Post-80s and post-90s employees have no idea about food stamps and natural disasters, and their understanding of turmoil only stays in imagination. They can't smell the fragrance of coriander, instead, they have a net leaf for themselves to gallop at will. They not only have great consumption power and desire, but also have the entrepreneurial spirit of relying on personal struggle to succeed in the American westward movement, and received a better education than their predecessors.
They hate managers who reprimand, shirk their responsibilities and play politics. They need respect, care and sincerity. We should encourage and guide the post-80s and post-90s employees more than the traditional rigid management, and managers should strive to become attractive leaders. Therefore, managers need to change the traditional management concept and leadership image, strengthen the humanization and scientificity of leadership style, and strive to become attractive managers.
2. Equal progress, backward grade
They would rather lose their jobs than tolerate their values being ignored. Post-80s and post-90s employees have strong self-esteem, and may even leave their jobs. Therefore, managers should establish an equal mentality and change the condescending style. We can solve problems and assign tasks through consultation. Like Lenovo Group? No general title? If the name is three words, call it the last two words, and if the name is two words, call it the first name, otherwise it will be fined 50 ~ 100 yuan. Lenovo's implementation of this family culture is to break the hierarchical taste of superiors and subordinates and create a corporate culture atmosphere of mutual respect, equality, relaxation, tolerance and democracy. It depends on whether business owners can really change their ideas and behaviors.
3. Long live understanding and let go of prejudice.
Post-80s and post-90s are the mainstream consumers and employees in the future. Understanding them is the only way to the future. After 80' s and 90' s, due to the large number of only children, they were taken care of by their families since childhood and lived in a completely free world. Once you enter the workplace, everything should be based on performance, and unit leaders often don't look at your performance from the perspective of considerate personal development. Because the company can't bring the attention given by their families, the post-80s and post-90s feel neglected and disrespected. Two completely different evaluation criteria have caused a strong psychological gap between them. Finally, they feel that their self-worth can't be realized, which causes their realistic emotional hunger.
Managers have a lot of prejudice against post-80s and post-90s employees. Such as: can not bear hardships, narrow-minded, poor cooperation ability. But the post-80s and post-90s employees complained: Why haven't I met a boss who can understand me and face employees born in the 1980s and 1990s? Don't label them yet. In fact, post-80s and post-90s employees want to be respected and affirmed, and gain a sense of value identity. Managers need to put aside prejudices and cognitive misunderstandings, and read the real needs of post-80s and post-90s employees attentively.
Precautions for post-8090 employee management 1. Pay attention to management methods.
Most employees born in 1980s and 1990s are only children, who are 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 s and post-90 s 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-80s and post-90s employees really needs attention. Only by changing the way can harmony be achieved. Therefore, we should grasp two points when communicating with post-80s and post-90s employees:? 1 Treat people sincerely, tell the truth, and never be bureaucratic; Respect them from the heart and communicate with them as friends on an equal footing. ? Managers should pay attention to the following points in specific operations: a, change implicit expression into direct communication, say refreshing words face to face, and don't beat 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-80s and post-90s 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-80s and post-90s employees is one aspect, but the focus of training is the loyalty, sense of responsibility, professional ethics and correct implementation of corporate culture. Mr. Li, HR of Midea Microelectronics Division, told me that 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 Midea, the workforce will be younger, gradually taking over after 1980s and growing after 1990s. ? But brainwashing training should not be given to them, because the post-80 s and post-90 s employees are disgusted, and they prefer targeted, lively and interactive teaching methods.
Fourth, pay attention to the way of system guidance.
Today's enterprise system design should be humanized and legalized. Post-80s and post-90s employees have stronger awareness of rights protection and legal system than post-60s and post-70s employees. 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 chances of being used by the boss and make the enterprise gain trust and attachment. Therefore, enterprises should formulate clear job responsibilities and implement them according to fair and transparent performance appraisal management. Balance the relationship among workload, job performance and salary, because employees born in 1980s and 1990s feel:? I will do as much work as the enterprise pays me, and I am willing to do the extra work, unwilling and obligated to contribute. ? This requires enterprises to realize professional division of labor and management professionalization in management. At the same time, it is necessary to regularly train and explain the post-80 s and post-90 s employees about the system so that they can understand and accept it, reasonably guide them to see the development direction of the enterprise, and drive more people to abide by the management system.
