Current Situation Of HP Brain Drain And Countermeasures

Competition in twenty-first century, in fact is the talent competition. Talented persons are the fundamental resources of enterprises’development. However, at present, the phenomenon of brain drain is very serious in our most enterprises, In2007, Chinese Academy of Social Sciences released "Chinese Private Enterprise Competitiveness Report NO.4-Human Capital and Competitiveness Index". The report clearly pointed out that the loss of talents especially the loss of key employees of private enterprises has seriously hindered the development of enterprises and regional economy.With the constant development of the economy in our country, the people’s living standard has become higher and higher. The market of car sales services is increasingly improved and prosperous, companying with its increasing competition. In the fierce market competition, the need of the talents in car sales services industry is also growing, but at the same time, the problem of brain drain has become more serious. This forces the managers began to think how to retain talent and how to prevent the loss of talents.HP Auto Sales&Service Co., Ltd. Beijing Hyundai4S franchise store, as a subsidiary of BH Group, is one of the BH Group4S shops. In recent years, one the one hand, high rate of talents loss results in a shortage of talents, business growth retardation, lack of competitive advantage and market competition. On the other hand, the bad environment in turn results in a loss of talents, reinforcing a vicious cycle. As a private enterprise with rapid development, HP itself has this or that problem. Its imperfect human resource management system also increased the talent loss in a certain degree. In2013, the talent loss rate is as high as58%which has seriously threatened the survival and development of HP.In this paper, the author who has experience of many years adopts the method of combining theory with practice to study and analyze the talent loss of HP Company. There are mainly six parts in this paper. The first part is introduction where the author summarizes the research background, significance, ideas, methods etc. In the second part, the author firstly defines some related concepts:talent, flow of talent, talent loss, and then introduces related loss model. The third part introduces the industry situation of HP Company, background, organization structure, business scope, staff composition, situation of talent loss, and then makes a brief analysis of adverse effects caused by talent loss on the HP Company. In the fourth part, the author uses the influence factors to analyze talent loss of HP Company, and adopts some detailed cases to analyze the main factors of talent loss of HP Company. According to the main factors, in the fifth part, the author proposes the countermeasures to solve the talent loss problem. The final part is conclusion. In this part, the author makes a summary for the full text. Although the analysis is based on the research of HP Company, but because the HP Company is one of the4S shops under BH Group, the analysis and method in this paper have strong generality. Therefore, this paper is expected to provide some references for other BH group4S shops managers to solve the talent loss problem.