Whether the managers of enterprises are ready or not, the post-80s have stepped into the workplace and gradually become the mainstream of the world. However, many managers are still at a loss in the face of various criticisms such as polarization of work attitude, high job-hopping rate, lack of hard-working spirit, poor eyesight and poor team ability. This issue focuses on post-80s management again, hoping to provide more operational management methods.
In Vanke Group, the post-80s generation accounts for 48.7%. With more and more post-80s generation entering the workplace, this number will increase year by year. Facing the post-80s generation, Vanke chose to consciously adapt to them and prepare to guide them. Vanke's success lies in "what the post-80s generation needs, Vanke will give them". Please see the actual combat case in this issue-"What can I do to keep the post-80s".
"I want to ask Yu Liang, what car are you driving now?" In Vanke's new power course training, a post-80s employee asked after listening to Yu Liang, president of the group, about his personal growth experience.
"I am driving a Porsche now." After hearing this answer, perhaps most people will think that through their own efforts, they can drive such a car one day. But the employee raised a question that surprised Yu Liang and his colleagues in the human resources department: "Can we go for a ride in your car after class and run around the square of the group headquarters?" As soon as the voice fell, the audience laughed.
Yu Liang immediately agreed to this slightly unusual request, which spread throughout Vanke Group, but it did not become a negative case. It was this incident that made Vanke executives begin to realize the difference after the 1980s. After the meeting, Yu Liang said when communicating with Vanke management: "In the future, there will be more and more post-80s like this among your subordinates, your customers and even your partners. You can choose to avoid it or you can choose not to like it. You can also choose to adapt to them consciously and prepare or guide them more actively. "
General qualification model guides the development direction of post-80 s
Most of them don't know which direction they should go when they first entered the company after 1980s. The general qualification model is like a tool to follow the map.
Understanding the needs of the post-80s generation and creating opportunities for them is the starting point for Vanke to manage the post-80s generation.
After 2000, Vanke called the fresh blood of campus recruitment "new forces", almost all of them were born after 80.
The first thing new employees do when they enter Vanke is to receive a month-long systematic training from the headquarters. According to Yang Yan, general manager of human resources of Vanke Group, the purpose of the new dynamic training is to help the post-80s gradually transform into social people and professional people, and let them know what professional skills they need to become excellent professional managers of Vanke.
After the training, they will be transported to subsidiaries all over the country. Everyone will appoint an "induction guide" and get a card with the requirements of Vanke's general qualification model printed on it. Most of them don't know which direction they should go. The general qualification model is like a tool to follow the map. It is not only a qualitative description, but also a specific requirement and indicator of behavior. According to reports, in the recruitment of "New Force", all structured written test and interview questions are designed based on such qualification requirements. And such a qualification model will also be used for training, assessment and evaluation.
The post-80s generation is eager to be valued and respected, and prefers to engage in challenging work, which is also the consideration of Vanke management. "Give employees full trust and authorization, and you will find that their creativity will make you stunned." Yan Yang, who is in charge of "New Power" training, has frequent contact with post-80s employees. In fact, many first-line companies are very bold to use some post-80s, and will hand over some big projects to newcomers within a few months of joining the company.
In order to stimulate their enthusiasm, Vanke has also set up an innovation alliance, which is composed of borderless cross-departmental groups, people of different majors and positions, and puts forward some innovative suggestions every year. After evaluation, once these innovative suggestions are adopted and transformed into realistic production mode or management mode, they can get high rewards. In this way, Vanke also tasted a lot of sweetness. The Innovation Alliance developed a coating configuration method, which not only reached the energy-saving index, but also saved the company 6.8 million yuan in cost.
In Vanke, it seems that you don't have to worry about "crossing the border" to do things, and you can do whatever you want. There is only one criterion to measure whether it is good or not, that is, whether it is beneficial to the interests of the company, you can continue, otherwise you will stop.
"Flying in the Wild": Providing Space for Sustainable Growth
For most post-80s generation, when a platform can't meet their growing needs, they often choose to quit without hesitation. In view of this feature, Vanke has its own set of coping methods: helping employees plan their careers and systematically cultivating them.
Fu Kai, director of human resources of Vanke Group, told a story at the China School of Management Award Innovation Forum held at the end of June 1 1. Once, when he visited the bronze statue of Mozart in his hometown Austria, he happened to meet tenor Li Shuangjiang and took a large group of students to visit. Li Shuangjiang asked his students: Do you want to be a master like Mozart? The students are very excited and want to talk. Li Shuangjiang said, I want to tell you that it is difficult to become a master like Mozart, but as long as you aim at this, you can all become first-class musicians through hard training and study.
