with the development of society, the market competition is increasingly fierce, and talents play an increasingly important role in the survival and development of enterprises. Due to the low income, poor talent growth environment and the limitation of family management on talent promotion, it is difficult for private enterprises to introduce and retain talents, which makes the lack of talents become the primary problem for the sustainable development of private enterprises. This paper discusses the causes and countermeasures of brain drain in enterprises.

keywords: private enterprises; Brain drain; Reasons and countermeasures

1. Reasons for brain drain in private enterprises

(1) Lack of competitiveness in salary and treatment

Salary is a symbol of employees' status and honor, and the amount of salary marks the talent, enthusiasm and contribution of an employee. The amount of salary directly affects the consumption level, economic status and social status of employees, which is related to his quality of life and activity space, and everything to him. Therefore, the salary of employees has always been an issue that employees attach great importance to. The main problems of private enterprises in salary are: the salary level is not competitive compared with the external industry, which leads to the decrease of the attractiveness of enterprises in salary. There are also problems in the internal fairness of treatment, and the pay is not proportional to the return. Many aspects of life security beyond the basic salary and treatment expected by employees have not been implemented.

(2) It is difficult to promote talents, and there is little room for development

Because most private enterprises belong to family-owned enterprises, when selecting and promoting talents, the most worrying thing is their loyalty to the enterprise or the boss. On the one hand, the enterprise feels that the ability, knowledge and quality of the original relatives and friends are no longer competent for the sustainable development of the enterprise, and it is urgent to recruit talents from outside. But on the other hand, I worry about whether the talents selected from outside are of one mind with me, whether they can be loyal to the enterprise and their duties. Under this psychological influence, enterprises focus on the interests of family members, and the core departments from finance to personnel in enterprises are full of family members, thus causing inbreeding. In the distribution and arrangement of promotion and training opportunities, employees' abilities and actual needs are not taken as the standard, but external employees are regarded as "outsiders" and are rejected.

(3) employees lack a good working environment

Working environment is a set of conditions in which they work, including psychological and social factors, as well as material factors such as temperature, humidity, cleanliness, noise, dust and vibration. The quality of working environment not only affects employees' initiative, satisfaction, work performance and health, but also affects the realization of product quality objectives. The main environmental problems of private enterprises are: lack of opportunities for employees to participate, tense interpersonal relationships, no communication channels with leaders and poor material conditions.

(D) Lack of scientific and reasonable restraint management mechanism for employees

Nowadays, many private enterprises are eager for quick success and instant benefit, and do not pay attention to the development, training and reserve of talents. They often go to the talent market to recruit talents when they are in urgent need, and pay attention to the knowledge and experience of talents rather than the moral character of talents. In terms of labor relations, it failed to sign labor contracts and technical confidentiality agreements with employees in time. These employees have mastered some technologies and information of the enterprise after working in the enterprise for a period of time. Driven by economic interests, they may leak enterprise secrets or take them away by job hopping, which seriously damages the economic interests of the enterprise.

(5) The quality of private entrepreneurs is low

1. Private entrepreneurs are narrow-minded. Most private enterprises only attribute the success of their enterprises to their own and their families' contributions, and think that employees only work for me. As for the return of their contributions to the development of enterprises, it is out of the question, so that the personal talents and personal contributions of key talents are erased, and key talents cannot find a sense of self-realization.

2. Low academic background and lack of basic knowledge of modern enterprise management. Generally speaking, private business owners lack the basic knowledge of modern enterprise management, do not know much about running enterprises according to modern enterprise system, and most of them are still in the stage of experience management in management methods.

Second, effective countermeasures to curb brain drain

To reduce brain drain, we must study the corresponding countermeasures from many aspects of enterprise management and human resource management:

(1) Providing competitive salary

1. Improving the external competitiveness of salary. One aspect to be considered in formulating salary strategy is the external competitiveness of salary, emphasizing the connection between salary payment and external salary in the same industry. For every position, society has an average salary, which is the lower limit for talents to accept jobs. If the salary of enterprises is generally higher than this level, it will greatly increase the operating costs of enterprises, while if it is lower than this level, it will cause a large number of brain drain. Therefore, it is suggested that the leading salary strategy should be adopted as far as possible, so that employees can live a decent life, so as to maintain the stable development of the enterprise.

2. Improve the internal competitiveness of salary. Another aspect to be considered in formulating salary strategy is the internal fairness of salary, that is, the salary structure should support the workflow, be fair to all employees, be conducive to the consistency of employee behavior and enterprise goals, and make employees' efforts commensurate with their returns, so as to mobilize employees' enthusiasm and strive to achieve the established goals of the enterprise. In private enterprises, the main reason for brain drain lies in employees' dissatisfaction with pay fairness. The performance appraisal should be fair and just to avoid employees' dissatisfaction with unfair pay.

