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东北农业大学毕业说明书浅谈中小企业人才流失及对策入学年级：2012秋学生姓名：和旭峰学号：122053007051001所学专业：工商管理及对策东北农业大学中国●哈尔滨2014年5月1目录提要··················································································································21、中小企业人力资源管理的特点···········································································21.1中小企业拥有灵活的用人机制··································································21.2中小企业人力资源的流动普遍比较频繁·························································31.3选择合适的人才是中小企业人力资源管理的关键··········································32、人才流失对企业造成的不利影响·········································································32.1企业成本损失···························································································32.2对企业的战略、商誉等无形资产的影响·························································32.3企业机密流失···························································································33、中小企业人才流失的原因分析············································································43.1企业规模小·····························································································43.2发展思路不清晰，带来人才规划上的左右摇摆·············································43.3落后的人才观念，随意选拔与配置人才······················································43.3.1······································································································43.3.2······································································································43.3.3······································································································43.4忽视员工培训和人才自身事业的发展····························································43.5企业所处的行业与发展趋势·········································································53.6社会人才流动程度·····················································································54、应对人才流失的策略························································································54.1环境留人，营造积极向上的用人环境····························································54.1.1······································································································54.1.2······································································································54.2制度留人，建立有效的人力资源管理制度···················································64.2.1······································································································64.2.2······································································································64.3文化留人，塑造良好的企业文化··································································64.3.1······································································································64.3.2······································································································64.4了解社会发展需要，满足人才的多样性需求····················································64.5加大劳动法规的执行力度，保障人才的合法权益··············································74.6把好招聘关，合理配置人才·········································································75、结束语··········································································································7参考文献············································································································82提要随着经济全球化步伐的加快，人才争夺的局面愈演愈烈。很多企业意识到了人才是一个企业最为宝贵的资源，而越来越重视人才的各项需求，不惜成本留住人才。却也有只重眼前利益的企业，一方面认为“离职没有什么大不了，只要发一个招聘广告，就可以招到大批的人”，另一方面确抱怨刚招到的人没几个月又走了，却不坐下来想想，这样频繁的人员流动不但影响了工作的连续性，还会增加企业的重置成本和管理成本，也使企业内部人员，缺乏安全感、归属感企业声誉下降。中小企业已经成为推动我国国民经济发展的重要力量，但是同大企业比较，中小企业的总体竞争能力较弱，尤其是人才流失问题比大企业更为严重，在一定程度上已经严重影响了中小企业的健康稳步发展。在提出中小企业人力资源管理特点的基础上，对中小企业人才流失的原因进行分析，提出相应的对策。【关键词】中小企业；人才流失；对策自从加入世贸组织之后，我国的国民生产总值和进出口贸易额出现了大幅度增长，其中，中小企业的力量不容忽视，但是，在其发展过程中还存在着许多令人担忧的问题，最突出的是人才问题，中小企业本来吸引人才竞争力就较弱，随着我国市场经济的迅速发展，还出现人才不断流失现象。人才是企业发展的关键，中小企业只有妥善管理和开发人力资源，才能最终保证企业的可持续发展。1、中小企业人力资源管理的特点现代的人力资源管理包括人力资源的获取、整合、保持与激励、控制与调整、开发等。中小企业由于具有组织结构简单、管理层次少、决策较快、员工数量较少等特点，在人力资源的管理方面具有与大企业不同的特点。1.1中小企业拥有灵活的用人机制产权明晰几乎是所有中小企业的共同特征，这使得中小企业的管理决策具有较强的独立性，受到的政府干预较少。中小企业具有灵活的用人机制，可以根据自身的需要确定用人的原则。中小企业普遍具有灵活的薪酬制度，能真正根据员工对企业的贡献大小决定薪酬的发放标准，员工除了获得规定的物质性福利以外，还经常获得一些非物质性的福利。中小企业还可以通过对应聘者提供一些职位的待遇和赋予他们决策管理的权力来吸引他们。31.2中小企业人力资源的流动普遍比较频繁中小企业人力资源进出的频率相比大企业而言要高，人才流失的可能性也比大企业要大。因为，一般而言，中小企业的工作压力比大企业大，工作的强度也较大，特别是一些关键岗位的管理人员和技术人员经常进行超强度的工作，如果报酬待遇或个人的发展机会不像预期的那样好，他们很容易就从企业流出。由于这些人不仅有特长，而且还有管理经验，他们从企业流出，不仅带走了商业技术机密，带走了客户，使企业蒙受直接的损失，还会增加企业人力的重置成本，影响工作的连续性和工作的质量，也影响在职员工的稳定性。因此，一方面，中小企业的管理者要认识到人才的合理流动是市场经济的基本特征，不要对人才的流动存在恐惧感；另一方面，也要加大对企业关键人才的管理和激励力度，避免人力资源流失对企业造成过多的损失。1.3选择合适的人才是中小企业人力资源管理的关键所谓合适的人才，就是最能满足企业需要的人才，企业能够满足其追求工作的动机，而且认同现有的企业文化，能在团队运作下与人合作。中小企业在用人上不要好高鹜远，中小企业不可能像大企业抽出巨额的资金进行人才的储备，企业需要的是能迅速胜任工作岗位，并能忠诚工作的员工。因此，中小企业不要追求天才，只有“适才”才会为企业建立竞争优势。2、人才流失对企业造成的不利影响2.1企业成本损失企业对人才流失付出的成本，一方面是对原职位工作人员进行招聘、培训、离职办理及补偿等产生的费用；另一方面，是对接任者的招聘、培训等方面产生的费用。在所有的损失中效率的损失、士气的波动是影响最大的。2.2对企业的战略、商誉等无形资产的影响企业高级管理人员的流失或职员的大量流动，对于企业的整体战略、企业商誉这些无形资产的影响是深远的。集体或是高层人才的流失，对流出企业的人员士气是一个很大的打击，并可能引发后续性的人员流失。在日益讲究团队意识、团队凝聚力的今天，企业人员流失过频，对企业伤害极大，并直接影响到企业文化建设和延续。2.3企业机密流失企业人才的流动，还容易导致商业机密的流失，使得企业在竞争过程中形成的优势不