Their induction seems very reasonable. Due to the special growth environment, this special group of people led to their "alternative" personality. Don't like being tied down and difficult to manage. But in the next ten years, we will continue to face this situation, and it will be more serious (old employees will gradually lose and transform, and new members will gradually increase). So, what should you do as a manager?
We must admit that the post-80s and post-90s generation does have a very strong personality and obvious shortcomings. As a result, some post-80s and post-90s are likely to be unconvinced, and I have been questioned by them personally, but as a universal fact, this is inevitable (although it cannot be said that all these people have the same problems, at least most of them do). But as managers, we should also note that they also have advantages and advantages that others do not have.
First, these people have a strong learning ability, and their academic qualifications are unmatched by employees before the 1970 s. From prenatal education to bilingual kindergartens to comprehensive quality education, some finally have more obvious advantages in learning ability.
Second, these people have less ideological constraints and stronger creativity and imagination.
Third, most people have little economic pressure. In the face of difficulties, they will turn to their parents for help, on the other hand, they are more optimistic.
Fourth, although the shortcomings mentioned above belong to most of these people, there are still some outstanding members hidden in the mighty 80 s and 90 s army.
Fifth, be more open to new things.
In addition to the above advantages, they each have their own uniqueness-for example, many people are all-rounders. The reason why I list the advantages of these people here is not to deny the shortcomings and deficiencies of this special group. But times are always created by the younger generation. Our parents used to resent all kinds of "bad behaviors" on us, but it turns out that today we have far surpassed their generation. The future era, after all, belongs to younger people. No matter how much we don't like it, we can't change this historical trend.
Since we can't refuse the arrival of the post-80s and post-90s, we should accept it gladly. This is the mentality and mind that managers need today. At the same time, when managing and leading these young people, we should pay attention to the following aspects:
First, pay more attention to the personal life of employees than before. Try to get to know them, and don't be an outsider;
Second, talk to them more about their life ideals and desires, and don't complain about their "reality and material desires";
Third, we should give full play to leadership rather than power. Make more use of personal influence;
Fourth, loosen one and tighten one. To apply pressure, but also to reduce pressure. Gradually exercise your stress tolerance and handling ability. Don't be at a loss at once, and don't let yourself indulge;
Fifth, material selection is more important than remodeling. You can't carve a dead tree. If we can control recruitment more strictly, we can better control the proportion of employees with real problems. Jade must be a jade first, but it must be a jade!
Sixth, adhere to the last elimination. Welch's vitality curve tells us a very simple truth-you can't see gold until the yellow sand is exhausted! We must resolutely eliminate those who make up lessons for others. In this way, after rounds of screening, the last one must be the real gold that can stand the test!
In fact, for this generation, we still need to pay attention to many details in management. We can't elaborate here, we can only learn from practice by managers. No one can go against the times, and no one can reverse the trend of the whole society. Then, we must know ourselves more clearly, know this era and know this group of people. As the saying goes, "Know yourself and know yourself, and you will win every battle." I think it is a bit exaggerated to discuss the post-80 s employees alone. Because, I think employees in each stage have their own characteristics, and I didn't discuss them separately. Why is the post-80s generation so big? In addition, other generations of employees will also have occupational defects, professional confusion, management problems, personality characteristics and other post-80 s occupational phenomena, while some post-80 s employees do not have those occupational defects and personality characteristics. So I think it is a false proposition to discuss post-80s employee management.
There was once a blog about the post-70s thinking about post-80s management. Although most of them criticize the false reports and unreasonable discussions of Huashang Daily, it is hard to imagine seeing the click rate of 1356 people.
Three. Status and Analysis of Post-80s Generation
In China, the post-80s generation is a tribe of 240 million people, and the global post-80s generation will add up to more. In China, the post-80s generation has been rated as "strawberry generation", "generation with my words as the head" and "beat generation", but some people think that the post-80s generation is the buyer and signer of your bread, job and position tomorrow, and the decider of the fate of bosses and managers! In China, the post-80s generation is just young now, in a period of just entering the society, about to go to work and creating value. However, some post-80s generations have become management, even leaders and entrepreneurs with their own strength and efforts. Abroad, the post-80s generation is different from us, especially in developed countries. They have different social development environment, material living conditions and spiritual and cultural influences. Their early independence and self-identity have appeared in non-post-70s employees, even earlier.
