Cultural Incentives For Post-90S Employees

As usual, Miss Wang walked into her shop in the busy afternoon.

She found that a few customers were looking at the clothes, but Xiao Xiang, who was shopping guide, texted behind the cashier's desk.

So Miss Wang put down the bag to receive the customers and reached 2 tickets for sale.

After all the customers left the shop, Miss Wang called the chrysanthemum alone to the warehouse, and whispered to her: "just so many customers, Fang Fang is not busy at all. Why are you still texting?"

"I didn't expect chrysanthemum to say:" send a text message for a minute, if you do not come, I will receive them immediately.

"Miss Wang is still patiently saying," but if you are a customer, you have been in the shop for a long time but no one has taken care of it. What do you think? "Xiao Ju rushed out of the warehouse and ran to the cashier's desk and wrote a resignation report.

Miss wang thought she was very unkind and did not repeat it. How could chrysanthemum react like this?

In the past two years, with the rise of shopping guide before and after the birth of 90 years, there are so many dealers that Miss Wang has had the same experience.

Many dealers reacted. They grew up and grew up and could not endure hardships. They could not bear half a grievance. If they said a few words, they might resign to you.

Can not be said, how to manage well them?

Strong personality, self-centered, unwilling to face pressure, face to death, always expect less work and pay more......

This is the new generation of shop staff.

It is not how to avoid their shortcomings, but how to maximize their strengths.

Due to the particularity of the growing environment and the lack of social experience and work experience, the post-90s employees have such shortcomings, but as managers, they should see their strong points.

They have strong learning ability, optimistic attitude, easy to accept new things, cute, wide range of interests, and dare to seek new changes.

Why do we not carry out these advantages?

What is cultural motivation? Cultural inspiration means that employees can form common goals and values through corporate culture, so as to enhance their loyalty and cohesion and enable them to work efficiently.

After 90 employees are self centred, in the actual management process, performance appraisal, wages, or even humane care, may not make every 90 employees have due loyalty.

Therefore, cultural incentives should be bidirectional, that is, common goal demands, shared values and mutual loyalty.

1, common goal demands

Every clothing store manager wants his store performance to be higher, which does not seem to be the expectation of the post-90s employees.

They prefer to have a comfortable working environment, do the least things and get the most money, and even often talk about the labor law.

Traditional salary management methods also seem to be very difficult to solve these problems.

This leads to mismatch between shop managers and employees.

Many post-90 employees think businessmen are very "vulgar" and work is to make money, so we can achieve the common goal demands between managers and employees through their competitive mentality.

Once, I went to a company to do a training course, and went to a shop in their shop the night before. After work, the store achieved a breakthrough in its sales performance -- the highest sale in a single day for half a year.

The marketing director of the company said, "Zhang, our shop has a strange thing. It has never been over Saturday on Sunday.

"The record breaking day is just Saturday.

The marketing director's point is, can I break this strange circle?

I analyzed the sales data of this shop for half a year, and made simple communication with individual employees, and found that their employees had many typical characteristics of post-90s employees.

The shop uses a one off one on duty system, that is to say, the second day colleagues do not see it today.

Then what should I do?

On the second morning, I organized the staff on duty to have morning meetings.

At the opening stage, I asked two questions: "do you know what happened to your colleagues in class A yesterday?" "do you want this single day sales record to be maintained by colleagues in class A or by colleagues in our B class?" these two questions must be exactly the same in any shop and at any time.

Next I asked them to set goals and then subdivide them into individuals.

Subsequently, I adopted the incentive system of PK system.

"Next we play a game, that is, at this morning's meeting, we promise to be the first and ultimately achieve, and we will directly reward cash 1000 yuan tonight.

"Voice has just dropped, just second of personal indicators immediately reported a number beyond the first.

And the scenes behind them are even more lively. They continue to raise prices like auctions.