Fifth, 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-80s and post-90s 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, business leaders and managers at all levels should think about and pay attention to the key points of corporate culture, so that post-80s and post-90s employees can clearly understand their personal needs and conduct targeted leadership, 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.
Sixth, pay attention to the way of decompression.
The competition in today's society is fierce, especially among enterprises. Post-80s and post-90s employees think:? Now I am 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 the post-80s and post-90s generation, due to the lack of experience and methods, it is difficult to improve their work performance for a while, and they often face the cold shoulder and run of 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 s and post-90 s 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-80s and post-90s employees, improve their self-confidence and enhance their work competitiveness.
Seven, pay attention to 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. Post-80s and post-90s employees have a strong sense of self-esteem and accomplishment, and lack patience to face the long-term incentives of the company. They like direct incentives and can make commitments immediately. When encouraging the post-80s and post-90s employees, enterprise managers should adjust themselves, adjust the original marathon incentive mode, and normalize instant rewards and instant cash. Give recognition to 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 s and 90 s employees.
Eight, pay attention to emotional adjustment.
Post-80s and post-90s employees tend to have more small emotions and often become companies. Managing troublemakers? . If it is not handled properly, will the company? What a mess. . Therefore, managers should learn to use emotional intelligence and treat it with encouragement rather than blame. The post-80s and post-90s employees' emotional adjustment is mainly based on correct guidance: confide among friends, coach's guidance and parents' concern. 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.
Key points of post-8090 employee management 1. Corporate culture should be humanized.
Facing the post-80s and post-90s employees, China enterprises need to reflect on the traditional corporate culture and truly establish a humanized corporate culture.
First, trust culture: all kinds of relationships between enterprises should focus on mutual trust, be transparent and avoid mutual suspicion.
Second, the happy culture: the post-80s and post-90s employees' workplace philosophy is: to work and live, but also to work and live happily.
Third, open culture: enterprises should establish an open and democratic management platform and put problems on the table to communicate.
Fourth, the culture of equality: post-80s and 90s employees resent their superiority over managers and like equality and mutual respect.
5. Independent culture: Post-80s and post-90s employees say:? Put your heart and soul into your work and don't want to work when you get home. Otherwise, how tired. ? Enterprises need to change the habitual thinking of commuting and give them independent space. This will help post-80s and post-90s employees balance the contradiction between work and life.
2. Enterprise training should be moderate.
Post-80s and post-90s employees think that the relationship between employees and enterprises is purely employment. Therefore, the training of enterprises for them is not only skills, but also the guidance of responsibility, loyalty, professional ethics and corporate culture. Zheng Hongwei, general manager of Oaks Air Conditioning Marketing, said in an interview. In 2007, we put forward the "3380 Talent Strategy Project", that is, to train 380 middle and senior cadres in three years. The training process is: first go to the market, recall, train, evaluate, then put into the market, recall, retrain, re-evaluate, and finally conduct in-depth practical case training. The training teachers are all outstanding representatives in our field. After one year, we will select outstanding talents to enter our talent pool, and then carry out process monitoring and management. In three years' time, our middle-level and grass-roots management teams will be younger and gradually taken over by the post-80s and post-90s? However, brainwashing training should be avoided, because post-80s and post-90s employees are disgusted with this: they are all smart people. I don't know if I fooled them.
3. Be professional when dealing with job hopping.
Post-80s and post-90s employees change jobs relatively frequently. This is a test for both enterprises and managers, depending on whether you are willing to accept it. Managers must be patient and don't condemn blindly, because everyone has a process of growth; Be lenient with them and restrain them in a professional way. At the same time, the post-80s and post-90s employees should be properly positioned, and once determined, they should persist, persist and persist, because frequent job-hopping is also a waste of time. ? The practice of China Netcom Company is worth learning: employees were born in the late 1970s and early 1980s, with an average age of nearly 30. On the one hand, do a good job of career guidance for employees: do a month of closed training before joining the job, then study the work experience for half a year by rotation, and then distinguish their career orientation. On the other hand, create an organizational atmosphere of trust and communication, enterprising enthusiasm and performance commitment, and establish communication channels and workshops so that employees can express their opinions and work happily. So there is no need to punch in, few people are late, and the turnover rate is only 3%.