"For Vanke, we are also adhering to this truth. We may not be able to train Jack? Welch, Bill? Everyone likes Gates, but as long as we train them seriously and systematically, give them broad development space and help them realize it, Vanke will certainly train many excellent real estate managers with ability and quality. " Fu Kai said.
When a platform can't meet its growing demand, most post-80s generation will quit without hesitation. In view of this feature, Vanke has its own set of coping methods: helping employees plan their careers and systematically cultivating them.
"The department manager will give us advice on long-term and short-term career planning and help us analyze how to develop better." The department manager's suggestion to Su Hui is to become a professional senior investment manager, which coincides with her goal.
According to reports, according to the performance and assessment results, those new employees with outstanding performance can enter the training program of "Goose Action" and reserve as a junior echelon. This group of people are called "wild geese". They may be professional experts or people with development potential and ability.
If the ability meets the requirements and there are vacancies, the company will select suitable people from the "Goose" and train them into new managers, who will be trained for a week before taking up their posts. The training content is related to the communication skills and leadership of the team to help them change their roles. After the new managers have worked for two or three years, Vanke will concentrate on the headquarters for another training to train them into senior managers. The training time will become one year and the content will be richer. With such a career plan, employees receive corresponding training and guidance at different stages, making them feel that they are "not hollowed out, but constantly cheering themselves up", thus enhancing their value.
In fact, Vanke's scale expansion also provides employees with two different development channels: professional line and management line, so that employees can choose according to their own abilities and specialties.
It is not difficult to see that Vanke emphasizes personal learning and growth. They are willing to give young people opportunities and pay tuition for their development. According to statistics, the average annual training time of Vanke employees is close to 60 hours. From spoon-feeding basic knowledge to comprehensive management and professional training, from internal learning to internal and external training methods, from unilateral indoctrination to planned talent echelon training, Vanke training has become a key component of internal management and a driving force for the continuous growth of employees. Xu Hongge, executive vice president of Vanke Group and general manager of Shenzhen, calculated that during the years of working in Vanke, the company paid hundreds of millions of yuan for training.
12 communication channels: different channels to express and respect your opinions.
-Vanke's fair and just environment and pure and simple interpersonal relationship are exactly the corporate environment and interpersonal atmosphere that the post-80s generation yearned for.
"The headmaster, what do you think we should do? I'm in love now and I want to get married. What do you think I should do? " Yang Yan often hears such questions now. It is more and more common for employees to become boyfriend and girlfriend at work or even talk about marriage.
Their worry stems from Vanke's adherence to the principle of "closeness" from the beginning. Vanke stipulates that employees should truthfully declare whether there are relatives and friends in the company when they join the company, and if so, who will make it clear; The company also does not encourage both husband and wife to work in Vanke at the same time. Once they get married, it means that they may be transferred to different subsidiaries or different cities, which means that they will be separated from each other, or someone will leave Vanke.
When Wang Shi first put forward this principle, his main consideration was to avoid the management problems caused by complex interpersonal relationships in traditional enterprises, and to provide employees with opportunities for fair competition, so that they could gain room for growth without ceilings on their own, rather than relying on nepotism.
Although Yang Yan also feels helpless, because such a policy may sacrifice some outstanding people to enter Vanke, from the overall organizational rules, it is it that keeps Vanke's fair and just environment and pure and simple interpersonal relationships, which is exactly the corporate environment and interpersonal atmosphere that the post-80 s yearn for.
In order to maintain this fair and transparent platform, Vanke also learned from foreign companies and established a performance-oriented competition mechanism.
In Vanke, there is a special system to evaluate employees, once a quarter, score themselves against the goals, and then conduct performance appraisal interviews with superiors. Everything is proved by performance. Wage returns and development opportunities are linked to performance.
"To build such a platform, Wang Shi is actually betting that China's future business environment and social environment will develop in a standardized, market-oriented, fair and transparent direction, not in the opposite direction. If it is not in this direction, Vanke will definitely not go on. From now on, Vanke may have made the right choice. Because we have always insisted on standardization, transparency and simplification. " Yang Yan analysis.
Perhaps it is such a platform that Vanke employees can communicate relatively smoothly.
