First, the lack of accounting talents in SMEs and analysis of the reasons

At present, there are many accountants in small and medium-sized enterprises, but the quality is uneven and there are few high-end talents, so it is difficult to retain the imported accounting talents for a long time. A considerable number of top leaders in the accounting department are only organizers and coordinators of administrative management and daily affairs, so it is difficult to assume great responsibilities in business decision-making and investment management.

1. Do not pay attention to training and use as labor force.

In fact, if enterprises are willing to pay a high salary, they can introduce real accounting talents. But after the introduction, we should retain talents with a trusting attitude and a good corporate culture atmosphere, so that they have a sense of belonging; It is necessary to entrust an important task, give full play to professional expertise, apply what they have learned, create value for enterprises, and give them a sense of accomplishment; We should use the concept of modern enterprise system to standardize the management behavior of enterprises and let them have a sense of identity. Otherwise, it is counterproductive to treat accounting talents as labor force, prevent them from participating in the core business of enterprises, and leave hands everywhere. Because as long as talents have a little personality, you can find golden rice bowls everywhere, and you can't keep talents by high salary alone.

You can't make the best use of people, you can only make the best use of people.

Regarding the understanding of accounting talents, I think management is the business of the general manager and investment decision-making is the responsibility of the chairman. Don't listen to the opinions of accounting talents, and don't take the advice of financial personnel seriously. I even think that since the operator can set up a company and make it successful, he will certainly manage the enterprise well and let it grow and develop continuously. As we all know, "it's easy to fight a mountain, but difficult to defend it." In the fierce market competition environment, small and medium-sized enterprises are easy to set up and difficult to develop. As long as they are talents, they will show their true colors at critical times. A good suggestion and a reasonable measure can save an enterprise.

Don't be meritocratic, be crony.

There is a wrong old concept that the current accountant is equal to the "Mr. Accountant" in the past, so we must use our own people, because our own people know the roots and can use them with confidence. And those accounting talents with real talent and practical learning can only be turned away and only recruit acquaintances recommended by people around them or relatives and friends. It's just luck that an outsider can be hired. Take job choice as a gift to employees. In this enterprise environment, it goes without saying that accounting talents, even ordinary accounting personnel, are in a state of muddling along, and they may find another job whenever they have the opportunity. In the process of using accounting talents, the degree of trust in them should also be determined by obedience or not. Those accounting talents who dare to make suggestions, stress principles and have their own opinions are regarded as "disobedient" and "restless" and should be abandoned as much as possible.

4. Enterprises do not have a good cultural environment.

At present, a considerable number of small and medium-sized enterprises have no written rules and regulations, extensive management, impulsive investment and arbitrary decision-making. Accounting is a tool to deal with tax inspection, and its evaluation and rewards and punishments depend entirely on the likes and dislikes of managers' personal subjective impressions. The operation mode of the enterprise is equivalent to the workshop in the past. The reason why some accounting talents choose to leave their jobs is of course the temptation of fame and fortune, but the most important thing is to take a fancy to the good humanistic environment of those excellent enterprises. In order to change the incorrect concept of using and cultivating accounting talents in small and medium-sized enterprises, we must fundamentally change the cultural concept and value orientation of enterprises themselves. We should be soberly aware that with the economic globalization and capital marketization, accounting talents (mainly high-end talents) are playing an increasingly obvious role in enterprises. Under the background of economic internationalization, accounting not only undertakes the functions of accounting and reimbursement, but also has strong professional advantages in optimizing the allocation of limited resources such as human, material and financial resources, which is the basic guarantee for correct and effective planning, supervision, control, analysis, evaluation, planning and decision-making in the process of enterprise economic activities. And accounting talents are the premise and technical support to realize this basic guarantee.

Second, the training and use of accounting talents in SMEs

In fact, the motivation of brain drain comes from two aspects: one is the "pull" from the outside world, which is the attraction of other advantageous enterprises; Second, the "thrust" from within the enterprise does not attach importance to talents, and the concept and practice of employing people are incorrect, so accounting talents can only be squeezed out of the enterprise. Therefore, small and medium-sized enterprises should overcome their own shortcomings in employing people, establish a talent training mechanism, insist on giving full play to their talents, and find and train talents in practice. To meet the needs of small and medium-sized enterprises for talents is nothing more than two aspects.

1. Pay attention to talent discovery and strengthen enterprise training.

There are two subjective and objective conditions for talents to stand out, one is the subjective desire of individuals to become talents, and the other is the desire and cultivation of talents by enterprises. The education and training funds invested by enterprises for cultivating talents will surely be richly rewarded when talents stand out. After all, people are all flesh, and kindness is the virtue of the Chinese nation. Ungrateful people are only a few cases. Moreover, enterprises can stipulate the service period of talents in the form of contracts. Therefore, enterprises should take a long-term view, do more practical things, cultivate and make good use of their existing talents, maximize the "cohesion" of enterprises, and create an environment for retaining people.

2. External introduction and integration into the enterprise

When an enterprise is in urgent need of talents, it is a good idea to introduce talents with quick results and value on the premise that there is no time and conditions to cultivate them by itself, and the talents outside are indeed better than the enterprises. As long as a fair and effective talent evaluation system and incentive mechanism are formed within the enterprise, regardless of family background, educational background and age, only the ability level, honesty and morality, and the combination of material rewards and spiritual incentives are given to accounting talents, and accounting talents who want to work can have a stage to display their talents. If small and medium-sized enterprises want to employ compound high-end accounting talents who know both WTO rules and international accounting standards, they need all export-oriented small and medium-sized enterprises to conduct accounting in accordance with the international accounting standards, which is the world-wide accounting language, so that accounting data can be excellent, explain problems and make "foreigners" understand. We should be soberly aware that it is the accountants who carry out the responsibility of the enterprise's economic budget and final accounts and ensure the completion of the economic objectives and tasks; Accounting is responsible for the risk assessment of investment and wealth management income, which provides data support for operators to reduce decision-making risks; It is the accountant who shoulders the responsibility of calculating the breakeven and stop loss of enterprise products and preventing the business risks of products. The development of the capital market has further enhanced the role of accounting talents. The open "small and medium-sized board" and "growth enterprise market" markets have opened up excellent financing channels for many outstanding small and medium-sized enterprises. Accounting talents have made great contributions. The most important and precious wealth of modern enterprises is talents, and the economic competition in today's world mainly depends on the competition of talents. Accounting talents participate in the whole process of decision-making, implementation, measurement and analysis of enterprise economic activities, and their important role and status are increasingly prominent. It can be seen that small and medium-sized enterprises have become half of the national economy, and excellent accounting talents are the most critical factor for the development and growth of enterprises. Cultivating and attracting accounting talents and minimizing the negative impact of the loss of accounting talents on enterprises should become the conscious consciousness of small and medium-sized enterprises. Small and medium-sized enterprises must take measures in many aspects, such as the concept of employing people, standardized management of systems, and edification of corporate culture, so as to attract accounting talents as much as possible, reduce brain drain, ensure that small and medium-sized enterprises are invincible in the market economy environment of reform and opening up, and provide a strong guarantee for promoting China's economic and social development.

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