关键人才保留是当前企业人力资源管理的重要任务和主要挑战。本文从两个方面探讨关键人才保留，一是关键人才流失，二是关键人才满意度。有学者指出，员工对组织的不良感知是促使员工产生离职意图的重要因素。因此，关注并提高员工满意度，对于人才保留将起到积极的作用。 D公司是一家成立十五年的房地产综合服务公司，拥有员工近200人。公司主要提供房地产相关技术支持和咨询服务，关键人才以专业技术人员和管理人员为主。本文首先通过SENLL模型，对D公司的关键人才进行了识别和界定。然后通过问卷调查法和访谈法，对2015年至2017年，关键人才满意度与公司整体员工满意度进行了对比，结合2015年至2017年关键人才流失率与公司整体流失率的对比，总结出D公司在关键人才保留方面存在的问题。结合关键人才离职案例以及关键人才访谈记录，进一步分析得出造成D公司关键人才保留问题的原因，分别为关键人才个人发展前景受限、薪资待遇增长缓慢、授权体系不完善。 据此，根据公司现状，给出D公司关键人才保留的对策，即用人育人相结合，正确引导关键人才职业生涯规划；短长期激励结合，完善现有薪酬结构；事务权下放，完善授权体系。通过以上建议，希望有助于D公司解决关键人才保留问题，同时可以为其他存在相似问题的企业提供可供借鉴的经验方法。

Retaining key talents is an important task and major challenge facing human resource management of enterprises. This paper discusses the retention of key talents from two aspects: one is the loss of key talents; the other is the satisfaction of key talents. Some scholars pointed out that most of the demission intentions of employees appeared after they had a bad perception of the organization, and it was this bad perception that finally led to the demission of employees. Therefore, paying attention to employee satisfaction will play a positive role in employee retention. D company is a real estate integrated service company established 15 years ago, with nearly 200 employees, belonging to a typical small and medium-sized enterprise. The company mainly provides professional technical support and consulting services, key personnel to professional technical personnel and part of the management personnel. This paper firstly identifies and defines key talents of D company through SENLL model. Then, by means of questionnaire survey and interview, key talent satisfaction was compared with the overall employee satisfaction of the company from 2015 to 2017. Combined with the comparison between the key talent turnover rate and the overall employee turnover rate of the company from 2015 to 2017, problems in the retention of key talents in D company were summarized. Based on key talent demission cases and daily key talent interview records, the reasons for the retention of key talents in D company are further analyzed, including limited personal development prospects, slow growth of salary and treatment, and imperfect authorization system. Accordingly, based on the current situation of the company, the countermeasures and suggestions for the retention of key talents in D company are given, that is, the combination of personnel and education can correctly guide the career planning of key talents. Short and long-term incentive combination, improve the existing salary structure; Improve the authorization system. Through the above Suggestions, it is hoped that it can help D company solve the problem of key talent retention and provide experience and methods for other small and medium-sized enterprises of the same scale with similar problems for reference.