80, 90 Staff Management Skills

Employee management is not difficult:

A tribe of 240 million people can not understand them but can not turn a blind eye to them.

You can not appreciate them, but you can not avoid them.

They are "strawberry", "my generation" and "Beat Generation". They can accuse them, but they can't turn a blind eye to them.

They will be the buyers, signatories and signatories of your bread, work and position tomorrow. They will decide the fate of the owners and managers.

Quite a lot

It is difficult to regulate, restrain and pform them with traditional management mode.

Therefore, we have to respect them and what they do after work. There is no need to interfere. Two, we must establish the enterprise manager system and professional ethics, and never use the high concept to restrain them.

Recently, there are training courses for managers to manage 80 and 90.

Although the training content is not so targeted, it attracts a large number of managers.

Three changes to employees

Vanke executives have sighed: "after 80, 90 years, I have ten years of management experience to clear up!"

Some business managers began to suffer from 80 or 90 management phobia.

Therefore, in order to adapt to the personalized development needs of employees after 80 and 90, enterprises CEO and management must change the management concept and cognitive direction smoothly.

Otherwise, it will become a management obstacle.

When more and more materials and internet grow up, 80 and 90 after entering the workplace, in the face of such a very different group of the past, as managers of the "80 before" how to act?

Are we going to stick to our own opinions and let these young people adjust themselves to defend their hard won authority, or to open their hearts and forget everything in the past, try to understand a completely different inner world and build their own influence on the basis of new (or possibly equal)?

First, the charm is advanced and the order is returned.

80, the post-90s employees have no idea about food stamps and natural disasters. Their knowledge of turbulence is only imaginary. They can not smell the smell of coriander and replace them with vehicle exhaust, but they have their own network of wilderness.

They have huge consumption power and desire, and have the entrepreneurial spirit of success in the westward movement of the United States. They receive better education than their predecessors.

They resent managers who reprimand, shirk responsibility and play tricks. They need respect, care and sincerity.

For 80 or 90 employees, more incentive and leadership management should be adopted instead of traditional hard management. Managers should also strive to become a leader with a strong appeal.

Therefore, managers need to change the traditional management concept and leadership image, strengthen the humanization and scientification of leadership style, and strive to turn themselves into charismatic managers.

Two, equal advance, grade back.

They would rather lose their jobs than tolerate their value neglected. 80 or 90 employees have strong self-esteem, and one touch may lead to rigid relationships or even severance.

Therefore, managers should establish an equal mentality and change the commanding mode of being superior.

You can use the method of consultation to solve problems and assign tasks.

If Lenovo Group implements "no title", it is required that the name is three words, then it is called the last two words. The name is two words, then call it by name, otherwise it will be fined 50~100 yuan.

Lenovo's implementation of this kind of family culture is to break the grade taste of the upper and lower levels and create a cultural atmosphere of mutual respect, equality, loose, inclusive and democratic.

It depends on whether the boss can really change his mind and behavior.

Three, long live your understanding and put aside your prejudices.

80, 90 is not only the mainstream consumers in the future, but also employees, understanding them is the only way to the future.

80, after 90, because they are only children, they are protected by their families and live in a completely free world.

Once you enter the workplace, everything must be based on performance. Unit leaders often do not view your performance from the perspective of personal development.

Because the company can not bring their family's attention to them, this gives