麻烦英语达人帮忙翻译一下

这是我的译文，有些不妥的地方还请见谅。。O(∩_∩)O~~

随着知识经济的到来，企业间的竞争已经深化为抢夺优秀人才的战争，企业能否抢先占领人才高地、建立人才高地，已经成为决定其持续发展的关键因素。只有实施人才战略管理，积聚一流人才、争夺关键人才、赢得优秀人才、拥有创新人才、培育短缺人才，企业才能占据市场，企业才更具核心竞争力。

With the approaching of the Knowledge-based Economy, the competition between corporations has deepened into a war scrambling talents. Whether a company can be the first to occupy and build up the pinnacle of talents has been the key factor to determine its continuable development. Only by conducting the management of talent strategy, accumulating top-ranking talents, scrambling for key talents, gaining excellent talents, owing creative talents, cultivating shortage talents, can the corporation occupy the market and with more core competencies.

现如今，民营企业所面临的人力资源形势不容乐观，残酷的市场竞争将迫使企业加大对人才引进、培养和开发的力度，强化人力资源管理。尤其在入世后，国外跨国公司凭借其雄厚的经济实力，先进的技术和管理大举进入中国市场，在国内，民营企业面临跨国公司的人才抢夺。

Nowadays, the situation that private enterprises are facing is far from being satisfactory. The severe market competition will force the corporations to increase the introduction, training and development of talents, and strengthen the human resource management. Especially after our entrance into the WTO, foreign multinationals inroads into the Chinese market, by means of their strong economic strength, advanced technology and management. In China, private enterprises are facing multinational talent grab.

本文以宜芝多公司为案例，首先对人力资源的相关概念进行说明，介绍人才流失和人才流失治理的相关理论。其次对宜芝多公司人才管理存在的问题做了较为详细的阐述，并就宜芝多公司人才管理存在问题的原因进行了分析。

In this paper, as the case of Ichido, we will first illustrate the correlative definitions of human resource, and introduce brain drain and the related theories of governance brain drain. And then, we will represent the problems of talent management in Ichido in detail, and analyze the cause of these problems.

本文认为，宜芝多公司人力资源管理不合理、缺乏合理的薪酬结构、员工激励体制不健全、不能建立员工职业发展规划等是人才流失的根本原因。最后，运用人力资源管理的原理和方法，结合影响员工流失的相关理论和该企业的实际状况，就如何控制人才流失，在人力资源管理的各个方面：发展空间、薪酬福利、核心人才工作设计、考核晋升、正规培训等方面提出可行性的对策。

This paper argues that, Ichido company’s root causes of brain drain is its unreasonable human resource management, lacking of reasonable salary structure, unsound employee incentive system, and it can’t set up the employee career development planning. Finally, we will use the human resources management principles and methods, combined with related theories that affect the employee drain as well as the actual situation of the enterprise, to propose some feasible countermeasures to control brain drain in all aspects of human resource management: development space, salary and welfare, the design of core talents’ works, assessment and promotion, and formal training.

摘 要
随着知识经济的到来，企业间的竞争已经深化为抢夺优秀人才的战争，企业能否抢先占领人才高地、建立人才高地，已经成为决定其持续发展的关键因素。只有实施人才战略管理，积聚一流人才、争夺关键人才、赢得优秀人才、拥有创新人才、培育短缺人才，企业才能占据市场，企业才更具核心竞争力。现如今，民营企业所面临的人力资源形势不容乐观，残酷的市场竞争将迫使企业加大对人才引进、培养和开发的力度，强化人力资源管理。尤其在入世后，国外跨国公司凭借其雄厚的经济实力，先进的技术和管理大举进入中国市场，在国内，民营企业面临跨国公司的人才抢夺。
本文以宜芝多公司为案例，首先对人力资源的相关概念进行说明，介绍人才流失和人才流失治理的相关理论。其次对宜芝多公司人才管理存在的问题做了较为详细的阐述，并就宜芝多公司人才管理存在问题的原因进行了分析。本文认为，宜芝多公司人力资源管理不合理、缺乏合理的薪酬结构、员工激励体制不健全、不能建立员工职业发展规划等是人才流失的根本原因。最后，运用人力资源管理的原理和方法，结合影响员工流失的相关理论和该企业的实际状况，就如何控制人才流失，在人力资源管理的各个方面：发展空间、薪酬福利、核心人才工作设计、考核晋升、正规培训等方面提出可行性的对策。

Arrival making a summary with knowledge economy , knowledge-base economy, enterprise room competition already deepens the war being to snatch excellent talented person , enterprise being able to anticipate or not captures talented person high land , builds talented person high land, already become the key factor deciding whose sustained development's. Only when putting talented person Strategic Management into practice, accumulate first-rate talented person, contend for key talented person, wins excellent talented person , owns the talented person being innovative , cultivates shortage talented person , enterprise ability occupying a marketplace, enterprise has just now more core competition. Human resources circumstances been confronted with by non-governmentally operated enterprise does not admit hoping for the best now now, market competition will force enterprise to strengthen introducing to , cultivating and developing to talented person , does not strengthens Human Resource Management cruelly. The multinational corporation relies on whose tremendous economic strength especially abroad behind going into the society, on a large scale, the advanced technology and administration enter the Chinese marketplace , are in in the homeland, the talented person being confronted with a multinational corporation snatches non-governmentally operated enterprise.

