentAt the same time, it also attaches great importance to whether the work itself is challenging, whether talent can be used to bring about a sense of achievement, and whether personalcreativityAnd realize its own value.If the work provided by an enterprise does not match its specialty and expertise, or is boring, lacking in challenge and creativity, talents will certainly not love their positions and enterprises.Therefore, the enterprise should constantly give the talents working pressure and challenges, provide various jobs and practical training opportunities, constantly stimulate their enthusiasm for work, and retain talents with career development full of hope and challenges.
Create a good culture and learning atmosphere.Most talents are richspirit of enterprisingThey attach great importance to the opportunities of learning and growth, as well as the internal culture and humanistic environment of the enterprise.Enterprises should vigorously carry out the construction of corporate culture, create a good culture and learning environment within the enterprise while rallying people with strong values, take the prospect of talent career development and professional continuing education as an important measure to attract and retain talents, and adopt various ways such as selecting and sending colleges and universities for further study, studying in scientific research institutions, and taking part in academic education,Provide opportunities for talents to "recharge", so that all kinds of talents can enjoy themselves in the enterprise and strive to achieveEnterprise strategic objectivesAnd talent growth trajectory.
In short, in order to retain talents, it is necessary to establish a good internal and external culture of the enterprise, achieve "no doubt about people", "no doubt about people", fully trust and respect employees, and establish external competitiveness and internal competitivenessFairnessReasonable salary system to maximize the enthusiasm of employees.In addition, according to the long-term goal of the enterprise, we should plan the career of employees and skillfully combine the development goals of the organization with the development needs of employees.Only in this way can we effectively retain talents, reserve more excellent forces for enterprises, and improve the competitiveness of enterprises!
Solutions
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The losses caused by the brain drain to enterprises cannot be estimated by simple figures.It has become an urgent task for managers of state-owned enterprises to control the flow rate of talents within a benign range, maintain the vitality of enterprises and retain outstanding talents.Changsong enterprise management consulting experts suggest the following countermeasures:
1. Competitive compensation for talents
To a great extent, salary determines the flow of talents and is an important means to motivate employees.Competitive compensation refers to the competitiveness of an enterprise when its compensation level is compared with that of other enterprises.In a competitive market, if the enterprise's salary is lower than the market level and lacks other compensatory incentive measures, it is difficult to avoid brain drain.The salary level of state-owned enterprises in China is relatively low, which is an important reason why a large number of talents flow to foreign-funded enterprises.If an enterprise can set the salary level above its competitors and provide competitive salary to its core employees, it will be conducive to attracting and retaining talents, avoiding the loss of a large amount of human capital investment, reducing the employment cost of the enterprise, strengthening the ability of the enterprise to provide competitive salary, stimulating the enthusiasm of employees and improving work efficiency.
2. Establish attractive benefits for employees
Well designed welfare programs can bring greater convenience and satisfaction to employees, enhance the loyalty of talents to the enterprise, and improve the reputation of the enterprise in society.
State owned enterprises do better than other non-state-owned enterprises in terms of hard welfare (such as endowment insurance, housing accumulation fund, unemployment insurance), but they do less well in terms of soft welfare.
3. Pay attention to staff career planning
Employee career planning is an empty point of state-owned old enterprises. In fact, career planning is an important job to retain talents."Not every soldier wants to be a general", so career planning should be based on the values, hobbies, career intentions and other conditions of personnel, combined with the actual situation of the enterprise.Career planning is actually a matter of general orientation of personnel.First of all, the position sequence (management, technology, etc.) should be set according to the company's production, operation and development, position types and characteristics, etc., to establish a career development channel for employees.
Secondly, we should strengthen the education and training of talents, especially the training of young talents. Training is a benefit given by enterprises to talents.It is necessary to establish a training system that conforms to the development characteristics of all kinds of talents, constantly improve the skills and concepts of talents, and enable talents to constantly realize self compensation and development in the use process.
4. Combine the brain drain with the assessment of the decision-making level of the enterprise.
At present, most of the economic indicators for assessing the management of enterprises reflect the situation of enterprises, and the brain drain problem is not only related to the operation of enterprises, but more importantly, it determines the future and long-term interests of enterprises.The combination of talent loss rate and the achievements of enterprise leaders will help to avoid the short-term behavior of decision makers and force them to take practical measures to retain talents.As long as the enterprise can retain and attract talents, it will have the potential for development.Grasping talents will also grasp the essence of enterprise management.
5. Cultivate the cohesion of corporate culture.
Corporate culture is a common value recognized by employees. It has a strong cohesive function and plays an important role in stabilizing employees.For example, the transparency of corporate strategic objectives, the relative fairness of internal distribution, the rationality of talent use, and the security of occupational security can all reflect the values advocated by an enterprise.The goal of corporate culture is personal recognition of the collective, hoping to establish an interactive and interdependent relationship between employees and the enterprise, and ultimately make employees attach to and love their own enterprise.However, the corporate culture needs to be guided, instilled, demonstrated and integrated into the system, and then into the thinking and action of employees.The humanistic environment created by the excellent corporate culture is more attractive to employees than other forms. What it promotes is a spirit, and what it touches is a heart.
In a word, enterprises should fully realize the importance of talents for enterprise development, respect knowledge and talents from aspects such as emotional retention, treatment retention and career retention, and finally achieve the common realization of enterprise goals and personal goals, so as to remain invincible in the increasingly fierce market competition.