(2) create a broad career development space, so that talents and enterprises can grow synchronously

1. Establish a learning organization. Modern enterprise view holds that the success of enterprises comes from the success of employees, and a win-win relationship between enterprises and employees should be advocated, and modern enterprises should become a constantly developing learning organization. Learning organization emphasizes the * * * development of enterprises and employees, and requires enterprises to attach importance to the career development of individual employees in enterprises. All kinds of talents in private enterprises are creative and enterprising, and what they value most is self-development. Only by creating a relaxed career development space for talents and helping employees find the combination of career development and enterprise development can private enterprises become attractive, retaining and promising enterprises.

2. Provide necessary training. Enterprises should provide training to those employees who really need it, and also consider the equality of training opportunities to avoid unfair complaints from employees. The way of training is more practical, rather than a mere formality, so as to make the training effective and practical.

(3) Create a harmonious working environment

1. Humanistic environment. Enterprises should establish smooth communication channels and create an atmosphere of freedom, openness, information sharing and equality for all. In addition to formal and institutionalized communication channels, enterprises should encourage various spontaneous and informal communication channels. It can strengthen the contact between employees through group activities such as parties and group tours. Because in these activities, no matter the top managers or grass-roots employees, they can unload the burden of work, restore their truest selves, easily communicate on an equal footing, and form a positive and harmonious interpersonal relationship, thus improving employees' satisfaction and enhancing the cohesion and innovation ability of enterprises.

2. Physical environment. Maintain proper temperature, humidity, light and air flow. Sometimes this concern not only helps employees to work efficiently physically, but also has a huge positive effect psychologically. Maintain control over hygiene, cleanliness, noise, vibration and pollution. This will not only have a positive impact on products and employees' work performance, but also contribute to employees' health.

(4) Establish an effective restraint management mechanism

In the current economic society, brain drain is inevitable. In order to reduce the impact and losses caused by brain drain on enterprises as much as possible, it is necessary to establish an effective restraint management mechanism.

1. Establish a talent pool. In the process of human resource management, enterprises need to establish a systematic talent information database to provide enterprises with optional successors, so as to quickly restore the normal operation of enterprise systems when brain drain occurs. The reserve talents in the talent database can be obtained in two ways. First, enterprises pay attention to the discovery and cultivation of reserve forces in their daily operations, such as the lateral flow between employees and team work. On the other hand, it is to know where the elites in the industry are, keep in touch with headhunting companies, and if necessary, adopt this aspect to obtain high-quality talents.

2. Strict recruitment procedures. At present, in the recruitment scene, many candidates' goals are unclear, and they only apply for jobs and know nothing about the companies they apply for. The consequence of this phenomenon is the frequent job-hopping of new employees in enterprises and the rising training costs of enterprises. Enterprises in the recruitment work, it is necessary to prevent potential job-hoppers from entering the enterprise, and strictly assess the ability and moral character of candidates, so as to ensure that all the talents that enterprises really need are the most suitable and potential employees.

3. Legal constraints. The loss of core employees may bring the loss of business secrets and business customers to enterprises. In this case, enterprises often use the law as their own means of protection. Sign a binding contract with core employees. In the labor contract, it is stipulated that employees have the obligation to keep the business secrets and technical secrets of the enterprise. At the same time, the non-competition contract adopted by most countries is adopted, that is, employees are required not to engage in jobs that are competitive with the enterprise for a period of time after leaving the enterprise to prevent the loss of secrets and the intensification of competition.

(5) Private enterprises mainly pay attention to the improvement of their own self-cultivation

The charisma of business owners has a great role in promoting the retention of talents. To be a first-class enterprise leader, you must have the following qualities: first, you are knowledgeable and pioneering. Business owners must have certain knowledge literacy and become experts in this industry before they can have high prestige; There must be a pioneering spirit in the work, otherwise, sticking to the old rules and being cautious will lose its appeal to the employees; Secondly, business owners should have noble ideological and moral qualities and ethics, regulate their behavior with social ethics and coordinate their relations with others; Finally, be honest and open-minded, and sincerity is the basis of winning the trust of employees. In life, we should put down our airs, pay attention to emotional communication and ideological communication with employees, understand their sufferings, be familiar with their lives, personalities, feelings and hopes, master their strengths and weaknesses, and increase their feelings with employees.

in short, in response to the crisis of brain drain, private enterprises should always pay attention to the relationship between management activities and employees' reactions, especially the reactions of excellent employees, strengthen communication with employees, get information from a series of important signals such as their manners, so as to nip in the bud, avoid the passive situation of brain drain, improve the imperfect and unfavorable aspects of enterprises as much as possible, and create a working environment that is attractive to talents and conducive to their development.

references

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[5] Zheng Xiaoming. Introduction to human resource management of modern enterprises [M]. Machinery Industry Press, 2112.