本文關(guān)鍵詞： 企業(yè)人員 流失應(yīng)對(duì) 策略　出處：《廣西大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來,企業(yè)人才流失現(xiàn)象越來越嚴(yán)重,特別是民營企業(yè)的人才流失表現(xiàn)得尤為突出。由于企業(yè)人才流失嚴(yán)重導(dǎo)致其出現(xiàn)人才慌,使公司的一些訂單無法完成,一些項(xiàng)目被迫中斷,既定的戰(zhàn)略目標(biāo)中途夭折,嚴(yán)重的甚至影響其日常運(yùn)營。當(dāng)前,企業(yè)人才流失問題成了大部分民營企業(yè)在經(jīng)營過程中所面臨的挑戰(zhàn)之一。F公司是一家中型民營制造型企業(yè),在其日益發(fā)展的過程中人員流失非常嚴(yán)重,同樣因人員流失問題,使其發(fā)展受到了諸多的限制。因此,F公司急需要一套完善的,有針對(duì)性,行之有效的策略來解決其人員流失問題,從而去實(shí)現(xiàn)其既定的戰(zhàn)略目標(biāo)。本文從F公司因人員流失非常嚴(yán)重之現(xiàn)象為出發(fā)點(diǎn),通過實(shí)地調(diào)查、相關(guān)數(shù)據(jù)統(tǒng)計(jì)、人員走訪和面談、相關(guān)文件的查閱等找出其人員流失產(chǎn)生的原因及其影響。然后通過已有的文獻(xiàn)進(jìn)行歸納總結(jié),基于F公司當(dāng)前的實(shí)際情況,采用了多種研究方法相結(jié)合的模式去構(gòu)建減少F公司人員流失率的策略,總共5項(xiàng)應(yīng)對(duì)策略即建立略高于同行業(yè)水平的薪酬福利、完善內(nèi)部相關(guān)管理制度、實(shí)施員工持股計(jì)劃、留住骨干員工及建立人才梯隊(duì)。這5項(xiàng)策略共包涵二方面的內(nèi)容:一方面是采取有效可行的方法留住員工,它主要針對(duì)F公司人力資源管理中存在不規(guī)范、缺少前瞻性和吸引力等而采取的應(yīng)對(duì)方法;另一方面是對(duì)人員流失后面臨的問題而采取的應(yīng)對(duì)對(duì)策即建立人才梯隊(duì),它主要針對(duì)如何快速解決人才流失后及時(shí)補(bǔ)充的問題,以便將人才流失的損失減少到最低,因?yàn)槭袌?chǎng)經(jīng)濟(jì)條件下人才是自由流動(dòng)的。這些策略對(duì)F公司的人力資源部來說,簡單有效、操作性強(qiáng)、實(shí)施方便,如果真正實(shí)施起來,堅(jiān)信它可以幫助F公司減少人員流失問題,且對(duì)其他企業(yè)也有借鑒意義。
[Abstract]:In recent years, the phenomenon of enterprise brain drain has become more and more serious, especially in the private enterprises. Some of the projects were interrupted, and the established strategic goals were aborted, seriously affecting even their daily operations. The problem of enterprise brain drain has become one of the challenges that most private enterprises face in the course of operation. F Company is a medium-sized private manufacturing enterprise. In the process of its growing development, the brain drain is very serious, and also due to the problem of staff loss. Therefore, the company urgently needs a set of perfect, targeted and effective strategies to solve its personnel loss problem. In order to achieve its established strategic objective. This paper starts from the very serious phenomenon of staff loss in Company F. through field investigation, relevant data statistics, personnel visits and interviews, Look up the relevant documents to find out the causes of its staff loss and its impact. Then through the existing literature to sum up, based on the actual situation of company F, This paper adopts a combination of various research methods to construct a strategy to reduce the staff turnover rate in company F. five coping strategies are set up, that is, establishing salary and welfare slightly higher than the same industry level, perfecting the internal related management system, and implementing the employee stock ownership plan. These five strategies cover two aspects: on the one hand, to adopt effective and feasible methods to retain staff, which is mainly aimed at the non-standard human resource management in F Company. The lack of foresight and attractiveness, etc., and on the other hand, the countermeasures taken to deal with the problems after the brain drain, that is, the establishment of a talent echelon, which is mainly aimed at how to quickly solve the problem of timely replenishment after the brain drain. In order to minimize the loss of the brain drain, because under the conditions of market economy, the talents are free to flow. These strategies are simple, effective, operational and convenient for the human resources department of Company F. if they are really implemented, It is believed that it can help company F to reduce the problem of staff loss, and other enterprises also have reference.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.6

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