当前，中国经济发展进入新常态，在日益激励的市场竞争中，拥有高素质、对企业忠诚的人才是企业脱颖而出、取得成功的法宝之一。当前职场中，80、90后员工日益占据主场，他们思维敏捷，接受新鲜事物快，给企业带来生机与活力，却也带来了新的问题：人员离职现象的加速。A公司为国资委所属中央企业的全资子公司，主营业务为的大宗商品贸易及物流服务，自成立以来，公司经营状况一直处于稳健上升状态，一度成为集团公司支柱型企业。然而自2013年开始，受大宗商品市场及国家“去产能”政策影响，公司业绩开始出现显著下滑，与此同时，公司一直以来在人力资源方面粗放管理的弊端日益凸显，人员离职情况日益严重，其中多为已经逐步成长为中坚力量的青年员工，因此，解决A公司青年员工的离职问题，已成为保证A公司稳定可持续发展的必要途径。 本文参考国内外的相关文献，结合笔者目前所就职的A公司人力资源现状及人才离职状况，采用问卷调查及访谈法的方式，选取近三年已离职的青年员工作为研究对象。在问卷调查中，笔者将根据研究对象的选择情况统计出在薪酬与发展、企业文化、工作内容、企业管理、家庭关系与个体心理特征、外部环境六个维度中更为突出的维度，并在每一维度找出其中更能引发离职行为的具体因素；在访谈中，笔者会询问研究对象的离职原因和具体离职情况，以及在公司期间的感受。经归纳，访谈的结果基本与问卷结果相一致，由此，笔者得出青年员工离职的原因，并结合公司的实际情况进行了深入分析。最后，笔者对应各维度离职原因给出了优化薪酬管理、全面实行绩效管理、重视员工发展、注重企业文化宣贯、加强信息沟通、创建开放的文化理念、加强离职管理等对策。

At present, China’s economy has stepped into a new normal. In the increasingly fierce market competition, possessing highly qualified and loyal talents is a key factor for success of modern enterprises. Employees who were born in the 1980s and 1990s with quick thinking and capability for hugging innovations swiftly occupy the current workplace. They bring vitality but meanwhile also present challenge to enterprises, that is, acceleration in the brain drain. Company A is a wholly-owned subsidiary of the central government-owned SASAC, whose main business focuses on bulk commodity trading and logistics services. Since the establishment, the its operating conditions have been steadily rising, and A has become a pillar company of the group company. However, starting from 2013, the performance of the company began to decline significantly due to the commodity market and the national “capacity removal” policy. At the same time, it gradually emerged that the company’s extensive management of human resources so that resignation has become increasingly severe, conducted by young employees most of whom have gradually grown into the backbone. Therefore, resolving the resignation of young employees in Company A becomes a necessary way to ensure the stable and sustainable development of Company A. This article refers to the relevant domestic and international literature, combining the current status of the company's human resources with the outflow of the talent, selecting young employees who left the company in the previous three years as subjects and conducting the research through questionnaires and interviews. In the survey, the author will calculate the more prominent dimensions in the six dimensions of salary and development, corporate culture, job content, enterprise management, family relationship and individual psychological characteristics,and external environment according to the selection of research subjects, and identify the specific factors that can lead to the separation in each dimension. In the interview, the author will ask the research subjects about their reasons for leaving the company, the specific circumstances of their departure, as well as their feelings during working in the company. In the conclusion, the results of the interview were basically consistent with the results of the questionnaire. Therefore, the author came up with the reasons for the departure of young employees, and conducted in-depth analysis based on the actual situation of the company. Finally, according to the reasons for the departure of each dimension, the author gives measures such as optimizing salary management, fully implementing performance management, emphasizing employee development, paying attention to the development of corporate culture, strengthening information communication, creating an open cultural concept, and strengthening separation management.