1, occupation, position, career problems.
After working in a certain industry for a long time, people will feel tired or think that they are not suitable for this profession. Such people have a great chance of choosing to change careers.
A person who is dissatisfied with his position may choose to change jobs. Even if he can't jump out of the slot, he is unlikely to feel at ease.
Moreover, a person with a heavy career will choose to leave a company that thinks it is impossible to provide sufficient conditions for his career. The so-called "good birds choose wood to live in", "man struggles upwards and water flows downwards".
2. The question of remuneration. There is a big difference between workers' remuneration and psychological price. The same pot of rice and different pay for equal work are all important reasons for brain drain.
3. Environmental problems. That comes from corporate culture, work intensity, safety, leadership style, interpersonal relationship, corporate prospects, competitive pressure and other reasons, and even the natural and human environment of regions and cities may affect the retention of talents.
4. Psychological problems. Employees' own preference for careers and their attitude towards pressure, frustration, difficulty and temptation in work and life.
In short, there are many reasons for brain drain, including internal reasons, external reasons, subjective reasons, objective reasons, enterprises reasons and employees reasons. These factors are often intertwined and extremely complicated.
Formulating the strategy of core talents is the basis for the survival and development of enterprises. Suggestions: First, start with the system and establish a flexible and dynamic talent training and allocation mechanism. Especially in large companies and enterprises, it is easy to form a rigid bureaucratic system, and the phenomenon of promoting talents according to seniority is serious. Young and energetic people often can't stand this bondage, so we should establish a selection system based on performance and ability. Those who are capable should be promoted, those who are mediocre should give up, and those who are inferior should give up. Only in this way can truly capable and energetic talents be selected to leadership positions. In addition, try to compress the administrative level, implement a flat management model, and avoid formalism and bureaucracy. Strengthen the training of employees, create good conditions for their study, and let everyone get great growth. Rotation can change employees' ideas and bring freshness to employees.
The second is to implement a reasonable grading reward system. For employees with average ability and average performance but long working hours, they are graded according to the length of time, and different levels of remuneration are determined to enhance their sense of belonging and honor. After all, excellent talents are a minority, but most employees may belong to this category.
The third is to establish a healthy and lively corporate culture. Enterprises should have their own core culture, unify the thinking of all employees, and form a sense of belonging for employees, so that everyone can look forward to it. Leaders should set an example to implement corporate culture and be good at leading enterprises by exerting the strength of spirit and personality. In a word, the purpose of corporate culture is to make every employee realize that his work is meaningful, the enterprise is people-oriented, the future of the enterprise will be better, and it is an honor to work in the enterprise. Efforts should be made to enhance the cohesion within the enterprise, achieve harmony among people, and be nervous, serious, United and lively. Pay attention to the psychological needs of employees and create sufficient leisure time and leisure conditions for employees. In short, we should be people-oriented.
The above is just my personal opinion, I hope I can help you.
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