Some people say that the post-80s generation, compared with the post-70s and post-60s generation, has some defects in their career, such as frequent job-hopping, lack of loyalty and fighting spirit, self-centeredness and low vision. However, it seems that the post-80s generation is relatively stable in the civil service system and state-owned enterprises, and there is no difference between the post-60s and post-70s. When the salary level of foreign capital is high, they are also working overtime and have high loyalty. How do you explain this? It may be said that most of them are not in these institutions or foreign companies, so most of them still have such professional defects after 80, which has caused management problems for enterprises. Then, why are most units or foreign companies not in the system? This is the requirement of the times. The domestic development environment does not allow institutions within the system to have so many jobs left for post-80s, and most of them are occupied by post-60s and post-70s. Of course, they are relatively stable and loyal. Therefore, I think this is the social status quo caused by environmental factors, social factors and the influence of development stages, and this status quo cannot be used to question the post-80s generation. As for the low-headed family, it is a process that everyone in the workplace needs to go through, unless everyone in the workplace is a low-headed family, a low-headed family, a master family, or really a master family. The reason for this is that enterprises now require employees to show their value immediately after entering, and today is the era of knowledge economy and information explosion. In such an era of continuous charging after 80s, it is impossible to meet the requirements of enterprises in a short time. From another angle, will the post-70 s stand in the post-80 s position and be a professional with a low eye and a low hand? However, the society is fair, and it has also given many rich development opportunities for the post-80s generation, made many post-80s multimillionaires and created value and employment for the society. For example, the founder and CEO of VeryCD is Dash of 1982. This entrepreneurial spirit requires hard work and is believed to be as good as that of the 1970s.
To sum up, the post-80s phenomena described in enterprises, whether they are post-70s, post-80s or post-90s, will have similar or identical phenomena in this era and requirements, so these phenomena described in post-80s are not unique and have no value and necessity for research.
Fourth, the characteristics and analysis of the post-80s generation
Now we define the "post-80s" characteristics under discussion as the post-80s in China, including 240 million urban and rural post-80s. People born in urban and rural areas in the 1980s grew up in different environments. The living environment of rural post-80s generation is an environment with poor culture, hard material living conditions, ordinary family background and single social groups such as friends and teachers. The living environment of urban post-80s is an environment where culture is just beginning to be enriched, living conditions are beginning to change in a good direction, dual-income families are relatively difficult, and friends and teachers are diversified. The life situation of urban and rural post-80s is also very different. The life style of rural post-80s is not rich and unique, while the life situation of urban post-80s is extensive, with the characteristics of keeping up with the times quickly, and they have obtained different information. In this way, the influence of environment and situation on the formation of two types of personality traits after 1980s is inevitable. These personality characteristics will affect their future behavior, including workplace behavior. I think this is the main factor that causes the behavioral difference between the post-80s generation and today. Then, it is necessary to implement differentiated management for the post-80s generation. The efforts of the post-80s to change their faces will make managers feel incredible, because managers will encounter all kinds of post-80s, and they will think that this post-80s is like this and that post-80s is different.
There are several statements about the characteristics of post-80s social evaluation:
First, independent values, values have changed from "ideal" to "reality", paying more attention to utility, stressing material interests, paying attention to immediate interests and pursuing material enjoyment. Making money is no longer the first and only purpose of work.
The second is to emphasize individual standard, self-centeredness, strong self-esteem and recognition of others. Third, it is highly plastic and creative.
Third, psychology is easy to fluctuate, mood changes greatly, pressure resistance is poor, and mental health problems are prominent.
Fourth, I have a unique view on work and life. I don't want to completely separate work from life. I don't like life enjoyment being disrupted by busy work. I hope to handle simple interpersonal relationships in work and life, ignore political struggles in the workplace, and dare to challenge authority. I agree with this evaluation. The reason why the post-80s generation did this is influenced by the growth environment and situational factors. First of all, its values are realistic. It pays attention to interests and pursues material enjoyment because it has to pursue more interests because its wage growth lags behind the price increase of means of subsistence. Moreover, its growth environment is just the beginning of reform and opening up, and its material life is gradually becoming richer, which is gradually meeting the material needs of the post-80 s generation, making the post-80 s generation have the requirements of pursuing material enjoyment and quality of life. The formation of other characteristics is caused by the environmental problems of the post-80 s generation. The lifestyle of the only child needs to encourage the learning era of continuous learning, so that the post-80 s can emphasize themselves, need self-esteem, creativity, do not need to resist pressure, do not need the support of others, and can meet their own needs without struggle. There are some self-mockery phenomena after 80s: when I was in primary school, I didn't need money to go to college; They don't need money to go to college and primary school; When they can't work, the work is assigned; When they can work, they have to hit the wall to find an immortal job; When they can't make money, the house is allocated; When they can earn money, they find that they can't afford to buy a house ... The current "42 1" family model (the upper level is responsible for supporting two parents and the lower level is responsible for raising a child) is always a heavy burden for most post-80 s employees.
