How To Read The Real Needs Of Employees After 80 And 90

< p > 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.

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< p > < strong > 1. Enterprise culture should be humanized < /strong > /p >

< p > in the face of 80 and post-90s employees, Chinese enterprises need to reflect on the traditional corporate culture and truly establish a humanized corporate culture: < /p >

< p > 1. Trust culture: the relationship between enterprises should be based on mutual trust and keep pparent so as to avoid mutual suspicion.

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< p > two is happy culture: 80, 90 employees' workplace concept is: to work, but also to live, but also to work and live happily.

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< p > three is an open culture: an open and democratic management platform for the enterprise, and the problem should be communicated on the table.

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< p > four is equal culture: 80, after 90 employees feel disgusted with managers and enjoy equality and respect for each other.

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< p > five is independent culture: 80, 90 employees say: "when you work, devote yourself to your work and do not want to work."

Otherwise, how tired. "

Businesses need to change their habitual thinking of leaving work and leaving them with independent space.

This helps 80 and post - 90 employees to balance the conflict between work and life.

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< p > < strong > two, enterprise training should be appropriateness < /strong > < /p >

Employees below P > 80 and 90 believe that employees and enterprises are purely employment relations.

Therefore, the training of enterprises is not just skills, but more important training contents are responsibility, loyalty, professional ethics and corporate culture guidance.

Zheng Hongwei, general manager of AUX air conditioning marketing, said in an interview: "in 2007, we proposed a 3380 talent strategy project, that is, to train 380 middle and senior cadres in three years.

The training process is to go to the market, recall, training, evaluation, and then put it into the market, recall, retrain and reassess, and finally carry out deep case training, training teachers are our outstanding representatives in various fields.

One year later, we will choose to enter our talent pool and conduct process monitoring and management. In the next three years, our middle level and grass-roots management team will be younger, and 80 and 90 will gradually take over.

But avoid brainwashing training, because 80 and 90 employees are very disgusted with this: "are smart people, flicker I will not know?" < /p >

< p > < strong > three, coping with job hopping should be a href= "http://www.91se91.com/news/index_c.asp" > professionalization < /a > /strong > /p >

Job hopping is relatively frequent after < p > 80 and 90.

This is a test for enterprises and managers. It depends on whether you have the heart to accept.

Managers must be patient and not condemn them, because people have a growing process; they should be relaxed and professionally bound.

At the same time, the employees of 80 and 90 should have a reasonable position. Once they are identified, they must persist, persist and persist, because frequent job hopping is also a waste of their time.

The practice of China Netcom is worth learning: employees are basically born in the late 70s and early 80s, with an average age of nearly 30 years.

On the one hand, do a good job of employee's career guidance: one month's closed training before entering the job, then use the rotation method to conduct half year work experiential learning, and then distinguish their career tendency.

On the other hand, create an organizational atmosphere of trust communication, enterprising enthusiasm and performance commitment, and establish communication channels and workshops for employees to express their opinions and work happily.

Therefore, no card puncher, and few people are late, and the turnover rate is only 3%. < /p >.

< p > < strong > four, < a href= "http://www.91se91.com/news/index_c.asp > > communication mode < /a >" civilian "/strong > /p >

< p > they advocate participation rather than indoctrination and command from outside, and the way of communication with employees after 80 or 90 is really changing, otherwise it will be difficult.

For this reason, the key is to grasp two points, tell the truth, never make bureaucratic remarks, and respect them.

Specific measures: first, managers should adjust traditional customary expressions which are too implicit, and choose direct communication mode instead of beating around the bush.

Two, communication is open.

If Microsoft Corp's communication mechanism adopts the "open door policy", anyone in the company can talk to anyone about any topic.

Three, we should talk more about collective discussion.

If managers at all levels of the Microsoft make decisions, encourage their staff to fully express their opinions and listen to their opinions to ensure effective implementation of decisions.

The four is to synchronize with the 80 and 90 employees' communication habits, and adopt some new ways, such as e-mail and other tools to communicate.

Five, do not give orders to communicate. You can communicate with them in a respectful, caring and equal way.

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< p > strong > five, < a href= "http://www.91se91.com/news/index_c.asp" > stress management < /a > specialization, < /strong > /p >

< p > 80, 90 employees said: "we graduate from college is unemployed."

Their work and social pressure is not small, but the outside world is accusing them of their ability to resist pressure.

Therefore, it is necessary for enterprises and managers to do well in their stress management.

As managers, one should care for them, two understand them, three must tolerate them, and four must be patient with them.

At the same time, relevant measures can be taken: providing vocational training, helping them make good career planning, providing professional guidance, helping them do psychological adjustment, creating a good organizational atmosphere, helping them adjust their work emotions, maintaining greater tolerance and patience, allowing them to make mistakes properly, helping them improve their self-confidence, and helping them learn to deal with interpersonal relationships and enable them to play different social roles.

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