万科物业：离职之惑

This case takes a Chinese property management company as an example to probe into the high turnover rate of service-type junior staff. In this case, Vanke Propertywas a large-sized real estate company engaged in residential buildings. With the rapid growth of the real estate development business, Vanke Property rapidly progressed. The Chinese property management industry was characterized by the unsatisfying quality of junior staff, but the labor cost continuously rose in the labor market. Due to various factors, Vanke Property presented a turnover rate of nearly 70%. However, due to the high-end positioning of Vanke residential buildings, target buyershad high expectations for property services. Therefore, Vanke Property had to ensure service quality corresponding to high-end positioning, which was enormously challenging for senior management. As found in a survey, junior management leadership and staff members’ career development were the most common reason for staff turnover according to feedback from staff. in response, Vanke Property not only developed a specific program for leadership upgrading, but also started to devise ways to chart new directions for the career development of junior staff.