本文的研究对象是互联网行业中的M公司，在近几年中呈高速发展态势，通过完善的招聘体系迅速搭建起了人才梯队，但是在日益攀高的离职率中发现，M公司正在面临关键人才尤其是知识型员工保留能力不足的问题。商业分析师是该公司知识型员工的典型代表，在人才竞争日趋激烈的劳动力市场中也表现出明显的“供不应求”的现状，在2019年中，该职位的离职率在M公司各岗位中更是名列前茅。本文希望通过对M公司商业分析师流失的探究归因，深度剖析知识型员工的离职要素，从而提出有效缓解M公司人员流失的策略和方法。

本文核心参考了普莱斯离职模型，将研究框架分为工作满意度和外部机会两个层面，首先通过对在职员工进行盖洛普Q12满意度调研，同时辅以对在职代表的访谈，发现当前关于各工作要素的满意度现状和离职倾向，挖掘管理盲区和漏洞。同时对已离职人员进行访谈和个案研究，获取外部劳动力市场及竞争企业当前对商业分析师的吸引手段和核心优势，总结判断外部机会的环境。结合研究结果发现，M公司在晋升体系设计、薪酬体系规划、人才培养体系、管理者的领导力方面还有较多不完善之处，而外部劳动市场上供不应求的就业环境以及定向猎挖的“爆破”行动也加剧了商业分析师的人才流失的速度。

基于以上分析，笔者整体总结出改善M公司人才流失现状的几点结论：一是提高招聘运营能力，提高人才招聘效率；二是持续对标市场环境，匹配合理的薪酬激励体系；三是健全人才发展路径；四是提升管理者的胜任能力，加强对下属预期的管理与关怀能力；五是针对市场环境加强监控机制，有效防范定点挖角。

希望本文提出的结论能够有效缓解M公司当前人才保留难的痛点的解决方案，促进企业更加稳定、健康、持续的发展。

In this paper, the research object of M company is an Internet giant enterprises. The research object of this paper is M Company in the Internet industry, which has been developing rapidly in recent years and has rapidly built a talent echelon through a sound recruitment system. However, with the increasing turnover rate, it is found that M Company is facing the problem of insufficient retention of key talents, especially knowledge workers. Business analysts are a typical representative of knowledge workers in the company. In the increasingly competitive labor market, business analysts are in short supply. In the middle of 2019, the turnover rate of this position is among the highest among all positions in M company. This paper hopes to explore the attribution of the loss of business analysts in M Company and deeply analyze the dimission factors of knowledge employees, so as to propose effective strategies and methods to alleviate the loss of employees in M Company.

This paper core reference price turnover model, the research framework is divided into two aspects job satisfaction and the external opportunity, first by employees for Gallup Q12 satisfaction research, supplemented by interviews on employed on behalf of at the same time, find the current status about the elements of the job satisfaction and turnover intention, mining management loopholes and blind area. At the same time, interviews and case studies were conducted on the former employees to obtain the means and core advantages of the external labor market and competitive enterprises to attract business analysts, and to summarize and judge the environment of external opportunities. Combined with the results of the study showed that M company in the promotion system design, system planning, talent cultivation system, the leadership of the managers have more imperfections, and external labor market on the demand of employment environment and "blasting" directed hunters dug action also contributed to the business analyst at the rate of brain drain.

Based on the above analysis, the author summarizes several conclusions to improve the current situation of M Company's brain drain: One is to improve the recruitment operation capacity, improve the efficiency of recruitment, 2 it is to continue to the market environment, matching and reasonable salary incentive system, 3 it is to improve the talent development path, four is to promote competence of administrators, strengthen the management of subordinate expectations and care ability, five is in view of the market environment to strengthen the monitoring mechanism and effectively prevent fixed-point poaching.

         It is hoped that the conclusions proposed in this paper can effectively alleviate the current pain point of M Company's talent retention, and promote a more stable, healthy and sustainable development of the enterprise.