Research On Prevention Strategy Of New Generation Employee Turnover Of Gansu Qijian

As an important element of China’s economic system,the construction industry promotes the sustainable stability and growth of economy.In recent years,although a large number of new generation employees enter the construction industry every year,the high turnover rate has caused great losses to construction enterprises and seriously affected the sustainable development of the industry.This paper takes the state-owned construction enterprise Gansu Qijian as the research object.The new generation of employees born in the company from 1985 to 2000 account for 42% of the total number.The age structure of employees is younger,so it is representative.Firstly,this paper combs the definition and characteristics of the new generation of employees,the characteristics of the turnover of employees in state-owned enterprises and construction industry,analyzes the current situation of the turnover of the new generation of employees in Gansu Qijian,then analyzes the influencing factors of the turnover of the new generation of employees with the help of on-the-job employee questionnaire survey and personal interview of resigned employees,and then puts forward the measures to reduce the turnover rate of the new generation of employees in Gansu Qijian.The research shows that the important reasons for the turnover of the new generation employees of Gansu Qijian are promotion factors,work factors and salary;Secondly,they are dissatisfied with the company system and some problems caused by the nature of the industry.In view of the above factors,this paper puts forward the countermeasures to reduce the turnover rate of the new generation of employees of Gansu Qijian:first,flexibly improve the employment mechanism from three aspects:providing multi-directional promotion channels,doing a good job in talent reserve,and paying attention to staff training and talent training;The second is to improve the employees’ work experience from three aspects: controlling the working hours,providing reasonable subsidies,focusing on optimizing the "soft environment" and increasing the leaders’ investigation and condolences;The third is to establish and improve the incentive system from three aspects: improving the remuneration,implementing the paid leave system,and giving full play to the incentive role of the performance appraisal system;The fourth is to improve the working and living environment from three aspects: improving the working environment,improving the accommodation conditions and enriching the spare time life.Fifthly,humanistic care should be enhanced from three aspects: strengthening the construction of enterprise culture,caring for employees’ families and strengthening internal communication;Sixth,the Countermeasures for the loss of different posts.The conclusion of this study can provide useful practical guidance for other construction enterprises to avoid brain drain.