Only by seizing the high ground of talent can we grasp the initiative of competition. Many companies have spared no expense to recruit talent, have established a talent base, in order to win in the future. However, the talent is mobile, especially the key talent, mobility is stronger, the choice of enterprises and requirements are increasingly demanding. Enterprises that do not implement the talent strategy, relying only on traditional personnel management, it is difficult to activate talent, retention of talent, not to mention the formation of core competitiveness. The company is a serious issue in front of the business managers. First, why retain key talent key talent, refers to those who have the core knowledge or key skills, in the production and operation of enterprises, organizations and management systems in the important positions of those human resources. Including decision makers, senior managers and technical staff. Key talent is the backbone of the enterprise, leaving them, the enterprise is an empty city. Therefore, retaining key talents is crucial for enterprises. First of all, talent is the most valuable resource of the enterprise. Talent is the most valuable and decisive resource among all the resources of the enterprise. 1960, the American economist Schultz put forward the theory of human capital after a lot of analysis and research, he thinks that human capital is the source of enterprise wealth increment. This theory more scientifically clarifies the importance of talents for enterprises. Therefore, in a way, retaining talents is equal to adding wealth. Secondly, retaining talents is a prerequisite for the survival and development of enterprises. Key talents in the enterprise's important positions, or master the key technology, in enterprise management plays an irreplaceable role. Once the loss of key personnel, will bring serious consequences to the enterprise, will make the implementation of the program can not be carried out, the scientific research projects are being forced to suspend, and even bring a fatal blow to the enterprise. Therefore, it can be said that retaining talent is a prerequisite for the survival and development of enterprises to achieve, without the support of talent, the enterprise simply can not talk about the development, and even survival is also very difficult. Third, retaining talent, is the fundamental guarantee of the enterprise to achieve economic benefits. The purpose of the enterprise is to maximize the pursuit of economic benefits. Economic efficiency comes from market competition, only in the market competition to win, enterprises can obtain economic benefits. In the era of market economy, the competition between enterprises is cruel, with the emergence of knowledge-based economy, the competition between enterprises gradually evolved into the competition for talent, the difference between enterprises, gradually changed from the material difference to the difference of human resources. Therefore, enterprises must retain talent, create competitive advantages, enhance the level of competition in order to maximize economic benefits. Second, the reasons for the loss of talent talent is the most difficult problem for enterprises. European Academy of Sciences, Arts and Letters, Ante. Geliboda in the UNESCO made a report entitled "brain drain", brain drain that is, brain drain, he stood in the global height, to discuss the problem of international brain drain, into the 1990s, in the world set off a second brain drain of the climax of the brain drain, brain drain has become a common phenomenon, Russia in the whole 90s about 500,000 to 800,000 scientists Russia throughout the 1990s about 500,000 to 800,000 scientists flow to the United States, Europe and Japan, the level of science and technology in Russia caused a fundamental blow, many countries and enterprises in the face of brain drain, seem to be more than enough. How to retain talent, reduce the loss of talent loss, first of all, we must seriously analyze the reasons for the loss of talent, the reasons for the loss of talent is multi-faceted, there are reasons from outside the enterprise, there are reasons from within the enterprise, there are also reasons from the talent itself, this paper focuses on the internal reasons for the discussion of the enterprise, there are mainly the following kinds of: (a) the backward idea of the talent of the enterprise talent concepts backwardness is reflected in the main four aspects. First, there is no development and utilization of human resources to the height of due attention, did not establish the concept of human resources is the first resource of the enterprise, the lack of systematic theoretical research and exploration of the issue of talent, can not correctly grasp the laws of change of the talent; Second, can not correctly grasp the characteristics of the talent, the understanding of the talent only stays in the traditional, that is, that is, the "obedient, honest, Can do, willing to work hard, politically qualified" is talent, the understanding of the characteristics of talent there is a serious one-sidedness and subjectivity, ignoring the innovative nature of talent; Third, the rule of man is greater than the rule of law, the low personal quality of business leaders, the lack of due to the people-oriented and scientific management concepts, the lack of respect for talent awareness, management arbitrariness, do not understand, do not respect the personality characteristics of talent Fourth, the lack of a perfect employment mechanism, there is the phenomenon of nepotism, cronyism, money, seriously frustrated the key talent enthusiasm and enthusiasm for work. (B) the working environment can not meet the needs of the development of talent working environment, including the hard environment and soft environment, hard environment, including office space, office facilities, office supplies, etc., the soft environment, including interpersonal relationships, learning atmosphere, innovation and competition mechanism. The soft environment of the enterprise is crucial for retaining key talents. Many business managers lack the necessary comprehensive understanding of the function of the environment to retain people, often over-emphasizing the