The management of talents includes not only the recruitment of employees, but also the retention of personnel. Peter drucker, the father of modern management, believes that the well-known "28 principle" is also applicable to enterprise employee management, that is, 20% of talents create 80% of value. Bill Gates's point of view is more direct. "If the top 20 people in Microsoft are taken away, the company will basically become worthless." . It can be seen that the loss of core talents is a huge loss that cannot be ignored for an enterprise. Therefore, how to find and retain core employees has become an important topic that many companies need to constantly learn and improve. The definition of core talents Before we understand the definition of core talents within an enterprise, we must first go through three procedures. First, analyze the external situation of the enterprise. No enterprise can exist independently from the surrounding environment, and it must see the competitive environment outside. Second, the strategic analysis of enterprises. A company must have a macro-strategic framework, including its products, services and support structures. Only by making clear the strategic direction of the enterprise can we make a long-term development plan in the future. Third, pay attention to the key to the success or failure of enterprise management. Whether an enterprise aims at profit or not, there are many factors that affect its success or failure, but the key to success or failure can only be the individual. After completing the above three procedures, leaders will basically understand the general situation of their own enterprises, so that they can define the core talents they need according to their own conditions. Generally speaking, employees with key skills and experience such as innovation often hold important positions, which determines the competitiveness of enterprises. However, employees in important positions are not necessarily core talents. Core talents must master key resources and important work ability, and can create the most valuable output for enterprises. In addition, core talents should have strong execution and high efficiency. They not only have innovative thinking ability, but also have the ability to see what others can't see, and they can put innovative thinking into practice. At the same time, an employee's potential and growth space, as well as his performance, are also the basic evaluation criteria to define whether he is a core talent. Distinguishing the types of core talents in any enterprise, more than 80% of talents can be replaced, while the 20% that is difficult to replace belong to core talents. They are usually divided into three types-pluralism and compound, scarcity and subversion. Multi-compound multi-compound employee is a versatile person. He can handle all kinds of work easily. Today he can manage finance, tomorrow he can do sales, and in the future he may become an independent general manager. An employee may be a very good sales talent, and he can barely bear it when he is a sales manager, but he may feel incompetent when he is promoted to a sales director. The core talents with multiple and compound abilities can play their role in matching with positions as usual in any position. Scarce and scarce core talents often hold key technologies or key core competencies. Perhaps this is not the most advanced technology in the enterprise, but it is indispensable in the operation of the enterprise, and only a few employees can use it, which is precious. There was once a female employee in a company who had reached retirement age, but only she mastered a very key core technology in the company. In order to keep her, the company's top management has made numerous contacts with the local government, social security units and labor bureaus, because the company can't find anyone to replace her and can't lack the technology she has mastered. Subversive core talents are the most difficult to tap in enterprises. They can break away from the shackles of traditional thinking and bring a new look to the whole enterprise. The most famous example is Steve Jobs, the former CEO of Apple, whose creativity has changed the development trend of an enterprise or even an industry. After his death, an executive of an American listed company said that he was sad that Jobs had left, but he was happy because in the future they only needed to compete with others, not with God. This subversive core talent is extremely scarce and cannot be compared with ordinary talents in the same order of magnitude. In order to retain core talents, we must first make the following four preparations. First of all, we should know where the core talents are in the enterprise and whether they are in the right position. Only when the core talents are in the core positions can they play their core values. Secondly, it is necessary to find out where the core talents who intend to leave their jobs go, why they go, and how much their departure will affect the enterprise. Thirdly, it is necessary to know what the real needs of core talents are and how much money enterprises need to spend to keep them. Finally, it is necessary to clarify how to combine the needs of core talents with the development of the company. This work is easier said than done, which is also one of the starting points for major enterprises to attach importance to the retention of core talents. According to the completion of these four tasks, we can further analyze the factors that affect the core talents of an enterprise. There are many factors affecting the retention of core talents, which are concentrated in three aspects: external, internal and personal. External factors include the supply and flow of talents, transnational, cross-regional and cross-industry flow of talents; Internal factors refer to employee engagement, and we need to know how to improve employee engagement within the company; Personal factors mainly refer to the personal needs of core talents. There are many kinds of human needs, and they vary from time to time. So we should know what everyone's needs are and how to distinguish them. When formulating the retention strategy of core talents, we should comprehensively consider the above three factors and the enterprise's own situation. Facing up to the changes of external factors, the external factors that affect the core talents are constantly changing. Over the past 30 years, with the gradual strengthening of China's national strength, the investment of foreign-funded enterprises in China has gradually increased, and more and