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Management Method Of Employees After 90

2013/11/22 9:19:00 21

After 90 Employees After 90 Management Staff Management

whether you like it or not, there are more and more post-90s employees. Of course, in a few years, 00 should come out.

for the boss, it is hard to understand the post-80s generation and find out a more effective management method. After 90, it is not the same. The original set is not good enough, so it has to be re studied.

Not only the boss is big, but also the head of the personnel management.

The characteristics of employees after 90 are clear:

positive:

enthusiasm, enthusiasm, easy to accept new things, wide knowledge, relatively easy to create team atmosphere, treatment requirements no longer as the first condition.

strong > negative: .

poor sense of responsibility, weak sense of planning, lack of preciseness, easy to give up, unable to endure hardship, fear of trouble, weakness, pressure bearing capacity, unwillingness to leave, and abrupt resignation.

, so the boss said headache. The manager of the personnel department also said he had a headache. Did he ever think of his own problems when he had a headache?

> why not manage well? Have you seriously studied the problems behind the problem? Do you have the analysis and summary of the management features of the post-90s? How many innovative management factors have been introduced? Are there any misunderstandings about the employees after 90? Do they still use the traditional management mode? Are they still aimed at the management mode of 70 and 80?

is it useful to shirk responsibility on these post-90s employees? Moreover, this is not a problem that can be solved by headaches. After all, more and more post-90s will become the mainstream of enterprise staff team. In a few years, 00 will come out.

no longer asks the manager's own reasons, nor does he study the problem in depth. He first assumes that the problem can not be solved, and then says that this is a universal phenomenon.

What's the real meaning of a lot of complaints, which seems to shift the responsibility to the post-90s employees or even the social environment?

in the actual coping strategy, it is often to accommodate, dare not to carry out hard management, dare not give greater pressure, and even have to coax them, worried that these 90 after leaving at any time, so that the original tension is more intense.

this idea continues, not only the existing management problems can not be solved, but also the mobility of the post-90s staff team, and the personnel management system is becoming more and more vulnerable.

1, can not really request /p >

no one likes to be forced to ask for it. Of course, what kind of nature is required, some basic rules of doing things, such as respect for others, no attack on others, compliance with discipline, No gossip, keeping records in work, confirmation of information, classification and homing, etc. This is a must. This is not only a requirement of enterprises, but a basic rule of social conduct.

Those employees whose basic rules are not able to remain in the enterprise are worthless and will pollute other employees.

and for some enterprises, such as enterprise culture, all kinds of beliefs, loyalty to enterprises and enterprise spirit, there is no need to force employees to accept the ideology, such as corporate culture, all kinds of beliefs, loyalty, loyalty, and so on. Employees can accept it best, do not accept it or insist on it. After all, personal values are multibillion, and there is no need for everyone to accept the values set by enterprises.

I contacted a dealer in a sports brand, the boss believed in Buddhism, forcing many employees to believe in Buddhism collectively, forcing many 90 people, and then the boss said 90 after the bad management.

two, without planning how to do /p >

What is going to happen when employees are lacking in planning consciousness after p? 90, and follow them? It will only be worse. Employees without basic planning are more likely to get into a state of loss. They are not psychologically prepared for obstacles and difficulties in their work, and are more likely to appear at random.

, therefore, employees do not have their own planning consciousness. As employed enterprises, they must take the initiative to help employees to introduce their planning consciousness. At least, they can provide employees with a career planning template for one year. They can give career planning demonstration to everyone. They can selectively help some staff members to review their career development.

If employees do not plan themselves and enterprises do not help one, the result is worse.

three, there is no sense of responsibility how to do .

On the face of it, P has no sense of responsibility for the work of the enterprises. This leads to a lack of conscientious work, unwilling to endure hardships, unwilling to shoulder pressure, and serious avoidance of difficulties, even if the enterprises repeatedly emphasize how the sense of responsibility is useless.

how to do it? Think about it from another angle:

1, employees have no sense of responsibility for enterprises, so who are they responsible for?