Finally, one of the employees simply said, "don't argue, no matter who brings up the index, I'm 500 yuan more than him.

"At last, he added 11000 yuan.

As several employees were bidding at the same time, the total goal was raised from 70 thousand to 110 thousand.

After that, we did not have a minute's guidance and supervision of their work.

By the evening after work, the person who put forward the highest index fulfilled his promise. His personal sales record was 7000 yuan.

The total sales volume also reached 80 thousand yuan, a new record exceeding 10 thousand yuan yesterday, and broke the strange circle which never exceeded Saturday on Sunday.

Why can there be such a big breakthrough? I called them again after work.

It turned out that at ten o'clock, at nine forty-five, it began to look at the watch, but it didn't start until the 11 o'clock. The original ten runs from the first floor to the two floor were tired (their warehouse was on the two floor, and the main selling area was on the first floor), but today, a shopping guide was probably taking hundreds of trips, until the time of work, it felt that the leg did not seem to be its own. It started to go out for dinner at eleven o'clock, but today it was not until five o'clock in the afternoon that the shopkeeper bought the bread, and each person spent three minutes in the warehouse and then went out to do business.

Through the mentality of post-90s employees who do not concede defeat and compete with each other, take personal and personal PK, team and team PK and so on, so that shops and employees have common goal demands, thus greatly improving the work efficiency.

There are many ways to make these employees who think that the sales of the company and the shop have nothing to do with their own employees, and regard collective goals as personal goals, and to form a unified goal.

It is difficult for us to let the post-90s employees feel the relationship between their store goals and their own through the traditional wage system, and we need to make employees promise themselves as much as possible, which is much more incentive than bonuses to them.

2, common values

At one time, I talked with several 90 shopping guides and asked them, "if you only have 3 days in your life, what would you do or wish to achieve?"

"I want to see Jay Chou's concert and hug him.

"

"I hope my boyfriend can choose a white wedding photo for me and enter the red carpet together.

"

"I will give all my savings to my parents, and I will accompany them every second.

"

...

It can be seen that each person's values are different.

The same is true in store management. The values of traditional businesses and shops are in pursuit of maximizing profits. The employees of the post-90s seem to care more about their love, whether they can have a beautiful cell phone, and which KTV should be crazy at night.

That is to say, the values between shops and employees do not match.

Only when there is a shared sense of value between the shop and the staff will the efficiency of the shop be improved.

To do this, store managers should turn to profit oriented, value orientation oriented by profit, centered on people, and concerned about people and people.

That is to say, store managers need to understand employees' needs instantly and try their best to meet their needs.

A shop regards "disseminate fashion beauty" as its value orientation.

To do this, first of all, let the employees themselves fashion and know how to fashion.

All employees will get a chance to change hairstyle and get a set of cosmetics when they enter the shop. The salon they choose is the most upscale in the city.

Even the probationary employees enjoy this kind of treatment before going to work. Even if some employees fail to pass the probation period or leave their own jobs, they also do a good job for the on-the-job employees.

In addition to hairstyles, make-up and clothing, the store owner often brings his employees into relatively high places, such as cafes, bars, gyms, and so on, so that they can experience the daily life of these consumer groups.

In this shop owner's view, only fashionable people can spread fashion. Only fashionable people can guide fashion.

Such an approach not only satisfies and realizes the psychology of post-90s employees' love for beauty, but also makes their employees more valuable to their stores and products, to better understand their customers, and to integrate values between shops and employees, thus achieving better results.

3, mutual loyalty

Loyalty is mutual.

As we have just mentioned, enterprises or shops need to care for their employees and protect their employees. Only enterprises or shops do this first, so that employees can be loyal to the shops.

Former US President Kennedy once said, "don't think about what this country has given us, but think about what we have done for this country.

"For the management of post-90s employees, we need to understand backward -- first think about what we have done for our employees, and then consider whether employees return to stores.

And to do that, we need to help them plan their careers.

