First, pay attention to management methods. Most post-80/90 employees are only children, often loved by their parents and taken care of by their elders. I may have been arrogant since I was a child, and my temper and personality are relatively arrogant. They are more receptive to ways to highlight their personality and style in their work. Therefore, when managing them, enterprise managers should adopt open management based on results, communication and teaching according to their actual work situation. You can limit the total number of tasks in your work, but you don't rigidly limit the working hours. For example, Microsoft Corporation of the United States implements a flexible working system: employees don't have to work nine to five every day, as long as they complete the software research and development projects assigned by their superiors. Changing a relaxed style and a humanized approach will be closer to the personality of post-80/90 employees and better guide their work with half the effort. Second, pay attention to communication methods. The essence of communication is to solve problems and achieve goals through appropriate communication methods. Communication with post-80/90 employees really needs attention. Only by changing the way can harmony be achieved. Therefore, when communicating with post-80/90 employees, we should grasp two points: "1 Treat people sincerely, tell the truth, and never be bureaucratic; Respect them from the heart and communicate with them like friends. "Managers should pay attention to the following points in specific operations: a, change implicit expression into direct communication, and face-to-face talk is refreshing without beating around the bush; B, more open communication and collective discussion and exchange. For example, IBM's communication method is to break down the barrier wall, and managers and employees work face to face. The company encourages managers to communicate with employees on an equal footing, so that employees can fully express their opinions and listen to their opinions before making decisions to ensure the efficient implementation of decisions. C, synchronize with the communication habits of post-80/90 employees, and adopt some new communication methods, such as QQ, MSN, email and other tools. In addition, when communicating with them, you don't give orders, but do it in a respectful, equal and caring way, which will easily win their trust and goodwill. Third, pay attention to training methods. The lack of skills of post-80/90 employees is one aspect, but the focus of training is loyalty to enterprises, responsibility for work, professional ethics and correct implementation of corporate culture. Mr. Li, HR of Midea Microelectronics Division, told me: "Midea attaches great importance to employee training, and the annual training funds of the Division reach more than 6.5438+million. Mainly used for the training of employees' mentality and skills. Trainers are all practical experts from outside and excellent managers in various fields inside. With the continuous growth of the United States, the labor force will be younger, gradually taking over after the 1980 s and starting to grow after the 1990 s. "However, don't brainwash them, because post-80/90 employees are disgusted, and they prefer targeted, lively and interactive teaching methods. Fourth, pay attention to the system guidance mode. Labor Law The current enterprise system design should be humanized and legalized. After 80/90, employees' awareness of rights protection is stronger than that after 60/70, and their awareness of legal system is higher. They hope that the company system is not only perfect, but also transparent. Because they think that a perfect and transparent enterprise system can reduce the chance of being exploited by the boss, such an enterprise deserves trust and attachment. Therefore, enterprises should formulate clear job responsibilities and implement them according to fair and transparent performance appraisal management. Balance the relationship between workload, job performance and salary, because employees after 80/90 feel: "I will do as much as the company pays me, and I am willing to do the rest, unwilling and obligated to contribute." This requires enterprises to realize professional division of labor and management professionalization in management. At the same time, the post-80/90 employees are trained and explained irregularly, so that they can understand and accept, reasonably guide them to see the development direction of the enterprise, and drive more people to abide by the management system. Pay attention to the way of cultural guidance. Corporate culture is the core of enterprise management, a tool to retain talents and the most important way of enterprise management. However, in most enterprises in China, cultural management is far from the top 500 enterprises in the world, and many enterprises have no rudiment of cultural management and basic cultural concepts. Corporate culture is not humanized management, but the practice of humanized management. Scientific corporate culture can stimulate employees' sense of responsibility and enterprise. Humanized corporate culture can make post-80/90 employees feel more care and love, so they are more willing to grow up with the enterprise and have a sense of belonging, loyalty and fighting capacity. Therefore, leaders and managers at all levels of enterprises should think about and pay attention to the focus of corporate culture, so that post-80/90 employees can clearly understand their individual needs and lead in a targeted manner, so that they can adapt to the enterprise, take root in the enterprise and inherit the entrepreneurial spirit, so as to settle in and serve the enterprise. Pay attention to the way of decompression. The competition in today's society is fierce, especially among enterprises. After 80/90, employees think: "Now they are facing unemployment after graduating from college." They are under great work pressure and social pressure, but the outside world often accuses them of poor pressure resistance. As a post-80/90 generation, due to the lack of experience and methods, it is difficult to improve work performance for a while, and it is often faced with cold eyes and runs by old employees. Therefore, it is necessary for enterprise managers to provide them with stress management and solutions. Show more concern, understanding, tolerance and patience to them. The following measures can be taken to alleviate the pressure of post-80/90 employees: providing vocational training and improving career planning; Provide professional psychological guidance to help them make psychological adjustment; Create a harmonious corporate atmosphere, so that they can get pressure and emotional release in a pleasant and comfortable working environment; Allow them to make appropriate mistakes in their work, teach them to correct their mistakes and help them improve their self-confidence; Therefore, managers should adopt multi-channel decompression methods to adjust the working mood of post-80/90 employees, improve their self-confidence and enhance their work competitiveness. Pay attention to the way of rewards and punishments. Effective rewards and punishments can make outstanding people better, while those who are insufficient can see the gap more and catch up. After 80/90, employees have a strong sense of self-esteem and accomplishment, and lack patience in the face of the company's long-term incentives. They like direct incentives and can make commitments immediately. When encouraging 80/90 employees, enterprise managers should adjust themselves, adjust the original marathon incentive model, and normalize instant rewards and instant cash. Recognize their achievements in their work, reward them in time, and make improvements in non-economic incentives such as working environment, interesting work content, corporate culture, leadership style, learning and growth opportunities, so as to retain post-80/90 employees. Pay attention to the way of emotional adjustment. The post-80/90 employees of Xuzhou Talent Recruitment Network tend to have more small emotions and often become "management troublemakers" of the company. If it is not handled properly, the company will be in a mess every day. Therefore, managers should learn to use emotional intelligence and treat it with encouragement rather than blame. The adjustment of post-80/90 employees' emotions is mainly based on correct guidance: confided among friends, guided by coaches, and cared by parents. At the same time, managers should actively adapt to and tolerate them. Adaptation is not accommodation, but openness and integration in principle. Therefore, managers should change their management roles, from bureaucrats to performance partners, from bosses to spiritual mentors, from referees to comrades-in-arms, from colleagues to family members. Let them go through the uncomfortable period after entering the company.