In GCC, young people can be considered as one of the most active and powerful social actors, pointing to their developed needs for comfortable working conditions, recognition, and high quality of life. Young people expect employers to meet their income, and career needs. Compared with other generational groups, youth work behavior is characterized by increased mobility. Thus, in the Gulf Cooperation Council (GCC), the proportion of young people who have changed jobs can reach high rates, and this trend is widespread. For example, young Dubaiers, like young Arabs, change jobs much more often than mature workers. The high mobility of young people actualizes the issue of adapting approaches to human resource management to stabilize staff and regulate mobility for effective work. RAKBANK is one of the largest banks operating in the UAE and more than half of the bank is owned by the government. It is in a position, where there is a lack of adherence of the bank to its core strategy of striving for innovativeness ( Who we are, 2020). For the year 2017, the bank’s net profits were AED 810.5 million, which is a substantial increase compared to the previous annum ( Report of consolidated financial statements for the year ended 31 December 2017 , 2018). In addition, the operating income is equal to AED 3.8 billion, whereas operating costs are AED 77.8 million ( Report of consolidated financial statements for the year ended 31 December 2017 , 2018). The products are insurances, loans, savings, and deposits, and the bank’s strategic goal is to have an inflow of competitive specialists to increase its market share ( RAKBANK Profile , 2020). There are some competitors, such as Abu Dhabi Commercial Bank, Arab Bank plc, Bank of Baroda, and thus level of rivalry is high. The market share of RAKBANK is equivalent to other competitors because a significant portion of these institutions is owned by the local government, which means that monopolization is artificially prevented. In RAKBANK, high inter-and intra-banking mobility is inherent primarily in large-scale banking professions, such as sales, service, and customer support. Turnover rates are associated with high competition in the banking sector because front office employees can easily change jobs if they are offered more wages or a slightly higher position. RAKBANK is currently focused on enhancing its back-office capabilities ( Bank profile, 2020). At the same time, the orientation of the personnel policy of RAKBANK is the qualification and role of personnel in the implementation of strategic tasks. The bank’s customer interaction is based on B2C, where regular citizens can purchase insurance or get loans. In corporate environments, it is often appreciated for the strategic role of staff and the value of forming a highly qualified team. Common features of RAKBANK practices include benchmarks for the active involvement of highly qualified young professionals, for the socialization of which adaptation programs, mentoring and many training formats are used. It is stated that an organization needs to have high-quality employees to implement a strategy (Kaplan and Norton, 2005). In addition, the bank’s net interest income is a source of its net profit (Augustine, 2020). RAKBANK is