Research Into The Risk Management For The Flow Of Enterprise Innovative Talents

As a special kind of resources, talents are the capital of an enterprise. Theyrepresent the core competitiveness of an enterprise. It being the background that ourcountry strongly advocated the construction of an innovative country with innovativeindustries and innovative enterprises, as well as in the trend of globalization andenterprise internationalization, innovative talents become an indispensable resourcefor the development of the country and the enterprise. They are the source that thecountry as well as the enterprise gets competitiveness. The flow of enterpriseinnovative talents can bring serious risks to the enterprise and the society which has agreat impact on both the enterprise and the country. Therefore, effective riskmanagement must be implemented in controlling the flow of enterprise innovativetalents. This research into the risk management for the flow of enterprise innovativetalents has its significance theoretically and practically.This paper has firstly a comprehensive review of the documentary studies bothhome and aboard concerning innovative talents, talent flow theory, risk managementtheory, the influencing factors and the risk management. Then through theoreticalanalysis, the paper summarizes ten factors that affecting the flow of talents, which aredemographic variables, individuals and groups matching level, payment satisfaction,working conditions, the job itself, career growth space, organizational commitment,job opportunities, family factors and the cost of flowing. Based on the above research,the paper puts forward theoretical hypothesis and set up a theoretical model of talentflow. The positive and negative influences that the flow of the talents brings to thesociety, enterprise and individual are summarized as well. The paper especiallyfocuses on analyzing the risk consequences that the talent flow brings to theenterprise, including the increased cost, operational disruptions, collectivejob-hopping, loss of intangible assets, a waste of human resources and other nosignificant consequences. On the basis of which, evaluation index system of riskconsequences is built. Then an empirical analysis is done combining with the above theoretical model and the survey data. The result of the empirical analysis shows thatamong the ten influential factors, only career growth opportunities, organizationalcommitments, family factors and the cost of flow have significant influences on talentflow while others not; the risks that talent flow brings to the enterprise could beclassified into the risk of increasing cost, operational risk, collective job-hopping risk,the risk of losing intangible assets, a waste of human resources risk as well as otherrisks. At the last part of the paper, specific countermeasures for risk management oftalent flow are put forward in terms of risk prevention, risk controlling, and riskfeedback, which including providing more development space for the talents, helpingtalents accomplish career objectives, paying attention to their family while focusingon the talents, increasing the cost of talent flow, establishing talent reserve pool andenhancing the protection of intangible assets.