Enterprises should attach importance to the important role of non-material incentives. To sum up, non-material incentives mainly refer to non-material means such as salary and welfare, including respect, trust, care, shaping corporate culture and establishing interpersonal relationships. First of all, enterprises should create unique corporate culture. Corporate culture can reflect corporate values, guide and standardize employees' work behavior and work direction, and enhance the cohesion and centripetal force of employees' work. Specifically, shaping corporate culture should be based on the people-oriented management concept, and managers of enterprises should pay full attention to and respect the daily work of employees and affirm the contribution that employees' work brings to enterprises. Care for and help employees solve practical difficulties in their work, enhance their awareness and initiative of participation, provide them with more management opportunities, give them more opportunities to participate in the management of enterprises, and fully realize their higher-level needs. In addition, enterprises should create harmonious interpersonal relationships and provide employees with sufficient opportunities and stage to realize their work skills. In daily work, managers should fully respect the psychological needs of employees, conduct timely guidance and communication in view of the problems in interpersonal relationships at work, and create a healthy and upward working atmosphere, so as to enable new employees born after 1990 to better display their talents and personal abilities in a harmonious and upward atmosphere.
2. Improve the enterprise salary system and enhance the incentive effect of variable salary.
Generally speaking, the selection and improvement of enterprise salary system should fully respect employees' knowledge, skills and diverse personal needs, so as to comprehensively improve employees' work enthusiasm and give play to the incentive role of material salary. By establishing a perfect salary system, the dual functions of external salary and internal salary can be consolidated. External salary mainly includes fixed salary, variable salary, welfare salary and auxiliary salary. Among them, this study thinks that we should pay attention to the role of variable salary. First of all, we should pay attention to distinguish the proportional relationship between variable salary and fixed salary. According to relevant laws, floating wages should be kept within the relevant range of 40%-60%. This proportional relationship can give full play to the incentive and promotion of employees. They can increase their personal investment and strive for more personal salary before the goal of variable salary is clear, and prove their working ability and realize their spiritual needs while maintaining their basic survival needs. In addition, the floating salary should emphasize the long-term incentive effect. Enterprises should establish a * * * relationship with employees, fully respect the individual needs of employees, and build a platform for personal contact and communication between enterprises and employees through year-end awards and other forms. Enterprises and employees * * * enjoy the benefits * * take risks, fully improve the enthusiasm and loyalty of employees, and give play to the long-term incentive effect of variable incentives.
In the aspect of internal compensation, improve employees' work skills, fully form the authorization for employees' work, and enhance employees' awareness of participating in the work. Through the promotion and authorization of work, employees can be truly responsible for their work, enhance their sense of responsibility, improve their "psychological income" and fully meet their psychological needs. By creating various opportunities, employees can have greater control over their work and enhance their spiritual satisfaction.
3. Improve enterprise training and establish a personalized training mechanism.
Staff training is a strategic investment with the least risk and the greatest benefit. Enterprises should pay full attention to staff training. First of all, in the content of training, according to the personality needs of post-90 s new employees, such as their expectations of posts, differences in interests and hobbies, targeted training is carried out. While strengthening enterprise goals and concepts, we will increase targeted job skills training, so that employees can effectively improve their professional skills and level and enhance their work ability. In terms of training methods, enterprises can adopt more abundant training methods such as experiential training. Take employees as the center, and pay attention to encouraging and guiding employees. Through the use of teamwork, case analysis, role-playing and other rich training forms, more knowledge and skills will be passed on to the new employees after 90, and their recognition of work skills and knowledge will be enhanced. Finally, enterprises should give feedback on training. After the training, we should do a good job in training evaluation, help employees adapt to their jobs as soon as possible through communication, improve their professional skills and level, establish a training knowledge application mechanism, and give full play to the due role of training.
4. Pay attention to the long-term career planning of employees and truly realize people-oriented.
Career planning incentives can not only guide employees to define their long-term development direction, but also improve employees' job satisfaction and loyalty to the organization, which is conducive to reducing employees' turnover rate and mobility. The management of employee career planning should be "different from person to person, changing with time", that is, different career management tasks should be determined for different employees and different career stages. Generally speaking, it is like this: (1) Enter the organizational stage: at this time, the main task of the organization is to lead employees to get familiar with the working environment and tasks as soon as possible and understand the basic values and organizational culture of the organization. The main means is through pre-job training. (2) Early career stage: the organization needs to strengthen the management of employees' career planning, help employees establish personal career development goals, help employees improve their professional skills and level, and enable employees to exert their own value as much as possible, with enough space and opportunities to achieve long-term career development. (3) Late career: At this time, the organization should encourage employees to make continuous efforts to realize their long-term career development, stabilize employees' mentality, provide sufficient opportunities and time to arrange employees' career development and career promotion, and eliminate employees' worries. In addition, for employees' career planning, organizations can also start from the following aspects:
The first is the evaluation of employees: mainly from the personal qualities of employees, including work skills, teamwork ability, professional motivation and so on. Understand employees' self-evaluation, job skills they hope to acquire, and their views on future career development. Only in this way can organizations deepen their understanding of employees' needs and design reasonable career goals for employees on this basis.
The second is to set up career channels: the career development of employees includes vertical development and horizontal development. Vertical development refers to the further promotion of employees' positions from junior to senior. Some organizations have too few levels, so the promotion opportunities of employees are reduced and the incentive effect is not obvious. Therefore, organizations can adopt a two-step promotion system, that is, starting with administrative posts and technical posts. This can avoid the development channel of employees and promote professional and technical personnel. Horizontal development is the change of different positions in the same job level, which is called rotation system. It helps employees find the most suitable positions, and at the same time accumulates various work experiences and interpersonal relationships to fully prepare for new development opportunities.
The third is to formulate targeted training measures: on the basis of meeting the needs of organizational human resources and employees' personal career development aspirations, carry out career development education and training from time to time to help employees clarify their own development direction and establish their own development goals.
Fourth, timely communication and feedback with employees: according to the organization's requirements for employees' long-term and short-term goals and different assessment standards, through the communication guidance and feedback of performance assessment, we can provide reasonable and scientific guidance and help for employees, so that they can understand their own strengths and weaknesses and make clear the future development direction.
5. Establish a scientific and reasonable performance appraisal system.
Enterprises should formulate clear performance appraisal management objectives, and formulate scientific and reasonable performance appraisal standards and appraisal systems. The selection of performance appraisal indicators should be quantified as much as possible, and the indicators that cannot be quantified should be expressed in the form of clear qualitative indicators as much as possible in order to better guide employees' daily work. The indicators of performance appraisal should be as practical as possible according to the characteristics of employees' work. In addition, a fair and reasonable assessment team should be established in the process of performance appraisal, and employees should be persuaded by fair and reasonable assessment forms to avoid that the performance appraisal results cannot be accepted by everyone. Finally, after the performance appraisal, the enterprise should do a good job of communication and feedback, so that employees can have a clear positioning and understanding of their work performance, make accurate and scientific judgments on their strengths and weaknesses, let employees find problems in their work in time, and help and guide employees to improve their work performance.