Analysis Of The Reasons For The Resignation Of The New Generation Of Employees In DT Coal Mine And Research On The Countermeasure

With the rapid development of the mechanization,specialization,intelligence,and informatization of China’s social development,the demand for knowledge-based talents is even more urgent.As a traditional energy-based enterprise,if a coal enterprise wants to achieve long-term development and stand out from the increasingly fierce market competition,it must retain outstanding talents,strengthen the cohesion of its employees,and stimulate their enthusiasm and innovation.DT Coal Mine,as a third-level subsidiary of a large and medium-sized state-owned coal enterprise in Shandong Province,has a large production scale and high production capacity,which represents the survival status of a large number of modern coal enterprises.In recent years,with the country’s comprehensive regulation and control of the upgrading of the production capacity structure and comprehensive strict management of the construction of ecological civilization,the environment for the development of the coal industry has become increasingly difficult.One of the most prominent issues is the problem of talent continuity.The lack of succession of professional talents and the high spontaneous turnover rate are the key factors restricting the development of China’s coal enterprises.In particular,the number of new generation employees represented by "post-80s" and "post-90s" has gradually increased and occupied important positions in the workplace.The problem of rapid turnover in the coal industry has become a top priority affecting the development of enterprises,so researching the issue of voluntary turnover of personnel at DT coal mines is of great significance for exploring the talent training and long-term development of state-owned coal enterprises.The article consulted a large number of domestic and foreign literature and first-hand information on employee management of DT coal mines over the years,and found that DT coal mines have their own unique practices in human resource management.Each year,employees’ opinions are collected to continuously improve the relevant system regulations.At the same time,by inviting relevant staff of the mine’s human resources management department to discuss the issue of the new generation of employees,organize the new generation of employees in the mine to fill out a job satisfaction questionnaire,and conduct remote online interviews with the employees who left the mine,the author found that the new generation of employees at the DT coal mine Job satisfaction is low and there is a clear tendency to leave.Through a summary analysis of the questionnaires and interview results,it is found that the reasons for the turnover of the new generation of DT coal mine employees are various,mainly affected by personal subjective reasons,corporate systems,and social environment,which are specifically reflected in the work of coal enterprise employees.High intensity,less free time;employees’ personal career planning is not clear,they will resign when they have better job choices;the talent promotion cycle in the coal industry is longer,and the chance of promotion is small;the accuracy of the company’s performance assessment method is insufficient,Employees have a lot of controversy about the evaluation results;coal workers have a lower social identity,and their families lack support.Through in-depth research on the issue of the turnover of the new generation of DT coal mine employees and learning from the management experience of other companies,the article proposes corresponding improvement strategies,hoping to strengthen training to help the new generation of employees to establish a correct concept of job selection;Scientific management plan;Provide a smoother channel for promotion of talents,promote and reuse outstanding talents;Improve the performance evaluation system,establish a performance evaluation system for all employees;Optimize the salary and welfare system to improve employee happiness;Improve the level of mechanization,and create professional,Intelligent enterprises,strengthening technology applications,etc.,with a view to continuously improving the company’s talent training mechanism,introducing and retaining more and better new-generation talents for DT coal mines,improving the phenomenon of short turnover cycles and high frequency of employees,and enhancing the company’s industry competitiveness And overall cohesion to achieve long-term efficient development.