Many enterprises have found that at present, the tendency of losing trained employees is more and more serious, especially some trained technical backbone employees. Nowadays, the concept of training as an investment has been deeply rooted in people's hearts. Since it is an investment, we have to consider the income and return. Therefore, how to stabilize the trained core employees has become the biggest problem in the practice of human resource management. Why do employees lose after training? Why do backbone employees lose after training? The reason is mainly because the trained employees think that their skills have been further improved, and this improvement has not been reflected in the treatment. When he thinks that his salary in the enterprise is lower than the average level of people with the same ability in the same industry, he may leave. Enterprises, on the other hand, believe that paying employees to participate in training is an affirmation of their work performance and an incentive measure. In return, employees should work better for the enterprise. Some human resources managers complained: "Why do you want to get a raise as soon as you train, and leave without a raise?" You should know that the training fee is paid by the company. "employees believe that training, as an investment of the company, will not have an effect on anyone. The company chose me to participate in the training because of my outstanding performance and potential for continuous growth, and I also improved my work performance as the company wished, which is inseparable from my efforts. If employees and enterprises cannot reach an agreement on this issue, the risk of employee turnover will increase. In fact, national training is the joint investment of enterprises and trained employees. The investment of the enterprise includes: training expenses, salaries of employees during the training period, and other indirect losses caused to the company by not training employees during the training period. The input of trained employees is: their ability to receive training effectively and extra energy and time for training. From the above simple analysis, it can be seen that it is difficult for an enterprise to meet the requirements of employee salary increase before recovering its investment; Because employees are also involved, it is easy to think of raising wages. In addition, employees' expectation of the workload that may increase after training also urges employees to demand higher salary. The "sales contract" is not worth the loss. Domestic enterprises that are willing to train employees pay attention to the rate of return on training, especially for employees entrusted by enterprises and going abroad for further study. Usually, employees must sign a "sales contract" with the enterprise before formal training: after the training, they must return to work in the enterprise and are not allowed to leave the enterprise within ×× years. If they violate it, they will double the training cost of the enterprise. In order to limit the brain drain, some enterprises impose different penalties on junior, middle and senior technical titles when they leave their jobs. In fact, doing so sometimes backfires. On the one hand, everyone can use the "take-away" talent recruitment and use form. As long as the talents you recruit are given higher treatment than you, your talents will easily be "taken away" by others; On the other hand, the "contract" training method will also hurt employees' self-esteem. Once their talents are recognized by the society, they are easily driven away by the "deed of sale". Therefore, it is difficult to successfully retain talents, win people's hearts and stimulate people's creative enthusiasm by means of "indenture" and other binding means. In fact, the recovery of training investment is not simply about training, but about investment, but about the whole process of enterprise human resource management. An employee who changes jobs after training does not mean that the training will be "lost", but should reflect on the human resource management of enterprises: why do outstanding talents leave? How can enterprises and employees win-win in training? Since enterprises can't escape the obligation and responsibility of employee training, only through effective human resource management can enterprises and employees achieve a win-win situation in training. At present, many companies combine training with employees' career development, and scientific and effective career management is the "golden key" for enterprises and employees to obtain "win-win" in training. CareerPlanning is an important part of enterprise human resource management, which means that enterprises help employees to determine their career development goals (job changes and the realization of their job ideals), and provide training opportunities for employees to improve their professional quality at work, so as to link and coordinate their development goals with their personal development goals, establish a win-win relationship between enterprises and employees, and then form a close interest relationship. Combining training with personal development, we should help employees plan where they may go in the next year or two, and let him know how many people are needed in the above positions, how many people are there now, and how many positions can be promoted and developed. In short, enterprises will provide a big stage for talented employees. The training of McDonald's is closely related to the career development of employees. In McDonald's, the training of ordinary waiters is realized in the store. By studying McDonald's manual, we can observe the internship on the spot. If you want to be promoted to the store manager, you must enter the local or regional training center to study, and management training has become the main content. After accumulating experience, if it is possible to be promoted to regional manager, enter the national training center to study. To become a regional manager, you have to go to McDonald's headquarters in the United States for training and study. In each step-by-step training, the quality of employees or managers also changes with the change of work content and requirements, realizing the interactive process of vocational requirements and learning exchange. Obviously, the more promising or important talents are to the company, the more they will be continuously cultivated. After training, the improvement of his knowledge, experience and working ability will create value for the company. At the same time, his personal career development has also seen better prospects and benefits, and the possibility of leaving his job will also be reduced. The cost of company training will not become "making wedding clothes for others".