Using the management theory produced 80 years ago to manage the post-80 s employees is likely to go wrong. At the end of 2005, Zhang Ruimin once sent out such a feeling at a summit forum of entrepreneurs in China: He felt that he would not do business more and more. Today, those effective methods, even successful methods, must be abandoned and new strategies should be adopted ... Generally speaking, employees born after 1980 should be encouraged and led more than traditional hard management methods, and managers should strive to become attractive leaders.
On the one hand, we should adopt encouraging and ideological management methods, such as increasing bonuses, to adjust their emotional characteristics; On the other hand, the enterprise HR department should strengthen communication with employees and praise them more. Generally speaking, it is: guidance, leadership, communication and reward.
"Post-80s" are characterized by independent values, creativity and great emotional changes. Post-80s new employees generally have eight characteristics: strong plasticity, self-centeredness, advocating freedom, easy to be stimulated, wide interest in curiosity, strong learning ability, self-confidence and innovation.
Give a vivid example: "Employees in the 1960s bowed their heads; Employees in the 1970s were back to back; Employees in the 1980 s were all face to face. "
The new employees we refer to in the 1980s are not farmers or migrant workers, but educated and knowledgeable employees in the 1980s. Knowledge workers have independent values, do not like being bound, emphasize self-realization, mainly consider themselves and do what they want, and are less subject to discipline. Because they have knowledge and are not attached to a certain enterprise, they are highly mobile. Now it is not the boss who fires the employees, but the employees who fire the boss. They are the owners of enterprises and the source of their wealth. Therefore, the boss should provide conditions and platforms for the work. At the same time, knowledge workers have strong learning motivation and achievement motivation, are willing to challenge new things and are creative.
The Book of Changes divides the world into three yuan and nine transports, with each transport 180 years and each transport for 60 years. Now, the world is in the Eighth National Games, and this is a divination. Gen hexagrams, representing men, that is, representing youth. Divination represents this mountain. Among the five elements, mountain belongs to soil and has absorption ability. It is precisely because soil has the ability to absorb that it can contain everything, which means that the younger generation (new employees in the 1980s) can accept new things. Soil can also breed everything, so the younger generation is very creative. Coupled with the towering mountains, the younger generation likes to highlight themselves and express themselves. The ups and downs of the mountains also show that the younger generation is prone to fluctuations and their emotions change greatly. For example, why do they change jobs frequently? Social factors, cultural influence and personal consciousness;
It is precisely because of these new characteristics of new employees born in 1980s that enterprises are both happy and worried. Fortunately, these employees can create more achievements and make profits for the enterprise; What is worrying is that the phenomenon of new employees' job-hopping and resignation is very common and frequent. The main reason why new employees leave their jobs is objective social reasons. After the reform and opening up, great changes have taken place in the social environment, and the planned economy has transformed into a market economy. The biggest change brought about by the transformation is the change of the relationship between employees and enterprises and organizations. Employees think that the enterprise is no longer a lifelong home, so they have less loyalty and love for the enterprise. Secondly, after the reform and opening up, with the emergence of various forms of ownership, various forms of enterprises have emerged, and the salary methods are also diverse, with great differences in treatment.
In addition to the above objective reasons, personal characteristics also make new employees frequently quit their jobs. In the 1980s, after the reform and opening up, many things were different from before. Great changes have taken place in society, but many things, such as education and management, have not yet formed a system. In the 1980s, new employees grew up in such an uncertain environment. Coupled with the influence of western culture, their traditional professional ethics are very weak, and they will jump ship when they see that everyone around them has jumped ship. In addition, due to the different characteristics of knowledge-based employees and non-knowledge-based employees mentioned above, their management is bound to be different. It is certainly useless to manage knowledge workers in the same way as non-knowledge workers.
Today, with the gradual disintegration of the concept of unit, everyone has gradually become a social person. This is a general trend, and our management should keep up with it!
Verb (abbreviation of verb): Exploration of post-80s management.
