Research On The Turnover Problem And Coping Strategy Of GYSF Enterprises

China’s socialist economic system is gradually improving with the development of social economy.As the mainstay of China’s economy,small and medium-sized enterprises have great potential for development and a bright future,and are the most dynamic growth point of the economy.At present,small and medium-sized enterprises account for 99%of the total number of enterprises and 60%of China’s GDP,making an important contribution to urban employment.Nowadays,highly educated and capable people are gradually increasing as people’s knowledge level continues to improve,but how to recruit,use or retain talents plays an important role in the survival or development of,small and medium-sized enterprises and is an important reflection of how the company continues to grow.small and medium-sized enterprises do not need to win by volume in terms of staff management,so they are more flexible in terms of management,for example,in recruiting staff and developing remuneration plans,and it is easier for companies to attract some of the best talent.But in such an environment,there can also be a brain drain if the company fails to meet the needs and expectations of its employees.This thesis examines the staff turnover problem of GYSF Enterprise,a newly established small and medium-sized insurance company in an important period of development,which was officially opened in July 2019,and its business scope is mainly corporate property insurance,employer’s liability insurance,margin guarantee insurance,and agriculture-related insurance within its jurisdiction.In recent years,the business has gradually grown and the number of employees has risen from the initial 19 to 125,and for the current state of development of the business,talent is an important driving force for the development of the business.Based on the March and Simon models,Price model and other methods,this paper explores the negative impact of employee turnover on GYSF companies through literature research,interviews and questionnaires,using GYSF company data as an example.Through in-depth analysis of the relevant data,it was found that the main problems of personnel turnover in the current GYSF enterprise are manifested in the lack of humanization in the salary system,outdated and rigid assessment systems,limited job promotion,and an inconsistent corporate cultural atmosphere.The main reasons for this include incomplete salary design,incomplete assessment systems,non-standard job promotion channels,insufficient corporate culture construction,and imperfect internal management.In response to the above reasons,appropriate countermeasures and suggestions are proposed to address them,It provides a guarantee for the sustainable development of enterprises,has important guiding significance for the development of GYSF enterprises,and provides reference significance for the development of other small and medium-sized enterprises.