How should enterprises manage the post 90s employees?

It's very interesting, I happen to be an entrepreneur in 89 years, and my team has a total of 18 people, all of whom happen to be born in the 90s. I learned a lot from them.

1: De-labeling.

When I was young, what I listened to the most was how you post-80s were, and you post-80s were ruined Beat Generation. I believe that you don't want to be labeled like this, for a long time, these post-90s have been burdened and rebellious. Childish, all sorts of bad labels.

When many entrepreneurs manage the post-90s, they often only see this, and this kind of negative label will affect our perception of them. When you de-labelize, you will look at them with a more egalitarian mindset.

2: Be honest with each other.

"The Alliance provides a framework for transforming the relationship between employers and employees from a business transaction to a mutually beneficial relationship, creating a working model that encourages companies and individuals to invest in each other." Create a tenure system to turn non-tenured employees into long-term contacts in the company, and absorb effective network intelligence from employees. Employees, teams, businesses, and the economy as a whole can only thrive if they form a strong alliance with a shared pool of innovation and wisdom.

It promotes a new employer-employee relationship that builds trust and loyalty. We will find that the post-90s generation is actually a group of people who are very energetic and creative at work. Compared with the post-70s and post-80s, the post-90s generation needs to be more concerned about economic benefits.

3: Coaching management, inspiring vision and finding common values.

So when we managers manage the post-90s team, we can give more coach-like guidance, develop the vision of the post-90s, and then let them work according to the company's common vision, it will stimulate unexpected effects, such as unlimited creativity.

When people enter the workplace, the purpose is nothing more than two things, one is to meet the basic needs of clothing, food, housing and transportation, that is, health factors. The second is the need for self-actualization and receiving respect, i.e., motivating factors. This is known as the two-factor management theory.

Health care factors are to meet the daily food, clothing, housing and transportation, whether it is the post-80s or post-90s, as long as the working conditions are passable, the interpersonal relationship is passable, will continue to work, but once the working environment is unsatisfactory, the interpersonal relationship is tense, the salary is not very beautiful, as long as any one appears, when others extend an olive branch, your employees will naturally jump ship. So meeting these basic needs is a sufficient condition for an employee to work for you.

The motivating factors are mainly the sense of superiority that this job can provide you, whether the salary is higher than others, whether the promotion channel is smoother than others, whether there is face in the society, a sense of achievement and satisfaction, these are all motivating factors.

Therefore, if you want to lead a good post-90s team, you must first provide sufficient health care factors to ensure that there are no worries about food, clothing, housing and transportation. The second and most critical and core is to ensure that the motivating factors make employees have positive feelings about their work.

The post-90s generation, basic food and clothing, and most of them are the only pets of the family, too many burdens, all the resources revolve around them, what they want most is to speak for themselves in this world and prove their worth, so a job with stronger incentive factors can better meet their needs.

To set motivators for the post-90s, you need to put yourself in the shoes of this generation. This generation has been in a time of great change, and the outside world is changing dramatically every moment since birth, so they are an insecure generation. Then for the management of the post-90s, we must try to eliminate the sense of uncertainty.

When assigning tasks, it must be clear, and the tasks should be broken down into small goals one by one, and timely feedback should be given after the small goals are completed, and verbal praise and material rewards should be supplemented at the same time. These living life forces are sure to contribute their minds to you!

<> once the person in charge of human resources of a large enterprise asked me, Mr. Zhang, what do you think is the most important thing for college students when choosing a job after graduation? Do you still attach great importance to salary?

According to years of employment research with college students and contact with projects for college students, this answer is yes, but when we study the behavioral motivation of the background of this answer, we will also find that the motivation is changing, we often say that when we graduate from college and are employed, we pay more attention to the welfare and salary of this enterprise, and we must first solve the problem of our own survival and life, but now children also pay attention to salary and treatment when they are employed, but the motivation is not only to meet the needs of survival, We want to realize our self-worth and reflect our own personality and value, so we find that challenges arise when facing a lot of work, some jobs that make new employees feel that they cannot realize their self-worth, or communication problems at work.

In the training, it is common to encounter the training needs of a certain enterprise, and send it to do a vocational skills training, such as communication, but after in-depth communication with the enterprise to understand the actual needs, it is found that what they actually need is not a communication or a certain vocational skill can be satisfied, what needs to be improved is the management level, and the problem of management is solved. When I go to many companies for training, I often receive such feedback, which will mention the management problems of the new generation of employees such as the post-90s, such as difficult to manage, individual, naked, not easy to manage, etc., how to manage this group of people, in fact, it depends on the characteristics of this type of group, and we can adjust and improve the management mode according to the behavior model.

Specifically, now there are a few solutions to improve.

1. Stimulate the vision of employees, if in the perspective of self-realization, how to better manage employees, then stimulate the personal development vision of employees is the most important, which also requires managers to improve their skills in this area.

2. Reasonable decentralization, effective supervision, now the new generation of employees want to obtain more personal value and space, the original paternalistic management is not suitable for the current staff management, the establishment of a reasonable giving, effective supervision of the management system is very effective.

3. Change the management model, win-win cooperation, and improve the self-management ability of employees<>

According to the characteristics of the new generation of 8090 labor force, management adjustments are made. Foxconn, Quanta and other factories have been suffering from problems such as employee turnover, employee strikes, and even suicide all year round, indicating that the new generation of labor is difficult to manage. If your company is a factory, then there will be a serious contradiction, the need for modern production management, and the conflict of humanized management, it is difficult to reconcile.

For example, a company needs machines to work in order to meet production needs. As a result, some processes require manual work, so manual work is required to achieve the strength of the machine. Employees in factories feel like robots.

How to solve it, I suggest a few points.

1.Redesign the production process, change the assembly line operation to a modular drawing segmented operation, and reduce the possibility of the entire production line being stopped due to manpower.

2.Increase the level of automation and reduce the intensity of human labor.

3.Humanized management is adopted, and the fact is dynamic manpower deployment.

The production task is dynamically adjusted to ensure that employees can work overtime if they want to work overtime, and rest if they don't want to work overtime. There is currently no square that can do it. It is said to be voluntary, but in fact it is forced.

4.People-oriented, improve employee treatment as much as possible, improve the working and living environment of employees, and improve employee satisfaction. It seems that the company does not care about employee satisfaction, anyway, there are many Chinese.

5.Find ways to reduce the cost of living for employees and make employees happy. No company wants it, all evil interests.

If it is not a factory enterprise, the above can also be partially referenced. I'm in human resources. Bar, why are you reluctant to ask a word, write it next time, omit 100000000000000 words here.

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.