In the traditional clothing store, the highest position is the store manager, and the salary can not be more breakthroughs with the working age or working ability, so the staff in the clothing store seldom can really talk about loyalty.

The reason is that the shop lacks loyalty to employees first and does not make employees feel a sense of belonging.

Every shop employee of "brother brother" works very hard because companies and shops first consider loyalty to their employees.

Every one of them has the opportunity to be promoted to the store manager, and every shop manager has the chance to become their partner.

This is very effective for every employee (including post-90s).

After having passed the examination, the store manager only needs to produce a very small proportion of investment and occupy a larger proportion of shares in the joint stock store.

This is the company's career planning to help employees.

The "brother" is far from that.

For example, a joint stock store is in bad condition, low profit margin or even no profit or loss. The company will try its best to help the shop until its profit.

If the business condition of the shop is still not improved, the store manager may be replaced by other shops which are in good condition, so as to gain profits directly.

It can be said that "brother" loyalty to employees is not just a mere formality, but a very standardized operation system.

"Next door girl" is a low priced women's clothing brand in Fujian. Their shop staff management is similar to the way of Giordano and JEANSWEST in the early years, and it requires passion and vitality in their work.

Because of their product positioning problem, their shopping guide tends to be younger, and after 90 is the majority.

Many of their direct outlets are in the field, and cross regional management has also increased their difficulty. They have launched a policy for franchisees. They are jointly invested by franchisees and head offices and managed by the company.

The "neighbourhood girl" company does not have a stronger supervisory system like many companies with better terminal operation. However, their terminal shops manage well and have direct arrangements in the store to arrange a shopping guide to the franchisee, and they can conduct systematic guidance to them.

How did they do it? In fact, it was also due to the career planning of employees and the sense of belonging of employees.

If we want to infiltrate the corporate culture into the post-90s employees, we must first satisfy their needs.

Maslow's hierarchy of needs theory points out that according to different stages of human beings, demand can be divided into five levels: physiological needs, security needs, social needs, respect for needs and self actualization needs.

For the new type of "new human" like the post-90s, their starting point is more spiritual.

Therefore, store managers need to meet their material needs through spiritual guidance.

{page_break}

In the actual shop staff management, we need to carry out cultural incentives through detailed actions. After 90, employees like to seek new changes. Therefore, our incentive measures need constant changes, but also to distinguish from other shops and traditional practices, so that they feel that work is not a simple repetition.

1. Give a new title.

In traditional clothing shops, there are only shop titles, shopping guides and other titles. When dealers call them, they are basically "Xiao Zhang" and "Xiao Li".

In fact, employees are very concerned about their titles and addresses.

Three years ago, I went to a company as an executive.

Because the pronunciation of our surname is the same, the boss of the company calls the vice president "to enter the general" in order to distinguish our call.

Since then, all the employees in the company have called me Zhang Zhang, calling him the general manager.

From then on, the "Jin general" thought he was "out of favor" and did not receive due respect, so he soon lost his passion for work. After more than two months, he resigned.

Once, when I went to a certain company to do lectures, I saw an employee's name and position on his chest card. I directly called him manager Wang (his surname Wang was a regional manager), and he was always willing to cooperate with me.

Later, I realized that although he was a regional manager, his colleagues in the company called him Xiao Wang.

It can be seen how much people care about their titles and addresses in a working department.

For those who love face after 90, this is especially true.

We can try to call the store manager as a store manager, and assign all the shopping guides to titles, such as "fashion pioneer", "group leader", "image consultant", "collocation master".

According to the characteristics and advantages of each person, give a new title and try not to call it "small" in the work, at least by name or full name.

It can even be called according to a certain rank (such as seniority rank) according to a certain level, such as army commander and teacher.

In short, as long as you dare to think and dare to try, you may get some pleasant surprises.

2. Moderate and flexible working hours

Many post-90s employees have a wide range of communication, and sometimes even forget everything for appointments.