本文以宜芝多公司为案例，首先对人力资源的相关概念进行说明，介绍人才流失和人才流失治理的相关理论。其次对宜芝多公司人才管理存在的问题做了较为详细的阐述，并就宜芝多公司人才管理存在问题的原因进行了分析。本文认为，宜芝多公司人力资源管理不合理、缺乏合理的薪酬结构、员工激励体制不健全、不能建立员工职业发展规划等是人才流失的根本原因。最后，运用人力资源管理的原理和方法，结合影响员工流失的相关理论和该企业的实际状况，就如何控制人才流失，在人力资源管理的各个方面：发展空间、薪酬福利、核心人才工作设计、考核晋升、正规培训等方面提出可行性的对策。

The main body of a book take that glossy ganoderma suitable is many company as case, primo the relevance concept is in progress instruction for human resources , the theory introducing the relevance that brain drain and brain drain govern. Talented person manages have problem secondly to many glossy ganoderma companies suitable having done comparatively detailed expounding , many suitable together glossy ganoderma companies talented person manages the cause having the problem having carried out analysis. Many think , suitable glossy ganoderma companies human resources manages the main body of a book not being short of rational salary payment structure rationally, the employee stimulates system the root cause being brain drain such as faulty , being able to not build employee occupation to develop a plan. Right away how the at last , principle and method wielding Human Resource Management's, control brain drain combining with affecting employee running off relevance theory and owing the enterprise reality status ,in the field of the Human Resource Management each: Space for development , the salary fulfil welfare , core talented person job aspect such as designing , checking be promoted , standard training brings forward the feasibility countermeasure.

关键词：
人才，人才流失，民营企业
Talented person , brain drain , non-governmentally operated enterprise

With the advent of the knowledge economy, competition among enterprises has intensified scramble for talent war, companies can pre-empt the occupation of talent highland, establish talent Heights, to determine their sustainable development has become a key factor. Only the implementation of the strategic management of human resources, the accumulation of first-class talent, competition for key talent, winning talents with innovation and talent, nurturing talent shortage, companies can occupy the market, the core of an enterprise to be more competitive. Now, private enterprises are facing the human resources situation is not optimistic, cruel market competition will force enterprises to increase the introduction of talents, training and development, strengthen human resources management. In particular, the WTO, foreign multinational companies, with its strong economic strength, advanced technology and management inroads into the Chinese market, in domestic, private enterprises are facing multinational talent grab.

In this paper, Yi-Zhi many companies as a case, first of all human resources-related concepts description of brain drain and brain drain related to the theory of governance. Secondly, and more companies to the appropriate Chi talent management problems in doing a more detailed, and more companies on talent management should Shiba causes problems analyzed. This paper argues that appropriate human resource management Chi and more companies are unreasonable, the lack of a reasonable salary structure, employee incentive system is not perfect, can not be established staff career development planning, and so are the root causes of brain drain. Finally, the use of human resources management principles and methods, combined with the impact of turnover is related to the theory and the actual situation of the enterprise on how to control the brain drain, in the various aspects of human resource management: development of space, salaries and benefits, the core job design talent , examination for promotion, formal training, the feasibility of proposed countermeasures.

With the advent of the knowledge economy, competition among enterprises has intensified scramble for talent war, companies can pre-empt the occupation of talent highland, establish talent Heights, to determine their sustainable development has become a key factor. Only the implementation of the strategic management of human resources, the accumulation of first-class talent, competition for key talent, winning talents with innovation and talent, nurturing talent shortage, companies can occupy the market, the core of an enterprise to be more competitive. Now, private enterprises are facing the human resources situation is not optimistic, cruel market competition will force enterprises to increase the introduction of talents, training and development, strengthen human resources management. In particular, the WTO, foreign multinational companies, with its strong economic strength, advanced technology and management inroads into the Chinese market, in domestic, private enterprises are facing multinational talent grab.
In this paper, Yi-Zhi many companies as a case, first of all human resources-related concepts description of brain drain and brain drain related to the theory of governance. Secondly, and more companies to the appropriate Chi talent management problems in doing a more detailed, and more companies on talent management should Shiba causes problems analyzed. This paper argues that appropriate human resource management Chi and more companies are unreasonable, the lack of a reasonable salary structure, employee incentive system is not perfect, can not be established staff career development planning, and so are the root causes of brain drain. Finally, the use of human resources management principles and methods, combined with the impact of turnover is related to the theory and the actual situation of the enterprise on how to control the brain drain, in the various aspects of human resource management: development of space, salaries and benefits, the core job design talent , examination for promotion, formal training, the feasibility of proposed countermeasures.
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