Research Of Young Employees' Career Management In Enterprises

At present, enterprises at home are all bothered by job-hopping of young employees, and the managers are fed up with the turbulence of staff team and the resignation of person with ability. It is shown from numerous researches that the main reason of the job-hopping of young employees is the dissatisfaction of individual career development. They feel their development is limited, and want to find a new break through. However, the managers complain that the young employees are full of impractical fancies, they have no impersonal understanding on themselves and the enterprises, although young and brave, they always reach for what is beyond their grasp and have a poor professional stability; the frequent flow of the young employees have caused huge loss of the enterprises. It has become an urgent task to be solved by the managers how to effectively manage the career of young employees. Accordingly, in manner of examples and researches, this paper attempts to explore young employees' career needs, their evaluation on importance of organizational career management, the practice actuality of the enterprises, and employees' career self-management. It is directed to put forward a corresponding career management strategy on the basis of personal psychological demand and behavior, and is hoped to provide a reference for the enterprises at home to manage the young employees' career better and to retain the talents.Data in this research is obtained from questionnaires, and is analyzed with methods such as Descriptive Statistics, Factor Analysis, One-Way ANOVA, Regression and Correlation. The following statements are finally derived.1. The career needs of young employees comprises four dimensions, namely, display talent and accept challenge, career exploration and planning, skill learning and developing, and external progress.2. Organizational career management expected by the young employees is characterized in a fair and reasonable system, the emphasis on learning and training, the supply of practice opportunity, the help on career exploration and planning, and the announcement of career development information. However, there is a certain distance between the specific practice of the enterprises on the five factors and the expectation of the employees. 3. Career self-management of young employees mainly includes the development of career ability, the establishment of career development plan and strategy, the emphasis on and the express of relationship, and career exploration.4. There is a consequence between the career needs of young employees and the expected organizational career management and their career self-management. Employees with different career needs expect different organizational career management, and the emphasis on career self-management is diverse.5. There is an exchange and interaction between organizational career management and career self-management of the young employees. A preferable organizational career management that the staff thought important or required will promote their career self-management; a lack of or a poor organizational career management is disadvantageous for the individual career development, and the ability of employees' career self-management is limited as well. However, it is found in the research that in enterprises with poor organizational career management, some career self-management behaviors of the staff have no obvious difference as compared with those with good practices. It is roughly judged that it might be an adaptive career self-management behavior of staff, which is reparation for organizational career management.6. Young employees of different sexes, ages and educational backgrounds have certain differences in career needs, expected organizational career management and career self-management. Directional career management measures should be taken depending on different needs of employees, so as to achieve the combination of personal target and organizational target, thereby accelerating the common development of the individual and the organization.The innovation of this paper lies in discussing combination of organizational career management and career self-management based on individual career needs, and providing a new thought and methods for managers to retain the young talent.