Risks and Countermeasures of Brain Drain of Knowledge Workers —— A Paper on Brain Drain of Knowledge Workers

In view of the increasingly frequent turnover of knowledge workers, the author deeply analyzes the reasons of employee turnover and the preventive strategies of enterprises in order to reduce the losses caused by employee turnover. Keywords knowledge workers; Brain drain; danger

introduce

In today's increasingly competitive knowledge economy era, science and technology are developing rapidly, and technology has become an important factor to determine whether an enterprise is competitive. The innovation and progress of technology are accomplished by people, so the contest of technology is, in the final analysis, the contest of talents. As talents with scientific and technological knowledge, knowledge workers are increasingly becoming the object of competition among enterprises. As an enterprise with high-end core manufacturing technology, how to manage the risk of brain drain of knowledge workers is a subject that must be studied.

First, the reasons for the loss of knowledge workers

1. Personal factors: Knowledge workers attach importance to the realization of their own values and the acquisition and improvement of their own knowledge. According to the survey, "I want to try a new job to train other majors" is ranked first for many reasons.

2. Enterprise factors From the perspective of enterprise practice, the main factors related to the enterprise that cause the loss of knowledge-based employees are: (1) Unreasonable job responsibility design and excessive burden are one of the main reasons why knowledge-based employees leave the original enterprise. (2) Employee career planning is difficult to achieve. (3) Unclear long-term goals and strategic intentions of enterprises will also lead to the loss of knowledge workers. (4) Enterprises lack harmonious interpersonal relationship and good communication environment.

3. Social environmental factors: (1) There is a great demand for knowledge-based talents in the era of knowledge economy, but there is still a big gap in the demand for knowledge-based talents at present. (2) The knowledge economy has accelerated the updating of knowledge. (3) With the gradual establishment and improvement of China's talent market and the gradual relaxation of the household registration and file management system, the cost of the talent flow system has become very low, and even no longer becomes a constraint.

Second, the loss of knowledge-based staff risk management strategy

Through the above analysis of the causes of brain drain of knowledge workers, we can put forward some management strategies to limit the risk of brain drain to an acceptable range, which can be done from two aspects. First, avoid the loss of knowledge workers or minimize the probability of loss; The second is to control the loss to the minimum after the risk accident, that is, to take risk control measures.

1. Risk prevention

The key to prevent the loss risk of knowledge workers is to reduce the possibility of loss as much as possible. From the analysis of the possible factors of brain drain, the development and change of social factors are beyond the control of enterprises, and the employees' own factors are difficult for enterprises to perceive and clearly grasp. However, according to the characteristics and work nature of knowledge-based groups, enterprises can start to make comprehensive improvements and changes from the aspects of enterprise factors. Using modern incentive policies, give full play to the enthusiasm and creativity of knowledge workers, let them serve the enterprise wholeheartedly, and establish a new loyal relationship between knowledge workers and enterprises. Establish the concept that enterprises and employees are partners, and create an environment of full communication and information and knowledge sharing.

Establish an electronic interactive platform for sharing information and knowledge, so that knowledge workers can learn all kinds of information and knowledge independently and conveniently. On the one hand, it increases the knowledge of knowledge workers, on the other hand, it strengthens the communication between employees and between employees and managers. Through this kind of open communication, we can also understand and pay attention to various problems existing in employees at any time, which is conducive to preventing employee turnover.

Enterprises should pay more attention to the autonomy and innovation of employees' work Through authorization, provide the team with the resources needed for its innovation activities, including financial and material support, as well as personnel transfer, and use information technology to formulate its best working methods and establish formal and informal self-management organizations. In order to encourage knowledge workers to carry out innovative activities, enterprises should establish a relaxed working environment, so that they can independently complete tasks under the framework of established organizational goals and self-evaluation system.

Knowledge workers' unremitting pursuit of knowledge, personal and professional growth has surpassed his pursuit of organizational goals to some extent. When employees feel that they are just a "senior wage earner" of the enterprise, it is difficult to be absolutely loyal to the enterprise. Therefore, enterprises must provide knowledge workers with enough opportunities to realize their achievements according to their own position resources. Among them, equity incentive is a feasible incentive method, which embodies risk sharing and benefit sharing, and employee income is closely linked to the development prospects of enterprises.

