In our society, there are more and more situations that need to use reports, and there are some hints in writing. So do you really know how to write a good report? The following is a sample report on brain drain in small and medium-sized enterprises, which I compiled, hoping to help everyone.
Research background
Small and medium-sized enterprises in China germinated at the end of the world on 19. In the past xx years, human resource management has played an increasingly important role in enterprises, and people have paid more and more attention to this aspect, and the recruitment, training and management of corresponding talents have become the focus. Large enterprises are rich in talent reserve resources, and individual brain drain can be supplemented by other reserve talents, while small and medium-sized enterprises in China do not have such rich talent reserve resources. Once there is brain drain, what impact will it bring to these small and medium-sized enterprises? Faced with this problem, how do those small and medium-sized enterprises deal with it? Are there any good methods or countermeasures to solve this common problem in enterprises?
By this year, small and medium-sized enterprises in China have provided a large number of jobs for 20 cities and towns across the country, and the tax paid accounts for about half of the national tax revenue, which has become the main driving force for China's economic development. So how to find a scientific method or countermeasure to solve the brain drain problem of small and medium-sized enterprises is very important.
research method
This study of brain drain in small and medium-sized enterprises uses consulting relevant data and literature, investigating or understanding the brain drain situation of a small and medium-sized enterprise or a small and medium-sized enterprise, combining with professional data and literature, finding out the factors or reasons of brain drain in small and medium-sized enterprises, and correspondingly finding out some scientific or suitable methods and countermeasures to solve this problem.
Summary of report
In recent years, China has opened its doors wide, its economy has developed rapidly, and various emerging industries have emerged, among which high-tech industries have also developed rapidly, and various small and medium-sized enterprises have also taken a step of development. Because these small and medium-sized enterprises have just started, they have also encountered many problems, and talent reserve has become a long-standing problem for these small and medium-sized enterprises. If you recruit some talents outside, you may not be able to match them professionally. If talents are cultivated within enterprises, 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 in the development of these small and medium-sized enterprises, and these talents will leave these small and medium-sized enterprises accordingly to seek better things in large enterprises. This will not only bring huge losses to these SMEs, but also weaken their competitiveness in the same industry. Therefore, it is urgent to find ways 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 influence of brain drain on small and medium-sized enterprises
In recent years, the brain drain rate of domestic enterprises remains high, especially the brain drain rate of outstanding talents is surprisingly high. According to relevant data, the brain drain rate of senior talents in domestic enterprises has reached 50%~60%, and according to experts' calculations, the normal brain drain 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. Small and medium-sized enterprises in China are still in a state of development, without a good material and talent base as the backing. Unlike those large enterprises that have developed for a long time and achieved certain success in the corresponding fields, the flow of some talents will not have much impact on them, because they have a large talent pool, and the departure of some personnel will not affect their normal operations. But brain drain is a fatal blow to small and medium-sized enterprises now. Most of the talents recruited externally or trained internally by these small and medium-sized enterprises are one person with multiple posts or hold important positions, and they also have rich work experience. Once there is not enough talent pool, brain drain will have a great impact on these small and medium-sized enterprises.
The external influence is that these brain drain also takes away limited intangible resources (technology, marketing channels, etc. ) of small and medium-sized enterprises, making the competitiveness of these small and medium-sized enterprises decline for a long time, greatly damaging the "vitality" of enterprises. Its internal influence is reflected in the instability of people's hearts, low morale, the loss of employees' work passion and the increase of management costs, which leads to the inability of enterprises to operate normally. In the long run, these small and medium-sized enterprises will be semi-paralyzed.
Some enterprises in Japan, Europe and the United States have done a good job in guiding employees in career design and working together with employees to promote the realization of career planning. The human resources department of Microsoft Company in the United States has formulated a "career ladder" document, which lists in detail all the optional positions that employees can develop from the time they enter the company, and lists the abilities and experiences that different positions must have. Germany Siemens 150 years of glory depends not only on high-quality products and perfect after-sales service, but also on efficient personnel training.
1. Improve the quality of enterprise managers and establish a relaxed working environment.
Managers of small and medium-sized enterprises should fully realize that the quality of managers has a great influence on outstanding talents. Everyone wants to be in a relaxed management environment, their achievements will be affirmed in time, their opinions will be adopted in time, and the company can participate in major decisions. At the same time, the company can maintain good communication, resolve conflicts in time and eliminate contradictions. In this way, excellent employees will naturally integrate into the enterprise, and excellent employees will also have strong feelings for the enterprise and maintain high loyalty.
2. Establish a reasonable salary system.
Salary system is an important standard to reflect the value of employees. A reasonable salary system is very important to motivate employees and give full play to their enthusiasm. It is a common practice in some enterprises to implement a high salary system for outstanding personnel. The level of high-paid employees in enterprises is that, outside the enterprise, the salary of employees is higher than or roughly equivalent to the average level of the same industry; Within the enterprise, widen the salary distribution gap. 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 better salary than those provided by foreign-funded enterprises in China. Shenzhen Sanjiu Group also embodies the principle of using talents with high quality and good price in internal distribution. The ratio of the minimum wage to the maximum wage in the same work series is 1: 18, which attracts a large number of top talents.
final result
Through reading relevant materials and documents, we have learned about the brain drain of some small and medium-sized enterprises with high-tech as the leading industry, and put forward some reasons for the brain drain of small and medium-sized enterprises in China and corresponding solutions and countermeasures through practical argumentation. Some reasons or bad countermeasures can't solve the problem of brain drain in small and medium-sized enterprises. The above are just some personal opinions or opinions, and I will continue to revise them. At the same time, I am very grateful to my tutor for his guidance during this period.
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