A公司是中国西北地区的一家现代煤化工企业，主要从事煤制甲醇及其下游产品项目的开发与建设，年产值逾20亿元。公司现有正式员工585人，近几年随着新进员工中90后、00后等新生代占比逐渐增大，新生代员工离职率居高不下的问题日益突出，而传统管理方法和激励措施在面对他们时呈现出效果欠佳乃至完全失灵的情况，对企业人才梯队培养和和谐劳动氛围造成了较大负面影响。因此，深入探究A煤化工企业新生代员工离职率降低的对策，对于企业提高队伍稳定性、提升核心竞争力、保障长远发展具有十分重要的意义。
本文通过查阅文献资料、搜集数据信息，采取员工访谈、问卷调查等方法，深入探究A煤化工企业新生代员工离职率居高不下问题的解决对策。主要研究内容包括：（1）围绕A公司的企业现状、业务特点、新生代员工现状及离职情况等方面广泛搜集数据，深入进行分析。（2）采取问卷调查、员工访谈等方法，结合企业业务特点、新生代员工离职情况，分析发现主要存在企业用人需求认知、员工管理理念方法、产学协同联动配合、员工职场期望定位等四个方面导致A煤化工企业新生代员工高离职率问题的因素。（3）针对以上因素，结合企业实际情况和能力范围，对应提出了构建定位明确、人企相适的选人机制，搭建路径清晰、人尽其才的育人平台，营造竞争有力、以人为本的留人环境，夯实上下联动、科学合理的管人基础等四个方面的新生代员工离职率降低策略。本研究对其他面临类似问题的煤化工企业具有一定的借鉴和参考作用。

Company A is a modern coal chemical enterprise located in northwest China, primarily engaged in the development and construction of methanol and its downstream product projects, with an annual output value exceeding 2 billion yuan. The company currently employs 585 full-time staff. In recent years, the proportion of new-generation employees born in the 1990s and 2000s has gradually increased among new hires, leading to a rising turnover rate among these employees. Traditional management methods and incentive measures have proven to be ineffective or even completely ineffective in addressing their needs, significantly impacting the cultivation of the company's talent pool and the creation of a harmonious labor environment. Therefore, exploring strategies to reduce the turnover rate of new-generation employees at Company A is crucial for enhancing team stability, improving core competitiveness, and ensuring long-term development.
In this study, through literature review, data collection, employee interviews, and questionnaires, the author has conducted in-depth research on the countermeasures for reducing the high employee turnover rate of the new generation in A Coal Chemical Company. The main research content includes: (1) Collecting and analyzing data from various aspects, including the company's current situation, business features, and the status and resignation of new generation employees. (2) Using questionnaires and employee interviews, the author has analyzed and discovered that there are four factors that lead to the high employee turnover rate of the new generation in A Coal Chemical Company, including the company's understanding of personnel needs, employee management concepts and methods, the coordination and cooperation between education and production, and the employees' positioning of career expectations. (3) Based on the above factors, the author has proposed four countermeasures for reducing the employee turnover rate of the new generation, including building a clear positioning and suitable selection mechanism, establishing a clear career path and utilizing talents effectively, creating a competitive and people-oriented retention environment, and solidifying a scientific and reasonable management foundation that involves all levels. This study can provide a certain reference and learning experience for other coal chemical enterprises facing similar problems.