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在当下知识型经济迅猛发展的今日，作为知识的最核心载体的知识型职工在公司间的跳槽变得越来越频繁。如何降低知识型职工的流失引起的企业损失，怎么鼓励并管理好知识型职工使其表现出最大的创造力，使其成为公司人力资本管理中的一大难题。本文基于知识型员工流失的特征和流动原因、影响，从知识型员工流动现有状况出发提出：企业药正确对待合理的知识型员工的流动，运用合理的对策将这种频繁的流动降到最低。进入21世纪，知识经济以及俨然成形。在知识经济中企业掌握最有价值的知识资本成为企业竞争力的核心。这恰恰也为知识型员工的流动创造了需求。知识型员工的高流动也给企业带来了各种负收益，甚至是核心竞争力的流失。因此，企业要保持持久的发展力，就必须快速的采用积极的手段，减少知识型员工的流失。 The characteristics of the knowledge staff flow, reasons and countermeasures 【 abstract 】 in the knowledge economic rapid development today, as knowledge carrier of frequent flow between knowledge workers in enterprises. How to reduce the loss of knowledge staff loss brings to enterprises, how to effectively motivate and manage knowledge workers make its maximum creativity, will become a big problem in the enterprise human resources management. Based on the characteristics and the causes of knowledge workers flows, the impact of the flow , the analysis of flow, starting from the present situation of the knowledge employee turnover, and put forward the enterprise should correctly treat the rational flow of the knowledge-type employees, and take the appropriate measures to minimize their frequent flow. 【 key words 】 the knowledge employee turnover causes countermeasures Entering the 21st century, the arrival of knowledge economy has become a reality. To master the most valuable knowledge in knowledge economy, the capital of knowledge workers has increasingly become the precious resources of enterprise more competitive. This environment created a demand for the flow of knowledge workers. High flow of the knowledge-type employees also brings to the enterprise the increased cost of various aspects, and even the loss of their core competitiveness. Therefore, the enterprise must keep lasting development, we must give full play to the positive role of the knowledge-type employees, reduce the flow of knowledge workers. I, the concept and characteristics of the knowledge workers (1) the concept of knowledge workers About the definition of knowledge workers, as is by the American scholar Peter drucker, refers to "those who grasp and use symbols and concepts, use knowledge or information to the people who work". Canadian management expert Francis HeRui ratio is defined as "those who create wealth when the brain is more than people with the hand, they use their own creativity, analysis, judgement, comprehensive, design to bring added value to product". TuHaiQun domestic scholars think the knowledge staff is "refers to is engaged in the production, creation, extension and application of knowledge, for the enterprise or organization with the knowledge capital appreciation, and professional personnel". Yet on the knowledge staff is unity is defined as: "the knowledge staff is to point to have professional knowledge and skills, the pursuit of work autonomy and constantly self value increment, have strong ability of learning innovation of individual employees." (2) the characteristics of knowledge workers Compared with the general staff, knowledge workers have their own distinctive features, concrete can be summarized as follows: 1. Has the high personal quality and ability. 2. Has strong independence and autonomy. 3. Strong desire. 4. Engaged in high value-added creative labor. 5. Continuous learning ability and innovative. 6. Strong flow. (3) the present situation of mobility of knowledge workers With the development of science and technology, increasingly highlight the importance of knowledge workers. But fewer, difficult management, and frequent flow become the main situation of knowledge workers. Current our country the knowledge employee turnover phenomenon is mainly manifested in different areas and different types of flow trend among enterprises. Regions to is: the poor areas to developed areas, small and medium-sized cities, large and medium-sized cities - core cities - international will present trapezoidal stratified flow. Enterprise flow is: the state-owned enterprises to private enterprises, foreign to the original native wholly foreign owned enterprise, the new joint venture into a wholly foreign owned enterprise, eventually become a international talent. II, the characteristics of the knowledge employee turnover (1) the concept of the knowledge employee turnover Knowledge staff flow is refers to the knowledge staff to achieve personal career through with unit selection changes in the work unit, namely the work from one state to another state changes. According to different working condition to determine the factors, the knowledge staff flow can be divided into different types, such as occupation flow, flow between industries or between regions between the flow and so on. According to the knowledge staff service object is changed, the knowledge staff and flow can be divided into the organization and organizational flow. Flow within the organization usually organized by the personnel department done through promotion or transfer, is the result of organization and management behavior. And flow between the groups, namely people usually understand the knowledge employee turnover. (2) the characteristics of the knowledge employee turnover 1. The flow of the initiative. The knowledge staff has the very strong judgment ability and self organization judgment. When they found that leadership style, organizational support, enterprise management idea, outlook, etc not satisfied or personal development opportunities are lacking, they will take the initiative to leave, seek personal - organization to a higher degree of match. In terms of flow, knowledge workers showed a strong initiative and enthusiasm. 2. The flow imbalance. As the world economic development imbalance, the backward technology environment in developing countries can't effectively compete for talent in the developed countries, thus resulting in the loss of their talents. Within a country characterized by a large number of knowledge workers from the outlying and poverty-stricken areas to developed areas. 