input of the hard environment, while ignoring the construction of the soft environment. So that some enterprises look magnificent, full of grandeur, but due to the lack of soft environment construction, interpersonal tension within the enterprise, innovation mechanism, competition mechanism does not meet the needs of the development of talent, the result is that the loss of talent is frequent, the cost of talent management to increase, thus affecting the development of the enterprise and the realization of the value of talent. (C) the lack of effective incentive mechanism enterprise incentive mechanism to some extent determines the comprehensive competitiveness of the enterprise, build a perfect incentive mechanism is the key initiative of the enterprise to retain talent. On the contrary, if the enterprise incentive mechanism is weak, it will lead to a large number of talent loss. Enterprise incentive mechanism is weak mainly manifested in: First, the incentive mechanism can not promote the progress and growth of talent, enterprises in the development of incentive mechanisms, did not consider the personality characteristics of the talent, incentive lack of pertinence, and even incentives improper; second is a single means of incentive, incentives, incentives sub-material incentives and spiritual incentives, many business managers lack of scientific and effective incentives, or one-sidedly aggravated material incentives, or One-sidedly increase the weight of spiritual incentives, resulting in a single incentive, incentive effect is weak, not only to meet the needs of the growth of talent, but also not conducive to retaining talent; Third, the incentive principle is not grasped well enough, incentive means too much, too indiscriminate, incentive is unfair, incentive function is not effectively played. (D) strategic management awareness is not strong enterprises should have a clear and unambiguous talent development goals, from the height of the strategic management of talent development planning, so as to retain talent to build a long-term mechanism. Modern enterprise practice shows that strategic management is an important part of enterprise management, which determines the direction of development and future appearance of the enterprise. Lack of strategic management of the enterprise can only realize the short-term business behavior, can not be bigger and stronger. Strategic management awareness is not strong, there is no establishment of the necessary strategic management system, the lack of foresight in talent management, which is also an important reason for the loss of talent. (E) did not form a good corporate culture atmosphere many people leave the enterprise is actually very simple, is to feel that they are difficult to integrate into this enterprise. This is the reason for the lack of corporate culture, the whole enterprise has not formed a unified good corporate culture atmosphere. On the one hand, each person in the enterprise as if there is no relationship with the enterprise, personal and business exchanges, communication, mutual respect for the atmosphere is not enough, the enterprise can not provide useful information for personal progress, resulting in personal progress is blocked; on the other hand, the enterprise values are vague, the lack of humanistic ideas and integrity quality, there is no formation of a strong team spirit and institutional culture, individuals can not produce a sense of identity and corporate sense of belonging, in this kind of enterprise, the enterprise can not produce a sense of identity and a sense of belonging. Sense of belonging, in such a corporate cultural atmosphere, the spiritual life of the talent is boring, loss of interest in work, is very likely to lead to talent "jump ship". Third, how to retain key personnel to analyze the reasons for the loss of talent, it is not difficult to see that the enterprise's own low quality is an important factor leading to the loss of talent. Therefore, I believe that enterprises want to retain key personnel, we must strengthen their own construction, we must establish a scientific concept of talent, create a good working environment, the establishment of a sound incentive mechanism, the implementation of strategic talent management, the cultivation of excellence in corporate culture, the introduction of the absorption of advanced talent management experience, and constantly enhance the comprehensive quality of the enterprise itself, to build a strong defense against the loss of talent, in order to achieve the purpose of the heart of the tethered to keep people. (A) to establish a scientific concept of talent to establish a scientific concept of talent, we must change the traditional backward view of talent, really put the issue of talent in a prominent position in the development of enterprises, depending on the talent as the first resource, with the development of vision to examine the new period of the law of changes in the enterprise talent, according to the different characteristics of the talent to formulate different management measures, so as to make the best use of talent, make the best use of talent. First of all, to strengthen the concept of talent. Distinguish the concept of talent from the traditional concept of personnel, the concept of talent is higher than the concept of personnel, it is an important part of corporate values. Talent management should be included in the scope of enterprise decision-making and management, the issue of talent as the core of the enterprise, to establish the concept of talent as the core of development. Secondly, to grasp the characteristics of talent. Talent has three basic characteristics, namely, historical, practical, creative. Grasp the basic characteristics of talent is very important for retaining talent. Business managers must recognize the historical limitations of talent, avoid the shortcomings of talent, at the same time, to create a suitable development space for talent, support the creative activities of talent, encourage innovation, allow innovation failure, so that talent to give full play to their expertise, do not bury the talent, and more not to suppress talent. Third, respect for talent. Respect is a basic human need, but also a