How to manage post-90s employees?

Lead: The only child, superior material conditions and unremitting self-improvement are the labels that people often attach to the post-90s generation. However, in the view of human resources experts and management professors, the post-90s generation should not be defined so simply and negatively. Stripping off the labels imposed on them by these societies, they are actually a group of newcomers who like to try, have firm goals, only obey themselves, and are straightforward.

How to manage post-90s employees is obviously different from post-80s employees, especially post-70s employees, which makes post-90s newcomers bring great challenges to enterprises. In the next few years, the post-90s generation will become the main force of grassroots work in the workplace. How to command this army well will be a test for the development of enterprises.

A generation with distinct personalities.

The post-90s generation has a more complete knowledge structure, stronger media application ability, higher foreign language level, more international knowledge and stronger tool application ability.

? I told myself that I must find a job that interests me. ? Chen Wen was born in February 1990. Since her senior year, she has devoted herself to the sea of Wang Yang for job hunting.

In the process of job hunting, Chen Wen got an internship in a public institution for one month, but found that he was not suitable for a slow-paced job, and finally chose a sales position in an Italian company. ? I value whether I can realize my self-worth at work more than a stable working environment and treatment. I like my challenging job now. ?

Chen Wen's ideas are very representative. Tian, the head of campus recruitment business of Ke Rui International Human Resources Co., Ltd., said that what impressed her most when giving interview guidance to graduates was that most students were very clear about their goals. ? For example, a management trainee recruited by a sporting goods company on 20 12 wants to work in the suburbs of Beijing, and his salary is not particularly competitive. However, some brand addicts and students who love sports still choose this company, because their office space has various stadiums, gyms and swimming pools, which is exactly what they want. ?

? This shows that the post-90s generation has a strong self-awareness and a clear self-awareness. ? Tian believes that the negative comments of public opinion on the post-90s generation, such as selfishness, are actually the embodiment of their strong self-awareness.

Known as? Rat generation? After 90, there are indeed self-reasons. Lu Feng, a professor at Nankai University Business School, said that the post-90s generation lived in an era of rapid economic development and rapid changes in values in China. Compared with the post-60s and post-70s, their access to information and knowledge is diversified.

Professor Jin of Tsinghua University School of Management thinks? The post-90s generation has a more complete knowledge structure, stronger media application ability, higher foreign language level, more international knowledge and stronger tool application ability. ?

Communication should precede management.

Leaders must attach importance to the creation of personal charm. Once the post-90s agree with you, they will be happy to follow.

? The biggest commonality of the post-90 s is that they are very individual and have their own ideas. ? Tian said that this has brought difficulties to the management of the company.

? For those born after 80s, especially those born 85 years ago, the company only needs to make rules for them, because they only need to be what the company wants, and the company does not require them to have too much innovation. But for the post-90s generation, it is not necessarily a bad attempt to set them good goals and let them do the rest. ? Tian said to him.

Respondents generally believe that the post-90 s have performed well in their favorite jobs. Very devoted, not afraid of suffering at all. ?

Teamwork ability is also a place that is often criticized after 90. ? The post-90s generation is a very picky group. They have their own set of languages, and only those who can speak together can form a good team. ? Wang Yuheng, vice president of Huayi Baichuang Media Technology Co., Ltd., believes that in this respect, Microsoft's recruitment method is worth learning. In Microsoft, a department should recruit one person, and at least seven people in the department should go for an interview, and all seven people agree to recruit. ? Their idea is to be a team, not an individual. Only when the team is integrated with the cultural temperament can we form a joint force. ?

For the post-90s generation, if they meet leaders who can convince them, they also show strong teamwork ability. ? For the post-90s generation, rigid power management doesn't work, they only take real skills. Therefore, leaders must attach importance to the creation of personal charm. Once the post-90s agree with you, they will be happy to follow. ? Lu Feng said.

Nowadays, among the grass-roots managers of enterprises, the post-80s generation is very common. In terms of time, the longest post-80s graduates have been 10 years. ? At present, the human resources managers of enterprises are basically post-80s. They are very familiar with the post-90s generation and often remind managers of this. ? Tian introduced.

But not all enterprises are aware of this, which also leads to the high turnover rate of post-90 s.

Reducing the turnover rate should help the post-90s generation to grow up.

Let employees feel that they are doing an interesting thing.

? Compared with the post-70 s and post-80 s working rhythm of nine to five, post-90 s pursues flexibility and flexibility in their work. They are more self-centered and want to be respected, which is the overall attitude of post-90 s graduates. This unstable work mentality will not only be reflected in the details of attendance, but also in the lack of long-term career planning for the post-90 s generation, hoping to change jobs at any time, which is not stable enough. Frequent job-hopping after 1990s will be a big problem for enterprises. ? Zhang Yong, director of North China Campus in Yingcai.com, China, said.

According to the latest survey released by Fudan University, the overall turnover rate of a group of post-90s employees who entered the workplace early is as high as 30.5%, many of them? Just leave? The reasons given by the post-90s employees include poor food in the canteen, lovelorn love, and no Internet access in the dormitory. Not reliable? Reason.

? In fact, none of these reasons can be said to be abnormal. Lu Feng said that if we consider it from the perspective of the post-90s generation, all these are understandable. After all, the living environment now is very different from before, and the change of turnover rate is also due to the change of social environment.

