【正文】 通過對一些 中小 民營企業(yè)的調查，歸納出以下一些原因 ： （ 一 ） 個人原因 1. 生活的壓力 這幾年物價的上漲令很多打工族措手不及，離開了父母的依靠，在外只能靠自己的工資住房、吃飯、穿衣、娛樂?！比瞬刨Y源是企業(yè)的第一資源，企業(yè)之間的競爭歸根到底就是人才的競爭，然而人才流失問題卻日益圍繞著企業(yè)管理者，如何留用優(yōu)秀人才已成為人力資源管理工作中的重要課題，要留住優(yōu)秀人才應建立在心里念的基礎上，靠事業(yè)留人，靠良好的發(fā)展機會留人，靠企業(yè)文化留人等等。的確，“治國 安邦靠人才，成就事業(yè)靠人才，得人者昌，失人者亡”，這是歷史和現實反復證明的規(guī)律。得一使中小型企業(yè)留住自己所需的人才。 通過對其原因的分析，主要包括個人原因，社會原 因以及企業(yè)原因。更加上物價的不斷上漲 ，住房的壓力，求職者們都希望有一份即輕松又有豐厚報酬的工作。s infinite desire and outstanding talent resources are limited, so people, keep people bee the eternal topic of enterprise management. In fact, the enterprise of love heart, cherish the meaning does not lack, lack in real person eye and measure. Never try to find a perfect person, never put your needs as his, but the rational use of occupation judgment discover talents on the body and he really needs, and make every attempt to build the stage. More sticky between the boss and the occupation managers from the soul of the contract, rather than the occupation contract, though, occupation managers also care about, care about salary job, but more attention is whether they can get the trust of the boss and the inner identity. This is the inheritance of the oriental culture search. Get the trust, can for friends who are dead, suffered a cold can be out laughing. So, when the occupation managers appear to be absentminded or play and vocational punctuality, the boss should first reflect on is yourself: do you trust him? Do you know his inner demand? You give him the full development of space? If you have done, then, can continue to do better? You can provide what occupation managers do? We always hope that the next, but as we awaited the expected airborne at the same time, don39。 Employment interest. Employees need different amounts of information and have different degrees of interesting career advancement,depending on a variety of factors. Supervisory concern. Employees want their supervisors to play aan active role in career development and provide timely feedback or performance. Measurable results or improvements in the individuals or the anization Evaluation of the training and development should follow steps:First,evaluation criteria should be established before training begins,closely matching the training and development objectives has been peled,a posttest or posttraining evaluation should reveal the improvemeng that resulted from the program. Career planing Today an increasing number of HR experts see career planning as a way to meet their internal staffing stady of one group of employees revealed five factors of concern for the employees. Those factor were: The knowledge or learning acquired through the training experience 原文： After workers have been selected, they may still lack the skill, knoeledge,and abilities needed to perform workers require some training to do their current jobs properly. If the anization wishes to place its employees in more responsible positons in the future, developmental activities also have to take piace. Steps to training and development Teceive the most benefits, Human Resource specialists nd managers must assess the needs, objectives, content and learning priciples associated with training. The mployee and ble for training or development must assess the needs of the employee are set, the specific content and learning principles are considered. Job Rotation To crosstrain enployee in a variety of job, some trainers move a trainee from job to job. Each move normally normally is preceded job instruction training. Besides giving workers variety in their job, crosstraining helps the anizations when vacation , absences, downsizing , or resignation occur. These programs seek to give employees exposure to a variety of assignments. Among hourly employees exposure way to train workers. Among managerial, techical, and professional employees , job rotaton can provide a broader perspective , often develop these employees for potential career advancement. Evaluation of Training and Development A lack of evaluation may be the most serious flaw in most training and development may rely on the evaluation of the trainees,rather than evaluating the content themelves. Effective criteria used to evalute training focus on outes. Trainers are particularly concerned about: 在外部的人看來，做招聘工作無非就是篩選簡歷、面試、通知上班就可以了。 “ 用薪 ” 留人不如 “ 用心 ” 留人，努力經營企業(yè)的文化，用愿景凝聚人，用目標激勵人，用待遇善待人，用情感影響人。也許他們身上沒有空降兵身上包裝過的光環(huán)，但是他們除了對企 業(yè)的忠誠和責任感意外，也同樣渴望發(fā)展的舞臺。 所以，當職業(yè)經理人出現心不在焉或玩忽職守時，老板應該首先反省的是自己：你信任他了嘛？你了解他內心的需求嗎？你給他充分發(fā)展的空間了嗎？如果你已經做了，那么，還能繼續(xù)做的更好嗎？你還能為職業(yè)經理人做些什么呢？ 我們總是寄希望于 “ 下一個 ” ，但是就在我們在翹首盼望 “ 空降兵 ” 的同時，別忘了環(huán)視你身邊的人，那些一直陪伴著你，不折不扣執(zhí)行的人。這是東方文化深入骨髓的傳承。永遠不要試圖尋找一個完人，永遠不要把自己的需求當做是他的，而是理性地用職業(yè)的眼光發(fā)現人才身上的優(yōu)勢和他真正的內心需求，并千方百計地搭建讓其施展的舞臺。 企業(yè)對人才的渴望無限和優(yōu)秀人才的資源有限，使得用人、留人成為企業(yè)管理者永恒的話題。當案件是有意義的，類似與工作有關的情況，有一些轉移。 通過研究一個的情況下，學員了解真實的或假想的情況下采取的環(huán)境和其他人的行動。反饋和參與可以提高 討論允許隨著講座的過程。這些方法被施加在訓練和有意義的組織材料。通過觀察正面和負面的后果，員工收到替代鋼筋鼓勵正確的行為。的行為可能會被重新創(chuàng)造。 角色扮演和學徒的密切相關的是行為建模。經驗可能會造成更大的同情和寬容的個體差異，因此是適合于不同的 員工 。一個男性隸屬可能發(fā)揮他的女性經理。人力資源部采用什么方法，它必須是靈活的，積極的 。研究一組雇員透露，五個因素的關注雇員。導師特別關注： ?反應的學員培訓的內容和過程 ?知識或學習通過訓練