How to motivate and retain post-80s and post-90s employees?

Motivation is one of the basic functions of management and an important task of managers. Effective incentives must adhere to demand as the starting point of incentives, and comprehensively use various incentive methods on the basis of material incentives.

Effective incentives can mobilize the enthusiasm of employees and give full play to their intelligence, thus bringing greater profits to enterprises. Therefore, how to motivate and retain employees is not only a common concern of today's enterprises, but also an important topic that managers must learn.

First, post-80s and post-90s employee incentive principles

Incentive principle is one of the seven core principles of microeconomics, which means that when the income of an action rises, people (enterprises and society) are more likely to take this action, and if the cost of the action rises, the possibility of being taken will be relatively small. Motivation is the process of inspiring and encouraging people to take action towards the expected goal, and by influencing employees' needs and motives, the purpose of influencing employees' behavior is achieved.

Motivation includes three factors: the demand for behavioral motivation caused by some stimulus; Behavior-oriented motivation for a certain purpose; This behavior continues. For example, post-80s and post-90s employees want to be reserve cadres, which is his demand; The motivation will be hard work, dedication, responsibility and initiative; External behavior is reflected in the work of cooperating with leaders. When the company promoted him as a warehouse cadre, after the demand was met, there would be new demand ... which formed a process of constant encouragement.

Second, the post-80s and post-90s employee incentive system

There are many ways to motivate employees. The incentive system for post-80s and post-90s employees mainly includes four aspects: responsibility system, behavior system, feedback system and recognition system.

1. Responsibility system

Accountability means "employees need to know what they need to do". A manager should clearly tell his employees his job responsibilities. Taking clerks as an example, the responsibility system is mainly embodied in answering phones, sending and receiving faxes and emails, parcel delivery, receiving visitors, meeting management and so on.

2. Behavior system

Behavior system refers to "what are the requirements of good behavior standards". In practical work, the behavior system also involves the corresponding business etiquette.

Take the receptionist as an example, the behavior system is mainly embodied in answering the phone and shaking hands.

As a receptionist, the correct behavior when answering the phone is: first, answer it within the third sound after the phone rings; Second, it is not allowed to say "hello, who are you looking for"; Third, the voice should be sweet and magnetic, so that the other party will not be disgusted after hearing it.

When the received guests enter the company, the principle of the receptionist shaking hands with the guests is: ladies first, honour person first. Shake hands with four fingers instead of a tiger's mouth. The strength of shaking hands is generally two kilograms (shaking hands is light, and guests think you are insincere; Shaking hands too hard will pinch your feet. Then bow to each other and let go of each other's hands.

There are four taboos for shaking hands: first, shaking hands in tiger's mouth; second, putting your hand in the middle by sandwich method; third, wearing gloves; fourth, using your left hand (unless you have no right hand). These are the etiquette that reception clerks must master.

3. Feedback system

The feedback system refers to "how the employees perform". The employee has done a good job, and the manager should let him know. Many managers clearly know that the post-80 s and post-90 s employees are doing well, but they keep it in their hearts and don't tell their employees. This is inappropriate. Managers must give feedback to employees' work and let employees know the effect of their work.

4. Authentication system

The recognition system refers to "what employees can get from good performance". Managers should also make it clear to employees in advance what rewards they can get if they do well. For example, managers should give appropriate rewards to employees if they recognize their work achievements.

12 three kinds of spiritual motivation skills

Spiritual encouragement refers to a way to meet people's social and psychological needs through non-material means, thus stimulating people's good behavior. Spiritual encouragement is an internal encouragement and spiritual intangible encouragement, including the authorization of employees and the recognition of their work performance. Managers should master certain principles and skills when implementing spiritual encouragement.

1. The principle of spiritual encouragement

Spiritual motivation includes external motivation and internal motivation. External motivation means that the company gives employees some opportunities for promotion, reward and training. The internal motivation is my will, goal and trend. Only when external incentives and internal incentives play a role at the same time can incentives succeed.

In real work, many employees are unwilling to be promoted. If managers give employees opportunities by external incentives, employees themselves will not have this will, and incentives will not succeed. Therefore, managers should combine external incentives with internal incentives and use them flexibly to achieve the best effect of spiritual incentives.

