在互联网金融以及同业竞争发展迅猛的今天，人才是一个企业发展的核心竞争力。 然而近几年来，国有银行已不像以往那样受毕业生青睐，同时银行内部有能力的骨干员 工也正逐步向外流失，这一现状俨然已成为阻碍国有银行继续向前发展的最重要因素之 一。如何留住人才，如何最大程度的提升企业的竞争力是当下国有银行亟需解决的问题。 基于此，通过调查问卷以及访谈等形式探究农业银行 B 支行骨干员工流失原因以及应对 措施。 通过调查问卷的数据以及访谈的内容分析总结了农业银行支行骨干员工流失原因 主要归结在五大方面上，分别是，薪酬体系问题；职位高低与自身能力不匹配问题；晋 升机制没有明确标准或路线图问题；业绩考核体系不合理问题；以及对骨干员工缺乏人 性关怀问题。 针对于不同的骨干员工流失原因，本文在借鉴前人研究成果和相关理论的基础上提 出对策，即建立公平、合理的薪酬体系，建立个性化的选人用人体系，建立公开、透明、 公正的晋升机制，建立与奖惩相匹配，骨干员工参与度高的业绩考核体系。同时，也要 在充分满足骨干员工需求下，充分发挥企业优势，创建以人为本的企业文化，为骨干员 工成长营造良好的环境氛围。 本文通过对在职骨干员工的满意度调查查找员工离职的原因，并基于存在的问题， 有针对性地提出对策或措施。本研究不仅对农业银行 B 支行降低骨干员工流失率、留住 核心人才具有一定实用价值，而且对同行业企业也具有一定的借鉴作用。 关键词，骨干员工流失；国有银行；薪酬公平；绩效考核；晋升机制-II- Research on the Loss of Key Staff inAgricultural Bank B Branch Abstract In the time that internet finance and peer competition both rapid development, key employees are the core competitiveness of a company's development. However, in recent years, state-owned banks have not been favored by graduates as they have in the past, and the key employees within the bank are gradually losing out. This situation has already become one of the most important factors hindering the continued development of state-owned banks. How to retain them, how to maximize the competitiveness of enterprises is an urgent problem for state-owned banks. This article focuses on this. Use the questionnaires and interviews to study the reasons for the turnover problems over B sub-branch of the Agriculture bank key staff and the subsequent solutions and strategies. Through the data of the questionnaire and the content of the interviews, it is concluded that the reasons for the loss of Agricultural bank B sub-branch are mainly attributed to the five aspects. They are the salary system problem; the problem that the own ability does not match the position; the problem that there is no clear standard or roadmap in the promotion mechanism; the problem of unreasonable performance appraisal system; and lack of humanistic concern. In view of the different causes of loss, this paper also proposes the need to establish a fair and reasonable salary system, a personalized selection and employment system, an open, transparent and fair promotion mechanism and a performance appraisal system with matching employees and key employees, based on the previous experience and related academic theories. At the same time, for external factors, we must fully absorb the strengths of other companies and fully develop the internal culture for Agriculture bank B sub-branch, so as to fully grasp the key employees. Most of the research data in this paper comes from the on-the-job key employees, and to analyze reasons for the departure of the key employees who have left the company through the satisfaction survey of current key employees. Despise the analysis of the existing key employees, this paper analyzes the psychological situation of the employees in the work, and then analyzes how the company can be chosen to hold key employees. I hope this article can be a reference to the retention of key employees in theB sub-branch of theAgricultural bank. Key Words，Key Employee Turnover; State-owned Bank; Pay Equity; Performance Appraisal; Promotion Mechanisms- III - 目 录 摘要.......I Abstract....... II 1 绪论.......1 1.1 研究背景........1 1.2 研究目的........1 1.3 研究意义........1 1.4 研究思路与方法.....2 1.4.1 研究思路.......2 1.4.2 研究方法.......3 2 文献综述及理论基础......5 2.1 文献综述........5 2.2 理论基础........7 2.2.1 员工流失模型理论7 2.2.2 激励理论.......9 2.2.3 职业生涯与职业发展理论....11 2.2.4 企业文化理论......11 3 农业银行 B 支行骨干员工流失现状分析.......13 3.1 农业银行 B 支行概况...13 3.2 农业银行 B 支行人力资源管理现状......14 3.3 农业银行 B 支行骨干员工流失现状调查及分析....14 3.3.1 员工流失现状......14 3.3.2 访谈调查.....16 3.3.3 问卷调查.....18 3.4 骨干员工流失主要原因25 4 抑制骨干员工流失的对策建议......30 4.1 完善薪酬制度和薪酬体系.....30 4.2 建立人－岗匹配的用人机制.32 4.3 构建公开透明的骨干员工职业晋升机制........33 4.4 优化业绩考核体系........35 4.5 创建以人为本的企业文化.....36 5 结论.....38-IV- 5.1 研究结论......38 5.2 研究不足和展望...39