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The current situation and seriousness of talent flow in small and medium-sized enterprises
At present, the talent flow in small and medium-sized enterprises is very frequent, which is very common in small and medium-sized companies, supermarkets, shopping malls, restaurants and factories.
According to relevant data, the talent turnover rate of small and medium-sized enterprises in my country has reached a very high level. The turnover rate of private enterprises for personnel with a bachelor's degree or above introduced since 2008 is: , among which the turnover rate of graduate students, master's degree students, and doctoral students in private enterprises has reached and. A considerable part of these people have flowed into foreign companies or joint ventures, and a large proportion of them are middle-level managers and professional and technical personnel. They have unique expertise and management experience and are the backbone of the enterprise. Not long ago, a survey conducted by the Department of Sociology of a university on domestic private small and medium-sized enterprises also found that the working age of middle- and high-level talents and scientific and technological personnel in private small and medium-sized enterprises in the company is generally shorter, usually years, and the shortest among them is It’s only days, and the longest one is no more than the New Year.
, The harm of talent flow in small and medium-sized enterprises
The harm of talent flow in small and medium-sized enterprises mainly manifests itself in two aspects
One aspect is that the talent turnover rate of small and medium-sized enterprises is relatively high, which invisibly brings harm to small and medium-sized enterprises. With direct economic losses, it also greatly increases the replacement cost of manpower, affects the continuity and quality of employees' work, and further affects the stability and loyalty of current employees
Another aspect is among mobile workers A large part of them are middle and grass-roots managers and professional and technical personnel, and these personnel have certain management experience and management capabilities. They not only master the business secrets and technical information of small and medium-sized enterprises, but also have certain customer group relationships. For this This kind of employee flow is often fatal to small and medium-sized enterprises. If not controlled, it will eventually affect the sustainable development potential and competitiveness of small and medium-sized enterprises, with disastrous consequences.
Analysis of the reasons for talent flow in small and medium-sized enterprises
There are serious misunderstandings in the talent management concept of enterprises. Enterprises often regard human resources as human costs rather than resources.
When an enterprise is in a stage of rapid development, there is a strong demand for talents. Human resources are a tool for enterprises to obtain profits. However, when an enterprise encounters difficulties and even many businesses come to a standstill, human resources become a burden to the enterprise. On the other hand, due to their limited financial resources and the influence of traditional concepts, small and medium-sized enterprises often believe that people are hired to make money for the enterprise, and they can be given the remuneration they deserve in the form of wages, but less consideration is given to what should be given to them. Other incentives, such as job promotion, provision of social security benefits, etc.
Therefore, most small and medium-sized enterprises are unwilling to invest in talents to develop and add value. As for career design, there is no way to talk about it. As a result, talents within the enterprise often feel that their future is bleak and lack motivation, and finally choose to leave the outside of the enterprise. Talents will think that there is no room for development in the enterprise and are unwilling to enter the enterprise. In the process of using talents, my country's small and medium-sized enterprises often have unrealistic expectations for talents. They always believe that once someone is reused, they must immediately bring benefits to the company, otherwise there will be no value left. This concept can neither discover real talents nor give talents too much room for development. It may even make talents feel too much pressure and choose to leave the company.
. Countermeasures for enterprise talent flow
To update the concept of enterprise talent management, enterprises should establish a people-oriented organizational concept, emphasize treating people as a resource, not a cost, and strive to establish a A cooperative relationship of mutual respect and mutual trust. Before formulating scientific core value concepts, enterprises should also investigate the needs and personal values of their employees, respect their opinions, and pay attention to their emotional investment, thereby improving employees' awareness of self-discipline and self-development, and thus promoting the development of the enterprise.
On the other hand, companies increase social security and welfare benefits for employees, enhance employee cohesion, and give employees a sense of identity and belonging to the company.
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Jun Bo Human Resources Group (Beijing) Co., Ltd.
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