2. 14 Common spiritual incentives

The enthusiasm of enterprise employees largely determines the work efficiency and the return on investment of enterprises, and even relates to the survival and development of enterprises. Motivation needs to vary from person to person, and the focus is on the choice of timing and method. There are 14 kinds of managers' spiritual motivation skills for post-80s and post-90s employees:

Example motivation

The power of example is infinite. Most post-80s and post-90s people like to learn from others. In the school environment, they will take the initiative to learn from a classmate with good grades. At work, managers should also adopt the method of example encouragement to encourage employees born in 1980s and 1990s to learn from excellent example employees.

Emotional motivation

The post-80s and post-90s are very concerned about emotions, and managers should put some emotional care into them. For example, managers can chat with employees, ask them about their education, marriage and birthdays, help them celebrate their birthdays, and let them feel the touching scene of their birthdays. Perhaps the employee who originally wanted to leave the company would say to the leader, "I will stay here and work for the company." This is the effect of emotional motivation.

Managers should consider the psychological characteristics of employees when carrying out emotional incentives. Employees with different blood types and personalities have completely different needs for motivation.

Praise and encouragement

Post-80s and post-90s employees are often praised and affirmed by their parents and teachers in the family environment and school environment, and also expect to be praised and encouraged by managers in the workplace environment. Similarly, excellent subordinates are also the credit of leaders and are cultivated by themselves.

Domestic managers should also learn from some foreign experiences of praise and encouragement. For example, some foreign managers often say "OK" and "Good" to make listeners happy and make themselves happy.

One minute excitation

At work, if managers see that post-80s and post-90s employees behave well, they should strike while the iron is hot to encourage them. For example, incentives such as "Xiao Zhang, yesterday's report was well done, especially comparing the data set, which has a good reference for the future development of the company" and "You have made rapid progress these days, so you should behave well" often bring unexpected work motivation to employees.

Target motivation

Post-80s and post-90s employees like to challenge their own goals, and managers should adopt different target incentives for different employees. For example, if an employee's performance appraisal reaches Grade A, he will be given a cash reward, or sign a three-year contract to help him study for a degree or MBA. Outstanding performance appraisal for three consecutive years, promoted to reserve cadres. If the employee performs well for five consecutive years, he will have the opportunity to train overseas. Setting different goals for employees to sprint, and seeing the vision and goals is also an effective incentive skill.

Honor incentive

Many companies select excellent employees, model employees, senior employees and excellent teams every year. This kind of selection will make employees feel honored. Managers should try their best to make employees appear at the company's year-end party, praise and motivate employees in front of everyone, and issue certificates, so that employees' sense of honor will be enhanced.

Interest motivation

Interest incentive is to implement different incentives according to different interests and hobbies of employees. Some employees like laptops, some employees like ipad, and some employees like to travel. Managers should adopt different incentive methods according to their different interests.

The amount of bonuses paid. Many companies like to give things or bonuses at the end of the year, and managers should think carefully when giving year-end bonuses. First of all, we should pay attention to internal fairness when issuing year-end awards, and the gap between the same positions should not be too big; Secondly, we should pay attention to external fairness, consider the surrounding environment and the bonus amount of surrounding enterprises, and avoid employees being unhappy after bonus payment.

Bonus distribution method. Open bonuses will reflect fairness, and everyone will have opinions. In addition, the company can give bonuses like this: tell employees a data, such as the company's income this year 10 billion, and be willing to give 10% to reward outstanding employees. Let everyone know the company's profits, but the specific distribution should be kept secret.

Specific projects released. Will the bonus be found on the employee card? In fact, cash is better than transferring it to an account. Of course, different levels of employees have different influences. In addition to discovering money, executives may want equity or even travel abroad, or issue shopping vouchers; The middle level may need cash or gifts; Ordinary employees may need cash more. It can be seen that different companies and different levels have different management of bonuses, which is interest incentive.

Increase sense of responsibility

The leader asked his subordinates to make a market research report, but because of the tight time and many contents, the employees felt pressured and refused directly. At this time, managers should enhance the sense of responsibility of employees. They can say, "Xiao Zhao, this report is of great significance to the company's strategic planning next year. If you make this report perfect and professional, leaders and bosses will read it carefully and pay attention to it. Maybe you will have a chance of promotion next year. If you make this professional report and publish it on the company's website or magazine, you will become a company celebrity, and the whole company knows you, which is good for your future development. " After listening to this, the employee was very confident and his sense of responsibility for his work increased. Therefore, when motivating employees, the methods of responsibility incentive and achievement incentive are usually more effective than cash incentive.