Faced with this problem, dealers can consider arranging appropriate and flexible working hours in order to ensure that there is no problem in the standardized management of shop work.

A company opened a direct store in a county-level city. This is the first time that the company has opened a store in a county-level city far away from its company.

One month after the opening of the shop, there was a problem that puzzled them, that is, they could not recruit employees.

The store's standard configuration should be 7 employees, but only 4 people come down a month, and the company is not satisfied with 2 of them.

The shop keeper said, "not even those who apply for the job.

"Later, the company sent another regional manager, who was the general agent, to understand. The manager conducted a survey and analysis of the shop and came to a conclusion.

It turned out that all the shops in the city went to work at half past eight in the morning, so their shops also went to work at half past eight, and the data he entered in the store, tried out and traded on time points showed that the average number of people entering the shop at 6.7 noon was 12, and only 1 clothes were sold.

So the manager adjusted the working time of the shop to ten a.m., and gave the staff 3 shifts per month.

After adjustment, the ideal employees were recruited within a week.

It turns out that the shop's working hours are not longer and better, but the more efficient people are arranged.

In the short time of business, if the shop staff arrange too much, it may make them develop a habit of neglect.

Therefore, dealers need more scientific scheduling.

For the post-90s employees, they can give moderate and flexible working hours.

For example, in the case of employees' advance request, each person can enjoy 3 unscheduled shifts per month. In the evening, when the weather is bad, some employees can start off work. In the off-season, a pleasant surprise is given to the employees.

3, encourage the conference to be held outside the store.

Most shops have morning meetings. An important function of morning meetings is encouragement.

But if you set goals and shout slogans in the store every morning, the incentive effect may not be very good.

Repeatedly doing the same thing in the same environment does not accord with the psychology of post-90s employees seeking novelty and change.

Manager Liu is a direct manager of a company. What he is good at doing is to summon all his employees to a scenic spot and play games together in an early morning.

In such an activity, all employees can get a free breakfast and get the right to open the door one hour later. They can leave the work itself together and enjoy the fun and experience of different games.

Or in the park, or by the stream, or in a greening area, they breathe the fresh air at seven o'clock in the morning.

You don't have to consider whether the employees on the night shift will be disgusted with such activities. They are willing to get up early in the morning and go back to sleep after finishing their activities. Then they go to work in the store in the afternoon.

Dealers can consider arranging a simple outdoor activity for half a month to a month, preferably early in the morning, and unlike regular morning meetings, games or jogging will probably achieve unexpected results.

4, develop friendship between employees.

We need to make post-90s employees feel that his best friend is his colleagues, so as to enhance his sense of belonging.

In traditional clothing shops, colleagues are colleagues, friends are friends, colleagues are hard to equate with friends, let alone the best friends.

Dealers need to see the staff at the door when they are off duty, and how they are going.

If you go home every time, explain what the dealer needs to do; if you often see them go shopping together and watch a movie, it shows that the sense of belonging and loyalty of employees is relatively high.

To make employees feel that their best friends are his colleagues and enhance their friendship, distributors need to keep in touch with them to go out.

Between dealers and employees, between employees and employees, there is nothing except work.

It is necessary to arrange certain activities every month. Sometimes, they can be treated by distributors. Sometimes, they can be treated by the award winning employees. If there is a penalty, they can be treated with a penalty.

Every employee's important day (such as birthday) dealer must remember that even if the employee can not go with his colleagues on the same day, the distributor can arrange the first day or the day after tomorrow.

5, punishment in an improved way.

In the early years of the casual wear brand store, the distributors saw many small slips in their warehouse, which recorded the punishment decisions and minor mistakes of the employees.

These practices are not appropriate and should not be accepted by post-90s employees.

However, the state law should have shop rules.

Sometimes, it is not appropriate to punish. Some types of employees are hard to manage. What should we do? We can try to punish them with improved methods.

