Analysis Of Turnover Of Talented People In State-owned Enterprises And Countermeasures

China has now entered a new stage of development. We are now striving to realize the third strategic goal by the middle of this century; we have implemented the strategy of national revitalization by building a socialist economy and exploring the West of China. All this has brought both challenges and opportunities. The only way out is to attract talented people for our purpose. With China's entry into WTO and the increasing demand for talented people from foreign enterprises, Chinese state-owned enterprises will be confronted with the shortage of talented people. So it is of theoretical and practical significance to study the turnover of talented people and their retention.This paper is divided into four chapters. In the first chapter the existing turnover situation for the state-owned enterprises is introduced. The author then makes a brief account of the research achievements both in China and abroad. The research purpose and the definitions for some terms are also included in the chapter. The flow of talented people can be divided into flow-in, flow-out, and internal flow in an enterprise. The voluntary flow-out can be called turnover because an enterprise will suffer loss if talented person flow out of it. Turnover in state-owned enterprises refer to those who flow out of their enterprises voluntarily.The second chapter analyze the turnover of talented people in state-owned enterprises. When analyzing the turnover in state-owned enterprises, it is necessary to analyze where the talented people flow, what factors cause theturnover and the bad effects thereby. By analyzing where the talented people flow, a comparison can be made between the state-owned enterprises and otherkinds of enterprises. Factors affecting the turnover can be categorized into the environmental, the enterprise' and the personnel factors. This article pays more attention to the enterprise factors, for they can be controlled. As for the environmental factors, they are beyond the control of the enterprises. So this article mainly analyzes the enterprise and personnel factors. Now only a small number of state-owned enterprises are aware of the importance of talented people, most of them have not fully realized the bad effects of turnover. This article analyzes the cost, the disturbance to performance, and the strike on morale concerning the bad effects.The third chapter puts forward some countermeasures. To analyze turnover in the state-owned enterprises is to solve the problem. Considering the current situation in the state-owned enterprises, this author puts forward some countermeasures to control the turnover. First, management ideas should be renewed, that is, humanism should be adopted. To carry out humanism, some links in the HR management process should be improved. The author also suggests some concrete measures, such as the enforcement of organizational culture and ideological and political education and etc.This paper tries to give a comprehensive analysis of turnover of talented people in state-owned enterprises. This paper combines the theory with the practice, the past with the present, quantitative analysis with qualitative analysis. This paper analyzes turnover in a different way from the past research. Apart from the enterprise factors, this author analyze more of the personnel factors, and tries to combine both of the two factors for turnover of talented people in state-owned enterprises.