basic right. Business managers must care, love and care for key talents, respect their value and dignity, respect for their personality, tolerance for their shortcomings. Enterprises to strengthen the sense of respect is "people-oriented" the true embodiment of modern management thinking, only respect, talent can work at ease, talent enthusiasm, creativity can be given full play to the enterprise to form a strong cohesion, centripetal force. The world's telecommunications giant Ericsson's success is attributed to its "professionalism and mutual respect" philosophy of employing people in Ericsson, enterprises are full of a strong atmosphere of respect, everyone can feel the existence of their own value. Fourth, the rational use of talent. Practice has proved that the bold use of talent, the rational development of talent, is a successful approach to retain key talent. Therefore, enterprises must broaden the vision of employment, "not stick to one pattern with talent", the key people in key positions to play a key role. At the same time, pay attention to methodology and strategy, pay attention to the art of employing people, respect the personality of the talent, stimulate the potential of talent. (B) to create a good working environment, key personnel on the work environment requirements are very high, enterprises only to create a good working environment in order to improve the attractiveness of talent. 1999, a specialized agency of the United States has more than 6,000 employees of the enterprise, have done a "why do you stay" survey activities, the results found that up to 75% of the employees to stay in the reason why. As high as 75% of the employees to stay the reason is: a pleasant working environment. The author believes that enterprises should strengthen the following five aspects of the environmental construction, in order to strengthen the function of retention. 1. Strengthen the interpersonal relationship environment. Interpersonal relations in the enterprise is mainly manifested in the horizontal relationship between coworkers, vertical relationship between the hierarchy between the leadership and the leadership of the relationship. Although the key talents are only a few in the enterprise, they are in the core position of the enterprise, to some extent, also in the center of the enterprise various contradictions, therefore, the enterprise managers must attach great importance to and properly deal with the contradictions and problems related to them, so that they are placed in a benign and harmonious interpersonal relationship environment, so that they can work at ease, and actively dedication. Ericsson's interpersonal relationship fully embodies the characteristics of equality, in Ericsson, the company has no obvious superior and subordinate relationship, managers and general staff treat each other as equals, frank communication, no identity restrictions, such interpersonal relationship environment greatly stimulate people's enthusiasm for work. 2. Strengthen the learning environment. Generally speaking, the key talent for personal development is extremely important, if the enterprise learning environment and learning atmosphere is very poor, they will be very difficult to seek new development opportunities, will make the personal development is hindered. Therefore, if enterprises want to retain key talents, so that they serve the enterprise for a long time, it is necessary to continuously improve and perfect the learning environment of the enterprise, to provide permanent motivation for the growth of talents.3. Strengthen the construction of innovative environment. Innovation is a key talent's significant characteristics. If enterprises want to retain them, they must cultivate an innovative environment, encourage innovation and build a platform for them to realize their personal value. "Allow failure, but do not allow no innovation", is a modern enterprise human resource management in the commonly respected concept. First, encourage innovative activities. Hewlett-Packard Company in the United States is worth learning from the experience of encouraging talent innovation. In the corporate values advocated by HP, innovation is the basic spirit. One of its founders, Bill, has great respect for the innovative activities of talents and boldly encourages them to innovate. Secondly, the establishment of innovation mechanism. Enterprises should incorporate innovation management into their daily management, formulate long-term development plans, and provide an institutional guarantee for encouraging innovation.4. Strengthen the construction of competitive environment. Desire for competition is a significant feature of talent. Enterprises cultivate a competitive environment, which is conducive to the talent to stand out, conducive to the realization of the value of talent, and conducive to the retention of key talent. Economics has a famous "catfish effect" theory, the implementation of competition within the enterprise is the important significance of the clarification. In Norway, fishermen catch sardines if alive, will sell a good price; if dead, the price is very low. Therefore, the fishermen try to get the sardines back to the harbor alive, but all efforts fail. There was only one fish boat that always brought back sardines alive and made a good income, but the reason for this was never known. It was only after the death of the ship's captain that the secret was revealed. It turned out that the captain of this ship put a catfish into the sardine trough before each return to port. Catfish into the tank, because of the unfamiliar environment, will swim around, everywhere to provoke friction, and a large number of sardines found more a "dissident", so become nervous, began to swim constantly. In this way, one of them returned to the harbor alive. "Catfish effect" tells us: a lack of competition within the enterprise atmosphere, talent is very easy to produce inertia, the enterprise will lose vitality, so enterprises must cultivate a competitive environment, through the competition, activate the talent, stimulate the enthusiasm and creativity of the talent, for the development of talent to create a good space.5. Strengthening of participation in environmental construction. In