How do road and bridge construction enterprises retain talents?

Brain drain will have a serious impact on enterprises. First of all, it directly affects the normal operation efficiency of enterprises, and then leads to a great decline in productivity. Secondly, there will be a chain effect, and brain drain will have a serious impact on enterprises. First of all, it directly affects the normal operation efficiency of enterprises, and then leads to a great decline in productivity. Secondly, it will have a chain effect, which will have a negative impact on employee morale and cause the cost loss of human resources in enterprises. In order to prevent brain drain, the following three measures can be taken. First, broaden the career development channels for employees. Providing more development opportunities and promotion space, professional and technical personnel with excellent skills can get more remuneration and improve their status, thus reducing the loss of professional and technical personnel. The second is to improve the company vacation system. Meet employees' vacation needs by taking turns and accumulating vacations. Under special circumstances such as tight project schedule, employees who have not taken vacations should be given appropriate economic subsidies. The third is to formulate a caring action plan to achieve "one person, one file, one person with one characteristic", such as visiting sick old people in employees' homes, celebrating birthdays for foreign employees' parents or wives, increasing parent-child activities, re-joining employees, getting to know employees and solving their worries, so as to enhance caring for employees, increase their sense of belonging and enhance corporate loyalty. In order to avoid the serious brain drain of enterprise talents through the effective implementation of human resource management, we must ensure that the development of human resource management adheres to the people-oriented concept. Managers can't just stand on the management level, they must go deep into the grassroots of employees, closely link career planning with enterprise development, and let employees participate in the work more actively and have a good sense of belonging to the enterprise. The pace of employee development must be consistent with the pace of enterprise development. We should take the enterprise development goal as our career goal and the enterprise as our "home" to take root and grow here.

Road and bridge construction enterprises have certain particularity, and their human resources assessment standards are necessarily different from service-oriented enterprises. However, from the actual situation, a large number of road and bridge construction enterprises have not yet established a standardized and quantitative assessment and incentive system. In the actual assessment process, the content of the assessment system is difficult to implement, which has brought some negative effects to human resource management. In order to solve this problem, enterprises can start from the following two aspects. First, a high-quality evaluation system can give employees a certain sense of responsibility and self-identity. Therefore, in the future work, we should make clear evaluation objectives as soon as possible, adjust the existing evaluation contents and standards according to the needs of different majors and different positions, do qualitative and quantitative evaluation according to the actual situation, ensure the effectiveness of evaluation through a sound system, and make appropriate adjustments to the post treatment of employees according to the evaluation results. Second, we should combine the requirements of different positions for personnel ability and establish different employee incentive mechanisms. It is impossible to manage all posts in the same mode, otherwise it will be difficult to achieve the expected results.

It has a bad influence on staff morale and causes the loss of human resources cost in enterprises. In order to prevent brain drain, the following three measures can be taken. First, broaden the career development channels for employees. Providing more development opportunities and promotion space, professional and technical personnel with excellent skills can get more remuneration and improve their status, thus reducing the loss of professional and technical personnel. The second is to improve the company vacation system. Meet employees' vacation needs by taking turns and accumulating vacations. Under special circumstances such as tight project schedule, employees who have not taken vacations should be given appropriate economic subsidies. The third is to formulate a caring action plan to achieve "one person, one file, one person with one characteristic", such as visiting sick old people in employees' homes, celebrating birthdays for foreign employees' parents or wives, increasing parent-child activities, re-joining employees, getting to know employees and solving their worries, so as to enhance caring for employees, increase their sense of belonging and enhance corporate loyalty. In order to avoid the serious brain drain of enterprise talents through the effective implementation of human resource management, we must ensure that the development of human resource management adheres to the people-oriented concept. Managers can't just stand on the management level, they must go deep into the grassroots of employees, closely link career planning with enterprise development, and let employees participate in the work more actively and have a good sense of belonging to the enterprise. The pace of employee development must be consistent with the pace of enterprise development. We should take the enterprise development goal as our career goal and the enterprise as our "home" to take root and grow here.

Road and bridge construction enterprises have certain particularity, and their human resources assessment standards are necessarily different from service-oriented enterprises. However, from the actual situation, a large number of road and bridge construction enterprises have not yet established a standardized and quantitative assessment and incentive system. In the actual assessment process, the content of the assessment system is difficult to implement, which has brought some negative effects to human resource management. In order to solve this problem, enterprises can start from the following two aspects. First, a high-quality evaluation system can give employees a certain sense of responsibility and self-identity. Therefore, in the future work, we should make clear evaluation objectives as soon as possible, adjust the existing evaluation contents and standards according to the needs of different majors and different positions, do qualitative and quantitative evaluation according to the actual situation, ensure the effectiveness of evaluation through a sound system, and make appropriate adjustments to the post treatment of employees according to the evaluation results. Second, we should combine the requirements of different positions for personnel ability and establish different employee incentive mechanisms. It is impossible to manage all posts in the same mode, otherwise it will be difficult to achieve the expected results.