Employees are the decisive factor in the efficiency of enterprise production and operation activities, as Carnegie, the American steel king, said: "You can deprive me of everything: capital, factory buildings and equipment, but as long as you leave my organization and personnel, I will still be the steel king four years later." It can be seen that employees are crucial to the success of the enterprise. First, key employees exist in various positions. Every successful enterprise has employees working in key positions, or there are some excellent and capable people in different positions. They shoulder important tasks in management, technology, marketing, production and other positions, or bear most of the workload of this position. Such employees are the backbone employees and the backbone of the enterprise. It is difficult for backbone employees to be trained quickly in a short time, and they need to be trained step by step in work practice. Therefore, if there is a large outflow of core employees, it will have a certain negative impact on the development of enterprises and even greater economic losses, so enterprises should focus on retaining core employees. Second, reasonable employee turnover is normal. It is true that employees in enterprises should have certain mobility. As long as it is reasonable and normal, it is not only harmful to the development of enterprises, but on the contrary, it is beneficial to the development of enterprises. Those who are backward in management concepts, do not think about delving into technology, practise fraud at work, enrich themselves at the expense of the public, have low moral quality, and muddle through at work are eliminated in time. At the same time, employees with outstanding work ability, good ideological quality and team spirit are added to join the enterprise, which will bring benefits, positive spirit and harmonious working atmosphere to the enterprise. At present, it is unscientific for some enterprises to flow for the sake of flow. No matter whether employees work well or not, it is really undesirable to issue elimination indicators every year and implement elimination rate according to quantitative tasks, which not only shakes employees' work confidence, but also increases the cost of employing people. Normal personnel flow does not need to issue indicators, but the actual operation should have an assessment system. Generally speaking, the elimination system includes the following aspects: 1, a probation period is set for new employees, and those who cannot meet the needs of work or corporate culture during the probation period will be eliminated. 2. Evaluate employees once a year, so that employees can sum up their achievements and find out their shortcomings. At the same time, they can judge the advanced as an example for employees to learn, and will not renew the labor contract for those who are incompetent. You can also assess the retained personnel and implement salary increase and salary reduction. 3. Employees who repeatedly violate regulations or seriously violate regulations and cause heavy losses shall be investigated for responsibility and eliminated. If employees resign outside the elimination system, they should know the reasons and whether the company has problems in system, culture and treatment. When the voluntary resignation rate is high, enterprises should be more vigilant and focus on analyzing the reasons. However, when a large number of key employees flow out, it will affect the production and operation of enterprises. Third, the way to retain core employees To retain core employees, we must analyze the reasons for the flow. Because the reasons for leaving are different, the measures taken are different. Generally speaking, we can consider the following aspects: 1. Pay attention to the employment structure when recruiting, and young people with or without work experience should occupy a certain proportion. Under the leadership of experienced backbone employees, newly graduated college students will soon grow into backbone employees. On the other hand, they will feel that they have been guided, trained and exercised at work, have a harmonious learning atmosphere, and have a sense of job security and satisfaction. Some units did not arrange experienced guidance for newly recruited college graduates, delaying their participation in practical work projects, which led to their inability to get started when the probation period expired, and both sides were dissatisfied, which led to the resignation of employees. 2. When recruiting, an enterprise should organize a recruitment team composed of personnel, employing departments and relevant professional backbone personnel to jointly interview the candidates to examine their employment intention, salary requirements, professional level and working ability. Those who can't meet the requirements of the enterprise temporarily or don't meet the requirements of the enterprise can't be hired, otherwise such personnel will flow quickly. 3. Pay attention to the employment outlook of newly graduated college students. At present, because the employment situation of college students is not optimistic, some colleges and universities put forward the view of "employment first and then choosing a job", which makes college students change jobs after 1-2 years of work experience in enterprises, which is called "secondary job hunting". Although this kind of behavior shows positive externality economy to society, it is too expensive for a single enterprise in the long run. 4. Enterprises should give employees fair treatment from the system, including post arrangement, salary level, education and training opportunities and other systems should be relatively stable. At present, the ownership structure of enterprises is diverse, especially the number of small and medium-sized enterprises is increasing rapidly, which has solved the employment problem of many people. However, some of these enterprises have not formed rules and regulations, which are too casual and make people feel at a loss. For example, the unit price of piece-rate wages is unstable, and "whipping fast cattle" makes employees pay more, and the income has hardly increased; The salary of new employees is settled by interview, which is too arbitrary, but it hurts old employees or makes employees who ask for a salary reduction during the interview regret it. These phenomena will lead to the unfairness of core employees and the desire to change jobs. 5. Enterprises should reflect fair competition in the employment mechanism, establish an employment mechanism that can be promoted and demoted, and give capable employees promotion opportunities. If the middle and senior management positions in the enterprise remain unchanged and those who know technology, management and coordination are refused promotion, it will be difficult to retain real talents, and the enterprise lacks vitality and vitality, and its development future can be imagined. Some enterprise management cadres are not proficient in business and their management methods are blunt, which leads to the collective resignation of all employees. In fact, the enterprise employment mechanism has caused harm to the core employees. 6. When recruiting some employees, the enterprise has verbally agreed to some requirements of employees. Although there is no written agreement, in fact, the two sides have tacitly agreed on each other in some aspects, which constitutes a psychological contract. At this time, enterprises should not only sign long-term labor contracts with them, so that they can work with peace of mind, but also strictly abide by psychological contracts. Otherwise, employees feel that the enterprise is untrustworthy, psychologically unbalanced and lose confidence in continuing to work for the enterprise. 7. The enterprise shall pay wages according to the stipulated time, and shall not delay or default. If the delay is caused by accidental factors, it should be notified in time, otherwise it will cause the suspicion of poor enterprise efficiency or cash flow shortage. As time goes on, employees will find new work units.