advocating people-oriented modern enterprise management, the value and role of people was mentioned at a very high level, they are no longer the traditional managers, but a leap to become the master of the enterprise, the desire to participate in enterprise management, is their **** with the voice of the heart. On the other hand, in the information *** enjoy today, the development of enterprises rely solely on the wisdom of entrepreneurs is not enough, but also must pay attention to and mobilize the wisdom of all personnel, so that the development of the enterprise can be broad space for development prospects can be far-reaching. Therefore, enterprises must cultivate a good environment for talent participation, so that the talent involved in the management of the enterprise, so that they give full play to their intelligence, at the same time, cultivate a good environment for participation is also an important measure to attract and retain key talent. (C) build a perfect incentive mechanism incentive is a psychological concept, refers to the various conditions to meet the needs of workers, stimulate human motivation and intrinsic motivation, encourage people to take action towards the desired goal of the psychological process. Incentive is an important function of management, and plays a pivotal role in mobilizing employee motivation and retaining key talents. Incentive is not appropriate, will cause the loss of talent; incentive is appropriate, will promote the progress of talent, enterprise development.1. Establish incentive mechanism to promote the growth of talent. Different talents, with different personalities, their needs are not the same, according to Maslow's hierarchy of needs theory, as long as you know which he is now in the level of need, you can target the implementation of incentives. Therefore, the enterprise should understand the personality characteristics of each talent, grasp the needs of each talent level, in the general principle of incentives, the development of incentives to meet the needs of each talent. For introverted talents, to increase communication opportunities, to help solve the difficulties in life; for extroverted talents, to encourage risk-taking, tolerance of shortcomings; for technical talents, to respect technological innovation, to provide an innovative environment; for managerial talents, to provide opportunities for promotion, to meet the sense of personal achievement. 2. Select flexible and diverse incentives. First, the use of pay incentives. Flexibility to master the skills of pay, the implementation of different pay incentives for different talents, the key technical talent, you can increase the weight of pay incentives, because the pay is still very strong temptation for them; but for key management personnel, one-sided increase in the amount of pay incentives, but not to improve the other incentives, high pay is difficult to keep people. Second, the implementation of welfare incentives. Enterprises for key personnel in addition to normal payment of pension insurance, medical insurance, unemployment insurance, industrial injury insurance and other legal welfare insurance premiums, but also take the initiative to provide housing subsidies, transportation subsidies, communication subsidies, education subsidies and other welfare subsidies, in order to improve the material treatment of key personnel. Third, the implementation of equity incentives. The enterprise's stock options in accordance with certain allocation principles awarded to key personnel, through the granting of stock options to the talent and enterprise firmly tied together, so that the interests of the talent and the enterprise into one, the talent will not naturally "jump ship. Fourth, take spiritual incentives. By praising, awarding honorary titles, set up advanced standard bearer, selection of outstanding workers, etc., to motivate the key talent to meet the spiritual needs of talent.3. Reasonable grasp of the incentive principle. Enterprises must reasonably grasp the principle of incentives to improve the effect of incentives to achieve the purpose of retaining talent. First, the incentive should be appropriate. Incentive approach should be targeted and flexible, to find the key talent demand characteristics, and combined with the actual situation of the enterprise, to take targeted incentives, only the appropriate incentive approach, the incentive effect can be the best. Second, the incentive intensity should be moderate. If the incentive is too much too indiscriminate, will inevitably cause the incentive effectiveness weakened; on the contrary, if the incentive intensity is not enough, it can not achieve the effect of incentives, will make the talent to produce negative emotions, and will even induce talent "jump ship". Third, incentives must be open and fair. Not open incentives will cause instability within the enterprise, unfair incentives will inevitably cause dissatisfaction with the talent, talent management to bring great difficulties. Therefore, enterprises must develop a fair and reasonable incentive policy, not only to focus on, but also to take into account the overall situation, so as to truly realize the purpose of keeping people in the heart. (D) the implementation of strategic talent management talent strategy refers to the enterprise to seek survival and development, and the formulation of a long-term, global planning or program on talent development and management. Enterprise implementation of strategic talent management aims to activate the talent intelligence, optimize the talent structure, accelerate the progress of the talent, so as to retain the key talent and promote enterprise development. Enterprise management of key talents must not be satisfied with the daily management, must grasp the long-term, enterprise managers should have a forward-thinking consciousness, to lead the key talents to start, for the progress and development of talents to draw a beautiful blueprint.1. Comprehensively enhance the height of talent management. Strategic talent management is a more traditional tactical talent management more in-depth, more strategic new management model, which requires companies must break through the traditional personnel orientation, from a more macro perspective, thinking about the deployment of talent within the enterprise. The implementation of strategic talent management, we must comprehensively enhance the height of talent management, truly establish the concept of talent resources is the first resource, talent management into the scope of corporate decision-making, the development of talent, retention of talent as a long-term task and mission. 