Only by seizing the commanding heights of talents can we grasp the initiative of competition. Many enterprises have spared no expense to recruit talents and set up talent bases one after another in order to win in the future. But talents are mobile, especially key talents, which are more mobile and have higher choices and requirements for enterprises. If enterprises do not implement the talent strategy and rely on traditional personnel management, it is difficult to activate and retain talents, let alone form core competitiveness. , is a serious topic in front of enterprise managers. First, why should we retain key talents? Key talents refer to those human resources who have core knowledge or key skills and play an important role in the production, operation and organizational management system of enterprises. Including decision makers, middle and senior managers and technicians. Key talents are the backbone of an enterprise. Without them, an enterprise is an empty city. Therefore, it is very important for enterprises to retain key talents. First of all, talent is the most valuable resource of an enterprise. Talent is the most precious and decisive resource in all resources of an enterprise. From 65438 to 0960, American economist Schultz put forward the theory of human capital after a lot of analysis and research. He believes that human capital is the source of increasing the company's wealth. This theory clarifies the importance of talents to enterprises more scientifically. So to some extent, retaining talents is equivalent to increasing wealth. Secondly, retaining talents is the prerequisite for the survival and development of enterprises. Key talents play an irreplaceable role in enterprise management because they are in important positions or master key technologies. Once the key talents are lost, it will bring serious consequences to enterprises, make the plans being implemented unable to be implemented, force the scientific research projects being tackled to stop, and even bring fatal blows to enterprises. Therefore, it can be said that retaining talents is a prerequisite for enterprises to survive and develop. Without the support of talents, enterprises can hardly develop or even survive. Third, retaining talents is the fundamental guarantee for enterprises to achieve economic benefits. The purpose of an enterprise is to pursue the maximization of economic benefits. Economic benefits come from market competition, and enterprises can only obtain economic benefits if they win in the market competition. In the era of market economy, the competition between enterprises is cruel. With the emergence of knowledge economy, the competition between enterprises has gradually evolved into the competition for talents, and the differences between enterprises have gradually changed from material differences to human resources differences. Therefore, enterprises must retain talents, create competitive advantages and improve the level of competition in order to maximize economic benefits. Second, the reason for brain drain Brain drain is the most difficult problem for enterprises. Ante Gliboda, an academician of the European Academy of Sciences, Arts and Literature, gave a report entitled "Brain Drain" at UNESCO. Brain drain is brain drain. Standing on the global level, he discussed the problem of international brain drain. Since 1990s, there has been a second upsurge of brain drain in the world, and brain drain has become a common phenomenon. Throughout the 1990s, about 500,000 to 800,000 Russian scientists went to the United States and Russia. How to retain talents and reduce the loss of brain drain, we must first carefully analyze the reasons for brain drain. There are many reasons for brain drain, including external reasons, internal reasons and talents themselves. This paper focuses on the internal reasons of enterprises. There are mainly the following: (1) The concept of talents is backward. The backward concept of talent in enterprises is mainly reflected in four aspects: first, the development and utilization of talent resources have not been paid due attention, the concept that talent resources are the first resource in enterprises has not been established, there is a lack of systematic theoretical research and exploration on talent issues, and the law of talent change cannot be correctly grasped; Second, we can't correctly grasp the characteristics of talents, and the understanding of talents only stays in the tradition, that is, we think that "obedient, honest, capable, willing to endure hardships and politically qualified" is talents, and our understanding of the characteristics of talents is seriously one-sided and subjective, ignoring the innovation of talents; Third, the rule of man is greater than the rule of law, the personal quality of enterprise leaders is low, they lack the people-oriented and scientific management concept, lack the consciousness of respecting talents, and the management is arbitrary, and they do not understand and respect the personality characteristics of talents; Fourth, there is a lack of a perfect employment mechanism, and there is a phenomenon of cronyism and cronyism, which has seriously dampened the enthusiasm and initiative of key talents. (2) The working environment cannot meet the needs of talent development. The working environment includes two aspects: hard environment and soft environment. Hard environment includes office space, office facilities, office supplies, etc. Soft environment includes enterprise interpersonal relationship, learning atmosphere, innovation and competition mechanism. The soft environment of enterprises is very important to retain key talents. Many enterprise managers lack the necessary comprehensive understanding of the role of the environment to retain people, and often pay too much attention to the input of the hard environment and ignore the construction of the soft environment. In this way, some enterprises look magnificent, but due to