MBA教育中心知识库

随着社会的不断发展和企业间竞争的日益激烈，人才成为企业核心竞争力，导致各行业人才资源均日益紧张。在煤电行业，由于内外部环境的重大转变，人才管理工作变得更加复杂。尽管国家已经采取了一系列宏观经济调控措施，并实施了煤电保供政策，但煤矿企业仍然面临着严峻的人才管理问题。特别是近年来，人才流失问题更加突出，并呈现出年轻化的趋势。这一问题的严重性不容忽视，因为人才的流失不仅会对企业的运营产生负面影响，还会对整个行业的可持续发展造成威胁。

论文在阐释勒温的场论、人才流失影响因素的分析模型以及公平理论等理论的基础上，报告了QH企业目前的人才流失现状，对已流失人才进行了影响离职意图强烈程度的调查，分析了QH企业人才流失的主要影响因素，针对技术性人才的流失提出了加强重视程度、投资力度以及完善其培训机制等一系列措施。同时，建议强化领导人员能力建设、优化企业的人员结构，强化企业的岗位管理，为提升企业管理效率搭建坚实基础。最后，设立健全的绩效考核机制，完善薪酬分配和激励制度，并采取灵活的人才引进措施，打造建设学习型企业氛围，从多个维度为国有煤炭类企业规避人才流失提出了应对策略。

论文通过对QH国有企业人才流失问题的研究，找准了导致企业人才流失的主要因素，制定了切实可行的应对策略，为企业降低人才流失率、保留关键人才提供支持，也为企业将来的人才管理优化提供了借鉴。因此，论文通过对QH国有企业人才流失问题的研究，能为同行业中其他面临类似困境的企业，在遏制人才流失方面提供一定的参考价值。

With the continuous development of society and the increasingly fierce competition among enterprises, talent has become the core competitive advantage of businesses, leading to a growing scarcity of talent resources across industries. In the coal and power industry, due to significant changes in internal and external environments, talent management has become more complex. Despite the implementation of a series of macroeconomic control measures by the government and the enforcement of policies to ensure coal and power supply, coal mining enterprises still face severe talent management challenges. Particularly in recent years, the issue of talent loss has become more prominent and shows a trend towards younger generations. The seriousness of this issue cannot be overlooked, as talent loss not only negatively impacts the operations of enterprises but also poses a threat to the sustainable development of the entire industry.

Building on the theories of Lewin's field theory, the analysis model of factors influencing talent loss, and equity theory, the paper reports on the current talent loss situation in QH enterprise. It conducts a survey on the intensity of the impact of talent loss intentions for those who have already left, analyzes the main influencing factors of talent loss in QH enterprise, and proposes a series of measures to address the loss of technical talents, such as enhancing attention, investment, and improving training mechanisms. Additionally, it suggests strengthening leadership capacity building, optimizing the company's personnel structure, enhancing job management, establishing a solid foundation for improving management efficiency, setting up a sound performance evaluation mechanism, refining salary distribution and incentive systems, and adopting flexible talent acquisition measures to create a learning-oriented corporate culture. The paper offers strategies from multiple dimensions for state-owned coal enterprises to mitigate talent loss.

By studying the talent loss issue in QH state-owned enterprises, the paper identifies the key factors leading to talent outflow, formulates practical strategies to reduce talent loss rate, retain key talents, and provides support for future talent management optimization in enterprises. Therefore, through the research on talent loss in QH state-owned enterprises, the paper offers valuable insights for other enterprises facing similar challenges in the industry, providing reference value in curbing talent loss.