Three Changes To Employees

In order to meet the personalized development needs of employees after 80 and 90, enterprises CEO And management must change the management concept and direction. Otherwise, it will become a management obstacle. When more and more people are coming into the workplace after 80 or 90 years of material enrichment and Internet growth, how should they act as a manager in the face of such a completely different group from the past? Is it still necessary to persist in their own opinions, let these young people adjust themselves to the authority of the hard won, or 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, charm ahead. command Move back

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. equality Advance or rank 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 family culture is to break the rank and taste of the upper and lower levels, and create a corporate culture with respect, equality, lenience, tolerance and democracy. 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, it makes 80 and 90 people feel neglected and unrespected. Two totally different evaluation standards make the 80 and 90 generations have a strong psychological gap. In the end, they feel that their self-worth can not be realized, resulting in their real emotional hunger.

Managers have many prejudices for employees after 80 or 90. Such as: can not bear hardships, high standards, low cooperation and so on. And 80, 90 employees complain: "why not meet my boss?" in the face of 80 or 90 employees, we should not label them first. In fact, after 80 and 90 employees want to be respected and affirmed, get a sense of value recognition. Managers need to put aside prejudices and misunderstandings, and try to understand the real needs of employees after 80 and 90.