4. The way of communication should be civilian.
They advocate participation, not outside indoctrination and command, and the way of communication with post-80 s and post-90 s employees really needs to be changed, otherwise it will be difficult. To this end, the key is to grasp two points, tell the truth and never be bureaucratic; Respect them. Specific practices: First, managers should adjust the traditional customary expressions that are too implicit and choose direct communication instead of beating around the bush. Second, communication is open. Like Microsoft's communication mechanism? Open door policy? Anyone in the enterprise can talk to anyone about any topic. Third, adopt collective discussion and communication. For example, Microsoft managers at all levels encourage employees to fully express their opinions and listen to their opinions before making decisions to ensure the effective implementation of decisions. Fourthly, synchronize with the communication habits of post-80s and post-90s employees and adopt some new communication methods, such as email. Fifth, we can communicate with them in a respectful, caring and equal way, instead of giving orders.
5. Stress management should be professional.
The post-80s and post-90s employees said:? Our university adventure park. ? They are under great pressure from work and society, but the outside world accuses them of poor pressure resistance. Therefore, it is necessary for enterprises and managers to manage stress well. As managers, we should care about them, understand them, tolerate them and be patient with them. At the same time, relevant measures can be taken: providing vocational training to help them plan their careers; Provide professional guidance to help them make psychological adjustment; Create a good organizational atmosphere and help them adjust their work mood; Maintain greater tolerance and patience, appropriately allow them to make mistakes and help them improve their self-confidence; Help them learn to deal with interpersonal relationships and let them play different social roles.
6. Understand emotional management.
Post-80s and post-90s employees often become managers because of small emotions? Trouble maker? If it's not handled well, it's easy? The chicken is flying? . We should establish a people-oriented cultural environment with emotional intelligence, and respect, understand and make allowance for them. Therefore, managers should strengthen the application of management skills and adopt more encouraging management methods instead of condemning management methods. Such as: more guidance, heart-to-heart as friends, praise, etc. Combine multiple identities such as coach, parents, teachers, colleagues and friends to guide correctly. At the same time, managers should not blindly ask them to adapt themselves, but can take the initiative to adapt to them. But adaptation is not accommodation, but openness and integration in principle.
7. The return on work should be immediate.
Post-80s and post-90s employees have a strong sense of self-esteem and accomplishment, and they have no patience to wait for the rewards that the company may change in the future. The idea of post-80s and post-90s employees is simple: I will make you as much as you give me, and give it to me before you do it. There is a time difference between giving and giving. In this link, top managers should adjust themselves, not employees born in 1980s and 1990s. Managers should properly adjust the original marathon incentives and normalize instant rewards and instant cash.
8. Be flexible in daily management.
Post-80s and post-90s employees are easy to accept the work style with outstanding personality style. Therefore, enterprises can appropriately adopt the result-oriented freestyle management mode according to their own actual situation, limit the total amount of work, and not rigidly limit the working hours. For example, IBM is the first company to implement flexible working system: employees don't need to work from nine to five every month, as long as they complete the work assigned by their superiors.
9. The cohesion of the team should be gradual.
Post-80s and post-90s employees are more independent. Therefore, team building has become a difficult problem for managers. To this end, we can learn from Nokia's practice: first, we should adopt the way of virtual team to weaken the concept of hierarchy; Second, from the traditional one-way management to the two-way management mode, employees born in 1980s and 1990s as subordinates have the opportunity to manage their superiors. For example, rescue superiors, solicit opinions from superiors, establish friendship and win trust with superiors, and praise superiors appropriately. Third, make the best use of the situation to show the personality of post-80 s and post-90 s employees properly, improve their collective participation and unite team spirit.
10. The management mechanism should be transparent.
Post-80s and post-90s employees hope that the company's system is perfect and transparent. Because in their view, a perfect and transparent company system can reduce the chances of being used by the boss, and such a company is trustworthy. Therefore, the company should formulate clear job responsibilities and rights, and implement them in a transparent performance appraisal way. At the same time, the company should also balance the relationship between workload and salary, because the attitude of employees after 80 s and 90 s is:? I will do as much as you pay me, and I am willing to do the rest, unwilling and obligated to contribute. ? This requires managers to be professional in management.