Research On Risk Management Of Central Employee Turnover In Power Enterprise

In the time of global competition and knowledge economy, human resources increasingly become the base of enterprises' competitive advantage. As a basic state-owned monopoly industry, the power industry has advantage of human resource. However, with the industry consolidation and the institution of modernistic enterprise system step by step, the labour turnover among power enterprises improves gradually, there are increasing pressures on attracting and retaining employees, especially central employees.Based on the previous research, the main topic of this paper is how to recognize and evaluate the risk of central employee turnover. It analyses the definition and characteristics of central employee, the recognization and evaluation of central employee turnover. Finally, it approaches the solution of keeping away from the risk.This article includes six parts:The first part, state the background, the goal and the mentality of this research.The second part, analyse the previous research.The third part, distinguish the central employee. It analyses the definition and characteristic of central employee, and then proposes the determination of central employees, including the value and scarcity. At the end of this part, it gets the conclusion on the central employee of power enterprises.The fourth part, analyses and evaluates the reason and consequence of central employee turnover. It includes the reason of industry, organization and individual. It discusses the possible consequence of the risk, as well as the evaluation of risk from the possibility and the loss.The fifth part, approaches the solution of keeping away from the risk. Based on previous research, this article proposes the following solution:fist, regularly check the human resource, such as the stock of central employee, central employee satisfaction, central competence and the human resource management system of the enterprise. Second, promote the career development of central employee, including making sure the competence model, setting up central employee pool, evaluating and developing the competence of central employee. Third, enhance recognition reward. Fourth, establish an open communication-oriented corporate culture. Finally, take a try at job redesign, primarily on job rotation and job enrichment.The sixth part, it is the conclusion. This part is the summary of the full article.