Research On The Countermeasures For The Turnover Of Young Employees In XS Company

Due to the occurrence of the COVID-19,the economic development and employment situation in many regions and industries across the country have been repeatedly affected in recent years.The "suspension of production","economic layoffs" and "home office" have greatly changed people’s production mode and pace of life.More changes have taken place in the employment concept and workplace mentality of some employees in small and medium-sized enterprises.They pay more attention to their physical health and mood than before.In particular,we should pay attention to the new generation of employees represented by the "post 90s" and "post 95".They are the backbone of the enterprise’s present or future development.These groups are rich in knowledge and creativity,eager for better jobs,pursuing a satisfactory working environment,eager to succeed,and showing the new characteristics of the new era everywhere.This has brought greater pressure and challenges to some small and medium-sized enterprises on how to retain young talents,stabilize and control the turnover rate of the company,and ensure the sustainable development of the company.This paper takes the young employees of XS Company,a small and medium-sized coal enterprise in J City,which is located in a relatively underdeveloped economy,as the research object,and takes the factors that affect the turnover of employees as the starting point.Through interviews with some resigned employees of XS Company in recent years and questionnaires of in-service employees,it further investigates and understands the turnover factors of young employees of the company.Through comprehensive arrangement of their feedback information,based on Maslow’s hierarchy of needs theory,the following four main reasons are drawn: the working environment is relatively poor,and the safety needs are difficult to guarantee;The income level is not as expected,and social needs are difficult to meet;The social status is not recognized,and it is difficult to meet the requirements of respect;The promotion cycle is too long and self-worth is difficult to achieve.On this basis,in order to better optimize the current personnel management system of XS Company,this paper puts forward dual countermeasures and suggestions based on health care factors and incentive factors through the use of professional knowledge such as dual-factor theory and satisfaction theory.For example,in terms of health factors,we should strengthen safe production and improve the "sense of safety" of young employees;Optimize performance appraisal and improve the "sense of gain" of young employees;Pay attention to humanistic care and improve the "sense of happiness" of young employees;In terms of incentive factors,expand promotion channels and improve the "sense of achievement" of young employees;Promote post exchange and improve the "freshness" of young employees;Create a corporate culture and improve the "sense of identity" of young employees.At the same time,this paper combines the relevant theoretical research at home and abroad at this stage,relevant case experience and the actual situation of XS Company,aiming to provide a positive solution for the retention of talents in XS Company,a small and medium-sized enterprise,by taking multiple measures at the same time,and to reduce the negative impact of the brain drain problem on XS Company by continuously ensuring the benefits of young employees,so as to stabilize the turnover rate of employees,optimize the personnel management model The improvement of operation stability will bring some help,so that employees and enterprises can achieve mutual benefit and win-win results,so that the economic and social benefits of the company can go hand in hand,and finally achieve healthy and sustainable development.