在境内金融行业持续繁荣建设，经济国际化背景之下，金融跨境贸易活动逐 渐增多，开放程度日益深化，互联网金融这一新时代产物得到盛行，它将互联网、 金融要素统筹之后，演化出不同于以往的产品选项，试图挑战传统金融业的市场 影响力。此时，本土银行也参与其中，从一开始的“旁观者”角色，演变为推动 者角色。互联网金融的威胁、外资银行的替代作用，均令金融领域竞争关系趋于 白热化。在这一现象背后，实则隐藏着更深层次的较量，便是人才争夺战。现阶 段，银行人资队伍中的多数是九零后群体，然而这一年龄段群体岗位粘性不足， 导致银行人才流失率增加，有关管理层颇为担忧。所以，针对“跳槽大军”所带 来的人才稳定性问题，各大银行均要予以重视，设法妥善解决。 J 银行 A 分行的规模优势较突出，以商业属性定位自身，名下队伍中雇佣了 将近九成 90 后人员，由他们推动银行向前迈进。数年间，这批人才频繁辞职， 且业务水准、文化程度越理想的人才，越存在离职倾向，令 J 银行 A 分行的后续 建设活动缺乏动力支持，受到掣肘。怎样避免人才稳定性受损，加强人才岗位粘 性，已构成该分行的当务之急。 本文围绕该样本对象面临的 90 后员工离职情形，进行针对性分析，引入中 外相关课题成果，伴以文献综述、访谈、个案解读手段，综合评估 J 银行 A 分行 出现员工岗位粘性不足现象的深层缘由。参考该行现状，本文先是归纳了其 90 后雇员的共性、辞职情形、相应激励策略效力等内容。激励策略又涉及到报酬、 待遇、发展机遇、培训服务等细分板块。此后，借助访谈内容，本文分别掌握了 离职、在职者的相关看法，从银行内在条件、外在条件、个体差异性等维度，推 测该行员工稳定性不足的深层缘由。最终本文观察到，其外在成因是从业、价值 观认识更新；线上媒体提供更庞大的择业选项；国际化竞争局势升级，令企业生 命周期变少等。而造成 90 后员工离职的内在原因则为：报酬及待遇制度不科学； 银行管理框架有待调整，现阶段公正性缺失；公司文化发展程度较浅；岗位任务 原因。若从个体差异性维度分析，基本缘由包括：家庭物质条件、婚姻关系、岗 位阅历、离职频次、年龄段、关于职务及职位的看法、岗位满意度、企业归属感 等。最终，本文根据现存短板、有关影响因子及影响路径，按照内部、外部、个 体维度分别设置配套处置策略。 借助本文课题分析活动，J 银行 A 分行将获得更为科学的人资管理指南，健 全留用人才的系列制度，有助于该分行及其他基层银行关注 90 后员工职业规划II 情形，从巩固忠实度、岗位热情等层面入手，打造凝聚力更强的人才队伍。借鉴 本文成果，不仅可以令 J 银行 A 分行获得强力人才支撑，确保其业务稳舰高效 发展，也能够向外呈递担责面貌，构筑该行口碑效应。 关键词：90 后员工；人才流失；商业银行III Abstract The domestic financial industry continues to flourish and build. Under the background of economic internationalization, financial cross-border trade activities have gradually increased and the degree of openness has deepened. The new era of Internet finance has become popular. Previous product options have attempted to challenge the market influence of the traditional financial industry. Local banks were also involved, evolving from the role of "spectator" at the beginning to the role of promoter. The threat of Internet finance and the substitution role of foreign banks have made the competition in the financial sector fierce. Behind this phenomenon, in reality, a deeper contest is the battle for talent. At this stage, most of the bank's human resources team is in the post-90s group. However, the lack of post stickiness in this age group has led to an increase in the bank's brain drain rate, and the relevant management is quite worried. Therefore, the major banks must pay attention to the stability of talents brought about by the "hopping army" and try to solve it properly. J Bank A Branch has a prominent scale advantage, positioning itself with commercial attributes. The team hired nearly 90% of the post-90s staff, and they pushed the bank forward. In the past few years, these talents frequently resigned, and the more ideal the business level and education level of the talents, the more there is a tendency to leave, making the subsequent construction activities of J Bank A branch lack of support and constraints. How to avoid damage to the stability of talents and strengthen the stickiness of talent positions has become the top priority of this branch. This article focuses on the post-90s employee turnover faced by the sample object, conducts targeted analysis, introduces the results of relevant Chinese and foreign topics, and combines literature review, interviews, and case interpretation methods to comprehensively evaluate the deep reasons for the lack of staff position stickiness at J Bank A branch . With reference to the current status of the bank, this article first summarizes the commonalities, resignations, and effectiveness of corresponding incentive strategies for post-90s employees. Incentive strategy involves subdivisions such as compensation, benefits, development opportunities, and training services. Since then, with the help of interviews, this article has grasped the relevantIV views of resignations and incumbents, and from the dimensions of the bank's internal conditions, external conditions, individual differences, etc., to infer the deep reason for the bank's insufficient staff stability. In the end, this article observes that the external cause is the renewed understanding of employment and values; the online media provides a greater choice of career choices; the escalation of the international competition situation has reduced the life cycle of enterprises. The internal reasons for the post-90s employee turnover are: unscientific remuneration and treatment system; the bank management framework needs to be adjusted, and the fairness is lacking at the current stage; the company's cultural development is relatively shallow; the post task reasons. If analyzed from the perspective of individual differences, the basic reasons include: family material conditions, marital relationships, job experience, frequency of departure, age range, opinions about positions and positions, job satisfaction, and corporate belonging. Finally, according to the existing shortcomings, related impact factors and impact paths, this article sets up supporting treatment strategies according to internal, external, and individual dimensions. With the help of the subject analysis activities in this article, J Bank A Branch will obtain a more scientific human resources management guide and improve a series of retained talent systems, which will help the branch and other grass-roots banks to focus on the post-90s career planning situation of employees, from consolidating loyalty, Start with job enthusiasm and other levels to build a more cohesive talent team. Learning from the results of this article, not only can J Bank A branch get strong talent support, ensure its business is stable and efficient development, but also be able to present a responsible appearance to build the bank's reputation. Key words:Post-90s Employees; Brain Drain;Commercial BanksV 目 录 摘要................................................................................................................I Abstract.............................................................................................................. III 1 绪 论................................................................................................................1 1.1 研究背景..................................................................................................1 1.2 研究意义..................................................................................................2 1.3 国内外研究现状......................................................................................2 1.3.1 关于 90 后员工特点的研究.........................................................2 1.3.2 关于 90 后员工流失问题的研究.................................................3 1.3.3 关于商业银行人才流失问题的研究...........................................3 1.3.4 关于企业如何保留人才的研究...................................................5 1.4 研究内容与方法......................................................................................6 1.4.1 研究内容.......................................................................................6 1.4.2 研究方法.....