【正文】 ll and medium enterprises to family management system of eliminating backward, the introduction of appropriate according to their own stage of development of modern enterprise management system, we should change our concepts. The bold use of talented foreign talent, the status change appoint people by favouritism. Of the various relatives remain in the enterprise in a clean, can continue to continue as the external staff treat, according to their ability to arrange for the job。 continue to work in the enterprise to cannot or should not be, to be determined resolutely dismissal. On the other hand, it is necessary to establish and improve various management systems of enterprises, the rule of man to rule of law, defined the various posts responsibility and authority, to achieve functional equivalence. Business leaders should be appropriate decentralization, should not be ultra virus management, in order to play a role to create a better environment for talented people.(2) the use of scientific and effective talent management strategies. The enterprise should set up a fair, reasonable performance evaluation system, establish different evaluation standard for different levels of employees, and according to the standards for evaluation and selection of open, fair, reasonable to avoid only act by the image and personal evaluation the practice. At the same time, attention should be paid to the establishment of an effective incentive and restraint mechanisms, remove the mon material incentive spirit incentive, but also pay attention to the technical training, job training irregular to employees, establish a scientific mechanism of talents training, develop the employee39。s potential, in addition to the professional knowledge of staff training, should also be the popularity of market knowledge, management knowledge among the staff, so that employees need to adapt to market petition.(3) to strengthen the building of enterprise culture, strengthening the sense of ownership. Through the emotional munication and mental munication to retain talent, love talent in the concept of value, work to support personnel, life care about talent, personality, respect for talent, talent to meet good psychological, emotional ties to each kind of talented person39。s hearts together, so that they fully feel the organization of warm, so people will not easily leave. Enterprise culture is a kind of cohesion, with the enterprise development goals and prospects to mobilize the enthusiasm of staff for their work。 