2. Comprehensive planning for strategic talent management. The implementation of strategic talent management, the requirements of the enterprise must plan the various aspects of talent management, enhance the organization and coordination of talent management, improve the selection, training, employment, retention level, to cultivate a strong competitive advantage for the enterprise. First, the implementation of talent recruitment strategy. Through strict recruitment procedures, the excellent talent absorbed into the enterprise, laying the foundation for the development of the enterprise. Recruitment is the implementation of enterprise talent management, the first pass, good this "pass" is conducive to retaining talent. Second, the implementation of talent training strategy. "Training is the best gift to the enterprise to give talent", is to promote the growth of talent effective way. Enterprises should develop talent training programs, the establishment of talent training base, innovative talent training methods. Third, the implementation of talent structure optimization strategy. The purpose of talent structure optimization is to make all parties within the enterprise talent to form a scientific and reasonable combination, in order to achieve the reasonable development and use of talent.3. Construct talent strategic management system. First of all, build strategic talent management structure. Strategic talent management structure contains the following three levels: one is the strategic level, mainly responsible for the development of talent development planning; two is the management level, mainly responsible for talent planning into specific implementation programs; three is the operational level, mainly responsible for talent planning, program implementation. Secondly, the establishment of continuous incentive talent management system. With the quality of talent, the level of continuous improvement, the demand for talent is also growing, with the matching level of incentives also need to improve. This requires business managers must constantly update the concept of incentives, adjust incentives, improve incentives to adapt to the needs of the new talent development. Third, the establishment of open and innovative talent management system. In today's open information and intensified competition for talent, who has an open and innovative talent management concept and management system, who has first-class talent resources, while having core competitiveness. (E) the cultivation of excellent corporate culture excellent corporate culture on the development of the enterprise has the supreme influence, but also an important means of retaining the hearts and minds of enterprises. Excellent corporate culture is a set of beliefs, values, ideals, the highest goal, code of conduct, traditional customs and other elements of the complex, is a powerful spiritual force. It is like a link, the talent and the pursuit of enterprise tightly linked together, so that the talent to produce a sense of belonging and sense of honor. Enterprises should cultivate excellent corporate culture from the following four aspects: 1. Establish the people-oriented thinking. People are the center of the corporate culture system, the establishment of corporate culture must establish a people-oriented thinking, establish the spirit of respect, recognize the value of employees, protect the rights and interests of employees. Haier's corporate culture vigorously advocate the concept of people-oriented, the implementation of the "three hearts" principle, that is, enthusiasm, sincerity, knowledge, sincere concern for the workers, to solve the staff's difficulties, to help workers progress. The "three hearts" of the enterprise to the staff, in exchange for the iron heart of the staff to the enterprise, and more stimulate the enthusiasm of the staff to work and start a business, so that Haier has become the leader of Chinese enterprises. 2. Build integrity quality. The formation of the concepts of "product as character", "moral governance", "integrity management" explains the importance of emphasizing integrity in business management. "Sincerity" means to do our best to serve our customers, employees and society; "trust" means to be credible and to keep our word. Market economy is a free economy, but also a moral economy, its economic order is based on the integrity of the participants. It can be seen that the quality of integrity is crucial to the survival and development of enterprises, at the same time, it is also essential to retain key talent is a factor, only honesty and integrity to treat people, in order to truly retain people. 3. Shape the team spirit. There is an old Chinese saying that "timing is not as good as location, location is not as good as people and", visible "people and" is the first key to success. Build corporate culture to follow the team principle is that enterprises should make full use of all available resources, friendly, sensible and others **** things, creating a "people and" situation. Team spirit is the formation of corporate cohesion of the main force, but also highlights the important embodiment of corporate values, therefore, enterprises must cultivate their own team spirit, in order to enhance the vitality of the enterprise. 4. Cultivate institutional culture. In modern enterprises, there is no system can not run, but the system is not equal to the system culture. Only the scientific and reasonable system internalized into the practice of management, penetrate into the details of the work, the formation of a culture, over time, employees follow the system of conscientiousness into the quality of the system is sublimated into a system culture. The entrepreneur's life is limited, but the life of the system is infinite.
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