Hunter Recruitment Network CEO Dai Kebin: How To Manage Post-90S Employees

< p > oral / Dai Kebin (founder of hunting net) two years ago, in 2012, many people were called "a href=" http://sjfzxm.com/news/index_s.asp after the 1990s. "After the first year of the workplace" /a, "after 90", the group labeled "strongly different", "strong rebellious consciousness", "selfishness and weak ability to withstand setbacks" are becoming the main force of the enterprise.

What do they look like in the workplace? And how to manage the post-90s? A few days ago, Dai Kebin, the founder of hunting net who accounted for more than half of the post-90s employees, shared his own "secret tips" for the nine students of the black horse camp.

The following is Dai Kebin's oral statement.

< /p >

< p style= "text-align: center" > < img border= "0" align= "center" alt= "" src= "" /uploadimages/201406/11/20140611015747_sj.JPG "/" < > > "

< p > a lot of people feel that the hunting net is coming out overnight. The traditional recruitment website has been working for nearly 20 years, and we have only gained fame overnight in less than 3 years and robbed many of them.

Many people also asked me what methods I used to make employees like chicken blood and love their companies and products so much.

This is largely due to a well-established cultural management system and organizational construction system.

In the early days of the venture, there was no foundation for the recruitment network. The team members came from different backgrounds, and their professionalism and education level were not high.

Team expansion is very fast, with more than 1000 people now, and 50% of them are post-90s.

We also face enormous challenges. For example, the culture of the Internet team is a kind of temperament, and the culture of the sales team with hundreds of people is another temperament.

Over the years, the hunting team has been quite stable, and has been following many of my old colleagues for the longest 7 years.

Even recently, a lot of old employees came back this year. An engineer left Beijing for Tianjin and returned to hunting nets in less than 10 months.

How to do it? Our killer is to build "peer culture". Its core is to build a team of mutual trust and love. This is especially important for post-90s employees.

For the founders, you can't just recruit people without knowing how to keep them. You have to create a culture that everyone likes and condenses here.

Otherwise, you spend a lot of money to recruit a person and then discard it, which is a great mistake.

How to trust each other and love each other? First you have to play with them, because if you don't go deep into the 90s, do not eat, drink or play with them, you don't know what they think.

There are dozens of sales teams in the hunt net. No matter which team wins, no matter where the team is in any city, I will fly over to eat and chat with them.

There are three main topics I have to talk to each of them: why do you join the hunt, what do you learn from hunting and hiring, what do you need to improve?

And because I often mix with them, I am also very aware of the company's grass-roots sales staff, which is very important.

It is interesting that there is a "double election" inside the hunting net. It is very similar to P & G's management training.

We will not let him be a departmental leader or a member of the Department, and let her < a href= "http://sjfzxm.com/news/index_s.asp" > Recruitment "/a", otherwise it will spoil them.

Recruitment network will recruit a group of people to train for a month, during which he (she) does not belong to any team.

When the training is over, we will arrange a double selection meeting. The new Union will show what has been learned in this month. After that, different sales managers will show the new employees what their department culture is and what they can get and improve with themselves.

In order to attract more new people, some sales managers will not only give lectures, but also produce PPT or even video.

In addition, we have adopted this strategy in the product department. We will let new people and different product lines choose each other.

We also have a "round the election".

Usually, whether a new employee can turn around is made by department leaders and bosses, and we decide through a round up election.

Why do we do this? Because if a person can change his mind is decided by department leaders and bosses, he may have difficulty in forming a cooperative atmosphere with his team. Therefore, whether we can turn it around can be decided by its partners, which is of great benefit to building a team of mutual trust and love.

Therefore, a person who is valued by the boss will be voted against.

Those who have worked with the new staff will attend the selection meeting and listen to what he (she) has done during the probation period, and the people present will give some suggestions to the newcomers and vote to decide whether they are willing to become partners with the new person.

If you choose to, you have to swear that you will help new people grow.

The newlyweds must get more than 2/3 votes in order to get the chance to turn the corner. But if he violates the values of the hunting net, we will vote against it. If we only lack skills, we will give him the chance.

In addition, you have to learn to look for "gold" and enlarge it.

There was once a girl in Guangzhou who wanted to apply for hunting nets. She was rejected for two times because of introversion. Later, she went to Shenzhen to apply for a job. Our company was rejected again. So we put her in Guangzhou for a month.

But our sales manager found her very perseverance, so she gave her three months probation, and then did very well.

Last year, the Chengdu branch was established, and she volunteered. She made half of the company's performance in the first three months.

We spread the story in the magazine.

Finding gold is an important duty of every founder.

There is a principle of 20%, 60% and 20% in psychology. There must be 20% positive energy, 20% having negative energy, and 60% remaining neutral.

The founder is to use positive energy to draw the neutral group, which means that 80% of the people have positive energy, and the remaining 20% with negative energy will be eliminated.

On the contrary, you will "end up".

< a href= "http://sjfzxm.com/news/index_s.asp" > hunting net /a > there is such a value that everyone has a unique value. Trust and tolerance will give them the greatest potential and humanity.

Many bosses are so sophisticated now: when a person can bring value to me, I will please him (her). When this person has the idea of job hopping, I will slander him.

In fact, you really shouldn't be a fool for your employees. Even if he is 95, he is much smarter than you.

You have to realize from the mind that each person has his unique value. He or she can do something.

Then, you have to spread this idea among employees. Everyone will feel that they have room for development in the company, and then your team will naturally become stable.

In fact, I did not teach post-90s employees what sales skills were, but provided a platform and atmosphere for them to feel that they could have their own ideals and pursuits and could be recognized.

< /p >