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摘要
目前我国社会经济发展已经进入一个新阶段，人口红利正在缓慢消逝，劳动密集性企业
转型发展刻不容缓。依托于当前市场环境，企业除了在技术革新、资金管理等方面加大投入
外，对人力资源的投入与管理成为重点。新时代职场，以 95/00后代表的知识型新生代员工
正在登上历史舞台，并占据重要位置。但是这些新生代员工频繁离职也逐渐成为企业重要顽
疾之一，导致企业运营管理成本居高不下，产品迭代出现青黄不接等现象。
A省邮政公司作为一家老牌国有劳动密集性企业，近年来新生代员工离职问题异常突出，
北部、南部、中部地区平均离职率超过 19%，已经对公司的基层运营产生了较大影响。管理
者快速地融入新生代，解决他们所关注的问题，对企业人力资本的健康发展至关重要。本文
通过对 A省邮政公司近几年新生代员工现状和离职情况进行分析，包括学历、岗位、单位层
级、地域、薪酬等因素，积极寻求出离职的具体原因，努力探讨相应的解决办法，希望能有
效管控新生代离职问题，这对于公司后备人才培养，提升企业稳健经营具有重要的现实意义。
结合文献研究法、问卷调查法、统计分析法以及访谈法，发现目前 A省邮政公司新生代
员工离职率整体偏高，而且不同地域、不同学历、不同岗位离职率各有特点。经过对新生代
员工满意度调查分析得知，A省邮政公司新生代员工离职的具体原因，主要包括社会层面上：
新技术手段使得求职招聘变得简单快速，离职成本越来越低，隐私度越来越高，不担心管理
者是否提前知晓；一线、新一线城市新业态高科技企业创造了海量新兴职业及就业机会，且
薪酬福利高，职业发展机会大，更多新生代愿意去大城市拼搏一次，同时高度发达的城市化
生活也是吸引着年轻人。企业层面上：薪酬制度和晋升制度不合理不公平，资历深的员工自
然而然成为利益既得者，新生代员工发展道路狭小；企业部分岗位的工作内容与工作环境不
匹配，员工期望值被断崖式拉低；企业人力资源管理理念老旧、刻板，且部分管理者工作方
式方法简单粗暴，选人用人注重关系，严重挫伤了年轻员工的内心。个人层面上：一方面新
生代员工对未来职业生涯发展沮丧、个人责任及家庭赡养等客观因素也影响员工离职心态。
综上，本文从三个层面提出对新生代员工离职问题的管理对策，主要有提升员工体验，
改进招聘策略，重塑发展通道，内部招聘，把握新生代人才特点，注重人文关怀，改善人际
关系，加强正向激励等，满足新生代员工在经济上和事业上的双重需求，从而为 A省邮政公
司新生代员工管理问题提供有益借鉴。
关键词：中国邮政，新生代员工，离职管理
I
Abstract
At present,China's socialand economic developmenthas entereda new stage,the
demographic dividendis slowly disappearing,and the transformationand development of
labor-intensive enterprises is urgent. Relying on the current market environment, enterprises not
only increase investment in technological innovation and capital management, but also focus on the
investment and management of human resources. In the new era workplace, the new generation of
knowledge-based employees represented by post-95 / 00 are stepping on the historical stage and
occupying an important position. However, the frequent resignation of these new generation
employees has gradually become one of the important persistent diseases of the enterprise, resulting
in the high cost of enterprise operation and management and the lack of product iteration.
As an old state-owned labor-intensive enterprise, the turnover problem of the new generation
of employees in a provincial post company has been extremely prominent in recent years. The
average turnover rate in the north, South and central regions has exceeded 19%, which has had a
great impact on the grass-roots operation of the company. It is very important for the healthy
development of enterprise human capital for managers to quickly integrate into the new generation
and solve their concerns. Based on the analysis of the current situation and resignation of the new
generation of employees in a provincial post company in recent years, including factors such as
education, position, unit level, region and salary, this paper actively seeks out the specific reasons
for resignation and tries to explore corresponding solutions, hoping to effectively control the
resignation of the new generation, which is important for the cultivation of reserve talents of the
company, It is of great practical significance to improve the steady operation of enterprises.
Combined with literature research, questionnaire survey, statistical analysis and interview, it is
found that the turnover rate of the new generation of employees in a provincial post company is
generally high, and the turnover rate has its own characteristics in different regions, different
educational backgrounds and different positions. Through the investigation and analysis of the
satisfaction of the new generation of employees, it is known that the specific reasons for the
resignation of the new generation of employees of a provincial post company mainly include the
social level: the new technical means make the job search and recruitment simple and fast, the
resignation cost is getting lower and lower, and the privacy is getting higher and higher. Do not
worry about whether the managers know in advance; New high-tech enterprises in the first tier and
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