3. The diversity of flow channel. Talent market of our country basic established talent communication network covering the whole country. Talent market provides the most basic knowledge staff flow channels. For high-level knowledge workers use headhunters or more directly in the form of talent flow. In respect of professional technical knowledge employees, the related media and Internet has played a pivotal role. 4. The internal flow industry. Knowledge workers often take the initiative to leave because of various reasons, from the industry point of view, the knowledge employees to concentrate on the emerging knowledge intensive industry. The high industry concentration and high liquidity, caused in the industry, frequent flow of the knowledge-type employees. 5. The wide range of flow. Multilateral flow trend of knowledge-based employees across countries and regions, at the same time the flow of talent circulation pattern is obvious. On the one hand, the talent to flow more developed area than in area. In addition, in recent years, the demand for talent in the asia-pacific region has prompted more and more talents backflow. III, the analysis of the causes of the knowledge employee turnover (1) personal factors 1. The knowledge staff has the characteristics of flow through value-added. Knowledge staff may be more loyal to their professional, working in an enterprise is for them to gain work experience or study related technologies, once the goal to achieve, they will choose to wider development space of enterprise learning new knowledge, through increased value flow. 2. Psychological contract cannot be carried out. "Psychological contract" refers to the organization and the knowledge staff interaction situations, employees' individual belief system for mutual responsibility and obligation. Most of the knowledge workers in the enterprise, has a relatively high voice they believe oneself ability, on the basis of fully tend to require organizations meet the requirements of the psychological contract, otherwise it may be because not satisfied and flowed from the enterprise.#p#分页标题#e# (2) the enterprise factors 1. The pursuit of higher pay is the most important reason for knowledge-based staff turnover. When not fully reflect all kinds of personnel to compensation characteristics of labor and pay, employee naturally think that the lack of justice and sufficient guidance. Generated by its internal sense of injustice will make them difficult to accept and erosion. 2. Corporate culture can promote enterprise cohesion. Good enterprise culture to higher demand of knowledge workers is more effective and durable. If employees accept the corporate culture, in the later work will be seen in a positive way. Bad corporate culture not only cannot produce cohesive force, it will accelerate the loss of personnel. 3. The work environment is not very ideal. If a person always in a bad environment, the employee will feel depressed mood, in the case of not channel, will be full of resentment of arrangement work. Ultimately change method is to turn to a more suitable environment to work. For example, in July 2005, lee announced at Google, in Google greater China President, lee's role is very difficult. When he faced strong Google headquarters, even in the face of Google localization challenge in China. However, Google's culture is doomed to the Google in China to meet the "unusual" suffering, it is for this kind of environment, the pressure of making lee once again took to the road to departure. 4. The enterprise's long-term goal and strategic intent is not clear. Enterprise strategic intent is not clear, can give a person a kind of unpredictable feeling, the feeling is very easy to make knowledge workers to produce a destiny of the enterprise and its still stay in the enterprise's future concerns, resulting in a tendency to leave. 5. Staff career planning is difficult to realize. In our country, a lot of knowledge staff's initial motivation may be a higher salary, but after working stability, can design their own career development plans. If the company can't give employees in each of the different stages of development opportunity and platform, they may move to more suitable for the development of other units to himself. (3) social factors 1. The increase of knowledge talent demand gap. Knowledge-based talent is always scarce, so all countries in seeking talents, to fill the vacancies in all walks of life, the knowledge staff flow of tension is more and more big. This is also causing huge loss of certain region or industry knowledge staff's important reasons. 2. The Labour market increasingly standardize and improve the management mechanism. Registered permanent residence and archives management system gradually relaxed, even is no longer a constraint factors. This trend has also stepped up the flow of knowledge workers. Environmental factors (4) industry 1. The knowledge staff industry life cycle and industry competitive for its loss has important influence. Competition is particularly fierce, such as high and new technology industry and high-tech industry is in the business growth, industry knowledge workers in short supply, this will inevitably lead to the loss of competition for knowledge workers and staff. 2. The system is not standard of the industry, especially as the IT industry, software engineers work didn't get legal protection. It also led to the knowledge staff of cross-industry flow increase trend. IV, the impact of knowledge staff high flow The knowledge employee turnover is various, the influence of it on the whole society, for employees of enterprises and employees are positive and negative influences. But for the sustainable development of social economy has a positive role, at the same time stimulate the enterprise competition for talent and science and technology, between society gradually formed a kind of good talents of good atmosphere, thus improving the overall environment of choose and employ persons. (1) the impact on the individual It is for their own interests, that makes it possible to the flow of knowledge workers. The flow can make knowledge workers get a higher wage income, to find a more suitable for their career development companies, in a larger extent, make oneself of the psychological contract are met, and so on. (2) the effect on the enterprise The knowledge employee turnover for the positive impact of enterprises is a long-term, potential. First of all, is the enterprise innovation, improve the flexibility and adaptability; The second is of low quality staff to replace; Can also reduce other forms of negative behavior, keep the enterprise vitality, and so on. Knowledge staff flow too often, however, will inevitably bring some negative influence to the enterprise, the loss is immeasurable. 