But anyway. High turnover rate will bring instability to the organization and make it difficult to cope with the ever-changing environment. But also not conducive to knowledge accumulation. ? Lu Feng said.

Jin believes that too frequent job-hopping is an immature performance of the post-90 s, and what about enterprises and society? Have an obligation to help them grow. ? Jin suggested that the management mode of enterprises should be partially changed while adhering to the principles, and more humanized management is conducive to improving the work efficiency of employees. ? Let employees feel that they are doing an interesting thing. ?

? The post-60s and post-70s are concerned about how to grow in an organization, so they don't jump ship, and there is no good place to jump ship in China's previous environment. The post-90s generation cares more about personal growth and personal career. Moreover, the growth of the post-90 s is the growth in society. ? Lu Feng thinks.

The importance of the post-80s generation gradually entering the management of enterprises has also been recognized. Zhang Yong suggested that the post-80s generation should not only impart relevant professional skills to the post-90s generation, but also pay attention to the change of communication mode in the process of mentoring. ? No matter in the channels of communication, the content of communication, even the tone and expression of communication, it will have a great influence on their psychology. ?

Case:

Huayi Baichuang: Use? Thinking after 90? Management? After 90?

What kind of enterprises in China have the most employees after 1990s? In addition to Foxconn's foundry, there may be several industries linked to the network. Huayi Baichuang Media Technology Co., Ltd. (hereinafter referred to as Huayi Media) is an enterprise focusing on network marketing. In the usual impression, the employees of such enterprises are usually young, but they have always been weak in management, slow in personnel freedom and high in turnover rate. This loose management has been puzzling cultural and creative enterprises, always like a small workshop and studio.

How to change this situation? According to Wang Yuheng, vice president of Huayi Media, who has been engaged in human resources industry 15 years, in order to manage the post-90s employees well, it is necessary to understand their way of thinking and adjust the management system.

Create a gas field after 90.

? Most of the post-90 s are only children, who have a stronger sense of belonging and are more emotional. ? This is the post-90s Wang Yuheng's judgment on his company. If leaders are professional and good at communication, they will be more likely to recognize the company and leaders, and they will be more committed to their work. At the same time, their obedience and creativity will be good. On the contrary, it will be more emotional and easy to leave. ?

This puts forward a requirement for management, that is, to establish a good communication mechanism. Wang Yuheng said that some middle managers did complain to her that customers were very important. The planning case should be written in person, and there is no time to understand what the post-90 s employees are thinking. ? This is actually a misunderstanding. The company hires managers with high salaries to teach and lead new people. Managers must have this patience. ? Wang Yuheng believes that managers must learn how to lead the team as much as possible, instead of just emphasizing the professional ability in business.

Differentiated flexible working system

? Our industry needs employees with personality and creativity. We will choose the post-90s generation that suits us. For them, our management system should be flexible. ? Wang Yuheng said.

Many of Huayi's employees were born in the late 1980s and early 1990s. ? For those who do projects, our policy is that as long as the performance is good and the work performance is good, the daily management can be flexible. ? Wang Yuheng introduced that if employees are particularly used to working at night, if they work overtime the night before, they can rest directly the next day. If he works overtime until 2 am, he can come back to work the next morning 10 or 1 1. For these employees, attendance is not implemented? One size fits all? .

Although this policy is very popular with such employees, some employees in other positions such as administration really feel unbalanced. ? How to balance the emotions of other positions in the company? This is a big problem. Administrative posts need to go to work on time, and the working hours are relatively fixed. These situations should be made clear to newcomers when they join the company. In addition, we also give them some convenience when they are on vacation, for example, we can take a long vacation with annual leave, holidays and weekends. Wang Yuheng said that considering the nature of the company's business, it is impossible for project personnel to take 10 days off, but administrative personnel can enjoy this preferential treatment.

Good treatment of cultivating backbone

Wang Yuheng is not surprised that the turnover rate of the cultural and creative industries themselves is relatively large. Young people want to see how other companies are doing, and it is normal to try more. ?

? I am in favor of giving employees higher wages and benefits. In addition to the basic salary of employees in our company, I also arrange some lecturers with good performance, so that he can get the income of lecture fees, which is relatively high. In addition, we also strive for the cooperation unit to issue this certificate and share it on the website, so as to create a platform for promoting employees and try to retain more people. ?

At present, Huayi has many interns and junior positions, all of which are post-90s employees. In order to cultivate the business backbone of the post-90 s generation, the company designated one? Future star? It is planned to select 10 core business backbones of the company every year, focusing on cultivating their business and management capabilities.

? Interested employees should register themselves first, then be recommended by the supervisor, and then answer their professional ability, corporate cultural identity and management knowledge. After we judged that he had training potential, we signed a formal legal document with him, that is, a long-term labor contract, and his salary rose by 40% to 60% at once. The annual training fee is stipulated. ? Wang Yuheng said that employees welcomed the plan very much.

The company needs tolerance.

? These young employees are sometimes willful, so the company must be tolerant and consider problems with their ideas. ? Before Wang Yuheng joined Huayi, she met an excellent young graduate.

? At that time, he was working in the company to promote a Fiat car in Italy, and the customers were very satisfied with him. But after working for half a year, he suddenly resigned because he was going to travel to Tibet. ? After communication, Wang Yuheng agreed to his resignation. Later I thought, I really didn't have the courage to do such a thing at the age of 25, but they did. ?