Research On Talent Loss Of Family Enterprise In China

From generation to now, the family enterprise has made outstanding contributions to the development of the national economy, and become an economic force that can not be ignored. With the constant development of market economy, the competition among enterprises is increasing. Human resources are the primary resources in Knowledge economy. Competition among enterprises is finally shown the competition of talents. However, the phenomenon of talent loss in our family enterprise has become increasingly serious, and become a fundamental issue that constraints the development of family enterprise. Talent loss brings the enormous loss to family enterprises, reduces the competitiveness and seriously affects the survival and sustainable development of enterprises.The flow of personnel between the companies is inevitable, reasonable flow of talent can make the resources optimal allocation. It is favorable to individuals, businesses. However, family enterprise appears irrational flow of talent for some reason, leading to talent loss. This paper based on solving the issue of talent loss and attempts to find the corresponding measures to deal with talent loss though macro-analysis of the reasons.For the talent loss problem in family enterprises, first of all, the paper describes the research background and significance, research framework and research methods. The paper makes the system of theoretical analysis on the family enterprise knowledge and talent loss. Related literature in research and theoretical models based on the Chinese actual situation, it redefines the family business concept in the paper and summarizes characteristics from the ownership, management control and family involvement. Secondly, the paper summarizes the status of talent loss of our family enterprises by scientific methods, points out the seriousness of the brain drain family business, one is high turnover rate, and the second is the loss of a larger proportion of staff in the professional and technical staff and managers in the primary. Also it analyzes that the talent loss will increase the cost, damage strength, undermine morale and organizational cohesion of the enterprise. It causes serious adverse effects, threats to survival and development of family enterprises. Again, through the discussion of talent loss issue, the paper analyzes the reasons from the external environmental factors, internal factors, and individual factors. The external factors include the macro-economic level, social employment environment, companies in which industry and position; talents of individual factors, including wage income is not satisfactory, it is difficult to achieve self-worth and career expectations, relationships are not harmonious; internal factor is the key internal factors. In the analysis of internal factors, combined with the use of the McKinsey's 7S model, the paper identifies the factors that affect the brain drain include: family management, internal organization filled with family staff, lack of strategic human resources planning, excessive use and neglect training, the lack of effective performance appraisal system and inadequate remuneration system, talent lack of the necessary room for growth and development opportunities, lack of corporate culture. These factors affect their job satisfaction to some extent, and affect the talent loss. The talent loss is affected by many factors. Relative to the external environmental factors and individual factors, enterprise factors are the most crucial factor and also can be controlled. Enterprise only can influence on other factors, but can't change. Finally, the paper points out four major areas to propose or resolve family business inhibition of brain drain countermeasures for enterprise factors. Including: establishing a modern enterprise system, human resource management concepts, human resources planning, development of workforce planning and succession planning; to improve all aspects of corporate human resources systems by developing and implementing a sound system of selection and appointment, training systems and performance appraisal, pay and benefits system, incentive system; design talents to display their talent on jobs, establishing clear objectives, allowed to participate in the management, reasonable authorization and multi-channel development, and constantly promoted; strengthen the building of enterprise culture, people-oriented, enhancing the trust between employees and enterprises, changing the family system to the fate of the community and building a learning organization, train the cohesion of company. Internal factors should be initiated to prevent talent loss. Managers should increase the strength and human resources management reform, and give full play to the potential talent. Mutual benefits and common development should be built between the employees and enterprises. The goal of employees and enterprise eventually is unified to prevent talent loss.In the era of knowledge economy, talent is playing an increasingly important role in survival and development of enterprises. We must focus on talent for sustainable development in market competition. The rapid development of family enterprises has brought tremendous energy to the development of national economy, but the talent loss has become a very serious problem of the family enterprise. We pay attention to family enterprise talent loss problem, take measures to improve all aspects of employee job satisfaction to reduce the loss caused by the talent loss. It has important theoretical and practical significance for enterprises to participate in market competition. The paper studies the talent loss based on the current situation of internal family enterprise, explores the reasons for the loss and points the corresponding countermeasures, expects to provide some useful information to most of our family of companies.Of course, the paper is a exploration based on previous studies. Because of capacity and level of knowledge is not enough, combined with the available information is not very good, so the paper just has done a preliminary discussion. Analysis of the brain drain and measures and arrangements for the development are incomplete and inappropriate. It needs to be improved and perfected in the follow-up study.