Employee departure and mobility reflect the health of an organization’s internal management. This study focuses on a group of young employees under 35 years old in an enterprise, and explores how to transform the risk of talent loss into the dynamics of organizational stability with an exit management system that covers “prevention, treatment, and follow-up”. The study innovatively introduces social network analysis (SNA) to examine the relationship structure behind employees’ turnover behavior. Structural Equation Modeling (SEM) is also used to verify the path of “management practices → mobility → organizational stability” and its mediating mechanism. All scales showed good reliability and validity, with Cronbach’s α coefficients ranging from 0.703 to 0.862. The dimensions of exit management were significantly negatively correlated with employees’ willingness to leave, with a correlation coefficient of r up to -0.442, and significantly positively correlated with the willingness of talent to return and organizational stability, with r up to 0.588 and 0.621, respectively. The initial structural equation model was well fitted, with CMIN/DF=1.115, CFI=0.935, and the preventive mechanism was the strongest for organizational stability, with a total effect of 0.722. The effect of processing flow on willingness to return was not significant, so this path was excluded from the modified model, resulting in a better parsimonious model with CFI’=0.985.Human resource mobility plays a partially mediating role between exit management and organizational stability.
