Causes Of Brain Drain In Enterprises

If yes

From the structural analysis of the drain of managerial talent, the loss of talents in integrated management and special management (production, research, marketing, human resources, etc.) is often the focus, and the loss of market and R & D managers is the focus of attention.

From the time dimension analysis, about a year is a small cycle, the proportion of loss is relatively small; about two years for the middle cycle, the proportion is slightly larger; 3 to 5 years for the big cycle, the proportion increased.

In particular, enterprises with higher growth or faster development have more prominent problems.

Why lose?

Fast market

From the perspective of China's industrial development process, brain drain is caused by the market background of excessive competition and excessive gaming.

In the past 30 years of reform and opening up, China's overall economy has been developing at a sustained high speed. From the early supply demand to the balance between supply and demand, and to oversupply, the pformation of the foreign market has been completed in a very short time.

In the increasingly fierce market competition, enterprises gradually realize the importance of management talents, but the training of talents is not an overnight effort.

Therefore, driven by short-term speculation and fluke psychology, some enterprises will turn their attention to the outside world, covet the managers of scale competition enterprises, and adopt competitive means of short-term high salary Seduction (commonly known as "dug corners") to solve urgent problems.

The competitive fire of enterprises is also spread from the level of management, and the periodic loss of talents is the norm in the background of this market competition.

Defects in organizational structure form osteoporosis

The direct cause of brain drain is often shown as realistic salary and treatment.

One is the "structure and proportion" of the enterprise salary distribution system; the two is the "flexibility and development" of the enterprise salary distribution system.

The profit distribution system and system are just like the skeleton of the enterprise organization. They should not only have a reasonable structure, but also keep growing and growing.

Under the guidance of enterprise strategy and mode, the "distribution system" should be based on the synergy efficiency of various departments and departments, close to the reality of market competition and enterprises, and tilt to strategic opportunities and innovate continuously.

So the evolution of the skeleton determines whether the tissue can survive.

In reality, the salary distribution system of many enterprises lacks scientific and dynamic development.

With the development of the market and the intensification of competition, the "synergy relationship" of all departments and departments has been weakened, and the "member contribution intention" and the "organizational ecological condition" have been gradually unbalanced.

This lack of scientific and sustainable interest distribution system will gradually extinguish the enthusiasm and loyalty of excellent managers for a long time, and also foreshadow the brain drain.

Management should not be a simple interest organization, but should be guided by a strategic thinking leader, leading the manager team to go beyond the limitations of the purely interest level, constantly innovate in the system, create a business community of values, and even a fate community.

Corporate culture "thin air" causes a decline in cohesion.

From the perspective of the enterprise, the deep reason for brain drain is corporate culture or cultural atmosphere, which mainly refers to the cultivation of enterprise's value concept and culture system.

Most enterprises' understanding of cultural construction is too superficial and simplistic. They do not understand that culture is the foundation and guarantee of enterprise strategy. They do not understand the value and charm of enterprises lies in culture, which is the deep-seated cause of brain drain.

When a business is small, cultural construction can be done without saying or doing.

But when the scale of enterprises is bigger, the construction of enterprise culture must keep pace with the times. We should be able to "speak and do". We should not only be good at refining and publicizing the strategy and culture of enterprises, but also be good at infiltrating these ideas and ideas into daily practice and operation.

But in reality, most of the enterprises are in the state of "saying nothing" or "doing things in a random way", no matter which one will bring harm to the operation of enterprises.

First of all, "just say nothing" is a formalism in the construction of corporate culture. It takes the strategy and value proposition of enterprises as slogans and slogans, instead of turning the value proposition and ideas of enterprises into psychological contracts of managers. As a result, the strategy and ideas are bound to be suspended in the air and difficult to implement.

Secondly, "random talk and random action" is the "anarchism" in the construction of enterprise culture. Because of the lack of objective and rational systematic thinking on the growth of enterprises, and lack of the condensation and enhancement of corporate culture, enterprises lack the cohesion of cultural spirit, the confusion of knowledge, the wrong means and tools, and the purpose of training cadres is not clear.

"Growing pains" of management talents

The general manager often misunderstands his career.

First of all, from the time dimension analysis, managers can not analyze themselves in a historical way.

Secondly, from the structural dimension, we can see that a person's professional integrity is composed of the representation of professional ability and latent vocational ability.

People often pay much attention to the presentation and short-term value of presentational vocational ability, and despise the continuous cultivation and training of their potential professional ability.

Without strategic vision and investment, it is inevitable to fall into a career predicament periodically.

The misunderstanding of talents themselves is that they can not understand the dialectical unity relationship between individuals and enterprises, short-term and long-term. Just like ignorant young people entering WTO, it is unavoidable that "green" is another reason for this problem.

How to think

With the growth of business, the core cadre team that does not have the same values will inevitably be harassed by external "cold" and internal "maladjustment", and brain drain will become a bone tossing.

Therefore, forming a cadre construction system with three dimensions of selecting, employing and educating people is the key to building a contingent of cadres.