Under the Internet Wave in First-tier Cities: Analysis of the Current Situation and Causes of Talent Loss of New Generation Employees (Post-90s and Post-00s) in JD Tech Companies

With the intensifying competition in the Internet industry in first-tier cities, the high liquidity of the new generation of employees (post-90s and post-00 s) has become a major challenge for the sustainable development of enterprises. This paper takes JD Technology Company as an example, based on the data of brain drain in 2019-2022, and analyzes the drivers of brain drain and countermeasures of brain drain. This paper takes JD Technology Company as an example, based on the data of brain drain in 2019-2022, and analyzes the drivers and countermeasures of the loss of the new generation of employees. The study found that the brain drain of JD Technology companies is characterized by younger age and leading active turnover. In 2021, the active turnover rate is as high as 48%, far exceeding the average level of the industry. In 2021, the active turnover rate is as high as 48%, far exceeding the average level of the industry. The macro level is affected by the location disadvantage of first-tier cities (suburban office) and The macro level is affected by the location disadvantage of first-tier cities (suburban office) and industry agglomeration effect; at the enterprise level, there are problems such as lack of competitiveness of salary and welfare, opaque career At the enterprise level, there are problems such as lack of competitiveness of salary and welfare, opaque career promotion channels, rigid performance appraisal mechanism, and disconnection between corporate culture and the needs of the new generation. Specifically, this paper puts forward four countermeasures: building a corporate culture with employee care as the core, establishing an early warning and dynamic management mechanism, building an open and flexible corporate culture as the core of the company's culture, and building an open and dynamic management mechanism. Specifically, this paper puts forward four countermeasures: building a corporate culture with employee care as the core, establishing an early warning and dynamic management mechanism, building an open and transparent career development platform, and optimizing the flexible salary and performance feedback system. The research conclusion provides theoretical and practical reference for Internet enterprises to adapt to the characteristics of the new generation of employees and build a long-term sustainable development system. The research conclusion provides theoretical and practical reference for Internet enterprises to adapt to the characteristics of the new generation of employees and build a long-term talent retention mechanism.