The Case Study On Youth Staff Turnover Of GS Bank D Branch

In recent years,with the further development of economic globalization and the “New Normal” of Chinese economy,banking industry faces an ocean of serious problems and challenges such as the interest rate liberalization,complicated economic conditions both at home and abroad and the rising of new financial forms.Thus,the competition among banks turns out to be much fiercer and “talent” comes to the center position for enterprise competition and further development.State-owned commercial banks tend to have huge scale and complex position structure and possess numerous employees,which brings them a lot of trouble in human resource management,especially when there are increasingly number of youth staff come to the job positions who were born in 80 s and 90 s.The old method of human resource management is not able to meet the demand of the new age,which causes more and more youth employees dissatisfaction and turnover.Thus,in order to solve the problem and keep developing healthily,state-owned banks should know how to educate,exert the talent and improve their loyalty.GS Bank is the biggest bank in China,which has the largest asset and profit in the world.Meanwhile,as the direct branch of GS Bank,D branch should realize and pay enough attention to its human resource management since the situation of youth staff turnover occurs frequently these years,which causes GS Bank D branch a big lost.This article aims to solve the problem mentioned above through researching on four classic cases occurred in GS Bank D branch,finding out main reasons and finally provides effective solutions to GS Bank D branch by using the human resource management theory methods,which will reduce the turnover rate and promote the employee loyalty and then contribute to the construction of human resource management.