On How To Retain The Best Brains For An Enterprise

This era is competitive and rapidly changing, so how to effectively retain the best brains for an enterprise is the key to an enterprise’s undefeated enduring. Given the mechanism of free mutual-selection between talents and enterprises, companies can recruit the talents they want, and talents can also choose to enter the enterprises they prefer; in the same way, enterprises can choose to dismiss unsuitable employees, and employees can also choose to leave the business which they think are not right for them. Of course, a reasonable flow of talents can help the integration of best resources and benefit the entire community, as well as leverage on greater social value. However, to many companies, their flow of talents is beyond the reasonable range. The increasing brain drain has caused huge losses to more and more enterprises.In this context, the author is motivated to find a solution to control brain drain and help enterprises to retain their best brains. Based on relevant management theories, the author firstly analyzes the most common causes of brain drain including salaries and benefits (pay system lacks external fairness, internal equity and individual fairness), career planning and career development opportunities (companies do not establish career development paths; lack fair and reasonable promotion system; employees have strong entrepreneurial motive), the performance appraisal system (lack performance appraisal feedback; assessment is mere formality; irrational assessment indicators; evaluation system is not scientific; lack assessment oversight mechanism), the overall quality of the leader (staff can not adapt to certain leadership style; leaders merely communicate with and motivate their subordinates; leaders can not avoid the mental errors in appointing talents), corporate culture (corporate culture lacks consistency; blindly copying the culture building of well-known enterprises; employees are passive recipients rather than builders of corporate culture), working pressure (too high performance expectations from boss; unreasonable workload arrangements; working pressure can not be released) and interpersonal relationship (the relationship between employees; the relationship between employee and leader), and based on this, the author provides the following countermeasures from three aspects:Retain talent with system:talent internal flow system (internal job-hopping system; promotion system), effective recruitment and job matching system (analysis of candidate’s job-hunting motive; job matching according to candidate’s vocational orientation), rational performance management system (key indicators system; performance evaluation implementation; performance evaluation feedback and application), rational training system (enterprises should avoid wrong understanding about training; how to establish a reasonable system of training);Retain talent with spirit:shaping enterprise spirit culture (publicity should be well launched; implement timely guidance; managers should practice personally), enhance the management level of the management team (distinguish between different types of personnel; effective management of "problem" employees);Retain talent with treatment:strategic synergy between performance appraisal and compensation system (scientific job analysis based post system and wage system; system of performance bonuses; pay adjustment system), improve pay satisfaction (employees’ fair management; ensure that the pay levels of enterprises is of certain competitiveness; performance evaluation; increase the intrinsic rewards of employees; link income with skills; increase communication; payment way adjustment).The characteristics of this study is that it calls for humane management to retain talent, and advocate the idea of people-based management.