2, if an enterprise can not help employees establish a sense of responsibility for their work, who will make employees more responsible for their work?

the answer is: parents!

on this issue, it is necessary to build up a sense of responsibility for employees through the strength of their parents, through the establishment of relationship with their parents (parents' welfare products, regular meals, parents' participation in staff activities, excellent parents' selection, home visits) and so on.

P, after all, most employees are still responsible for their parents. At the same time, I believe most parents want their children to do well in their current job and be stable here, that is, to have a sense of responsibility for their work.

let employees have a sense of responsibility for the work. The enterprise has this desire, parents have this desire, and the two should work together. There should be many ways and strategies to solve this problem.

four, the traditional technical training system

knowing that there is a great change in the staff of the post-90s, there is a possibility of leaving at any time. Then, it is necessary to improve the training system. One is the training type, the other is the improvement of the training mode. Two.

The traditional training model of "P" has several characteristics:

1, it is assumed that employees will continue to work in the company for a long time, so the training arrangement is rather loose, and it is mostly carried out in the form of old employees.

2, centralized on-site training was mostly based on one way cramming knowledge and technology,

3, training content is more rigid, vulgar and interesting degree is not enough, not to mention 90, after 70 and 80 are not interested in listening to .

4, lack of supporting technical manuals, related technology is only through words and deeds or personal memory.

this traditional training system does not match the characteristics of the post-90s and the high mobility. It leads to low efficiency in training, slow growth of staff's technical ability, and inefficiency in work efficiency. Efficiency determines performance, performance determines income, and income determines employee's mood and turnover rate.

in regard to the training system for post-90s employees, the following adjustments can be considered:

1, taking full account of the unstable factors of post-90s employees and the recovery of training costs, training should be divided into types. For newly recruited employees, there should be a corresponding quick training system, which is concentrated intensive training for new employees within a few days, so that new employees can quickly master basic job skills in the short term, and then start the mid long term training system after the correction.

this kind of centralized entry training, on the one hand, let the new staff get familiar with the work quickly, guarantee the recovery of the training cost initially, on the other hand, it can also test the learning ability of the new employees synchronously. If the learning ability is poor, it can be eliminated quickly, avoid the traditional practice, let the staff work first, then slowly train, wait for one or two months, only then discover that the employee's learning ability is poor, and then eliminated, it is a loss to the staff and the enterprise.

2, the form of training should also change the characteristics of post-90s employees, from unidirectional technology indoctrination to multi-directional technology communication. The form of content should be more vulgar and interesting, and the training of employees' interest in learning should be re emphasized.

3, the vast majority of technologies can be quantified. Quantifiable content can be reflected in black and white. In addition to regular on-site training, a written technical manual can also be produced, which can be distributed to employees to facilitate staff's self-learning.

4, for employees' pressure bearing ability, they should import in the induction training stage, can bear, retain, cannot bear, can be eliminated directly in the induction training stage, so as not to find out the pressure bearing ability of the employee is poor after entering the post stage.

five, the change of recruitment mode

the traditional recruitment mode is now being used. After the direct recruitment is directly into the post, this recruitment mode is unable to guarantee the progress of recruitment at first. Moreover, the interval between recruitment and entry is very short. It is impossible to achieve in-depth understanding of employees and running in. First, recruit and come in again, until it is found inappropriate, or the employee voluntarily resigns, or the company voluntarily dismissal.

from the perspective of human resources as a whole, the reserve recruitment system should be implemented. It is not only to separate recruitment and entry work, but also to recruit, interview, inaugural willingness communication, pre job training, career planning and design, internal running in arrangement, short-term temporary work and so on. The employees who have passed the preliminary verification will not be directly recruited into the reserve staff repository. Of course, reserve employees can still maintain normal work in other companies, but only spare time to participate in interviews, pre job training and short-term temporary work.

When the company's manpower gap appears, then pick up the target from the storage pool, once again communicate and confirm, post.