Build a talent management system. Institutional factors such as "imperfect system" and "rule by man is greater than rule by law" are the main reasons why employees hesitate to choose corporate positions. With the slowdown of economic development, the business environment has become complicated, and the challenges of internal management of enterprises have also increased. Only by building a human capital management model that conforms to market rules and talents' demands and embedding talents' management ideas into the system and daily management behavior can we provide a benign development environment for talents.

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Improve the talent selection and evaluation mechanism. Many business managers especially agree with the view that "horse racing is not as good as horse racing". It is true that it is understandable to reward talents who have performed well in actual combat, but those who have made meritorious military service are not necessarily suitable for being promoted to a higher level of management positions with the team, regardless of their ability or personality. Only relying on actual combat performance to select talents without paying attention to the underlying values, personality traits, professional motivation and comprehensive quality ability of talents is not conducive to enterprises to establish a systematic talent evaluation and development mechanism.

Explain the concept of talent selection in detail and use professional evaluation tools. Combining the past performance and behavior of talents, and aiming at the comprehensive evaluation tools of different positions and candidates' quality and ability, we can select suitable talents and systematically improve the matching degree between people-positions and people-organizations. When making performance planning, we should give talents a reasonable adaptation period and performance growth expectation.

Second, create a vibrant organizational atmosphere.

Correct the stereotype of the enterprise. Enterprises should clarify the stereotype that is inconsistent with the business philosophy when recruiting. For example, many job seekers think that enterprises are equivalent to "996", with high work intensity and more overtime. According to the survey, only 1 1% corporate executives think that the company should adopt the "996 working system", and 6 1% executives support employees not to work overtime on weekends to take care of their personal lives; 60%-70% of corporate executives also tend to agree with "work-life balance".

Activate the internal drive of talents. While pursuing commercial success, enterprises should establish a talent concept dominated by "internal drive" and "respect" and realize that talents don't just work for external incentives such as salary. 70% employees think that the future development space is more important than the current salary and benefits.

Keep your promise. Because it is generally believed that there is a certain "rule of man" management in enterprises, market talents are still worried about whether the boss can fulfill his promised return and development. Therefore, enterprises should emphasize sincere recognition and sincere performance in recruitment and subsequent talent management practice.