Template of research report on talent flow imbalance in small and medium-sized enterprises
In our current society, there are more and more situations where reports need to be used, and there are certain skills in writing them. So do you really know how to write a good report? Below is a sample research report on talent flow imbalance in small and medium-sized enterprises that I compiled. I hope it will be helpful to everyone.
Research background
my country's small and medium-sized enterprises sprouted in the late 19th century and in the past few years, the role of human resource management in enterprises has become more and more important. More and more attention has been paid to this aspect, and the recruitment, training and management of corresponding talents have also become the focus. Large enterprises have very rich talent reserve resources. If there is an individual brain drain, they can be replenished with other reserve talents. However, our country's small and medium-sized enterprises do not have such a rich talent reserve resource. Once the problem of brain drain occurs, these will be replenished. What impact does it have on small and medium-sized enterprises? Faced with this problem, how do those small and medium-sized enterprises deal with it? Are there some good methods or countermeasures to solve this common problem in enterprises?
By this year Our country's small and medium-sized enterprises provide a lot of jobs for cities and towns across the country, and pay about half of the national tax revenue, becoming the main driving force for the development of our country's economy. Therefore, it is very important to find a scientific method or countermeasure to solve the problem of brain drain in small and medium-sized enterprises.
Research method
This study on the brain drain problem of small and medium-sized enterprises used relevant materials and literature to examine the corresponding brain drain of a type of small and medium-sized enterprises or a certain small and medium-sized enterprise. To investigate or understand the problem, combine professional information and literature to find out what factors or reasons cause brain drain in small and medium-sized enterprises, and accordingly find some scientific or suitable methods and countermeasures to solve this problem.
Report summary
In recent years, China has opened its door wide and its economy has developed rapidly. Various emerging industries have continued to emerge, among which the high-tech industry has also developed rapidly. Various small and medium-sized enterprises have also taken steps towards their development. Since these small and medium-sized enterprises have just started, they have also encountered many problems. Talent reserve has become a long-standing problem for these small and medium-sized enterprises. If they recruit some talents from outside, they may not necessarily be able to match their professional skills. If they train talents within the enterprise, , these small and medium-sized enterprises need to spend a lot of manpower and financial resources. When these talents have work experience, they will feel that there will be some constraints on the development of these small and medium-sized enterprises, and these talents will accordingly leave these small and medium-sized enterprises and go to large enterprises. Seek better development. This will not only bring huge losses to these small and medium-sized enterprises, but also weaken the competitiveness of these small and medium-sized enterprises in the same industry. Therefore, there is an urgent need to find a way to reduce or retain these talents in small and medium-sized enterprises and reduce the brain drain rate of small and medium-sized enterprises.
The impact of brain drain on small and medium-sized enterprises
In recent years, the talent turnover rate of domestic enterprises has remained high, especially the turnover rate of outstanding talents. It is even more alarmingly high. According to relevant data, the turnover rate of senior talents in domestic enterprises has reached 50% to 60%, and according to expert calculations, the normal talent turnover rate should be controlled below 15%. The brain drain rate of small and medium-sized enterprises is more serious, so the brain drain of small and medium-sized enterprises has become a key topic of social concern. Our country's small and medium-sized enterprises are still in a state of development and do not have a good material and talent foundation to back them up. Unlike those that have developed Large companies that have achieved certain success in the corresponding fields for a long time have a rich foundation. The flow of some talents will not have a big impact on them, because they have a large talent reserve, and the resignation of some personnel will not be affected. will affect their normal operations. But the loss of talent is a fatal blow to today's small and medium-sized enterprises. Most of the talents recruited by these small and medium-sized enterprises from outside or trained internally hold multiple posts or hold important positions in these enterprises. They also have rich work experience. Without sufficient talent reserves, there will be a loss of talents. The blow to these small and medium-sized enterprises is very severe.
The external impact is that these brain drains also take away the limited intangible resources (technology, marketing channels, etc.) of small and medium-sized enterprises, which simultaneously makes these small and medium-sized enterprises lose their business performance for a long period of time. The decline in competitiveness has greatly damaged the "vitality" of the company. The internal impact is reflected in the instability of people's hearts within the organization, low morale, loss of employees' work enthusiasm, and increased management costs, which prevents normal operations within the enterprise. If things go on like this, these small and medium-sized enterprises will be in a state of semi-paralysis.
Some companies in Japan, Europe and the United States have done a better job in guiding employees in career design and working with employees to promote the realization of their career plans. The Human Resources Department of Microsoft Corporation in the United States has developed a "career ladder" document, which details all the optional positions for employees to advance upward from the time they enter the company, and lists the abilities and experience required for different positions. The glory of Siemens in Germany for more than 150 years depends not only on high-quality products and perfect after-sales services, but also on efficient talent training, which is also the key to Siemens' success.
1. Improve the quality of enterprise managers and establish a relaxed working environment
Managers of small and medium-sized enterprises must fully realize that the quality of managers themselves will have a great impact on outstanding talents. Big impact. Everyone hopes to be in a relatively relaxed management environment, where their achievements will be recognized in a timely manner, their opinions will be adopted in a timely manner, and they can participate in the company's major decisions. At the same time, good communication can be maintained within the company. , resolve conflicts and eliminate contradictions in a timely manner. In this way, outstanding employees will naturally integrate into the company, develop strong feelings for the company, and maintain high loyalty.
2. Establish a reasonable salary system
The salary system is an important standard that reflects the value of employees. A reasonable salary system is essential for motivating employees and giving full play to their initiative. It is a common practice in some companies to implement high salary system for outstanding personnel. The company's criteria for retaining employees with high salaries are: outside the company, employees' salaries are higher than or roughly equivalent to the average level in the same industry; within the company, the gap in salary distribution is widened. It is understood that Shenzhen Huawei Group has retained many outstanding talents in the communications industry through high salaries. Once the required talents are hired, they will enjoy salary benefits that are better than those offered by foreign-funded companies recruiting in China. Shenzhen Sanjiu Group also better reflects the principle of high quality and low price in internal allocation. The ratio of the minimum salary to the maximum salary for the same job series is 1:18, attracting a large number of top talents.
Ending
By reading relevant materials and literature, this article understands the brain drain problems of some small and medium-sized enterprises with high-tech as the leading industries, and puts forward some problems of small and medium-sized enterprises in my country through practical demonstration. The causes of brain drain in enterprises and the corresponding solutions and countermeasures. Some reasons or countermeasures are not good, and they cannot solve the problems of brain drain in middle and lower enterprises. These are just some personal views or opinions. I will continue I am also very grateful to my instructor for his guidance during this period.
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