Most of the talents lost in state-o

Most of the talents lost in state-owned enterprises are technical talents and sales talents with years of experience. The loss of college students with 2 to 4 years of work experience is relatively large. The loss of important talents with 5 to 8 years of work experience will have a greater impact on departmental work. The loss of backbone talents with more than 9 years of work experience will have a greater impact on the benefits of the company and even trade secrets. unfavorable. Due to their technological advantages, technical talents will have a strong willingness to flow when companies cannot meet their material needs or provide a good development platform. Therefore, the flow rate of technical talents is high. If the salary incentives of the sales departments of small and medium-sized state-owned enterprises cannot be fair and attractive, sales talents with short-term experience will consider hopping. The development platform and salary system are the focus of the human resource reform of small and medium-sized state-owned enterprises. There are other reasons for the loss of talents with more than 5 years of work experience. Such people have good adaptability and industry experience. If the channels for career advancement are blocked, salary growth is hopeless, coupled with the increase in CPI, economic pressure increases, and the loss or not is just waiting for opportunities. Matching salary with ability and providing career development plan are necessary measures for human resource reform of small and medium-sized state-owned enterprises. Backbone talents with more than 9 years of work experience, with the gradual increase in position or income, the need for higher levels of self-realization is becoming stronger. Long-term career development and a broad career development platform are beginning to be valued. Companies should plan for market prospects, strengthen corporate culture, and increase the subjective initiative of key talents in order to effectively retain talents. We must know that the brain drain is a pyramid phenomenon, the higher the upward, the smaller the human mobility, the higher the upward, the greater the impact on the enterprise. Therefore, small and medium-sized state-owned enterprises must determine the direction of improvement according to their current situation when making human resource strategic planning, and take different measures according to the different stages of the loss of talents.