(1) Determine the post-80s management goals. The existing problems are frequent job-hopping, pursuit of utility and enjoyment, self-centeredness and self-esteem, and obvious emotional fluctuations. Then, aiming at the problems, we can achieve the goal of reducing the post-80s turnover rate, reducing the degree of realistic values, uniting and cooperating, stabilizing emotions and improving the anti-stress.
(2) Cause analysis and management measures.
1, job hopping. After the reform and opening up, great changes have taken place in the social environment, and the planned economy has transformed into a market economy. The biggest change brought about by the transformation is the change of the relationship between employees and enterprises and organizations. Employees think that the enterprise is no longer a lifelong home, so they have less loyalty and love for the enterprise. Moreover, various forms of enterprises have emerged, and the compensation methods are also varied, and the treatment is very different. Therefore, for a post-80s generation who just entered the society and need to survive, salary is one of the main reasons for their job-hopping. Another reason is the limited development space. Some post-80s employees are considered incompetent, so they are slow to get in touch with their main business within two or three years. Post-80s employees are a planned generation, so they can only choose to give up in the end. Here's another real case. The company wanted to start a new project, but a week later, none of the employees in the 1980s could come up with innovative ideas. Suggest who thought of it first, reward 1000 yuan. As a result, by 9 o'clock the next morning, those employees in the 1980 s had not yet gone to work. I didn't know until I called. It turned out that they worked until 2 am yesterday and finished the work in one night. This example shows that we should give more encouragement and benefits to new employees born in 1980s to stimulate their potential. The above examples show that salary incentives are of great significance to the post-80s generation, because they need to live and are the realistic younger generation. Then, there are two ways to solve job-hopping:
First, to do a good job in salary incentive, we can consider setting up flexible incentive salary.
Second, do a good job in employee development planning. In business, we should dare to trust the post-80s employees, give them more challenges and development space, make them feel useful, give full play to their self-confidence and stimulate their creativity. This will reduce the turnover rate.
2. Pursue utility and pay attention to enjoyment. The correct way for an economic man is to pursue profits, not the characteristics of the post-80 s. It seems that enjoying life is more in line with the post-80 s, and they can be more open-minded and have their own understanding of life. Many post-80s people are talking about why people are alive. At work, completing the task is the goal. Pay attention to the quality of life after 80s, otherwise it will lead to laziness and inefficiency, which is not a professional phenomenon that should exist after 80s.
Then, there are two ways to solve the problem of enjoying life without losing work efficiency: one is to set an example of hard work, unity and cooperation for the post-80 s in the company and give such people certain spiritual and material rewards, thus affecting their self-esteem needs and changing their behavior. Second, pay more attention to the results of the work, not too much attention to the process. Strictly assess the achievements of the post-80s generation, and don't strictly limit their work progress, so as not to disturb their lives.
3. Emotional fluctuation and stress resistance. In fact, there should be a living environment with good family conditions. The post-80s professionals who grew up have great emotional fluctuations and poor stress resistance. First of all, the establishment of communication mechanism between superiors and subordinates is the most important way to solve emotional problems. The post-80s generation are young people who are willing to have in-depth communication with their superiors, because they are eager for progress and development. If there are problems at work, it is best to establish a mechanism to guide the post-80s generation to actively communicate with leaders and let them release their emotions and pressures. Secondly, post-80s generation is often encouraged. It is useful to give verbal praise, spiritual rewards or material incentives to the post-80s generation at different working stages, as long as they are positive. But for work mistakes and mistakes, guidance or criticism can also motivate them to survive the pressure to a certain extent, just don't use it too often.
The internal cause of personality formation: the lack of family and school education
I think: "The most basic appearance, which should have been studied at home or school, has now become a problem that many enterprises have to face." Young people are the majority in the company, so they often encounter thorny problems related to the post-80s generation. "People born in this generation are basically only children. They have been little princesses and emperors at home since childhood, and they are highly concerned by the whole family and even the family. However, some parents neglect the education of the most basic manners while doting on them. As a result, from school to society has become a huge empty period. These college students who have just entered the society often lack psychological endurance, interpersonal communication and etiquette culture. "
The post-80s sense of responsibility worries some enterprises the most. "It is a common phenomenon that the loyalty of this age group to the post is low, and it often takes four or five years to get better." However, for managers in Chinese mainland, this challenge may become particularly prominent. As the first generation of only children, "post-80s" often become the symbol of "troubled youth". Impetuous, rebellious, low-minded, afraid of hardship, difficult to integrate into the team, strong self-esteem, difficult to scold, etc., all of which have stuck to the post-80 s in the workplace and become a bad label. Whether due to the post-80s' own reasons or people's misunderstanding and misinterpretation of public opinion, the post-80s have irreversibly stepped onto the professional stage and become an indispensable part of China enterprises. How to manage post-80s employees? Relevant persons pointed out that in the next few years, with more undergraduate and graduate graduates entering the job market, the highly educated "post-80s" group will make more achievements in the workplace. Considering the talent echelon strategy, the human resources department of the company needs to start to formulate more detailed training plans and effective incentive policies for the post-80s generation, focusing on training reserve forces.
