【正文】 18 the theoretical model of brain drain 18 costbenefit model 18 lewin39。s field theory of 18 18 March and Simon model 19 Price a Mueller (2000) model 20 talent incentive theory and incentive mechanism 21 incentive summary of relevant theories 21 talent incentive theory model and strategy 22 the role of human resource management of the project 23 the project content, features and process of human resources management 24The basic content of human resource management against project 24 the characteristics of project human resource management 24 project human resource management process 25 personnel demand characteristics of the project team 25 project team of human resources integration 27 the project human resources management emphasis on team building 27The third chapter the brain drain phenomenon in the process of real estate development 28 the characteristics of real estate development in the process of talent 28 in project management of human resource management is different 28 the characteristics of brain drain in the process of real estate development 29Chapter 4 the HL pany brain drain present situation analysis 30 the HL pany the status quo 30 the HL pany projects status 30 the HL pany brain drain present situation and the characteristic analysis 32 the HL pany brain drain during the process of real estate development 32 the HL pany real estate development in the process of analysis of characteristics of brain drain 33 the major effect of the real estate development in the process of brain drain 35Chapter 5 HL pany real estate development in the process of the analysis of the causes of brain drain 36 the pany reasons 36 led a lack of management awareness 36 personnel mechanism is not flexible 36 salary system is not reasonable 37 ensuring team culture atmosphere is not strong 37 the plicated interpersonal relationship 37 personal development space is limited 37 the lack of effective munication 38 personal factors 38 the economic interests of the driver 38 seek their own value 40 requires interpersonal disharmonious 43 environmental factors 45 construction site of the production and living conditions 45 loose policy environment for talent flow conditions 46 the conflicts and humanistic concept in traditional concepts 47Chapter 6 in the face of a brain drain the HL pany should take countermeasures and Suggestions 48 Enterprise 48 establish effective incentive mechanism 48 establishing early warning mechanism of brain drain 49Also rationalize salary distribution system 51 pays attention to the concept of choose and employ persons the enhancement enterprise cohesion 52 improve staff education and training system 53 intensify talent introduction and human resources development 54 plete career development plan 55 industry environmental factors 56 improve the working environment on site 56The change of work ideas 57 countermeasures according to employee39。s own factors 59 fair system 59 good munication 60Conclusion and prospect 61reference 63第1章緒論 選題背景HL公司是東營供電公司下屬的三產(chǎn)單位，主要開展房地產(chǎn)開發(fā)業(yè)務(wù)。公司共有員工52人，其中供電公司正式職工13人，外聘員工39人，具有高級職稱5人，中級職稱10人。（正式職工是指山東電力集團(tuán)公司的在冊職工，工資福利均按照省公司統(tǒng)一標(biāo)準(zhǔn)執(zhí)行，與HL公司經(jīng)營發(fā)展情況的好壞沒有太大關(guān)系，而且正式職工多為電力相關(guān)專業(yè)等非建筑相關(guān)專業(yè)。外聘員工則是根據(jù)工作需要，由HL公司自行在社會上招聘、自行確定工資福利、自行簽訂勞動合同，勞動關(guān)系屬于HL公司，一般是為某個項(xiàng)目開發(fā)臨時招聘而來的。）隨著東營市城鎮(zhèn)化發(fā)展提速和基礎(chǔ)設(shè)施建設(shè)投入的增加，建設(shè)項(xiàng)目管理和相關(guān)專業(yè)技術(shù)人才的需求進(jìn)一步加大，房地產(chǎn)企業(yè)中高級管理和專業(yè)技術(shù)人員競爭日益激烈，人才流失導(dǎo)致了HL公司的人才不足。應(yīng)對人才流失的策略和減少企業(yè)核心技術(shù)人才的流失問題，解決企業(yè)人才資源不足，是其面對的一個重要的難題。 研究目的與意義隨著國家的發(fā)展，公共設(shè)備這一工程越來越受到政府的重視，是以，對于建設(shè)公共設(shè)備的施工隊(duì)伍的要求也越來越嚴(yán)格。我國的建設(shè)行業(yè)現(xiàn)階段正在不斷地發(fā)展之中，各方面的科技也已經(jīng)取得了不少的成果，是以，越來越多的人才加入到了建筑行業(yè)隊(duì)伍之中，這也使得競爭越來越激烈，漸漸的成為了優(yōu)勝劣汰適者生存的叢林法則。不僅是在建筑行業(yè)，任何行業(yè)，現(xiàn)如今的競爭都是人才的競爭，是以，人才是制勝的法寶。但是，在房地產(chǎn)行業(yè)之中，特別是房地產(chǎn)開發(fā)的過程中，卻出現(xiàn)了人才大量流失的現(xiàn)狀，這不僅使得房地產(chǎn)行業(yè)進(jìn)去了低迷期，而且還嚴(yán)重阻礙了我國經(jīng)濟(jì)的發(fā)展。房地產(chǎn)開發(fā)過程中的人才流失不同于非房地產(chǎn)開發(fā)過程中的人才流失，由于其直接在項(xiàng)目的開發(fā)過程中流失，是以，給公司帶來的損失是直接的，并且是很難去彌補(bǔ)的。是以，房地產(chǎn)開發(fā)過程中的人力資源管理，與房地產(chǎn)公司的人力管理也有著不小的差別。企業(yè)由于房地產(chǎn)開發(fā)過程中的人才流失，失去了很大的競爭力，難以進(jìn)一步發(fā)展。是