With the intensifying competition in the integrated circuit (IC) industry, the high turnover rate of integrated circuit engineers has become a prominent issue affecting the technological continuity of high-precision, specialized, and innovative enterprises. As a representative of such enterprises, JL Technology has faced challenges to its R&D efficiency due to talent loss in recent years. This study takes this enterprise as a case to explore feasible paths to reduce turnover rates through optimizing training and career development systems. The research designs a method combining learning maps and talent maps, utilizes a competency model to clarify the direction for engineers’ skill improvement, implements talent classification management using a nine-grid model, and achieves personalized training through Individual Development Plans (IDPs). Analysis of the enterprise’s historical data reveals that the main reasons for turnover are unclear career development paths and insufficient resources for skill improvement. After pilot implementation, the turnover rate in core departments decreased by 12%, and employee satisfaction with training increased by 24%. The results indicate that matching systematic talent reviews with dynamic learning resources can effectively enhance engineers’ sense of belonging. This study provides a set of highly operational management tools for small and medium-sized high-precision, specialized, and innovative technology enterprises, verifies their applicability in such enterprises, and offers replicable experiences for similar enterprises to optimize their talent strategies ^[1].