Eight, the application of post-80s management skills
1. Be a good mentor and respect your personality.
"We have a colleague, 1984, born and graduated in 2005. He has ideals and passion, but his sense of superiority in life makes his adaptability to society a little stiff. The work he is responsible for is basically qualified, but he never takes the initiative to overfulfill the work. I don't like the advice and help of my colleagues around me. I like to help people outside through instant messaging. I dare to speak out my self-worth, I am confident and self-sustaining. " Mr. Wen, general manager of a management magazine in South China, told the reporter, "Relatively speaking, the' post-80s' are more creative, although they don't pay attention to details. Respecting their personalities and ideas, even accommodating them, is the greatest love for them, but it is emphasized that there must be good results. Perhaps it is not easy for colleagues in the 1960 s and 1970 s to balance the management of the post-80 s. "
"Post-80s" is actually a very contradictory group, and it is ahead in some aspects. For example, they are knowledgeable, confident and innovative, but on the other hand, they are relatively weak under the pressure of work and have high expectations for work. Rao Jun believes that it is most important to manage the expectations of the post-80s generation. In the process of guiding post-80s employees, managers should use friendly methods, and they should not feel that they are ordering him, which will arouse their disgust. We should talk to them like friends. "At the crucial time, we should listen to the idea of' post-80s' and give him some reminders in advance to let them take on more responsibilities; Communicate with him in time after hitting the wall, and then try to guide. "
Obviously, HR managers can't manage these newcomers with their old thinking. It is better to design more rules in the unit that are equal in opportunity, fair and reasonable, and let everyone take the initiative to participate, so that the post-80 s feel that they have opportunities, interests and benefits in this environment, so that enterprises can grow together with the new generation.
2, classified management, more targeted
No one is static, and no group is the same. If one mode is used to manage the post-80s generation, there will definitely be an unmatched phenomenon. Don't kill the post-80s with a stick, thinking that as long as the post-80s are hopeless, as long as the post-80s college students work at the grassroots level forever, they need classified management.
3. Management of red apples: encourage and entrust with heavy responsibilities.
Most college graduates are shy green apples. These graduates are often good students at school, with good homework and willingness to learn. They often get exercise in various activities and have certain organizational and working abilities. I hope the boss will attach importance to them in the enterprise. When they have worked at the grassroots level for a period of time and performed well, they should be entrusted with a heavy responsibility as the backbone, so that they can see a bright future and be encouraged. If they are too arrogant and eager for quick success, we should guide them to understand the truth of being a man and seek development rationally.
4. Management of green apples: carrots and sticks.
More college students are naive green apples, just out of school, with childishness and innocence, informal, outspoken, arbitrary, and sometimes free. "Don't make big mistakes, keep making small ones." We should always guide such green apples. The preaching of the older generation and the criticism of the boss are all nagging and ineffective in their view. We should communicate with them with red apples from the 1970s or 1980s. Similar languages are easy to relate to each other. As long as you speak your mind, you can still listen, think and change. At the same time, it is not necessary to blindly accommodate the post-80 s employees. Any generation should socialize when entering the workplace, and there should be some constraints when helping them, which will help the post-80 s employees to socialize better. At the same time, compared with the human resources supervisor, the direct supervisor should take more responsibilities for the post-80 s employees and improve their leadership ability.
5. Management of Spotted Apples: Tolerance and Education
Some "post-80 s" people have a big gap in doing things: for example, they have no perseverance, no perseverance, are eager to achieve success, and cannot persevere; Great determination, many guarantees, turning back when you see difficulties, and backing out when you encounter nails. Lack of down-to-earth spirit. The mind is not open, and thinking about problems is self-centered. For this spotted apple, try to save it by spraying pesticides. Enterprise managers should be more tolerant and give them more tips and help.