2004年,中国经济形势整体看好,很多企业都憋着一口气要在这一年中抓住机遇,使企业迈上一个新台阶。因而纷纷开始谋划新的战略方案与经营计划。如今,市场有了、方向明确了,剩下的就该踏踏实实地干了。然而,大战临头、正值用人之际,很多企业回过头来盘点内部的人力资源才发现可用之人实在太少,恰好又正赶上春季这个人员流动最频繁的季节。因而,“人才流失”成了很多企业不愿正视又不得不正视的一个既“敏感”又“伤感”的话题。一边是如同患了流行感冒,企业内部的人员一个接一个拂手而去;一边是人才招聘会上挤破了头,外面的人员削尖了脑袋也要往企业里面钻。面对这种景象,企业领导人该如何决断,是“放”还是“进”?是大进大出?是苦心挽留、扼腕叹息?还是敞开胸怀、顺势而为? In 2004, the overall economic situation in China was optimistic. Many enterprises are holding their breath to seize the opportunity this year so that they will take the enterprises to a new level. Therefore, they have started to plan new strategic plans and business plans. Today, the market is there, the direction is clear, and the rest should be done in a down-to-earth manner. However, at the very beginning of the war, many employers turned to internal human resources to find out when there were so few people available. In the meantime, they just caught up with the spring season when the flow of people was the most frequent. Therefore, “brain drain” has become a “sensitive” and “sad” topic that many enterprises are unwilling to face and have to face. One side is as suffering from a pandemic, the company's internal staff one after another funeral; one side is torn at the job fair, the staff outside the sharpened have to drill inside the enterprise. In the face of such a scene, how to determine the business leaders, is “release” or “into”? Is big out? Is painstakingly retained, sighed with regret? Or open-minded, homeopathic?