1. The increased cost of enterprise management. (1) the personnel cost. Personnel cost refers to the personnel in the growth period, the company to pay for its labor costs, training costs, etc. The sum of the costs. If employees working fixed number of year is less than the talents growth, the enterprise is basically cost input, and no reward. (2) the replacement cost. After brain drain, the enterprise in order to production needs of a new job, back into training cost, the cost is the replacement cost. (3) the intangible asset losses. Knowledge staff itself has a core technology and patent invention will make the enterprise loss of intangible assets, the intangible assets include exists in the employee's head has yet to translate into tangible material "information" and "application" and its trade secrets, etc. If employees to take away all the intangible assets to the competitors, as competitors to master and apply the patent techniques such as the development of new products quickly preempted market, making the enterprise market share. Intel's world famous companies have experienced similar a lesson. Company's startup genius designer fagan's first generation of microprocessor 8080 space, the product to the company created a huge market. But fagan left the company at a critical moment, outside in the restructuring of a new company, has launched more than 8080 advanced new products, will soon to Intel's market. The heavy blow Intel mostly lost. 2. The enterprise prestige. An employee leave an enterprise actively, more or less have a certain amount of dissatisfaction of the enterprise. They are in foreign exchanges, may damage the enterprise reputation, consciously or unconsciously. Secondly, the enterprise prestige of lower also inevitably raise the cost of hiring and maintenance personnel. 3. The normal work. The knowledge staff's departure could lead to enterprise key positions. Due to the knowledge staff to master some special skills, so they once departure, enterprises may not be able to immediately find alternative choice, cause specific openings in certain period of time, this will affect the overall operations of the enterprise. V, less knowledge staff of high flow countermeasures As mentioned above, a knowledge-based staffs loss caused great negative impact to the enterprise. So enterprises need to take effective countermeasures to reduce the loss of knowledge workers: (1) establish a scientific selection and appointment system 1. When hiring a new employee selection and organizational adaptation of knowledge workers. In order to reduce the loss of employees when introducing new employees should be strict selection procedures, based on the enterprise culture of the hiring process. Avoid the knowledge staff's values and corporate culture conflict caused by the loss. 2. Set up the enterprise and employees is the concept of partnership. As a strategic partner, knowledge workers can participate in enterprise decision-making process with the business operators, so that they feel the enterprise recognition and respect. At the same time, the knowledge staff can also independently arrange work time, to some extent this satisfies the requirement of the autonomy of knowledge workers. 3. Backup talents. Completes the backup talents, on the one hand, to strengthen the talent reserve and technical training, key technology not only makes a monopoly by one or two people; On the other hand, the same cutting-edge technology post at least two to three people at the same time. For some key positions of the unskilled jobs, can take to set up reserve personnel training plan. (2) establish a scientific and flexible employment mechanism 1. The implementation of the internal flow system. Enterprises can take the way of internal flow to increase the employee's interest in work, provide employees opportunities to learn new skills. For example, through the internal labor market open recruitment, willing to try new work or would like to work in the more challenging, importance of knowledge workers can have a chance to get a new position, to meet its flow. 2. Set up a job sharing mechanism. Through the establishment of this system can effectively reduce the enterprise key technology leaks caused by the knowledge staff loss risk. For certain to master a large number of customers and business positions and departments, shall establish a mutual supervision and restraint mechanism of job sharing, access to customers and business of some important part and key rights should be unified management by the company. 3. The contract constraint. Before the knowledge staff into the enterprise, the enterprise instead of signing a contract, in the form of legal regulations, employees for the company's obligations. For example, within the prescribed length of service before departure to pay enterprise cost of compensation for damage caused by personnel loss; Disclosure of commercial secrets shall be investigated for legal responsibility and so on.#p#分页标题#e# (3) use a variety of incentives To reduce the flow of knowledge workers, reduce the risk of loss of the accident possibility. Need to use modern effective incentive policy, give full play to the enthusiasm and creativity of knowledge workers. Really make the combination of material incentive and spiritual incentive, spiritual incentive is given priority to; Combining the positive incentives and negative incentives, give priority to with positive; Combination of internal incentives and external incentives, incentives within mainly. (4) pay attention to the staff's personal growth and career planning 1. For the knowledge staff to establish a set of training plans for the future. The knowledge staff to pursue a high level of self transcendence and self-perfection. To establish a reasonable and effective training mechanism, to meet the development needs of learning knowledge staff, to make knowledge workers don't have to move to other enterprises can gain new knowledge