How to manage the post 80s and post 90s in the enterprise now, do you have any good suggestions?

The post-80s and post-90s generations are not difficult to manage. In fact, the difficulty of managing the post-80s and post-90s generations is a false proposition and a contradiction that has been amplified by society. The people I bring with me are all post-80s and post-90s, not only do I find it difficult to manage, but I feel that it is better to bring than older people.

Because most of the young people are still motivated, they still hope to have a good development, although some behavioral habits are not very good, but the overall is not difficult to bring.

The key is to grasp the right concept. Teach them to give, teach them to work hard, teach them to be grateful, teach them to be humble. Then lead by example yourself. If you can't do it yourself, you can't care if the gods give it to you, and if you do it well, everyone will obey you.

The first floor is really good, and it goes up to my heart.

First, the management of the post-90s work method

The post-90s generation began to enter the workplace, and in view of the young and knowledgeable characteristics of the post-90s, it is necessary to adopt different methods to manage these employees.

First of all, we must respect the post-90s. These groups are generally only children, with strong personalities, and are cared for at home, and the management of these people should respect them and let them work hard in respect and recognition.

Secondly, it is necessary to give the post-90s generation a chance for promotion. When we manage them, we should respect their personality and give them space for development, so that they can like to work, grow in their work, and show themselves in their work.

Finally, we must give the post-90s generation a chance. The post-90s generation is a very special group, they have received modern education since childhood, and they value more personal development space. It is best to combine the work content of the post-90s generation with their interests and hobbies, so as to mobilize their enthusiasm.

2. Establish a sound corporate culture Corporate culture is the core of enterprise management and a tool for enterprises to retain talents

In most enterprises in China, corporate culture is just decoration and disguise, and many enterprises do not have the prototype of cultural management and basic cultural concepts. Corporate culture is not humane management, but the practice of humanized management. A good corporate culture can make employees unite and strive towards a goal or dream.

Poor corporate culture makes employees like a plate of loose sand, and the cohesion is not strong. Humane corporate culture can make employees feel more cared for and loved, so that they are willing to grow together with the company and form loyalty and combat effectiveness.

3. Cultivate the hands-on ability of the post-90s

The hands-on ability of the post-90s generation is worse than that of the post-70s, because most of their generation are only children, and many things are arranged by their parents, resulting in their poor hands-on ability, so they should cultivate their hands-on ability at work and let them grow up in their work.

In short, the post-90s group has innovative ideas and is relatively independent, and we must manage them according to their characteristics and give full play to their advantages.

The post-90s employees should be sensitive and humane, because the post-90s employees are very capricious, so they should create a relaxed and happy working atmosphere for the post-90s.

Don't be too strict with the draft, you should be more humane, formulate relevant work systems, and then use the system to restrain Liang Sheng after destroying the scum and filial piety, and the corresponding benefits must be in place.

First of all, it is necessary to understand the character of the post-90s, and not to be too blind and too tough when managing, and you can also choose a flexible management model, which should be the choice of communication to educate and maintain an equal relationship.

Don't be soft, the post-80s generation, especially college students, is very squeamish and arrogant, if you don't beat his arrogance, you won't obey your work command at all, let alone teamwork.

As long as they make mistakes, they will be approved and punished, and don't stop following the rules because you are worried that they are older than you.

I suggest that your company should find some people born in the 70s to be the core backbone of technology, people born in the 80s are in the IT industry, and there are few people who can really be the mainstay, after all, ability is slowly accumulated over time, and you will find that as long as you are managing the right things and not the right people, it may be easier for you to communicate with the people and employees of the 70s.

I am a person born in the 70s, and I have also done management this work, at that time a group of post-80s employees in the company, usually they are not able to complete the specified work indicators, not to mention, a computer school sent a month of internship for the post-90s newcomers, but also particularly bullying, at the beginning of my same boss manager after the 70s, always said that harmony is precious, for those employees can put a horse on the right to give a few opportunities, don't report to the boss, the result should have been done in half a month, three months have not been completed, I finally couldn't help but approve these guys, and then reported to the boss, but the boss set a deadline for them, and they couldn't finish their overtime, and they left when the deadline didn't work, and finally these guys finally worked honestly one by one, and at the same time they didn't have the time and energy to bully the newcomers.

China's rank is greater than seniority, not to mention that you can't talk about seniority, you can manage it as you want. Not much to say.

Let's talk to them more about your heart, or give them a combination of grace and power, it depends on how you use it, and no matter how much others say, it's just talking.

Don't talk about management, unless you're in the private sector.

State-owned enterprises are very senior, and you have to respect them.

For the thorn head must be endured first, indulgence must have a handle, directly to death, let him obey.

But you have to be sure of them, and the technical director also doesn't understand. Masters have to be respected, they need this thing, of course, if you have a background and connections, then feel free.

As a boss, you should have enough prestige and courage, age is not the only criterion to measure ability, since you have to manage people who are older than yourself, you should use your ability to establish enough prestige to make your subordinates respect and admire you. Since you can sit in this position, there must be someone who is good at it, and this kind of confidence is very important. Try to make the atmosphere of the team harmonious and easy to manage.

Good luck!