Recently, more and more employees ask how to treat and manage the post-80 s and post-90 s employees, which will still plague managers at all levels in the next few years. I would like to share my views and opinions with you on my personal experience and feelings, hoping to give you some reference and inspiration.

When it comes to how to manage, we must first look at the post-80 s and post-90 s employees objectively and comprehensively. When I ask employees what they think of this particular group, the following words appear very frequently:

Strong personality, willfulness, self-interest, selfishness, lack of ideals, avoidance of pressure, poor independence and poor cooperation ... Thus, these employees have become "die-hard" and "problem employees" in the minds of managers.

Their induction seems very reasonable. Due to the special growth environment, this special group of people led to their "alternative" personality. Don't like being tied down and difficult to manage. But in the next ten years, we will continue to face this situation, and it will be more serious (old employees will gradually lose and transform, and new members will gradually increase). So, what should you do as a manager?

We must admit that the post-80s and post-90s generation does have a very strong personality and obvious shortcomings. As a result, some post-80s and post-90s are likely to be unconvinced, and I have been questioned by them personally, but as a universal fact, this is inevitable (although it cannot be said that all these people have the same problems, at least most of them do). But as managers, we should also note that they also have advantages and advantages that others do not have.

First, these people have a strong learning ability, and their academic qualifications are unmatched by employees in the 1970s. From prenatal education to bilingual kindergartens to comprehensive quality education, some finally have more obvious advantages in learning ability.

Second, these people have less ideological constraints and stronger creativity and imagination.

Third, most people have little economic pressure. In the face of difficulties, they will turn to their parents for help, on the other hand, they are more optimistic.

Fourth, although the shortcomings mentioned above belong to most of these people, there are still some outstanding members hidden in the mighty 80 s and 90 s army.

Fifth, be more open to new things.

In addition to the above advantages, they each have their own uniqueness-for example, many people are all-rounders.

The reason why I list the advantages of these people here is not to deny the shortcomings and deficiencies of this special group. But times are always created by the younger generation. Our parents used to resent all kinds of "bad behaviors" on us, but it turns out that today we have far surpassed their generation. The future era, after all, belongs to younger people. No matter how much we don't like it, we can't change this historical trend.

Since we can't refuse the arrival of the post-80s and post-90s, we should accept it gladly. This is the mentality and mind that managers need today. At the same time, when managing and leading these young people, we should pay attention to the following aspects:

First, pay more attention to the personal life of employees than before. Try to get to know them, and don't be an outsider;

Second, talk to them more about their life ideals and desires, and don't complain about their "reality and material desires";

Third, we should give full play to leadership rather than power. Make more use of personal influence;

Fourth, loosen one and tighten one. To apply pressure, but also to reduce pressure. Gradually exercise your stress tolerance and handling ability. Don't be at a loss at once, and don't let yourself indulge;

Fifth, material selection is more important than remodeling. You can't carve a dead tree. If we can control recruitment more strictly, we can better control the proportion of employees with real problems. Jade must be a jade first, but it must be a jade!

Sixth, adhere to the last elimination. Welch's vitality curve tells us a very simple truth-you can't see gold until the yellow sand is exhausted! We must resolutely eliminate those who make up lessons for others. In this way, after rounds of screening, the last one must be the real gold that can stand the test!

In fact, for this generation, we still need to pay attention to many details in management. We can't elaborate here, we can only learn from practice by managers. No one can go against the times, and no one can reverse the trend of the whole society. Then, we must know ourselves more clearly, know this era and know this group of people. As the saying goes, "Know yourself and know yourself, and you will win every battle."