With the development of market economy, the flow of people presents an amazing scene. In modern enterprises, the problems of recruitment and employment are becoming more and more obvious. Without a mature retention mechanism, let alone competing with the same industry or other industries, the survival of the enterprise itself is a big problem. The core of enterprise management is management talents. Only with talents can we develop, benefit and be invincible in the fierce market competition. With the innovation of management theory and the deepening of practice, the content of human resource management is becoming more and more abundant, the system is becoming more and more complicated and the cases are becoming more and more abundant. How to grasp the key, core and essence in the vast amount of human resource management materials? Selecting people is the basis of employing people, and employing people and retaining people complement each other, and retaining talents will eventually lead to positive results. As a manager, are you eager to recruit hard-working and dedicated employees? Are you eager for employees to work spontaneously? Are you eager to manage the most difficult employees? Are you eager to reduce the losses caused by brain drain to enterprises? Do you aspire to be an excellent manager? How to retain these talents? In the long-term management practice, the author summed up a lot of experience and extended it to the laws that must be followed in the work-if every enterprise can deeply understand these laws and strictly follow them in practical work, then it can unite more outstanding talents and further develop its own career. Now it seems that the shortage of talents has become a problem that most enterprises will face. Large enterprises need groups of high-quality and executive talents, while small enterprises need inexperienced blank paper. Talents are needed by enterprises in into thin air, and employing and retaining people has become a "long-standing problem" for enterprises. The boss is the most bitter part of talent shortage ... how can enterprises retain talents? In this era of fierce competition for talents, they must create opportunities for talents to succeed. Today, in order to retain talents, it is really "eight immortals crossing the sea and showing their magical powers". We believe that for enterprises, the first thing is to turn them into fertile ground for talents to start businesses and paradise for achievements, so that enterprises can have a sense of identity, accomplishment and belonging, and create an environment of "keeping people in mind" in order to truly retain talents. It is a loss for the enterprise that employees resign and leave the enterprise, especially the core employees, which will seriously affect the operation of the enterprise. An interviewed enterprise boss said to the author with deep feelings: "Only enterprises know about the losses caused by frequent turnover of personnel ..." If personnel want to leave, they must take away your culture and some of his abilities. There is also a charge for re-recruitment, and fees will be lost during the handover process. Moreover, newcomers need training and it will take some time to make contributions. These are all calculated by a formula. It can be seen from this that when people are not well retained, or they are not retained in development, these people will be lost. Once lost, the company's cost will be high. According to the Investigation Report on Turnover Rate in 20 10, an authoritative talent website-in 2009, due to the financial crisis, the turnover rate of enterprises was the lowest in recent years, among which the industry with the highest turnover rate was high-tech 18.3%, and the average turnover rate of technology research and development jobs was 26.6%. In times of crisis, the turnover rate in normal years is even higher, generally at. According to expert statistics, the comprehensive cost of losing an employee is 0.5 times of the annual salary of 65438+. Brain drain has become a major problem that restricts the development of high-tech enterprises. Faced with such huge and even incalculable staff turnover costs, people can't help asking, haven't those enterprises that dismiss employees at will and don't care about frequent staff turnover considered and calculated the staff turnover costs? Perhaps the top managers of many enterprises have realized the losses caused by brain drain, but they are miserable and can't find a good solution; Perhaps there are really many business leaders who don't realize the cost of brain drain. "Brain drain" means the cost of enterprises, and conversely, "retaining people" means saving costs and creating value. Excellent employees are the most precious wealth of an enterprise. It is because of their loyalty and dedication that they have built the backbone of success and the mansion of wealth for the enterprise. The only way to keep them is to love them and care about them. So, how to do it? How to give full play to the role of these "good employees" and make them full of passion in their work and reach the peak? What should you pay attention to when you get along with these guys with different personalities? How can you let other companies really stay when they are trying to "dig corners"? How can we build a golden team composed of all kinds of elites and make it run in harmony and order? Now the enterprise talent war has reached a critical juncture that needs constant vigilance. But in a sense, it is very important to identify and discover talents, but it is more important to retain talents! Talent is the resource of enterprises, and it is also the resource that can create wealth for enterprises, which has already been deeply rooted in people's hearts. With the rapid development of economy, the competition for talents among companies is becoming more and more fierce. At the same time, frequent brain drain is a headache for many management. How to keep them, especially their hearts? There