more domestic private enterprises have grown into strong countries in Asia or even in the world, which means that the choice of talent employment has also increased. In the past, most employees of state-owned enterprises or private enterprises switched to foreign companies, but today, it is not difficult to find that more executives of foreign companies have switched to private enterprises after leaving their jobs. In addition to the change of talent flow trend, the innovation of recruitment technology and the diversification of channels are also external factors related to the retention of core talents. Now it has entered the era of TV recruitment, and many TV stations have set up TV recruitment programs; Now is the internet age, and the recruitment information of various websites and forums is completely open. Compared with previous years, the information and channels of talent recruitment are more diverse, which makes job hunting more efficient and convenient, and also provides more opportunities for the core talents of enterprises to leave their jobs. Enterprises should always pay attention to the changing trend of the external environment, judge what impact this trend will have on the flow of talents within the company, and formulate the retention strategy of core talents on this basis. Improve employee engagement The higher the employee's engagement, the more likely he is to stay. Many companies conduct employee engagement analysis every year, such as HP's annual employee opinion survey. The main purpose of this quantitative survey is to keep in touch with employees and understand their views on senior managers and the whole enterprise. Engagement survey is one of the communication channels, but it is not the only one. If enterprise leaders are willing to go beyond the management and really listen to the voices of employees at the grassroots level, they can achieve the purpose of giving orders. "Coffee club culture" is very popular in American enterprises, and senior managers talk with employees in a relaxed atmosphere to understand what employees are saying. Actively communicating with employees can not only adjust strategies according to employees' current ideas, but also increase employees' sense of belonging to the enterprise, thus enhancing employees' professionalism. Engagement analysis includes company culture and environment, company management, work content, management team atmosphere, corresponding indicators, salary, career development and other dimensions. One of the most critical and difficult to master is the team atmosphere. On the premise of meeting the basic needs, if the atmosphere of the team is harmonious and harmonious, so that employees in it feel like people around them, and employees can maintain a happy working mood every day, then employees can not only improve their work efficiency, but also voluntarily pay more for the company, which is the performance of improving employee engagement. There was an industry survey on employee engagement, and the results showed that the favorite part of China employees' work was cooperation with colleagues, which reflected the good team atmosphere of domestic enterprises. However, most employees have some complaints about the leadership style, which shows that the management of some mainland companies should strengthen their recognition of employees and communicate with them more, which is directly related to the professionalism of employees and will directly affect the retention of core talents. Properly meet the personal needs of core employees HP has done research on the core employees who left their jobs and analyzed the reasons for their departure. Usually, these resigned employees will consider two aspects, including salary and promotion opportunities, as well as personal life such as studying abroad, getting married and moving. From the moment they receive the call from the headhunter, they are already in the "high-risk group of leaving", because there must be jobs with higher salary or better conditions to attract the core talents in the company. It is the key for the company to let the core employees not answer the first call of headhunters themselves. How can we make core talents indifferent to the poaching of headhunters? The three reasons mentioned above for the departure of core employees can all be attributed to personal needs. When retaining core talents, what companies need to do most is to investigate their personal needs and meet these needs appropriately according to the actual situation, so that they feel no need to leave the company to seek better positions. There are two ways to retain core talents, one is financial and the other is non-financial. Financial retention methods, including delivery of five insurances and one gold, salary increase and promotion, can meet the needs of employees in the workplace and material aspects. For example, in the case of China's social security system (medical security, retirement security system, etc.). ) is not perfect, if a company puts forward a relatively perfect employee protection plan, it will have a great advantage in retaining key talents. Non-financial type is aimed at the personal problems of core employees, and everyone's needs are different. From the age point of view, employees under the age of 30 think it is more important to get married and make friends, and there is a demand for buying a house and a car; Employees aged 30 to 40 need to consider raising children; Employees over the age of 45 begin to seek stability in the workplace and life, and need to balance work and life and allocate time and energy reasonably. Some core employees will leave because they have to take care of young children or the elderly at home. In this case, the company can implement flexible working hours. As long as employees can finish their tasks in time with high quality and efficiency, the remaining time can be arranged by themselves. Previously, one of HP's core female employees planned to quit her job and go back to Qingdao to take care of her elderly parents. The senior management supported her and agreed that she would go to Qingdao to work, and only need to go to Beijing when meeting. In today's smooth and developed network, working in different places will not have much impact on efficiency. In this way, HP not only retains this talent, but also does not affect the company's business operations, which can be described as a win-win situation. The needs of personal life not only refer to the basic long-term needs, but also include the sudden needs that individuals face in their lives.