the lack of soft environment construction, internal interpersonal tension, innovation mechanism and competition mechanism can not meet the needs of talent development, resulting in frequent brain drain and increased talent management costs, thus affecting the development of enterprises and the realization of talent value. (3) Lack of effective incentive mechanism The incentive mechanism of an enterprise determines the comprehensive competitiveness of the enterprise to a certain extent, and building a perfect incentive mechanism is the key measure for enterprises to retain talents. On the contrary, if the incentive mechanism of enterprises is weak, it will lead to a large number of brain drain. The lack of enterprise incentive mechanism is mainly manifested in the following aspects: first, the incentive mechanism can not promote the progress and growth of talents, and the enterprise has not considered the personality characteristics of talents when formulating the incentive mechanism, and the incentive is not targeted or even inappropriate; Second, the incentive mode is single, which is divided into material incentive and spiritual incentive. Many enterprise managers lack scientific and effective incentives, or unilaterally increase the weight of material incentives, or unilaterally increase the weight of spiritual incentives, resulting in a single incentive method and weak incentive effect, which can not meet the needs of talent growth and is not conducive to retaining talents; Third, the incentive principle is not well grasped, the incentive means are excessive and unfair, and the incentive function cannot be effectively exerted. (D) Enterprises with weak strategic management awareness should have clear and definite talent development goals, formulate talent development plans from the height of strategic management, and build a long-term mechanism to retain talents. Modern enterprise practice shows that strategic management is an important part of enterprise management, which determines the development direction and future appearance of enterprises. Enterprises that lack strategic management can only achieve short-term business behavior, and cannot be bigger and stronger at all. Lack of strategic management awareness, lack of necessary strategic management system and lack of foresight in talent management are also important reasons for brain drain. (5) Not forming a good corporate culture atmosphere. The reason why many people leave the enterprise is actually very simple, that is, they find it difficult to integrate into this enterprise. This is the reason for the lack of corporate culture. The whole enterprise has not formed a unified and good corporate culture atmosphere. On the one hand, everyone in the enterprise seems to have nothing to do with the enterprise. There is little communication between individuals and enterprises, and the atmosphere of mutual respect is not enough. Enterprises can't provide useful information for personal progress, which hinders personal progress; On the other hand, corporate values are vague, lacking humanistic thoughts and integrity, and lacking strong team spirit and institutional culture. Individuals can't have a sense of identity and belonging to the enterprise. In such a corporate culture atmosphere, talents' spiritual life is boring and they lose interest in their work, which easily leads to talents' job-hopping. Third, how to retain key talents and analyze the reasons for brain drain. It is not difficult to see that the low quality of enterprise is an important factor leading to brain drain. Therefore, the author believes that if enterprises want to retain key talents, they must strengthen their own construction, establish a scientific view of talents, create a good working environment, establish a perfect incentive mechanism, implement strategic talent management, cultivate excellent corporate culture, introduce and absorb advanced talent management experience, continuously improve their comprehensive quality, and build a defense line to prevent brain drain, so as to achieve the purpose of retaining talents. (1) To establish a scientific view of talents, we must change the traditional and backward view of talents, truly put talents in a prominent position in the development of enterprises, take talents as the first resource, examine the changing law of talents in enterprises in the new period from a development perspective, and formulate different management measures according to the different characteristics of talents to make the best use of them. First of all, we must strengthen the concept of talents. Distinguish the concept of talent from the traditional concept of personnel. The concept of talent is higher than that of personnel, and it is an important part of enterprise values. It is necessary to bring talent management into the scope of decision-making management of enterprises, treat talent issues as the core issues of enterprises, and establish a development concept with talents as the core. Secondly, we should grasp the characteristics of talents. Talents have three basic characteristics, namely, historicity, practicality and creativity. Grasping the basic characteristics of talents is very important for retaining talents. Enterprise managers must realize the historical limitations of talents and avoid their shortcomings. At the same time, we should create suitable development space for talents, support their creative activities, encourage innovation, allow innovation to fail, let talents give full play to their expertise, and do not bury talents or suppress them. Third, we should respect talents. Getting respect is a basic human need and a basic right. Enterprise managers must care and cherish key talents, respect their value and dignity, respect their individuality and tolerate their shortcomings. Strengthening the respect consciousness of enterprises is the true embodiment of modern management thought of "people-oriented". Only with respect can