should pay attention to cultivate the enterprise spirit and values, foster in the worker and enterprise survival home concept and awareness of the team, and the enterprises with the breath, with growth, development.(4) increase the pensation for breach of contract in order to induction of talent. Compensation for breach of contract is a kind of effective restraint current talents jobhopping randomly. Enterprises should sign a clear contract and personnel, to enhance the legal effect, can prevent the loss of talent.The above is only for small and mediumsized enterprises of our country whole and put forward some countermeasures and suggestions. Due to the specific situation of each enterprise is different, so the small and mediumsized enterprises should bine their own characteristics according to the measures for their talents, purposeful, focused on finding in preventing the brain drain, take corresponding measures, so as to strengthen the talent management, reduce the rate of brain drain, optimization the purpose of the enterprise human resources structure.二、英文翻譯我國(guó)中小企業(yè)人才流失問(wèn)題徐海榮隨著社會(huì)的發(fā)展，市場(chǎng)競(jìng)爭(zhēng)日益激烈，對(duì)于我國(guó)的中小企業(yè)而言，由于其財(cái)力、物力有限，不可能與大企業(yè)比資金、比實(shí)力。因而人才，尤其是優(yōu)秀的人才對(duì)我國(guó)的中小企業(yè)的生存與發(fā)展就有著決定性的作用。但是，由于社會(huì)、歷史和自身等諸多因素的影響，人才在我國(guó)的中小企業(yè)中往往難以發(fā)揮自己的才能，人才流失現(xiàn)象相當(dāng)嚴(yán)重，給企業(yè)帶來(lái)了不可估量的損失。1 研究我國(guó)中小企業(yè)人才流失問(wèn)題的目的和現(xiàn)實(shí)意義 自改革開放以來(lái)，我國(guó)的中小企業(yè)獲得了有史以來(lái)的巨大發(fā)展。多種經(jīng)濟(jì)類型的中小企業(yè)在我國(guó)經(jīng)濟(jì)社會(huì)發(fā)展與體制改革過(guò)程中的地位日趨突出。它們已經(jīng)成為推動(dòng)我國(guó)經(jīng)濟(jì)高速發(fā)展的一支重要力量，是我國(guó)經(jīng)濟(jì)持續(xù)、快速、健康發(fā)展的新的增長(zhǎng)點(diǎn)。但是，我國(guó)的中小企業(yè)也面臨著嚴(yán)峻的挑戰(zhàn)，例如，生產(chǎn)力過(guò)剩和消費(fèi)需求不足對(duì)中小企業(yè)的不利影響，融資困難，經(jīng)營(yíng)管理落后，行業(yè)壁壘的存在等。在這些困難和問(wèn)題中，人才流失也日益成為人們關(guān)注的焦點(diǎn)。 2 我國(guó)中小企業(yè)人才流失的現(xiàn)狀我國(guó)的中小企業(yè)由于社會(huì)、歷史和自身等諸多方面的原因，使得其地位、環(huán)境、條件和實(shí)力在競(jìng)爭(zhēng)中均處于弱勢(shì)地位，人才在企業(yè)中難以發(fā)揮自己的全部才能。因而，人才流失現(xiàn)象相當(dāng)嚴(yán)重。 目前，我國(guó)在人力資源管理方面已從國(guó)家統(tǒng)一調(diào)配的管理體制向適應(yīng)社會(huì)主義市場(chǎng)經(jīng)濟(jì)的管理體制轉(zhuǎn)變。企業(yè)已從被動(dòng)地接受國(guó)家配置的員工成為真正自主的用人單位。個(gè)人已從被動(dòng)地服從國(guó)家分配轉(zhuǎn)變?yōu)榭筛鶕?jù)自己的意愿自由擇業(yè)的勞動(dòng)者。在這種人員流動(dòng)相對(duì)寬松的制度下，中小企業(yè)在合理配置人力資源的同時(shí)，保持住員工隊(duì)伍的穩(wěn)定，避免和減少由于員工的流失而帶來(lái)的一系列損失就顯得更加重要。 3 人才流失對(duì)我國(guó)中小企業(yè)的影響(1)人才流失會(huì)造成企業(yè)的技術(shù)和經(jīng)驗(yàn)流失。人才高比例的流失，會(huì)帶走企業(yè)的商業(yè)與技術(shù)秘密，而這些都是企業(yè)經(jīng)過(guò)投資，耗費(fèi)大量人力、物力、財(cái)力后才擁有的，甚至是一個(gè)企業(yè)在競(jìng)爭(zhēng)中處于優(yōu)勢(shì)地位的保證。 (2)人才流失會(huì)增加企業(yè)的經(jīng)營(yíng)成本。人才流失造成的損失最終都會(huì)反映到企業(yè)的經(jīng)營(yíng)成本上，造成經(jīng)營(yíng)成本的上升，如老員工離職后的生產(chǎn)損失成本及新員工的失誤和浪費(fèi)帶來(lái)的成本等。