"Small and medium-sized enterprises", a widely mentioned term, has actually become a very vague concept. What kind of enterprises are small and medium-sized enterprises? Today, with the miniaturization of organizations, most enterprises in China should be classified as "small and medium-sized enterprises". Moreover, from the author's point of view, enterprises with short establishment time or weak organizational construction should also belong to the category of small and medium-sized enterprises. In other words, how to retain talents for small and medium-sized enterprises discussed here is a problem that most enterprises face. The key to the success of an enterprise lies in how to cultivate its core competitiveness. With the advent of the new economic era, among all the important factors of enterprise development, the importance of human resources has surpassed all other resources such as funds. Knowing how to retain talents in the fierce market competition may become a real competitive advantage for enterprises. Through various effective measures, attracting outstanding talents to join us, releasing their potential, letting them develop with the development of the company, and letting their development promote the development of the company, thus forming the core competitiveness of the company that is not easy to be imitated and copied by others. This is one of the most important tasks of the company's development, and it is also the most important topic facing the human resources work at present. However, "all happy families are similar, and each unhappy family is different." Tolstoy's famous words also apply to enterprises. Running an enterprise well requires various factors. As long as a key problem is not handled properly, various problems may arise in the enterprise. For various reasons, although almost all enterprises are aware of the importance of talents to enterprises, only a few enterprises can do a good job of retaining talents. Why is there such a big deviation? While the employment pressure is still severe, the brain drain rate is still rising year by year, for many reasons. Although there are problems from employees, more may still exist in enterprises. Moreover, there is a common phenomenon, that is, the more middle and senior managers and senior professional and technical personnel who play a key role in enterprises, the greater the turnover frequency of personnel. According to experts attending the 2004 China Human Resources Summit, the brain drain rate of senior it professionals in China has exceeded 30%. Such a high brain drain rate means that enterprises have to deal with fierce external competition and customer demand, while constantly dealing with business problems caused by the departure of core employees. Sometimes, it's really "internal troubles and foreign invasion" and "being attacked between Scylla and Charybdis". The president of a client I once served once told me helplessly: "When the company does it, more competitors will stare at you and dig you up. If a competent subordinate suddenly resigns, it will keep me awake for a week. " Scholars can roughly divide the causes of brain drain into seven categories. Namely: 1) personality characteristics; 2) tasks; 3) role; 4) superiors and colleagues; 5) wages and benefits; 6) There is no room for development; 7) Lack of communication between the company and employees. Various analytical articles are also frequently seen in various media, so I won't repeat them here. I think it is very important to criticize the shortcomings of the times, but what is more important is how to win in the challenge of competing for and retaining talents. In this era of "lifelong career" no longer exists, enterprises no longer provide traditional job security for employees, and rely so heavily on human resources. The only promise that can be given to employees is to provide employees with a balance that truly reflects the work they undertake and the rewards they get. For the long-term development of enterprises, the value of human capital must be reflected by establishing a scientific employment system, external incentives and internal fair salary policies. For some vital talents, enterprises even need to "be willing" to let them hold some shares and provide employee stock ownership plans, which is an effective measure for small and medium-sized enterprises to give high incentives to key employees at a lower cost. Salary is important, but salary is not the only attraction of gathering talents. After all, there is limited room for salary increase. In order to retain talents, enterprises should not only improve returns through various means, but also strive to create a supportive and challenging workplace, encourage mutual exchanges, stimulate innovation, and allow and advocate the flow of talents within enterprises. This kind of enterprise internal atmosphere needs the support of a healthy and clear enterprise culture, which needs a management team with foresight and good communication to maintain. It is very important for us to retain talents by improving their sense of identity with the organization. At the same time, it should be emphasized that we must attach importance to the professional ethics of talents and a high sense of identity with enterprises. After decades of rapid development, the negative social impact of China is the lack of honesty and impetuous people. "A thousand troops are easy to get, but one will be hard to find", but at present, there are fewer reliable professional managers than capable professional managers for enterprises! When an enterprise is thirsty for talents, it often pays too much attention to its business ability or professional ability and ignores its professional ethics. They even know that candidates have moral stains in their past professional resumes and hope to improve their performance quickly. There are not a few enterprises that have suffered heavy losses or even closed down because they do not pay attention to the "moral hazard" of talents. In the process of establishing a scientific management system and building a business platform, a good internal control system must be established, and the relationships between trust, authorization and management, risk control and constraint need to be correctly understood. After encountering some setbacks caused by improper employment, some entrepreneurs become "not as good as their own people, and those who are better than themselves dare not use them", and outstanding talents cannot stay. Let's get back to the topic-let our talents have the opportunity to release their potential in the organization, let them develop with the development of the company, and let their development promote the development of the company. We also need to help talents maintain and constantly improve their competitiveness in the human capital market, establish a strong talent training and mobility mechanism within enterprises, and realize their career planning, which is probably more attractive than salary and other measures for the middle and senior talent market with increasing turnover rate year by year. "Leave my factory with my employees, and soon the factory will be full of weeds; Take my factory and leave my employees, and we will soon have a better factory. " This passage by andrew carnegie illustrates the irreplaceable importance of retaining talents for enterprises. The ancestors also said this truth, that is: "If you stay in the green hills, you are not afraid of burning without firewood." How to deal with the battle for senior talents is a topic that every enterprise management researcher and practitioner constantly explores. Because the brain drain is highly related to the core competitiveness of our enterprise, the prosperity of our enterprise is worth discussing.