For example, you think that an employee could not have done business in a business.

You should not criticize him directly, but first praise and criticize.

"You just encouraged the customer to try it on very well. I thought he wouldn't try it. I didn't expect you to let him try it.

You've done a great job on this issue.

But I think...

If you adjust a little in this area, maybe it will be better.

"

For example, we need to carry out "economic sanctions". Can we change the "penalty list" to "improvement list", so that employees can feel that there is no penalty and only improvement.

6, encourage sharing best practices.

An essential part of every group communication and meeting between employees is to encourage employees to share best practices.

A shop has always had such a habit in the morning meeting that it takes more time to let the employees who performed better yesterday share the reasons for his success, such as making a large list.

Every time these employees share their faces, they are incredibly proud. After the morning meeting, they will work harder to win the same results that they will share again today.

For the post-90s employees, we should not only encourage employees to share the best practices, but also encourage employees to innovate and make good ideas, such as whether there are better promotional programs and inventory handling programs, whether there are better customer service programs, etc., and then encourage and implement their ideas. Just as Li Kaifu's mentor Roger Rij said, "I don't agree with you, but I support you."

"Let their work ideas be innovating first, then diversify their work contents, and encourage them to share the best practical experience of different work items.

7, let employees feel that they have contributed to the store.

In group work, the most taboo is that employees feel that their grades are not related to their total performance, and that is often the case in clothing stores.

After 90 employees need to be encouraged, and let every employee feel that his contribution to the store and the importance of it is particularly important.

In the 2008-2009 year of the US NBA's regular season, China's player Yi Jianlian's nets defeated the bulls by 100-96.

At the press conference after the match, the artful American reporter asked the head coach of the nets: "Mr. Frank, Yi Jianlian, the first forward forward, has been in the doldrums. He has only scored 4 points in the game. Will you put him on the bench next game?"

If you are the coach of the tennis team, how will you answer? If you say that you will continue to play the main role, the American reporter will say, "why do you have to put such a bad player in the main position? Is this your standard of teaching?" if you say that you put him on the bench, you may bring a great blow to Yi Jianlian.

Smart Frank replied: "this game is easy to get 4 points, and we just won the 4 points.

"Ingenious answer, not only escaped the reporter's questioning, but also let Yi Jianlian feel that even if the performance is not very satisfactory, but also made a contribution to the team.

When selling target management to stores, dealers should let every employee feel his contribution to the store, and let the worst selling staff feel his presence, so that the worst employee can feel your attention and concern for him.

8, give humane care.

The post-90s employees seem to be very mature, but they prefer to get the attention of others.

Dealers need to give them humane care.

A shopping guide caught a cold and had a sore nose in the shop.

The shopkeeper went in and saw it, so he said, "how do you catch a cold? Pay more attention to rest. Drink more boiled water.

"Such a course is of course concern, but it is still not enough.

If 5 minutes later, the guide arrives to ask you to ask for leave, saying that he really can't keep up, but the business in the store is very busy, and he can't adjust other employees temporarily. What should you do?

This is humanized care.

In a store of a university town, a student temporary worker had just worked for 2 days, and he asked the boss for 500 yuan to buy reference books.

At this point, the husband and wife had different opinions. The wife thought that they had just been on the 2 day class, and they were not familiar with each other, and their wages were far lower than the money they had received. Therefore, the husband did not agree.

In the end, the husband won the war and gave money to the student temporary worker.

It turned out that they did the right thing. The temporary worker did not have much work time in his later work, but his sales performance has been very good.

It is precisely because she has such a humane care that she has a sense of gratitude and works harder.

After 90 employees have certain personality, but generally speaking, management differences are not large.

As long as dealers pay more attention to their needs and characteristics, the above eight methods should be flexibly applied, and constantly innovating in management methods, so that they can keep up with the pace of thinking after 90, so that they can effectively play the driving force of post-90s employees.