Abstract At present, enterprise competition revolves fundamentally around talent, making it the most valuable strategic resource and a critical factor for enterprise development. A high turnover rate of talent poses a significant risk, leading to a substantial reduction in economic benefits and jeopardizing the enterprise's competitiveness. Private enterprises in China, as a vital component of the national economy, grapple with a growing challenge of brain drain. This is attributed to the heightened appeal of state-owned enterprises and international firms to talents, coupled with internal deficiencies. Talent loss adversely impacts many private enterprises, subsequently affecting the stable development of China's national economy. Consequently, retaining existing talent and attracting new talent emerge as pivotal concerns in human resource management for private enterprises. This paper employs management, human resource management, organizational psychology, and human resources development theories as guiding frameworks. Utilizing methods such as literature review, case study, and comparative analysis, it delves into the reasons for brain drain in private enterprises. The study begins by analyzing the current situation and impact of talent loss in China's private enterprises, using YiFeng enterprise as a case study. A comparative analysis with state-owned enterprises is conducted to identify internal and external factors contributing to talent loss in YiFeng. The paper proposes targeted solutions aimed at addressing these issues, with the objective of mitigating the challenges faced by YiFeng, such as high talent turnover and low talent attraction. As a representative small and medium-sized private enterprise, Company YiFeng identifies the primary causes of brain drain and formulates a set of solutions. To address this issue, the company should prioritize creating a positive corporate culture to enhance enterprise cohesion and talent loyalty. Establishing a reasonable salary system, along with an effective talent recruitment and utilization mechanism, is crucial. Attention to talent training and development is emphasized to boost satisfaction among employees. Additionally, implementing responsibility management for talent loss is recommended to reduce the number of lost talents. Lastly, a talent loss crisis management system should be established to minimize the impact of talent loss crises. This paper analyzes the reasons behind talent loss in YiFeng enterprise and proposes relevant countermeasures. The objective is to help enterprise managers fully grasp the significance of talent and adopt proactive and effective strategies to develop a scientific perspective on talent, mitigate potential risks, reduce losses, and promote the healthy development of the enterprise. The hope is that this paper provides meaningful insights for private enterprises, especially small and medium-sized ones.