企业留人原因对策(Enterprise, keeping people, reason, countermeasure).docVIP

企业留人原因对策(Enterprise, keeping people, reason, countermeasure).doc

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企业留人原因对策(Enterprise, keeping people, reason, countermeasure)

企业留人原因对策(Enterprise, keeping people, reason, countermeasure) Abstract: Chinas accession to the WTO, in the face of fierce competition in enterprises caused by the talent competition, adhere to the people-oriented, retaining talent and attract talent has become the consensus of the enterprise. The problem of how to retain qualified personnel is facing a severe test. By analyzing the traditional human resource management model of small and medium-sized enterprises in China, it is concluded that small and medium-sized enterprises should set up the concept of modern human resources development and management. Key words: small and medium-sized enterprises; talent competition; retention mechanism I. reasons for brain drain in SMEs Who is the most important resource of enterprise, in the increasingly fierce competition in the business, with more than others, more loyal, more excellent initiative and creative talent is more important factor to build competitive advantage of enterprise strategy differences. However, Chinas small and medium enterprises are talents have fled, other problems. The reasons for correction are mainly summarized: 1., the salary level can not be satisfied. The size and performance of SMEs in China are difficult to compare with those of foreign-funded enterprises, so their wage levels can not meet their high standards, and the welfare levels of different enterprises are often far from each other. As long as an enterprise fails, the welfare of employees can not be guaranteed, and natural employees can not work at ease. 2., a single incentive. The majority of employees, confined to money and rewards to employees on the growing material, especially the spirit of the requirements (such as vacation, tourism, welfare, special training opportunities), can not fully mobilize the enthusiasm of the staff. 3., poor staff accomplishment. There is no effective assessment methods, even if there are no good implementation, managers do not know the place for the subo

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