People of their age are very self-centered, with young parents and good family economic conditions. It is hard to see that they have practical actions to do a good job!
It is caused by the changes of the times. Most of their parents were born in the 1960s and 1970s. These parents grew up in hardships and are still working normally. The habit of hard work will make them love their children more in the process of educating their children, and the concept of not letting the next generation suffer is particularly strong. Moreover, most of their children are only children, and almost all of them are spoiled, which leads to the pampering of this generation of children. If you don't really understand society, you feel that society is not good anywhere (because you don't accommodate yourself, which is very different from his usual treatment at home), and you don't obey company discipline and leadership. They often yearn for the high-style appearance in idol dramas, and they don't work every day, which also attracts the roles of countless people, and often live with such protagonists!
Therefore, it often leads to such young people's high mobility and unstable work!
It is a bit tricky to manage such an emerging human being after 95 and 00.
Because of this kind of people, they grew up eating honey. He doesn't care whether you punish him or not. Or if you want to fire them, they don't care.
I remember a supervisor in our factory was very good at managing employees.
When the salary is very low, it is 1996, only 800 yuan a month. And the accommodation is not good, and the food in the factory is also very poor.
Many people leave the factory, enter and leave the factory, turn east and west, and finally return to our factory.
The boss also admired our supervisor and recruited more than a dozen supervisors from top to bottom. But every supervisor has been on the job for less than a month and finally resigned.
Only our supervisor did a good job in that factory. First of all, he saw that the conditions in the factory were not good and the wages were not high, but what could be done to attract employees?
After seeing the basic situation of the factory, he discussed with his boss that as long as I make goods in your factory every month, you should not interfere with my management process.
So the boss agreed. He said that as long as you can get the goods out of our factory, I will never interfere. How do you manage your employees?
So he changed his original part-time job. What do you mean? It turns out that we transferred the printing department, and each employee worked 12 hours a day to print 2000 good goods. At this time, he said that as long as you complete 2000 good goods per person every day, no matter when you get off work. You can not only get off work, but also give you 12 hours of working time every day. At that time, we worked for an hour every day before 1.5 yuan.
Since the director released the news, at first, employees can leave work two hours early every day. I'm used to it in the back. Before going to work, everyone knows that if you work hard, you can get off work early.
Later, it developed to the fastest, and it only took 4 hours to work every day, and the number of 2000 could be completed. Even the youngest can finish this amount in the slowest 8 hours.
Later, the boss promoted our supervisor to manager. As soon as our supervisor became the general manager, he arranged each department according to this system and achieved the same effect.
Spread slowly. Although the salary in our factory is not very high, the working hours are very short every day. Those beautiful young guys and young ladies finish their tasks as quickly as possible every day.
It was difficult for our factory to recruit employees at first. Later, all the factories around us saw that our factory left work early and the salary was not much less than theirs. Those little brothers and sisters have all come to our factory. Our factory can't recruit the original class, and 60% of them are little sisters and brothers who are eighteen or nineteen years old. And is easy to manage.
From this case, we can see that the post-95 s and post-00 s have similar characteristics with our younger brothers and sisters. As long as their sexual problems are solved, it will be easy.
Finally, I hope I can give you some help.
How to manage post-90s and post-00s?
Hello everyone! This is airport 365. I'm glad to answer this question. I will discuss with you how to manage the post-95 s and post-00 s newcomers, put forward my views and suggestions, and answer this question with a video. I hope it helps you!
I am a post-80s manager, and treat and manage post-90s employees correctly. The emergence of post-1995 employees has indeed brought a lot of troubles to enterprises and enterprise managers, but post-1995 employees must also find ways to "temper" and "carve" them and make them useful "pillars" of enterprises. For the management of post-95 employees, there are the following suggestions:
First, respect them.
Post-95 employees are a fragile and sensitive generation. They do things openly, but they want to win the respect of others, especially the respect of their superiors.
