【作者】 马宪华；

【导师】 周维第； 杨林；

【作者基本信息】 华中师范大学 ， 工商管理， 2012， 硕士

【摘要】 在当今这个竞争激烈,瞬息万变,优胜劣汰的社会,能否有效的保有人才是企业能否长胜不衰的关键。在人才与企业的自由互选机制条件下,企业可以选择招聘什么样的人才,人才也可以选择进入什么样的企业；同样,企业可以选择辞退不合适的员工,员工也可以选择离开他认为不合适的企业。当然,合理的流动是有益于整个社会的优势资源整合,有利于发挥更大的社会价值。但是,很多企业的人才流动已经超出了合理的范围。人才的大量流失已经给越来越多的企业带来巨大的损失。在这样的背景下,笔者尝试以管理学相关理论为基础,分析了具有普遍性的人才流失的各种主要诱因,包括：薪酬福利(企业薪酬机制缺乏外部公平性,内部公平性和个体公平性),职业规划和职业发展机会(企业没有建立职业发展通道；缺乏公平合理的晋升制度；员工创业动力很强),绩效考核体系(绩效考核结果无反馈；考核流于形式；考核指标不合理；考核体系不科学；考核缺乏监督机制),领导者的综合素质(领导风格让员工不适应；领导对员工缺少沟通和激励；领导在选才用人时走入心理误区),企业文化(企业文化缺乏一致性；盲目照搬知名企业文化建设；员工是企业文化的接受者而不是建设者),工作压力(来自领导的过高绩效期望；工作量安排不合理；工作压力无法释放)和人际关系(员工之间的关系；与领导的关系)七个方面,并在此基础上,从三大方面给出留人对策如下：制度留人：建立人才内部流动制度(内部跳槽制度；晋升制度),建立有效的招聘和岗位匹配制度(分析应聘者的求职动力；根据应聘者的职业倾向进行岗位匹配),建立合理的绩效管理体系(建立关键指标体系；绩效评估的实施；绩效评估结果的反馈与应用),建立合理的培训体系(企业培训应避免走入误区；如何建立合理的培训体系)；精神留人：塑造企业精神文化(宣传要到位；引导要及时；管理者要身体力行),提升管理队伍的管理水平(区别对待不同类型的人才；有效管理“问题”员工)；待遇留人：实现绩效考核与薪酬体系的战略协同(建立基于科学的职位分析基础上的岗位体系和工资体系；建立绩效奖金体系；建立薪酬调整体系),提高薪酬满意度(员工的公平管理；确保企业的薪酬水平具备一定的竞争力；绩效评估；增加员工的内在报酬；将收入与技能挂钩；增加沟通交流；薪酬发放方式)。本文研究的特点在于呼唤企业以一种人性化管理去留住人才,倡导人本管理的思想。更多还原

【Abstract】 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.更多还原