constantly, thus reducing the possibility of a knowledge-based staff turnover. For example: huawei, sany, these enterprises has become 2011 best employers list for college students. They attract college students is not only a salary, benefits, more importantly provides a set of new future-oriented comprehensive training program, to make them able to constantly enrich himself at his post. 2. The help of career management on their own knowledge staff. To carry out career management, can make the knowledge staff clearly see myself in the organization development path, but not to feel confused about their future. At the same time, the enterprise must fully understand the individual needs and career development of staff, provide challenging opportunities for the staff and the biggest space to let them reach their potential. (3) establish a scientific system of performance pay. First to distinguish between different post salary level, form a reasonable longitudinal difference; Secondly wages should be determined rationally. Through regular region, in the same industry salary investigation to obtain relevant information, develop a strong external competitive and comply with the company's ability to pay wages; Finally, the employees personal performance evaluation. Through the horizontal wage difference, really reflect the labor value of the employees. 4. To establish a two-way information communication platform. Enterprises should establish an information and knowledge sharing electronic interactive platform, through this platform, on the one hand, increase the knowledge of the knowledge-type employees, on the other hand, to strengthen the communication between employees, between employees and managers. Company also can through the platform regularly issue bearer of the questionnaire, understand the knowledge staff of the company, the view of management staff and work and life. So that the knowledge staff's exit from the discontent in a certain extent. VI, knowledge workers in our country level difference and its influence on the flow To establish a relatively scientific and effective knowledge staff level classification system is advantageous to the enterprise according to the characteristics of knowledge workers in different levels and different incentive mode. Article mainly expounds the hierarchical classification of the knowledge-type employees and the influence on the flow: (1) lower knowledge staff This kind of knowledge staff mainly refers to the relatively young age, knowledge workers engaged in basic work in enterprise. Mainly includes the grass-roots management within the enterprise, ordinary technicians, etc. Lower the knowledge staff has the following characteristics: 1. A relatively short period of time in the enterprise, to show their talents as soon as possible, so the innovation and reform in the job, and dare to accept the difficult task, to show their talents. 2. The organization's loyalty is low. 3. The desire to obtain further personal development. 4. The sensitivity of pay is higher. These characteristics from the above knowable low-level knowledge workers lack of sense of belonging to the enterprise, while psychological contract cannot come true, their choice is often leave the enterprise, to find a more suitable organization. And for the pursuit of material things as the primary factor to lower the knowledge employee turnover. (2) the middle knowledge staff Such employees are mainly refers to the age, middle-aged, in the daily operations of plays a backbone enterprise knowledge staff, mainly including enterprise middle managers, senior technicians, etc. Middle knowledge staff characteristics as follows: 1. With a strong collective sense of belonging. 2. Pay attention to working environment, attach great importance to the relationship between higher and lower. 3. The desire for medium and long-term stable job in return. 4. Strong achievement demand. For middle-level knowledge staff, salary welfare have not simply the pursuit of goals, also includes the ability of enterprise, organization in their work, recognition. And job promotions, they left the enterprise job prospects have become the primary factor. (3) the high-level knowledge staff Such employees are mainly refers to the advanced age to career, what role belongs to the core of the enterprise, in the enterprise is quite authoritative knowledge staff. Mainly includes the enterprise senior management, the core technology personnel, etc. High-level knowledge staff characteristics are as follows: 1. The mature personality. 2. Strong sense of belonging. 3. The self-actualization needs. 4. Want respectability, high-level knowledge staff give their golden age of contribution to the enterprise, thus they are eager to get the company up and down for their approval. For high-level knowledge staff, salary welfare has fully guaranteed. At this time, what they need is a good job autonomy, work the sense of accomplishment. Hope that through their own talents to make organization more successful. The pressure of work will increase sharply. High requirements for their jobs tend to make they are not able to work under pressure and departure. With the intensification of market competition and the continuous development of knowledge economy, the status of knowledge workers in the enterprise get more recognition. And the characteristics of knowledge workers themselves and make them more like human resources more liquidity. Only grasp the inherent law of the knowledge employee turnover, can better help enterprises to manage knowledge workers. This article through the analysis of the above several aspects to help enterprises to explore the regularity of deep knowledge employee turnover. Integrated in this paper, enterprise management must be particular about "people-oriented", all the management from the perspective of people, adjust measures to local conditions, improve the overall satisfaction of knowledge workers on work and inspire their creativity and make them obtain self-fulfilling power, to fundamentally grasp the inherent law of knowledge staff management, reduce the flow of knowledge workers, so that enterprises in the fierce market competition in a favorable position. 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