【正文】 ss of talented people to small and mediumsized enterprises, this paper analyzes the causes of the corresponding countermeasures.Property right clarity is almost all the mon features of small and mediumsized enterprises, this makes the small and mediumsized enterprise management decision has strong independence, by less government intervention. Small and mediumsized enterprise has flexible employing mechanism, and may, according to their own need to determine the principle of choose and employ persons. Small and mediumsized enterprises generally have flexible salary system, can truly according to the staff39。s contribution to the enterprise size decided to salary distribution standard, in addition to the provisions of the employees for material welfare beyond, still often get some nonmaterial benefits. Small and mediumsized enterprises can also through the applicant to provide some position treatment and grants them a decision management of the power to attract them. In general, the small and mediumsized enterprise work pressure than the big enterprise, the intensity of the tasks is bigger also, especially some key positions and management personnel and technical personnel regular super strength work, if the reward treatment or personal development opportunity not as good as expected, they can easily from the enterprise outflow. Because these people not only have special skill, and management experience, they from enterprise outflow, not only take away the business technology secrets, took the customer, make the enterprise suffered direct losses, still can increase enterprise manpower replacement cost, the influence and the continuity of the work of the quality of work, also influence the stability of onthejob employees. Therefore, on the one hand, the small and mediumsized enterprise managers to realize the rational flow of talents is the basic characteristics of market economy, not to the flow of the talents existing fear。 On the other hand, also want to strengthen the enterprise key talent management and incentive strength, to avoid the loss of human resources for enterprise causing too much loss. Whether the scale of production, or personnel, assets and influence the ownership will be less than the big enterprise, and, generally speaking the stability of the small and mediumsized enterprises than the big enterprise is poor, whether internal or external environment changes, for small and mediumsized enterprises are the influence of the big enterprise than the influence of the big, so for the talented person speaking, in the small and mediumsized enterprise development risk than in the big enterprise risk. Some small and mediumsized enterprise in order to attract talents, participate in the petition, in the recruitment of have to be implemented when high salary mitment, once the market situation a sudden change in the situation, all kinds of mitment and hard cash, make the introduction of talents has a feeling of fraud, bined with some other reasons, it is difficult to keep talents. Because most of the small and mediumsized enterprise has long been in the market in the middle survival, the walk is a gleaning rolling development path, the product yield and not form series and scale, which caused by the development of enterprises ideas are not clear, in most small and mediumsized enterprise business process, no definite strategic objectives and longterm development plan, brought talent planning at loose ends, difficult to in daily work to ensure the talent introduction and the reasonable use. At the same time, small and mediumsized enterprises lack of innovation, and innovation ability difference is also one of the reasons for the loss of talented people. Because the innovation ability directly influence the enterprise core petitive ability, influence the development of the enterprise, which it will be bound to cause the loss of talented people.Enterprise face frequent loss of talented people, cannot lay down and die, should take corresponding measures to solve, so as to promote the development of the enterprise, and the concrete measures are as follows:(1) should be set up humanistic management thought, people. Enterprise middleman creativeness change, think out one important reason, is work enthusiasm, initiative often repressed, difficult to realize their own value and ambitions. Humanistic management thoughts is pay attention to through the aroused people39。s enthusiasm and interpersonal relationship to enhance the vitality of the enterprise and economic benefits. Through the peopleoriented enterprise management and petitive production and operation activities to exercise person39。s will, intelligence and physical strength, make the person get more prehensive free development. Human resources management is to take human as center, will be regarded as the most important resources, especially small and mediumsized enterprise talents, the management mode for being the priciples, pletes the responsibilities definition and division of work, the staff39。s quality to have a prehensive grasp, make the development of the enterprise and individual ability synchronous improve, the enterprise goals and personal goal organic unity. Haier group is in line with this idea, to make full use of every employee advantages and potential, and make all employees in enterprises can find their own position, this is haier group keep talents one of the magic weapon.