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

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 manage by these advantages? In order to manage well after 90, they need to manage through culture.

The meaning of cultural inspiration

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

8 specific rules of cultural encouragement

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.

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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.

4, 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.

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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.