is a lot of knowledge in it. The following are some well-known enterprises' tips for retaining talents from years of human resource management. Retaining people with high salaries can retain the core talents of enterprises to a certain extent, and the growth of enterprises needs talents from all walks of life. The pressure of high salary cannot be borne by every enterprise, especially the developing private enterprises. On the contrary, the enterprise's Mount Rainier can effectively retain talents within a certain range, and a friendly cultural atmosphere helps to unite people and cultivate team spirit and strength. A healthy and progressive corporate culture will become the cornerstone of the company's success and the key to whether the company can retain talents; If the company does not have its own cultural atmosphere and creates a soft environment of "the enterprise is my home", it is impossible to gather talents. In ancient times, Yu Boya said, "A smile is a friend, but a bosom friend is hard to find." . The trick to retain talents is to use the hard working environment and the relationship with colleagues to improve the working environment and methods of employees in the company, and to get a more tacit relationship between employees and colleagues through organizational strength, which is bound to make outstanding talents feel "mutual appreciation" with each other and unwilling to leave such a beautiful environment. BenQ, a well-known company in the information technology industry, has a turnover rate of less than 2%, which is not easy in the industry. According to related reports, the induction training cycle for new employees in BenQ is as high as one week, and the average training expenses for each new employee are equivalent to nearly one month's salary. In addition to imparting good working methods and professional knowledge, the biggest feature of training is to cultivate the spirit of mutual assistance and revolutionary emotion among employees through grouping tasks, and carefully build internal interpersonal networks for employees from the beginning. Coincidentally, among the 100 enterprises selected by American Fortune, the lowest turnover rate is only 4%, and almost every one of these enterprises provides free or partially free training for employees. General Secretary Jiang said: "We should retain people with affection, with career and with treatment." It is of guiding significance to the human resource management of small and medium-sized enterprises. So how can these enterprises without a solid "family background" get a share in the talent war? Or "rich" enterprises must rely on "material" to retain people? Or is there any strategy other than material retention to attract talents to stay in their own enterprises, so that enterprises can operate and develop stably? Two days ago, the author attended the game industry summit forum, and Shi Yuzhu revealed his methods and suggestions to deal with brain drain. Shi Yuzhu revealed that his main way to stop brain drain is to do ideological work. Generally, he talked about three questions: First, do you agree with the company's prospects? The company's prospect refers to the development direction of the company's leadership. Most enterprises lose talents because they can't see the direction of work or feel that the company's prospects are not clear enough, so they choose to leave. When a company can combine the passion and goals of employees with the company's philosophy, then the company will be very successful. For example, Ma Yun once said: You are not working for Alibaba, but fulfilling your wish. It is only a very important and fulfilling thing for an ordinary employee to have a sense of mission in the company. So please tell your employees first whether they agree with the company's prospects or have any other ideas; Second, are you satisfied with your personal space? Ambitious employees will have their own ideas. If a soldier who aspires to be a general is always put in a very simple position, he may feel lost. Han Xin is a good example. After Xiao He recommended Han Xin to Liu Bang, Liu Bang only gave this little official to Korea to look after the granary. So Han Xin chose to leave in a fit of pique. Later, because "Xiao He chased Han Xin under the moon", Han Xin returned to Liu Ying and laid a solid foundation for Liu Bang. So is management. We should ask employees whether they are satisfied with their own space and carefully examine whether employees are ambitious. If they have ideas and can combine actions, they should be entrusted with heavy responsibilities and naturally will not be lost. Third, is there any problem with personal income? In addition to improving one's ability, work is to support oneself, his wife and children. That is, wages. In most cases, employees who leave the company feel that what they pay is not proportional to what they get, so they make up their minds to leave. Of course, there are some self-righteous people who are incompetent, but don't treat all employees who leave because of poor treatment like this. If we are competent and well paid after the inspection, we can consider increasing his salary or bonus to attract employees to work harder. "If you don't have enough food and strength, you can't be beautiful." Think about it. Have you fed all the employees like Maxima? If the above three points are settled with employees, under normal circumstances, the possibility of employees leaving their jobs is very small. Even if the flow of personnel is painless, the core management and "pillar" employees of the company will be more stable. In a word, people are the biggest asset of an enterprise. Nowadays, the brain drain of outstanding talents has become the number one crisis of enterprises. Business managers should pay attention: if the initial talent management was to look after a dam, it is more like managing a river now. The purpose of managers is not to intercept the water flow, but to control its flow direction and velocity.