Self - realization

For some highly capable employees, managers always use specific methods to restrain and limit him, and he will be unhappy. The correct way is to fully empower him to do more challenging tasks and jobs, or to promote him so that he can realize more self-worth and a sense of accomplishment.

Cultural incentives

Excellent employees will be better in companies with excellent culture. Wal-Mart is one of the top 500 enterprises in the world. Due to its good corporate culture, the turnover rate of employees is very low. Beijing Tongrentang has been a prosperous enterprise since the Qing Dynasty. Its shop motto couplet is "Although the processing is complicated, I will not dare to save labor", "Although the taste is expensive, I will not dare to reduce material resources", and its couplet is "Help the world and be benevolent". It is this corporate culture that inspires employees in Beijing Tongrentang and even the whole country to be positive.

Image motivation

Image includes the personal image of leaders and model figures in the organization and the collective image of excellent teams. No matter what kind of image, it can stimulate employees' sense of honor, achievement and pride, and achieve the incentive effect. For employees who perform very well, managers can take Haier's way of encouraging employees and post photos of outstanding employees on the company's cultural wall to let everyone know their performance.

Participation incentive

Managers should give employees the opportunity to participate in discussions on management and other programs, so that employees can gain a sense of importance and accomplishment.

internal motivation

As far as internal motivation is concerned, employees should always motivate themselves. If you do well, you must repay yourself regularly. For example, after paying the completion capital and bonus every month, you should motivate yourself and give yourself some rewards.

Promotion incentive

Promotion incentive is a process that enterprise leaders promote employees from lower positions to higher positions, and at the same time give them responsibilities, rights and benefits consistent with the new positions. Promotion is an important incentive measure for enterprises, and employees with strong ability and excellent performance will be promoted accordingly.

Six incentives for managers to make mistakes easily

When managers encourage employees, there are usually six common mistakes:

1. Ignoring egalitarianism

Many managers ignore egalitarianism in the process of motivating employees. For example, when we held the morning meeting, we praised the employees who performed well in yesterday's plans and activities, but ignored the employees who really contributed the most and were responsible for the overall planning. This will make employees feel unfair and even reduce their enthusiasm for work.

2. "Justice"

Many managers will take a fair attitude when criticizing employees. For example, for employees who don't hand in their work reports on time, managers should criticize "pay attention next time and hand them in early" instead of saying "but your performance this month is very good", which will make employees feel that "the report is late and the performance is good, which should be praised. Are you praising me or criticizing me now? " Some employees will even understand the current state as "the leader's evaluation of me is fair." The result deviates from the true meaning of manager's motivation.

3. Incentives are not timely

Managers should strike while the iron is hot and praise, encourage and affirm the good behavior of employees in time. Especially the post-80s and post-90s employees are very concerned about their emotional concerns, and their incentives must be timely.

4. Incentives are not specific

For outstanding employees, managers should clearly encourage them, such as in what aspects they are excellent, and managers should come straight to the point and express them concretely and clearly.

5. No negative incentives

Many managers are worried about offending employees, so they often adopt the "golden mean", that is, they don't say whether employees are good or bad. In fact, managers should be the "second loyal minister" of leaders. They should not only point out the problems of employees, but also be good at pointing out the mistakes of leaders and proposing corrective measures.

6. Negative excitation error

Some managers will use negative incentives to record and punish employees for a little mistake. In fact, negative motivation is a good way to motivate, but it depends on the situation. The timing of managers' negative incentives leads to extreme measurement and excessive punishment of things, which will eventually arouse employees' resentment.

How to become the boss recognized by employees after 1980s and 1990s?

If you want to be a boss recognized by post-80s and post-90s employees, you need to pay attention to two aspects: the seven elements of an ideal boss and the influence of shaping on employees.

1. Seven elements of an ideal boss

The ideal boss for the post-80s and post-90s generation is:

fair

Be able to treat every employee fairly, instead of favoring one over the other.

reliable

Managers should keep their promises and gain the trust of employees.

