Previous key State-owned enterprises serious brain drain, after 20 years of institutional reform, much better now. Critical flow of the now go to China's private enterprises. According to my estimates, particularly in small and medium-sized enterprises (assets not exceeding $ 50 million), key common drain. What are the key talents, mainly in technical and business experts with medium and senior managing staff. For example, Sales Manager, Director of human resources, research and Development Department project managers, and so on.
I have a friend, business boji 20 years seniority is not talking, the Executive search company, into a private enterprise for Vice President. But just to the company's first day in trouble, when two months have been overcome, a Manchu probation would stay somewhere on Shanghai do not return to work, the boss personally telephoned him, he will not do. We have a time up earlier, and asked him why, well, Miss, said a lot, the final conclusion is surprising; private enterprises is not a professional managers stay! later this dude or back to a large State-owned enterprises as General Manager. This seems to have proven, State-owned enterprises now mechanisms environment, it may be better suited than the private enterprise "live" talents. For years men men "sold out", in her adventures of private enterprises and more.
Analysis of he and other professional managers in the private enterprise lessons, I sum up out of the private enterprise key cause of the brain drain can be summarized in four main areas:
First, enterprises pay, performance appraisal system is not reasonable or not perfect
Many private enterprise as the cause of the rapid development of enterprise every day, the boss's main focus is on how to make and do big business, as regards the internal management of enterprises, can it be used, thus causing a lot of system could establish and improve the corporate management many things mainly people — the boss man mouth say, lack of documented system specification. Or even if there is a part of the specification, but actually nobody seriously, do things just too demanding simple direct, the company up and down at work or at the time of the previous small-scale to get away from the current scale of enterprises need modern enterprise management system is a bit far distance. In particular, enterprises pay performance appraisal systems, severe impact on the value of key personnel. Talent value subject to disregard, to leave sooner or later.
Second, the lack of personal career development space
Private enterprises due to historical reasons, the Manager of personal career development space is limited, but also managers can no longer go on one of the important reasons. What truth? private entrepreneurs often have their entire enterprise's success is attributed to his personal or family contribution that enterprises are now owes me such a good boss, you other people just as I work, I feed you, you should be thanking me, as for how many contributions to the development of enterprises, that all the talks, the Earth just go missing you, my business too. In this way, the key personnel of the individual talent and personal contribution is a pen erase, key personnel to find the "sense of self realization" no place to go, no place to find, but also for a place to look for, potentials in the drain.
III. corporate culture so that people can't stand, work environment, Office politics is too strong a taste
Private enterprise culture could not be said that is not good, but does require retrofit, there is no better place to be. Not good? there are three points: first, whatever you do, no matter what size, will always be the boss himself one or two people say, authoritarianism is too heavy. Key personnel are competent people, General pride strong, often feel in private enterprises inside its own personality and professional advice are not respected, feeling a strong sense of oppression. Second, the enterprise development and change, boss or total to why are your strongest able, rather than a division of possibilities, the boss of duties not what are your most powerful, but he will be employing. Therefore, the boss management problems, often on a subordinate capacity do not trust, do not grant or award to key personnel, as was a tie, the only performer, feeling we can imagine. III. family taste and interests among family members struggle within how many exist, resulting in a loss of key personnel within the enterprise, not a calm expression and take their words and deeds, to great key personnel of the psychological conflicts or even split, no point endurance heart, in private enterprises do not long.
IV. private enterprise boss honesty just verbally tell
Consideration for the interests of private enterprises, first pay attention to the integrity of the external customers, but large enterprises, productivity and efficiency are not one or two people can stay on top of that, the boss even can't know every one of your own staff, really in to customer service and the work of the managers and employees, the enterprise's overall performance, at least 50% or even 60% depending on how employees do. But the boss also does not have a clear recognition of this, the internal staff of various material and spiritual need has been reasonable, especially the promise kept to various excuses not to cash, make people feel boss deceiving yourself, do not leave gas, had to leave difficult. But a lot of the boss has not wake up, wait until the person away also said to be moving in the wrong person. Boss on internal staff not faith, often the key to the direct cause of drain and fuse. You old fool me, have the advantage of a squeeze me aside, what is said.
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