The post-90s employee turnover rate is getting higher and higher. What should HR do?

There are many reasons why employees leave their jobs, but only two are the most real. 1, money, not in place; 2, heart, injustice. On the one hand, post-90s employees are disgusted with those managers who reprimand, shirk their responsibilities and play politics. They need respect, care and sincerity. It is suggested that post-90s employees should adopt more incentive management methods, and managers should enhance their personality charm, and change from the traditional management concept and leadership image to a humanized and scientific leadership style.

On the other hand, post-90s employees have strong self-esteem, and they are likely to think of leaving their jobs as soon as their interpersonal relationship becomes rigid. Therefore, managers should establish an equal mentality, change the concept of superiors and subordinates in the process of communication, negotiate and solve problems and assign tasks in a way that puts them in their own shoes.

Many managers have such preconceptions about post-90s employees: they can't bear hardships, are too arrogant and difficult to cooperate. Most post-90s employees are only children, and they are used to being taken care of by their parents and elders since childhood. Once they enter the workplace, in this environment based on performance or contribution, they often feel neglected and disrespected, resulting in a strong psychological gap. In this regard, managers need to put aside prejudice and use understanding to understand the real needs of these post-90 s employees. Only bad managers, no bad employees. Although this statement may not be universally applicable, on the other hand, employees feel that their self-worth cannot be realized, so managers must participate.

Therefore, we can start from the following aspects:

First, it is not necessary for every post to be an experienced "expert". It is suggested that large teams should be divided into small teams, key positions and junior positions should be distinguished, and the number of personnel should be fixed. In the post function, it embodies the design of mentoring and mentoring, encourages group discussion and sharing of learning styles, teamwork and inter-team performance competition, and embodies the incentive in salary. "Master" has a high salary, the team is performance-oriented, and the individual is learning and progress-oriented.

Second, design different structured interviews for key positions and junior positions, especially for the post-90s generation. A hasty interview will greatly dampen their enthusiasm and directly affect their stability after employment. The optimization of personnel structure can promote key positions to reach competitive salary levels in the industry. I believe that no matter through what channels, the difficulty of recruitment will be reduced.

For junior positions, the long-term stability and potential ability of the selected employees need to be considered. It is suggested that school-enterprise cooperation will be a relatively stable recruitment method, and the management cost in the later period can also be reduced to some extent. This mode of cooperation is also a propaganda way to expand the influence of enterprises. Please pay attention.

Third: Because it is a newly established department, Vientiane needs to accumulate and constantly improve, and both are indispensable. While accumulating data and arranging process specifications, it is necessary to design a targeted team evaluation plan. If it is not necessary, it is not recommended to pay too much attention to personal assessment. The characteristics of the marketing department determine the assessment team, which is more scientific and effective than individual assessment.

The guiding suggestions of assessment are to emphasize incentives, light punishment, and emphasize performance and light attitude. No rules can make Fiona Fang. For post-90s employees, we must pay attention to the ways and forms of communication when designing and evaluating. This process should be as open and fair as possible. After the scheme is determined, it should be signed for confirmation, and the assessment process and results should be made public to realize the natural replacement and accumulation of employees.