Research On Problem Of Brain Drain In Private Science And Technology Enterprises And Countermeasures

Currently, the private science and technology (S&T) enterprises develop rapidly. B ut at the same time, they also facing serious problem of the brain drain. Compared wit h other types of enterprises, private S&T enterprises show the following features in th e brain drain:of education background structure, it shows that a high proportion of the loss in the highly educated personnel; of the age composition in brain drain, the youn g account for a large part; of talent allotment, it shows that foreign enterprises are the place where the talented mainly direct; of the brain drain phenomenon, it shows an ob vious collective effect, etc. High loss rate of brain drain brings a lot of harm to the dev elopment of private S&T enterprises, mainly in causing huge loss cost; in leaking core technology and trade secret; declining in performance, and causing decline of cohesio n and team productivity. Thus this study is designed to analyze the reasons and counte rmeasures of the brain drain in private S&T enterprises.This article takes private S&T, SM Corporation, as the illustrative case, and makes an analysis of the statistical data and those revealed by distributed questionnaires of S M Corporation over the past three years. And it is discovered that SM is confronted wi th high rate of personnel loss, which is partly due to low satisfaction about the workin g condition especially the salary, welfare, training, promotion, the normal right to enjo y rest and vocation, and communication.To put forward constructive and pertinent solutions against the problem of brain dra in in SM Corporation, this study has conducted a thorough research about the reasons behind it. On the basis of the relevant studies conducted at home and abroad, a model of brain drain is built in accordance with the private S&T enterprises’own features. T he process of brain drain in these enterprises can be roughly divided into three phases: in the first stage, the degree of job satisfaction decreases under the interaction of indi vidual, corporate and social factors; in the second one, the motive of job-hopping eme rges when the job satisfaction declines without proper countermeasures within the co mpanies; and in the third phase, the talented with that motive will compare the gain an d loss. If costs are larger than the benefits, then they will stay. If the opposite happens, they will resign which constitutes the final behavior of the drain. Taking the model as its foundation, the reasons for brain drain are analyzed from the perspective of three c ontributing factors including the individual, corporate and social ones. Among them, i ndividual factors mainly consist of age, sex, education and working experience, etc., while the corporate factors mainly involves salary, welfare, career prospect, manageri al abilities of the leaders, corporate culture and interpersonal relationships, etc. and th e social ones are composed of macro-policy background, regional development, suppl y and demands of human resources and competitions between rivals in attracting the t alented employees.On the basis of these analysis of contributing factors and the responded questionnai res, this study lays emphasis on analyzing the specific causes to SM Corporation’s los s in talents from the perspective of the corporate ones. And it is revealed in the present study that the leading causes of the drain are salary, welfare and the career prospect w ith the interpersonal relationships, managerial abilities of the leaders, and corporate cu lture as the secondary ones. Among the leading causes and the secondary ones mentio ned above, the most important incentive factors of the loss are:higher salary, better gu idance in career design, more harmonious team cooperation, more democratic policy decision process and leading style, and more characterized corporate culture.As a response to the brain drain, concrete proposals that SM could adopt are as foll ows:firstly, to construct attractive salary and welfare system including optimizing the salary system, enhancing the welfare system and promoting stock-holding plans amon g the talents, etc.; secondly, to strengthen their career management such as making car eer plans of the talented and increasing their training, etc,; thirdly, to develop harmoni ous interpersonal relationships in the corporation involving stressing communication between team members, building effective exchange channels, constructing systems o f direct dialogue between those talented employees and the leading board, bettering th e interaction between the superior and the subordinate, promoting the platform of info rmation exchanges as well as communication between common colleagues, etc.; fourt hly, to improve the managerial capabilities of the leaders, to name just a few, construc ting highly competitive leading board and reinforcing the communication between the leaders and the talents; fifthly, to create proper corporate culture, for instance, buildin g characteristic corporate spirit, intensifying employees’recognition of the culture and improving the practice system of the corporate culture, etc.