Management Skills Of Young Employees

< p > < strong > 1, < a href= "//www.sjfzxm.com/news/index_c.asp > > emotion management < /a > to understand /strong < /p >

Employees of P > 80 and 90 tend to be "troublemakers" because of their small emotions. If they are not handled well, they will be easy to kill.

We must use EQ to establish a people-oriented cultural environment, respecting, understanding and understanding them.

Therefore, managers should strengthen the use of management skills and adopt encouraging rather than condemning management.

Such as: guide more, talk with friends, praise and so on; coach, parents, teachers, colleagues, friends and other multiple identities to guide correctly.

At the same time, managers should not blindly ask them to adapt themselves, but can take the initiative to adapt to them.

But adaptation is not a compromise, but a principle of openness and integration.

< /p >

< p > < strong > 2, < a href= "//www.sjfzxm.com/news/index_c.asp > > work reward < /a >" /strong "> /p >

The employees' self-esteem and sense of accomplishment were stronger than those of P 80 and 90, and there was no patience to wait for the company's future change.

80, the thought of post-90s employees is very simple: how much money do you give me, and I will do something for you first.

This gives rise to the time difference between giving and giving.

In this link, the top managers should adjust themselves rather than 80 or 90 employees.

Managers should appropriately adjust the original marathon incentive mode, and normalize instant rewards and instant cash.

< /p >

< p > < strong > 3, < a href= "//www.sjfzxm.com/news/index_c.asp > > daily management < /a >" flexibility "< /strong > /p >

< p > 80, 90 employees are easy to accept the work style of highlighting individual style.

Therefore, enterprises can adopt the result oriented freestyle management mode according to their own actual conditions, limit the total amount of work, and do not limit the working time.

For example, IBM company first implemented flexible work system: employees do not need nine to five per day per month.

< /p >

< p > < strong > 4, cohesion team should gradually evolve < /strong > /p >

Employees of P > 80 and 90 are independent.

Therefore, team building has become a difficult problem for managers.

To this end, we can learn from NOKIA company to do the following: first, use the virtual team approach to weaken the concept of grade; two, change from the traditional one-way management to the two-way management mode, so that the 80 and post-90s employees will be able to manage their superiors.

For example, it is better for the superiors to break away, to seek advice from superiors, to establish friendship with superiors, to win trust and to praise the superiors appropriately. Three, we should make good use of the circumstances to make the personality of employees 80 and 90 be properly displayed and enhance their collective participation in order to condense team spirit.

< /p >

< p > < strong > 5, management mechanism should be pparent, < /strong > /p >

< p > 80, 90 employees hope that the company's system is perfect and pparent.

Because in their view, a perfect and pparent company system can reduce the chance of being exploited by the boss, and such a company is trustworthy.

Therefore, the company should formulate clear responsibilities and rights, and execute them in a pparent way of performance appraisal.

At the same time, the company should balance the relationship between the workload and the salary, because the attitude of the employees after 80 and 90 is: "how much do you give me, how much I will do, the extra I want to do, unwilling and no obligation to contribute."

This requires managers to be professionalized and professionalized in management.

< /p >