people work with peace of mind, give full play to their enthusiasm and creativity, and form strong cohesion and centripetal force in enterprises. Ericsson, the world's telecom giant, owes its success to its concept of "professionalism and mutual respect". In Ericsson, there is a strong atmosphere of respect among enterprises, and everyone can feel the existence of their own value. Fourth, we should use talents rationally. Practice has proved that bold use and rational development of talents are the successful ways for enterprises to retain key talents. Therefore, enterprises must broaden their horizons, "use talents in an eclectic way", and use key people in key positions to play a key role. At the same time, pay attention to methods and strategies, pay attention to the art of employing people, respect the personality of talents and stimulate their potential. (2) Create a good working environment. Key talents have high requirements for the working environment. Only by creating a good working environment can enterprises improve their attraction to talents. 65438-0999 A specialized agency in the United States conducted a survey of more than 6,000 employees, and found that as many as 75% of the employees stayed because of a pleasant working environment. The author believes that enterprises should strengthen environmental construction and strengthen the function of retaining people from the following five aspects. 1. Strengthen the construction of interpersonal environment. Interpersonal relationships in enterprises are mainly manifested in the horizontal cooperative relationship between colleagues and the vertical relationship between leaders and leaders. Although key talents are only a few in the enterprise, they are at the core of the enterprise and, to some extent, at the center of various contradictions in the enterprise. Therefore, enterprise managers must attach great importance to and properly handle the contradictions and problems related to them, and put them in a benign and harmonious interpersonal environment in order to work with peace of mind and make positive contributions. Ericsson's interpersonal relationship fully embodies the characteristics of equality. In Ericsson, there is no obvious relationship between superiors and subordinates. Managers and ordinary employees treat each other as equals, communicate frankly and have no identity restrictions at all. This interpersonal environment has greatly stimulated people's enthusiasm for work. 2. Strengthen the construction of learning environment. Generally speaking, key talents attach great importance to personal development. If the learning environment and learning atmosphere of enterprises are poor, it will be difficult to seek new development opportunities and hinder personal development. Therefore, if an enterprise wants to retain key talents and let them serve the enterprise for a long time, it must constantly improve and perfect the learning environment of the enterprise and provide permanent motivation for the growth of talents. 3. Strengthen the construction of innovation environment. Innovation is a prominent feature of key talents. If enterprises want to keep them, they must cultivate an innovative environment, encourage innovation and build a platform for them to realize their personal values. "Failure is allowed, but innovation is not allowed", which is widely respected in human resource management of modern enterprises. The first is to encourage innovative activities. Hewlett-Packard's experience in encouraging talent innovation is worth learning. In the corporate values advocated by HP, innovation is the basic spirit. Bill, one of its founders, respects the innovative activities of talents and boldly encourages them to innovate. The second is to establish an innovation mechanism. Enterprises should incorporate innovation management into daily management, formulate long-term development plans, and provide institutional guarantee for encouraging innovation. 4. Strengthen the construction of competitive environment. Desire for competition is a remarkable feature of talents. Cultivating the competitive environment of enterprises is conducive to talents to stand out, realize the value of talents and retain key talents. There is a famous "catfish effect" theory in economics, which expounds the significance of implementing competition within enterprises. In Norway, sardines caught by fishermen will fetch a good price if they are alive; If you die, the price is very low. So the fishermen tried their best to get sardines back to Hong Kong alive, but all their efforts failed. Only one fishing boat can always bring back alive sardines, and the income is quite rich, but the reason has never been clear. It was not until the captain's death that people uncovered the secret. It turned out that before the ship returned to Hong Kong, the captain always put a catfish in the sardine tank. After the catfish enters the fish tank, it swims around and stirs up friction everywhere because of its unfamiliar environment. A large number of sardines found an "alien", so they became nervous and began to swim constantly. In this way, they returned to the port alive and kicking. The "catfish effect" tells us that if an enterprise has no competitive atmosphere, talents will easily become inert and enterprises will lose their vitality. Therefore, enterprises must cultivate a competitive environment, activate talents through competition, stimulate their enthusiasm and creativity, and create a good space for the development of talents. 