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State-owned enterprises, the most important job is to attract talent and retain talent. This is a systematic work, the key is to keep people pay attention, to keep the heart must be made through efforts to identify with people for business, sense of accomplishment, sense and good friend, the feeling of belonging, to cause to people, feelings keep people, pay and conditions of the measures implemented.

State-owned enterprises and Countermeasures brain drain

Brain drain state-owned enterprises and Countermeasures

First, to establish the value of labor remuneration reflects the personnel salary system. State-owned enterprises must be reformed the original contribution of labor and reward fit, reflecting the National Congress Party's Such as the implementation of the salary compensation structure diverse, risk mortgages, talent holdings of stock incentives and other forms of distribution, so that reward talent and enterprise value of assets linked to corporate growth and business interests linked to human understand the business performance of their work recognized and effective in treatment reflected.
second is unreasonable employment mechanism, is not perfect. Mechanism of state-owned enterprises employing many serious phenomenon of seniority, talent Meanwhile, the state-owned enterprises have not long-term human resources development as an important business development strategy, the continuing education is not talent, and nothing but the contribution of people for business professionals neglect their own needs, so that personnel are hampered in enterprise development,[link widoczny dla zalogowanych], job-hopping and seeking new development.
unreasonable one distribution mechanism, low pay. Economic impact of long-term plan by the state-owned enterprises within the distribution system is unreasonable,[link widoczny dla zalogowanych], . When the personnel feel that their value is difficult to show, they will seek other opportunities may meet.

third is the lack of affinity and talent does not satisfy the spiritual life. Many state-owned enterprises ignore the corporate culture, spiritual and cultural needs of employees not pay enough attention, there is no universally shared values and employee code of conduct is difficult to generate cohesion of talent.
The third is to provide qualified personnel to achieve the value of jobs. Focus on talent in the work environment, the treatment is also very much value the work itself is challenging, whether we can bring a sense of achievement to display their talent, can play to individual creativity and realize their own values. If the work provided by companies and their professional expertise does not match,[link widoczny dla zalogowanych], or boring, lack of challenge and creativity, talents and businesses certainly do not love the job. Therefore, enterprises should continue to give talent to work pressure and challenges, providing jobs and opportunities for practical training, and constantly stimulate their enthusiasm, full of hope and challenges of career development to retain talent.
Fourth, personal development and business development plan designed gap. Many lost people are university graduates in recent years, when they are in their prime, when the smug out of college, some have their own vision of the future, after years of work, they found that distance is too ideal and reality far away, where the company is not been optimistic about the prospects, their ideals and aspirations in the enterprise is difficult to achieve and the initiation to the meaning.
recent years, a serious brain drain of state-owned enterprises. Part of the personnel of state-owned enterprises to a structural faults,[link widoczny dla zalogowanych], with some work experience, younger people can not keep; personnel hierarchy fault, people are more general, unable to retain top-notch talent; personnel professional structure faults, top professional and unable to retain professionals in short supply . This situation, and seriously weakened the competitiveness of enterprises. How to reverse the adverse situation of brain drain, is a matter of life and death of state-owned enterprises, a major problem. Chinese papers League finishing.

second is to establish mechanisms to adapt to the employment laws of the market. The original state-owned enterprises must be reformed, Meanwhile, business development planning should be based on a clear compliance with the human resources development strategy, on the one hand to open up the employer of the road,[link widoczny dla zalogowanych], take many forms, initiative Careers, change the past in the recruitment, application of a single person on the passive attitude and passive practices; the other hand, found to be good talent from within, reuse personnel, the implementation of competition for employment, changing

fourth is to create a good culture and learning atmosphere. Talented people who are mostly full of enterprising spirit, a very high value learning and growth opportunities within the enterprise attaches great importance to the cultural and human environment. Enterprises should vigorously carry out corporate culture, and then the values of a strong cohesion of the people of the same is within the enterprise culture and create a good learning environment, the talent and professional career development prospects continue to attract and retain qualified personnel education as an important measures taken post-graduate colleges and universities choose to, scientific research institutions to learn, to participate in academic training and various other ways, for outstanding talent to combination. More articles related to topics：

[link widoczny dla zalogowanych]

[link widoczny dla zalogowanych]