Knowledge workers pursue knowledge exploration, promotion of their own knowledge capital and high-level self-transcendence and self-improvement. Therefore, the establishment of a reasonable and effective training mechanism provides knowledge workers with learning opportunities to receive education and improve their own skills, which meets the learning and development needs of knowledge workers, enables knowledge workers to continuously acquire new knowledge without changing jobs to other enterprises, thus reducing the possibility of knowledge workers' brain drain.

Some knowledge workers have a strong mobility tendency, and their mobility is inevitable. They either lose interest in their old jobs or want to try new jobs to cultivate new skills. In view of this situation, enterprises can adopt internal mobility to meet this demand and reduce turnover intention.

2. Risk control

The key to the risk control of knowledge-based employee turnover is to reduce the loss of knowledge-based employee turnover as much as possible, that is, once knowledge-based employee turnover, reduce the loss caused by the loss as much as possible and minimize the loss. According to the influencing factors of the brain drain degree of knowledge workers, we should control the brain drain risk from the following aspects.

(1) Do a good job of talent backup: This work is conducive to ensuring that enterprises will not interrupt new product research and development and market development because of the loss of some key knowledge-based employees. To do a good job of talent reserve, on the one hand, we should strengthen talent reserve and technical training so that a key technology will not be monopolized by only one or two people; On the other hand, at least two or three people in the same cutting-edge technical post must tackle key problems at the same time. Like Haier Group, the same product is not only developed by R&D team in China, but also by many foreign scientific research institutions. Even if a few technicians are lost, it will not have much impact on the enterprise. For some important non-technical positions, we can adopt a training plan for reserve personnel to familiarize these "reserve personnel" with their future work in advance. In case of staff loss in these positions, candidates can be competent in the shortest time, thus reducing the losses caused by staff vacancies.

(2) Pay attention to the long-term incentives for knowledge-based employees and give them ample room for development: as an enterprise, to prevent the loss of knowledge-based employees, the boss of the enterprise should have the mind to be the boss and farmland with employees, and implement long-term incentives for employees, such as implementing stock options and employee stock ownership, so that employees and enterprises can help each other in the same boat. Secondly, strengthen the construction of corporate culture and strengthen employees' recognition of corporate culture; Thirdly, we should communicate with employees frequently, conduct employee satisfaction surveys on a regular basis, understand employee satisfaction in time, and provide employees with sufficient personal development space from all aspects.

(3) Pay attention to the use of the work team and establish a work sharing mechanism: the project development is completed by using the work team, and the whole project operation process is the result of the concerted efforts of every member of the team, Qi Xin. Through the establishment of this mechanism, the risk of key technology leakage caused by the loss of knowledge workers can be effectively reduced, because it is impossible for each member to complete the whole project alone and master all the technologies. For some positions and departments with a large number of customers and businesses, a work sharing mechanism of mutual supervision and restriction should be established, and some important links and key powers of customers and businesses should be handed over to the company for unified management. For example, in customer relationship management (CRM), all kinds of customer information are entered into the company database to provide customers with follow-up services and maintenance. This avoids the loss of a large number of important customers caused by the loss of a knowledge-based employee.

(4) Establish a standardized and sound contract management content: Establish and improve the contract management content of knowledge workers, strengthen employees' understanding of the role of contracts, and strengthen employee contract management. A labor contract is a contract that stipulates the rights and obligations of employees in the enterprise before they enter the enterprise. In some developed countries in the west, the contracts of knowledge workers are often as many as several hundred pages, which specify the responsibilities and rights of both parties in detail, and there are other supplementary agreements, such as restrictions on the industry and time of job-hopping. Therefore, Chinese enterprises urgently need to improve the contract management content of knowledge-based employees, strengthen employees' understanding of the role of contracts, and restrain employees' behavior by strengthening employee contract management and other measures.

Third, the conclusion

Today's world has entered a new era of human resources development. Only by studying and establishing a scientific retention mechanism and constantly improving the risks and countermeasures of the loss of knowledge workers can we fundamentally retain people's hearts and talents.

References:

Jiang Chunyan, Zhao Shuming. Characteristics, causes and countermeasures of knowledge workers' mobility [J]. China Soft Science, 200 1.2.

[2] Liao Zhongmao. Brain drain and reserve [J]. China Talents, June 2000.