5. Strengthen participation in environmental construction. In advocating people-oriented modern enterprise management, people's value and role have been promoted to a very high level. They are no longer the traditional managers, but the owners of enterprises, eager to participate in enterprise management, which is their common wish. On the other hand, in today's information, it is not enough to rely on the wisdom of entrepreneurs for the development of enterprises. We should also attach importance to and mobilize the wisdom of all employees, so that the development space of enterprises can be broad and the development prospects can be broad. Therefore, enterprises must cultivate a good talent participation environment, let talents participate in the management of enterprises, and let them give full play to their intelligence. At the same time, cultivating a good participation environment is also an important measure to attract and retain key talents. (3) Building a perfect incentive mechanism Incentive is a psychological concept, which refers to the psychological process of satisfying various conditions of employees' needs, stimulating people's motivation and internal motivation, and urging people to take action towards the expected goals. Motivation is an important function of management, which plays an important role in mobilizing employees' enthusiasm and retaining key talents. Improper incentives will lead to brain drain; Appropriate incentives will promote the progress of talents and the development of enterprises. 1. Establish an incentive mechanism to promote talent growth. Different talents have different personalities and different needs. According to Maslow's hierarchy of needs theory, as long as we know which hierarchy of needs he is in now, we can implement incentives in a targeted manner. Therefore, enterprises should understand the personality characteristics of each talent, master the demand level of each talent, and formulate incentive measures that meet each talent under the general incentive principle. For introverted talents, it is necessary to increase communication opportunities and help solve difficulties in life; For extroverted talents, we should encourage adventure and tolerate shortcomings; For technical talents, we should respect technological innovation and provide an innovative environment; For management talents, it is necessary to provide opportunities for promotion and satisfy personal sense of accomplishment. 2. Choose flexible and diverse incentives. The first is to use salary incentives. Flexible mastery of salary payment skills and different salary incentives for different talents can increase the weight of salary incentives for key technical talents, because salary is still very attractive to them; For key management talents, it is difficult to keep high salary by unilaterally increasing the salary incentive amount without perfecting other incentive measures. The second is to implement welfare incentives. In addition to paying pension insurance, medical insurance, unemployment insurance, industrial injury insurance and other statutory welfare benefits, enterprises also actively provide housing subsidies, transportation subsidies, communication subsidies, education subsidies and other welfare subsidies to improve the material benefits of key talents. The third is to implement equity incentives. Grant stock options to key talents according to certain distribution principles, and bind talents and enterprises firmly by granting stock options, so that the interests of talents and enterprises can be integrated, and talents will naturally not "jump ship". The fourth is to adopt spiritual encouragement. Encourage key talents to meet spiritual needs by praising, conferring honorary titles, setting advanced models and selecting outstanding workers. 3. Reasonably grasp the incentive principle. Enterprises must reasonably grasp the incentive principle and improve the incentive effect in order to achieve the purpose of retaining talents. First, the incentives should be appropriate. Incentive methods should be targeted and flexible, identify the demand characteristics of key talents, and take targeted incentive measures in combination with the actual situation of enterprises. Only when the incentive method is proper can the incentive effect be the best. Second, the incentive intensity should be moderate. If there are too many incentives, it will inevitably weaken the effectiveness of incentives; On the other hand, if the incentive intensity is not enough, the incentive effect will not be achieved, which will make talents have negative emotions and even induce talents to "job-hop". Third, incentives must be open and fair. Unofficial incentives will cause unstable factors within the enterprise, and unfair incentives will inevitably cause dissatisfaction with talents and bring great difficulties to talent management. Therefore, enterprises must formulate fair and reasonable incentive policies, not only focusing on the overall situation, but also taking into account the overall situation, so as to truly realize the purpose of retaining people. (4) The implementation of strategic talent management talent strategy refers to the long-term and overall planning or scheme on talent development and management formulated by enterprises for survival and development. The purpose of implementing strategic talent management in enterprises is to activate talent intelligence, optimize talent structure and accelerate talent progress, so as to retain key talents and promote enterprise development. The management of key talents in enterprises must not be satisfied with daily management, but must take a long-term view. Enterprise managers should have advanced thinking consciousness, lead key talents to start and draw a beautiful blueprint for the progress and development of talents. 1. Comprehensively improve the height of talent management. Strategic talent management is a new management mode which is deeper and more strategic than traditional tactical talent management. It requires enterprises to break through the traditional personnel orientation and think about the talent allocation within enterprises from a more macro perspective. To implement strategic talent management, we must comprehensively improve the height of talent management, truly establish the concept that talent resources are the first resource, bring talent management into the scope of enterprise decision-making, and take training and retaining talents as a long-term task and mission. 