Private Small And Medium Enterprises To Retain Talent Strategy

The flourish of medium- and small-sized enterprises has become aninternational trend since the 1970s. For the time being, medium- and small-sizedenterprises account for 90% in China and contribute 60% of the national industrialoutput and 40% of the national tax income. Furthermore, they provide for 75% of thetotal job opportunities in towns and Cities. In the course of the development of privaterun medium- and small-sized enterprises, talents play a key role. Whether an enterprisecan attract talents and retain them actually decide on its future development inparticular and consequently affect national economic stability in general. While bigenterprises can attract various talents with their good reputation and extravagantstrength, medium- and small-sized enterprises are short of both hard and soft resourcesto follow suit. Therefore, how to attract talents and retain them constitutes a criticalquestion concerning the management of medium- and small-sized enterprises. And inthis case the study of human resources management systems in such enterprises is ofspecial importance.The present paper is a case study of Jiangsu xxxx Company, a private runenterprise dealing with kitchen and bathroom equipment. It lays its emphasis on howto construct a human resources management system for a company in terms of stafftraining and salary distribution. Based on the human resources management theories,the paper attempts to set up a comparatively comprehensive and complete humanresources management system so as to help the enterprise tackle the problem of a highbrain drain rate. The findings of this paper can provide not only directions for JiangsuXXXX company in dealing with its brain drain problem but also references for otherprivate owned medium- and small-sized enterprises.