"The information communication of the whole company is relatively transparent." Because of the comparison, Su Hui, who has worked in another real estate company for two years, has a deep understanding that what others are doing and what happened in the company recently can be learned through electronic information platforms such as the company's internal network. Colleagues are also happy to throw questions to the company's forum. E-mail has become the main working tool of Vanke. If you have any questions, you can express your opinions directly to the leaders by email. When the leader knows, he will call the relevant person in charge and communicate face to face to solve the problem.
"Vanke provides 12 communication channels to make communication barrier-free, and how to let employees choose the safest, most convenient and most efficient way to express their voices." Yang Yan, a native of Vanke in 10, experienced the development of human resource management during the rapid expansion of Vanke. These 12 communication channels have been written into Vanke's employee handbook. What she cares about is how to make the post-80s feel that the company attaches importance to them.
"Vanke allows different voices to exist and encourages employees to make comments and suggestions." Like other post-80s generation, Vanke Human Resources Minister Pan also has his own ideas and dares to speak out. When he first entered Vanke, he always expressed his views on certain issues and sent emails to relevant leaders. His boldness left a deep impression on the leaders, and he was often used as a talk to encourage other employees, because "most of them were wrong at first, but even so, I dare to say it next time." With the accumulation of work experience, it gradually becomes half right and half wrong; Then it became much more correct. "
Although it is a joke, it somewhat reflects Vanke's respect for everyone's opinions. Whether you are right or wrong, as long as you have your own views on this matter, you can express them through different channels.
After working in a position for two years, if I want to apply for another subsidiary or another position, as long as the next family is willing, the last family will unconditionally let people go. In Vanke's training mode, exchange rotation is a common means. Pan, the department manager of human resources department of Guangzhou Vanke, joined Vanke to do marketing work after graduating from college, transferred to the project development department after a period of time, then returned to the marketing department to be responsible for the overall marketing of a real estate, and finally transferred to the human resources post. "My goal is to become a comprehensive management talent. From the requirements of personal career development, I need to study more and get in touch with different professional fields. Trying some new jobs through job rotation, working with different bosses and working with different partners will bring more gains. " In Vanke, employees study in rotation between different regions and different majors, with short-term two-way communication and long-term job rotation.
Vanke speaks after 80:
The post-80s generation has both advantages and disadvantages. We are full of passion and creativity. The key is that the company should be good at guiding and give us opportunities to show our talents. Praise if you do well, and criticize if you don't. —Xiao Bo (employee relations expert)
In the eyes of parents, we will always be children, always less experienced than them, unclear and thoughtless in considering problems. With the growth of time, we will also become experienced people, grow up slowly with accumulation and take responsibility. —Pan (Minister of Human Resources)
The post-80s generation in the eyes of Vanke's human resources manager;
One of the biggest characteristics of the post-80s generation is that they know how to show themselves. I often meet some post-80s people who come to find opportunities without any written notice or interview notice from Vanke. Some even find out which room I live in through various means, and then directly knock on the door and say, "I just need you to give me ten minutes, otherwise I feel sorry for myself." Maybe Vanke also missed a good talent. "
There are some special places after 80s, but this requires everyone to adapt to each other and cannot have preconceived ideas. In fact, their creativity is endless, their information channels are broad, their thirst for knowledge is very strong, their love and hate are clear, and they are not particularly sophisticated. And when you give the post-80s generation enough trust and counseling education, their sense of responsibility and mission will be stronger than that of our previous generations. Look at their advantages and you will find it easy to get along with them.
Children born after 1980s often don't believe what they hear, but prefer to believe what they see and feel, so I think it's very important whether the people who take them set an example, do well or not, and really convince them.
After 80, I don't really care about myself. As long as the truth is made clear, it makes sense.
Yang Yan (General Manager of Human Resources of Vanke Group, known as "Principal" by New Power)
Post-70s and post-80s management dark war.
The post-80s generation is basically a simple-minded generation. They don't want complicated questions, do things by feeling, and accept persuasive and influential authority beyond legal authority and compulsory authority. This cultural feature provides opportunities for more open sunshine management and communication-oriented mobilization management mode.
To a certain extent, post-80s employees have entered an era of focusing on communication and pursuing a relatively democratic and open management culture.
The post-80s can't agree with the post-70s' evaluation of their response to challenges. Just as they realize that they have a high vision, they think that "meeting the challenge" is an indispensable label for the post-80 s.
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