1, the so-called brain drain, refers to a unit, which plays an important role in its business development, and even the key talents are either drained away by the will of the unit or lost their positive role. There are two kinds of brain drain: overt brain drain and covert brain drain. The former means that the talents of a unit leave the unit for another job for some reason, which brings difficulties to the human resource management of the unit and thus affects its business development. Hidden brain drain means that the talents in the unit lose their enthusiasm for work due to insufficient incentives or other reasons, and their talents are not brought into play, thus affecting the business development of the unit.

2. Why is the brain drain of SMEs more serious?

2. 1 small business scale?

No matter the scale of production, personnel, assets and influence, it is smaller than that of large enterprises. And generally speaking, the stability of small and medium-sized enterprises is worse than that of large enterprises. No matter the change of internal and external environment, the impact on small and medium-sized enterprises is far greater than that on large enterprises. Therefore, for talents, the risk of development in small and medium-sized enterprises is higher than that in large enterprises. In order to attract talents and participate in competition, some small and medium-sized enterprises have to implement high salary commitments when recruiting. Once the market situation changes suddenly, all kinds of promises are hard to be fulfilled, which makes the imported talents feel cheated. Coupled with other reasons, it is often difficult to retain talents. ?

2.2 unclear development ideas, leading to vacillation in talent planning?

Because most small and medium-sized enterprises live in the cracks of the market for a long time and take the road of rolling development, products and output can not form a series and scale, which leads to unclear development ideas of enterprises. Most small and medium-sized enterprises do not have clear strategic objectives and long-term development plans in the course of operation, which leads to confusion in talent planning and makes it difficult to ensure the rational introduction and use of talents in their daily work. At the same time, the lack of innovation and poor innovation ability of small and medium-sized enterprises are also one of the reasons for brain drain. Because innovation ability directly affects the core competitiveness and development of enterprises, it will inevitably lead to brain drain. ?

2.3 The concept of talents is backward, and the selection and allocation of talents are arbitrary?

(1) When recruiting talents, the leaders or recruiters of some small and medium-sized enterprises often have a sense of superiority as a "giver" or "authority" psychologically, and cannot realize that their companies are far from having the ability to compete with their peers for talents, so that talents are not respected. (2) No matter what position you are recruiting, you must have a bachelor's degree and more than a few years of work experience. It seems that excellent talents are academic qualifications plus a period of work experience. You should know that a person's talent is not necessarily proportional to time and education. In fact, sometimes a lot of excellent talents are given to competitors. (3) Most SMEs have not formed a complete talent mechanism, and the allocation and selection of talents are arbitrary, and the optimal combination of talents has not been realized. In particular, there is no clear division of responsibilities in family-owned enterprises, and the staffing is vague and randomly selected, resulting in unfair working environment for employees and brain drain. ?

2.4 Neglect employee training and talent's own career development?

Most small and medium-sized enterprises are in the process of primitive accumulation, and often ignore the personal interests and career development of employees, and have much more demand for talents and pay much less. Due to the limited funds of small and medium-sized enterprises, the training budget is most likely to be cut in order to save money. Because for managers, training can't be effective in a short time, when the trainees leave the enterprise, the training investment will be wasted. In fact, employees want to get the greatest possible results in their career and try to find the best way to improve their professional level. If an employee can achieve his goal of continuous development in the enterprise, then he will stay and continue to develop, otherwise he will choose to leave. In addition, some small and medium-sized enterprises regard talents as the cost or money-making machine of enterprises, and sometimes make unreasonable demands on talents, such as extending working hours at will, without knowing that employees are a kind of human renewable resources, which will inevitably lead to the brain drain.