摘
要
科技的不断前进和蓬勃发展推动着银行业转型发展发生日新月异的推移改变，金
融生态系统由传统业务模式趋向于“三化”即线上化 +场景化+平台化以及“两新”
即新的模式+新的经营形态。竞争也从原来简单的金融同业之间竞争进入到复杂的跨
行业异业领域竞争相互交汇，迫使银行业进行经济结构调整改革。伴随着银行业利润
大幅度削减和持续下行，经营压力增大，金融市场竞争持续升温。而在这片金融战场
上，年轻一代的员工逐渐成为生力军和大部队，他们的力量不可小觑。当前金融业普
遍面临的问题就是年轻人的比例日益上升，而他们的价值观、性格特征与其他员工迥
然不同，于是管理者除了面对复杂的经济形势变局还须要解决棘手的人力资源管理问
题：如何更好的激励年轻一代员工，发挥其工作积极性、主观能动性和增强战斗力，
如何提升其对组织的认可度和忠诚度，如何把年轻员工留下来等。
中国银行 H分行现在就面临着各层级队伍中年轻人才流失的难题，这些年轻员
工的离职，不仅大大增加人力资源成本，削弱了银行内部凝聚力，还易造成专业技术、
产品信息和客户资源流失，更对银行的品牌形象产生舆情风险，不利于高质量发展和
可持续经营，导致 H分行在金融市场竞争中处在了被动地位。因此必须尽快、竭尽
全力解决该行年轻员工包括流失在内的一系列问题。
本课题研究对象为 H分行 1985年至 1999年出生的“新生代”员工，通过与已
流失新生代员工和在职银行高管开展访谈、向已流失和在职的新生代员工发放关于离
职倾向的调查问卷等方式，得到第一手的调查数据，借助 EXCEL、SPSS和 STATA
软件加工处理数据信息，从最基础的信度和效度分析为前提着手，通过一系列数据综
合分析，发现 H分行新生代员工流失的影响因素，并将其中影响因素加以研究、验
证，向分支机构提供有针对性的有效的方案意见,从而给 H分行的人才资源管理优化
带来很大助力，同时也将给其他机构人才开发带来有效的借鉴与参照。
关键词：银行；新生代员工；流失；影响因素；对策
Abstract
The continuous advancement and vigorous development of science and technology
are promoting the rapid change of the transformation and development of the banking
industry, which makes the traditional financial ecosystem tend to be reflected in the way of
online + scene + platform, as well as new models and new business forms. Competition
has also changed from the original simple competition among financial peers into a
complex situation of cross industry competition in different fields, which forces the
banking industry to carry out economic structure adjustment and reform. With the sharp
reduction and continuous decline of banking profits, the operating pressure has begun to
increase, and the competition in the financial market has become more and more intense.
However, in this financial battlefield, the younger generation of employees have become a
new force and an important part of the workforce. At present, the financial industry is
generally facing the increasing proportion of young people. The values and personality
characteristics of these young people are quite different from those of other employees. As
a result, managers have to take measures to solve the thorny human resource management
problems in the face of complex economic changes: How to better motivate the younger
generation of employees, give play to their work enthusiasm, subjective initiative and
enhance their combat effectiveness. How to improve their recognition and loyalty to the
organization, and how to avoid the loss of young employees.
Bank of China H branch is currently facing the problem of the loss of young talents at
all levels. The resignation of these young employees not only greatly increases the cost of
human resources, but also weakens the internal cohesion of the bank. In addition, it is easy
to lead to the loss of professional technology, product information and customer resources,
resulting in the risk of public opinion on the bank's brand image. This is not only not
conducive to the high-quality development and sustainable operation of H branch, but also
may lead H branch to fall into a passive position in the financial market competition.
In this subject, the "new generation" employees born in H branch from 1985 to 1999
were studied. Through several ways, including interviews with the lost new generation of
employees and in-service bank executives, and the questionnaire on turnover intention
involving the lost and in-service new generation of employees, the first-hand survey data
were obtained. Relying on SPSS and STATA software, data information was processed.
Starting with the most basic reliability and validity analysis, through the comprehensive
analysis of a series of data, the influencing factors of the turnover of the new generation of
employees in H branch were found to carry out combing and research, so as to provide