同時(shí)，企業(yè)要重新招聘、培訓(xùn)新的員工，所以企業(yè)人力資源的原始成本和重置成本也必然上升。 (3)較高的人才流失率會(huì)影響在職員工的穩(wěn)定性。如果一個(gè)企業(yè)的人才流失率過(guò)高，會(huì)使得企業(yè)員工隊(duì)伍過(guò)于不穩(wěn)定，從而使一些員工認(rèn)為企業(yè)沒(méi)有能力吸引并留住人才，并感到本企業(yè)沒(méi)有發(fā)展前途，因而更加重了人才流失。 (4)大量的人才流失影響了工作的連續(xù)性。企業(yè)的各項(xiàng)工作都是一個(gè)相互關(guān)聯(lián)的整體中的一部分，因而當(dāng)大量的員工流出企業(yè)時(shí)，企業(yè)的各項(xiàng)工作的銜接性必然受到極大的影響。同時(shí)，同一工作由于人員的更替，新任員工對(duì)工作必然要有一段適應(yīng)的過(guò)程，從而也會(huì)影響到同一工作的連續(xù)性。 (5)人才流失會(huì)使競(jìng)爭(zhēng)對(duì)手的競(jìng)爭(zhēng)力提高。人才流失大多會(huì)在本行業(yè)內(nèi)發(fā)生，他們或是自己創(chuàng)業(yè)、自立門戶，或是流向競(jìng)爭(zhēng)對(duì)手企業(yè)。無(wú)論何種情況都有可能增強(qiáng)本企業(yè)競(jìng)爭(zhēng)對(duì)手的實(shí)力。使得強(qiáng)“敵”弱我，形成更大的競(jìng)爭(zhēng)力反差。 4我國(guó)中小企業(yè)人才流失的對(duì)策 隨著我國(guó)經(jīng)濟(jì)的不斷發(fā)展，對(duì)人才的爭(zhēng)奪也日趨激烈，人才已成為促進(jìn)企業(yè)發(fā)展的重要資源。是否擁有人才，是否能留住人才已成為決定企業(yè)在競(jìng)爭(zhēng)中勝負(fù)的關(guān)鍵。從企業(yè)的整體來(lái)看，筆者認(rèn)為應(yīng)采取以下措施以減少企業(yè)的人才流失。（1）要按照現(xiàn)代企業(yè)制度的要求進(jìn)行管理體制的創(chuàng)新 。我國(guó)的中小企業(yè)要摒棄落后的家族式管理體制，根據(jù)自身的發(fā)展階段適當(dāng)引進(jìn)現(xiàn)代的企業(yè)管理制度，轉(zhuǎn)變用人觀念。大膽使用有才干的外來(lái)人才，改變?nèi)稳宋ㄓH的狀況。對(duì)留在企業(yè)里的各種近親進(jìn)行一次“清理”，能繼續(xù)留用的視同外聘員工對(duì)待，根據(jù)其能力安排適合的崗位；對(duì)不能或不宜繼續(xù)留在企業(yè)中工作的，要痛下決心堅(jiān)決辭退。另一方面要建立和健全企業(yè)的各種管理制度，把“人治”轉(zhuǎn)變?yōu)椤胺ㄖ巍?，明確規(guī)定各個(gè)崗位的職責(zé)和權(quán)限，做到權(quán)責(zé)對(duì)等。企業(yè)的高層領(lǐng)導(dǎo)應(yīng)適當(dāng)放權(quán)，不應(yīng)越權(quán)管理，以便為有才能的人發(fā)揮作用創(chuàng)造良好的環(huán)境。 （2）運(yùn)用科學(xué)有效的人才管理策略。企業(yè)應(yīng)制定出一套公正、合理的績(jī)效考核制度，對(duì)不同層次的員工制定不同的評(píng)估標(biāo)準(zhǔn)，并按此標(biāo)準(zhǔn)進(jìn)行公開、公正、合理的考核及選拔以避免只憑印象及企業(yè)主的個(gè)人評(píng)價(jià)行事的做法。 同時(shí)，要注重建立一套有效的激勵(lì)約束機(jī)制，除去常見的物質(zhì)激勵(lì)精神激勵(lì)以外，還要注重對(duì)員工進(jìn)行不定期的技術(shù)培訓(xùn)、工作鍛煉，建立科學(xué)的人才培養(yǎng)機(jī)制，不斷挖掘本企業(yè)員工的潛力，除了對(duì)員工進(jìn)行專業(yè)知識(shí)的培訓(xùn)外，還應(yīng)在員工中普及市場(chǎng)知識(shí)、經(jīng)營(yíng)管理知識(shí)等，以使員工適應(yīng)市場(chǎng)競(jìng)爭(zhēng)的需要。 （3）加強(qiáng)企業(yè)文化建設(shè)，增強(qiáng)人才的主人翁意識(shí)。通過(guò)情感交流和心理溝通來(lái)留住人才，在價(jià)值理念上愛護(hù)人才，工作上支持人才，生活上關(guān)心人才，人格上尊重人才，心理上滿足人才，善于用感情紐帶把各類人才的心連接在一起，讓他們充分感受到組織的溫馨，這樣人才就不會(huì)輕易離去。企業(yè)文化是一種凝聚力，用企業(yè)的發(fā)展目標(biāo)和美好前景來(lái)調(diào)動(dòng)職工對(duì)本職工作的積極性；要注重企業(yè)精神和價(jià)值觀的培育，著重于在職工中樹立和企業(yè)“共存亡”的歸屬觀念和團(tuán)隊(duì)意識(shí)，與企業(yè)同呼吸、同成長(zhǎng)、同發(fā)展。 （4）加大違約賠償力度以感應(yīng)人才。違約賠償是對(duì)目前人才隨意跳槽的一種有效約束。企業(yè)應(yīng)與人才簽訂明確的合同，以增強(qiáng)法律效應(yīng)，防止人才的隨意流失。以上只是針對(duì)我國(guó)中小企業(yè)整體提出了一些對(duì)策和建議。由于每個(gè)企業(yè)的具體情況不盡相同，因而我國(guó)的中小企業(yè)在防止人才流失時(shí)應(yīng)充分結(jié)合自身特點(diǎn)有針對(duì)性、有目的性、有重點(diǎn)地找出適合自己的留住人才的對(duì)策，采取相應(yīng)的措施，以達(dá)到加強(qiáng)人才管理，降低人才流失率，優(yōu)化企業(yè)人力資源結(jié)構(gòu)的目的。