在经济飞速发展，企业竞争日趋激烈的今天，人才流动日趋显著，员工离职率的攀升造成了企业活力的缺失以及效率的低下。在生态环保领域，作为行业龙头的东方园林旗下技术核心力量的设计子公司，D公司面临着近两年来员工离职率高达40%的险峻局面，而同业行的离职率仅仅是它的一半。由于PPP模式的特殊性和设计施工一体化的集团公司背景，新进人才的培养、磨合、到全心投入工作需要一个较长的时间，青黄不接的设计力量对项目进度和质量都造成了严重不利的影响。如何稳定技术团队、挽留设计人才，降低离职率成为了公司亟待解决的关键问题。 本文通过查阅资料，梳理了离职倾向相关理论、母子公司的管控模式以及设计人才的相关理论。首先,通过对D公司的集团定位、组织架构、人才结构和特点、离职人员数据等资料进行客观全面地分析总结，发现近年来离职率的上升特点和规律，并对离职情况中的主动离职和被动离职加以区别和划分。进一步总结离职率升高的后果和严重影响，提出本研究的必要性和急迫性。然后，先对已经离职对象进行问卷访谈，初步了解离职主体的离职原因；再对于公司在职人员即核心层领导、人力资源部门进行问卷访谈，基于上文所收集到的离职原因，结合对于核心层领导和人力资源部门的看法与意见，对所有的在职员工离职倾向和影响满意度的因素进行问卷调查。通过定性和定量两种形式得出分析结果得出离职的原因：公司因素、环境因素和个人因素三因素造成的离职中，公司因素占比62%。 而公司因素主要有以下几个方面：一是薪酬水平的公平性问题；二是员工晋升机制不合理；三是绩效考核和奖金制度不合理的问题。四是集团管控趋严的背景下子公司的制度和利益问题；五是团队建设和团队合作的问题，六是公司的培训和发展机制不够健全 根据诊断结果，本文针对D公司员工离职问题提出了以下几个方面的解决对策：首先是强调公司薪酬福利公平性，并对绩效奖金激励制度进行合理变革，其次改变员工晋升机制，选拔优秀员工晋升管理层，第三是在集团管控模式下权责重塑，加强母子公司沟通，建立有效的传达及反馈机制，从源头上保正设计师的个性和利益，第四是大力加强分院合作和团队建设，减少沟通交流障碍；第五是做好对员工的培训工作；本文的研究结论，对于母子公司的离职问题研究方面提供了一个新的思路，在同行业中很多集团公司具有相似性和同质性，也可以借鉴参考。

With the rapid economic development and fierce competition among enterprises, the flow of talents is becoming increasingly significant. The increase in employee turnover rate cause a lack of enterprise vitality and efficiency. In ecological and environmental protection, D company, the design subsidiary of the technical core force of industry leader Oriental garden, is faced with a precipitous situation of employee turnover rate as high as 40% in the past two years, yet the same industry is only half of it. Because of the particularity of PPP mode, it needs a long term to bring new talents to train, run in and devote themselves to work. The insufficient design strength has caused an adverse influence on project. How to stabilize the technical team, reduce the turnover rate has become the company's key issues to be solved. This paper is based on reference materials, sorted out the theories of turnover intention, the management, design talents. First of all, through the objective and comprehensive analysis of D company's group positioning, organizational structure, talent structure, data of resigned personnel and other data, the author found the characteristics of this year's turnover rate, and made a distinction between active turnover and passivity turnover. Then made a conclusion of the influence of the high turnover rate, the urgency of this research are put forward. Then choose three kinds of people, the ex-serving officer, the core personnel, human resource management, interview to them respectively, preliminary understanding the reason for leaving the company, through the analysis to design questionnaire, inquiry all the in-serving staff turnover intention and influencing elements of employee satisfaction. The results show that the reasons for resignation are mainly caused by three factors: company factor, environmental factor and personal factor, among which the company factor accounts for 62%. The company factors include: first, D company lacks its own corporate culture; Second, there are problems in the corporate system and profit distribution, due to the background of group control. Third, the company's own training and development mechanism is not sound; Fourth, there are many problems in team; Fifth, the fairness of the salary level; Sixth, the bonus system is unreasonable. According to the results, this paper proposes the following solutions: First, the group management and control mode needs to be reformed, which needs to strengthen the independence. Secondly, the unique cultural connotation of the design brand should be established, and the designer's characteristics should be respected. The third is to emphasize the fairness of the company's salary and welfare system and to start reforming. Fourth, plan a reasonable path, the company should be training their staff timely; The fifth is to strengthen cooperation and team building; Sixth, from the perspective of human resource management personnel, the company should further broaden its vision. Last but not least, it is necessary to strengthen parent company communication, establish effective communication and feedback mechanism, and maintain the designer's personality and interests from the source. The result provides a new idea for the research on the division of parent and subsidiary companies. There are many group companies with similarities and homogeneity, which can also be used for reference.