Have a sense of responsibility

When an employee makes a mistake, the leader should bear the responsibility, instead of pursuing the responsibility of the employee and putting the responsibility on the employee.

Open mind

Be able to blend in with employees and maintain a similar mentality to employees.

Positive progress

Leaders are self-motivated and eager to learn, and employees will follow suit.

With kindness

Post-80s and post-90s employees prefer caring managers. This is related to the family environment and is taken care of by all family members, so I hope the manager will treat him with love;

excuse

Managers should allow post-80s and post-90s employees to make some small mistakes, tolerate them, and give directional guidance and corrective measures.

Determinants of post-80s and post-90s employees' job satisfaction.

Job satisfaction usually refers to a person's psychological state of feeling good about the job itself and its related aspects, such as work environment, work state, work style, work pressure, challenges and interpersonal relationships at work.

There are three main factors that determine the job satisfaction of post-1980s and post-1990s employees:

1. Personal reasons

Through questionnaire survey and discussion, it is found that the reasons that determine the job satisfaction of post-80 s and post-90 s individuals are: personality characteristics, hobbies, values, ability and so on. These factors may affect employees' job satisfaction.

Managers should divide their work according to employees' personal characteristics and abilities. For example, employees who like network design will not be satisfied if they do other jobs; Arranging an introverted employee to coordinate across departments will also affect his satisfaction.

2. Work reasons

Factors such as the challenge of the job and the social status of the job itself will affect the job satisfaction of employees. Some employees care about the status and value of their work in the company; Some people think that being a cleaner is boring, while others think that being a surface welder or a bank teller is too monotonous. Some employees pay attention to the consistency of work characteristics and personal character. For example, if an employee wants to do training in the company, if the manager arranges him to do recruitment, it will affect his job satisfaction.

Six Strategies for Retaining Post-80s and Post-90s Employees

In order to retain employees and reduce the job-hopping rate, we must start with the retention strategy and corporate culture, make corporate culture a truly people-oriented rule and system, and let employees experience the truth that they can make achievements through appropriate efforts in the organization.

1. Six strategies to retain talents

Managers should find ways to retain outstanding talents to reduce the losses of enterprises. There are many ways to retain post-80s and post-90s employees. To sum up, there are six common strategies:

Establish a "defensive care mechanism"

When many managers see the employee's resignation application, they suddenly realize that the employee is leaving, and then they put down their work and talk to him to keep him. In fact, this method is difficult to retain employees. Managers should establish a "defensive care mechanism" to find trends before employees leave their jobs and take timely measures.

Enterprise staff dormitory arrangement. Try to arrange new employees and old employees in separate dormitories. Some new employees are always influenced by what the old employees discuss. The speaker is unintentional and the listener is intentional, which may directly affect the stay of new employees.

Explore employee turnover motivation. Try to arrange new employees in the same dormitory, and assign excellent employees to spend time talking with new employees every week. Words that can be used in the conversation are:

"Zhang, you have been in the company for a month. How have you been? "

"I think our company is too tired to do any more."

"What are you tired of?"

"I work too much overtime every month, and my work responsibilities are very heavy. I don't really want to do it. "

Understand employees' thoughts through dialogue, record news, and then hand it over to the company's human resources department. The direct leader or human resources department should take corresponding measures as soon as possible, talk to the employee who has the idea of leaving his job, and then take targeted measures to keep him. This is a defensive employee care mechanism.

Establish nepotism between master and apprentice

Establish nepotism between direct supervisor and subordinate guidance. Ningbo Jintian Copper Co., Ltd. has done a good job in this respect. Their approach is to recruit a group of post-80 s and post-90 s employees and ask them to sign an agreement with their immediate supervisor, who has the obligation to take good care of and retain employees. Once the employee leaves his post, the direct supervisor shall bear joint liability.

Many enterprises put newly recruited employees in a certain department, and many supervisors turn a deaf ear, don't ask, ignore them and let them die. This kind of joint and several liability will change from passive to active. Only by letting the supervisor take the initiative to care for, train and guide employees and turn the relationship between superiors and subordinates into friends will the chances of retaining employees be increased.