2. Comprehensively plan the overall situation of talent strategic management. The implementation of strategic talent management requires enterprises to plan all aspects of talent management as a whole, enhance the organization and coordination ability of talent management, improve the level of selecting, educating, employing and retaining people, and cultivate a strong competitive advantage for enterprises. The first is to implement the talent recruitment strategy. Through strict recruitment procedures, excellent talents will be absorbed into the enterprise, laying the foundation for the development of the enterprise. Recruitment is the first step for enterprises to implement talent management, and doing this step well is conducive to retaining talents. The second is to implement the talent training strategy. "Training is the best gift for enterprises to give talents" is an effective way to promote the growth of talents. Enterprises should formulate talent training programs, establish talent training bases and innovate talent training methods. The third is to implement the talent structure optimization strategy. The purpose of talent structure optimization is to form a scientific and reasonable combination of talents in all aspects within the enterprise, so as to realize the rational development and application of talents. 3. Build a talent strategic management system. First, build a strategic talent management framework. The framework of strategic talent management includes the following three levels: first, the strategic level, which is mainly responsible for formulating talent development plans; The second is the management level, which is mainly responsible for transforming talent planning into specific implementation plans; The third is the operation layer, which is mainly responsible for talent planning and the specific implementation of the plan. Secondly, establish a continuous incentive talent management system. With the continuous improvement of the quality and level of talents, the demand for talents is increasing, and the level of supporting incentives needs to be improved urgently. This requires enterprise managers to constantly update the incentive concept, adjust the incentive means and improve the incentive measures to meet the needs of the development of new talents. Third, establish an open and innovative talent management system. With the opening of information and the intensification of talent competition, whoever has an open and innovative talent management concept and system will have first-class talent resources and core competitiveness at the same time. (V) Cultivating excellent corporate culture has supreme influence on the development of enterprises and is also an important means for enterprises to retain people. Excellent corporate culture is a synthesis of beliefs, values, ideals, highest goals, codes of conduct, traditional spiritual temperament and other elements, and it is a powerful spiritual force. It is like a bond, which closely links talents with the pursuit of enterprises, and makes people feel a sense of belonging and honor. Enterprises should cultivate excellent corporate culture from the following four aspects: 1. Establish humanistic thought. People are the center of corporate culture system. To establish corporate culture, we must establish people-oriented thinking, establish a spirit of respect, recognize the value of employees and protect their rights and interests. Haier's corporate culture strongly advocates the people-oriented concept and implements the principle of "three hearts", that is, enthusiasm, sincerity and caring, sincerely caring for employees, solving their difficulties and helping them make progress. The enterprise's "three hearts" to employees makes employees the core of the enterprise, further arouses the enthusiasm of employees to start businesses, and makes Haier the leader of enterprises in China. 2. Create the quality of honesty. The formation of concepts such as "products are like personality", "ruling enterprises by virtue" and "honest management" shows the importance of emphasizing honesty in enterprise management. "Honesty" means doing our best to sincerely serve users, employees and society; "Faith" means paying attention to credibility and keeping your word. Market economy is both a free economy and a moral economy, and its economic order is based on the integrity of participants. It can be seen that the quality of honesty is very important for the survival and development of enterprises, and it is also an essential factor to retain key talents. Only by being honest with others can we really retain people. 3. Create team spirit. There is an old saying in China that "the weather is not as good as the geographical position, and the geographical position is not as good as harmony with people", so it can be seen that "harmony with people" is the first essence of career success. Following the team principle in the construction of enterprise culture means that enterprises should make full use of all available resources, deal with others in a friendly and rational way, and create a "harmonious" situation. Team spirit is the main force to form enterprise cohesion, and also an important embodiment to show enterprise values. Therefore, enterprises must cultivate their team spirit to enhance their vitality. 4. Cultivate institutional culture. In modern enterprises, it is impossible to operate without system, but system is not equal to system culture. Only by internalizing the scientific and reasonable system into the practice of management and infiltrating into the details of work can the atmosphere be formed. Over time, employees' awareness of following the system is upgraded to quality, and then the system is sublimated into institutional culture. The life of an entrepreneur is limited, but the life of a system is infinite.