Introduce the training system of school-enterprise cooperation

Many companies have established a school-enterprise cooperation model with some colleges and universities to let some college students come to the company for internship, but interns must sign an agreement with the company and work in the company for more than two years before agreeing to come to the internship. Managers want to keep these employees, they can let schools start classes in enterprises, let more outstanding talents study for four years, get MBA certificates, and the company deducts tuition fees from their salaries every month. The company pays the tuition fee, and then deducts a part from the intern's salary every month until it is fully deducted. This is also a method for reference.

Learn from benchmarking companies

When managers recruit post-80s and post-90s employees into the company, they should tell them to do well in the first year and put them in the reserve cadres in the second year. If the storage is done well, sign a three-year contract with the company; These three years have been very good, and the company will give him a house or a car; If you do well in eight years, you will have the opportunity to be sent abroad for further study or promoted to an executive. Give employees some visions and ideas to keep them working hard. This is learning from benchmarking companies.

Establish an incentive mechanism for interest distribution.

Some companies have also taken corresponding measures to establish an incentive mechanism to distribute benefits. For example, the year-end bonus may be higher, but it is not paid to employees at one time. Some will be distributed before the year, and some will be distributed after the year. May Day and Mid-Autumn Festival will not be distributed until National Day. Indirect bonuses are paid to employees, and it is unlikely that employees will want to change jobs. 10 months later, when the bonus is paid at the end of the year, the employees are reluctant to leave again.

Establish EAP care mechanism

Many companies have set up love foundations and set up independent accounts. The general manager takes the lead in deducting a small part of his salary every month, and all employees also deduct it and save money in the love fund, so that more and more love funds are available. When any employee has difficulties at home or gets married and other temporary circumstances, the Love Fund will be started to give some subsidies and help. This is the first way to establish EAP care mechanism.

Every employee uses a lot of daily necessities every month, for example, buying toothpaste, toothbrush, washing powder and so on. With unified procurement, managers can negotiate lower costs, and then distribute them to employees through unified procurement, saving employees some money every month. This is the second concept of EAP care mechanism.

How to relieve the pressure of employees? In view of the high pressure of employees, some companies have psychological counseling, or consulting rooms, which can vent their emotions when they are in contact with pressure, as well as some tools to relieve the pressure of employees, and of course, some counseling and psychological intervention are also carried out.

2. The key to successful management of post-80s and post-90s employees.

The key to the success of post-80s and post-90s employee management mainly includes the following six aspects:

Goal guidance

First of all, we should set a goal, tell employees the work goal and life goal, then list the actual actions, methods and steps, review the achievement of the goal regularly, and then take some corresponding measures.

Psychological consultation

Managers should provide psychological counseling to post-80s and post-90s employees. Faced with heavy work, post-80s and post-90s employees often have problems in mentality and attitude. Because their values are often vague and their attitudes are not firm, managers should provide psychological counseling.

Emotional care

Post-80s and post-90s employees are very concerned about their emotions, because their relatives and teachers pay too much attention to them in the family environment and social environment, so I hope managers in the workplace environment can also take care of them.

institutional safeguards

Only by establishing a level playing field can the company guarantee its system. The company should have a promotion management system and an assessment management system. The system is not formulated by the human resources department to force employees to implement it. The system must be transparent, let employees know and listen to their opinions, which is also the embodiment of democracy.

People's livelihood means collecting information and feedback from the bottom up. The propaganda from top to bottom is more dictatorship. For example, the company's policies, decisions, plans and goals have been set, and if they are implemented, they are not democratic, but the embodiment of dictatorship.

Interest adjustment

Post-80s and post-90s employees attach great importance to the fairness of personal income, salary and income, and managers should adjust their interests. Some companies will give their employees corresponding subsidies, for example, overtime pay on Saturday, night shift subsidies, high temperature subsidies in hot summer and so on. And make targeted adjustments in interests.

cultural edification

Third-rate enterprises make products, second-rate enterprises make standards, and first-class enterprises make culture. A good corporate culture can increase the stickiness of employees and make them serve the company for a long time. Many times, it is the disharmony of corporate culture that enterprises can't keep employees. Only a good corporate culture can motivate employees to make long-term and sustained contributions to the development of the company.

Many companies don't turn culture into concrete actions, but just stay in the paper stage. A good corporate culture is not a lip service, but a step-by-step process. Managers and employees publicize corporate culture and set an example, which is an effective way to establish a good corporate culture and retain employees.