Therefore, as a supervisor, we should provide them with a relaxed, independent, free and open working environment as far as possible to show respect. For example, let them develop a market independently, only give guidance, don't dictate and judge, and praise and affirm a little progress in time. Even if they make mistakes, they should politely "close the door" to criticize. At the same time, as enterprises and managers, they should be willing to pay the price for the detours they have taken in their growth, so as to grow rapidly.
Second, be a supervisor, coach and consultant.
For post-1995 employees, the most taboo is "I can't get used to it", so that I pick my nose and eyes, and often look at the shortcomings of post-1995 employees with a magnifying glass, which is not conducive to their progress and growth. Therefore, as an enterprise manager, you must play three roles: supervisor, coach and consultant. The so-called supervision is to supervise the work process of post-1995 employees in an orderly and planned way, so that they can realize that enterprises and leaders are not only their strong backing, but also the supervisors of their work, and try not to deviate from the direction of enterprises and teams; As a coach, managers should spare no effort to "coach" the post-1995 employees, teach them working methods, encourage them to be brave in practice, and teach them the direction and methods of work by example, so that they can enter the role faster and promote them from novice to proficient. The role of a consultant is to be a private consultant for the post-95 s. For example, some enterprises adopt the one-to-one help mode, so that once these employees encounter problems, they will be surrounded by consultants or mentors to help them solve problems, become their mentors, promote communication and exchange, and condense their loyalty to post-1995 enterprises by improving the environment.
Third, training.
Training is an effective means for post-90s generation to grow rapidly. Through systematic training, the post-90s generation can identify with corporate culture, standardize and restrain their own behaviors, and improve their own quality and operational skills. For the post-1995 generation, it is suggested to train the following contents: first, corporate culture training, so that they can realize the course of enterprise development, the formation of corporate culture, and the role and influence of corporate culture on individuals; The second is enterprise system training. Tell them the importance of management system to maintain the team and the benefits of exemplary compliance to personal development. Vocational skills training: including product knowledge, market development, sales skills, communication skills, negotiation skills, etc. The fourth is to strengthen training. Including mentality training, outward bound training, sand table drills, etc. For example, an enterprise held a three-day and two-night devil training camp and outdoor development training to strengthen the team consciousness, collective consciousness, cooperation consciousness and discipline concept of post-1995 employees, change their mental model and strengthen their willpower and perseverance. At the same time, for these post-95 training, we should take advantage of the situation, step by step, take it as a systematic project to continue in-depth and long-term development, and subtly change and upgrade these employees.
Finally, I use a video to answer your question. I hope you will like it! thank you
After 95 and 00, people pay more attention to personal work experience, as well as workplace working environment, working atmosphere, equality between superiors and subordinates, freedom of speech and so on.
First of all, the post-95 s and post-00 s don't need special management, they need to be given enough respect, and there is no obvious relationship between superiors and subordinates. Let them participate in management by themselves, cultivate their sense of ownership by using small team management and project system, combine the company's tasks with what they pursue, and accomplish the company's goals while completing their personal goals.
Secondly, the post-95 s and post-00 s work goals are not strong, and the adversity quotient is not high enough. We need to follow up and give guidance in time while giving full freedom. When encountering difficulties, superior leaders need to explore them in time, give them constructive methods, help them solve problems, and gradually establish the authority of "admiration" in their hearts.
Finally, the post-1995 s and post-00 s need some warm and caring care, encourage and praise them publicly in time to achieve their goals, lead them in values and goals, and let them follow the guides further.
Talk more! Talk more! Administration is not good. And don't brainwash the meeting, don't brainwash the meeting, don't brainwash the meeting! Say the important things three times!
Everyone answers questions from the perspective of managers. As a young man who entered the workplace after 1995, I want to provide some views on post-1995 and post-00.
Labels such as "personality" and "publicity" are not suitable for all post-95 s and post-00 s. I also have classmates and colleagues of the same age are more introverted.
The material conditions for our growth will definitely be much better than those in the 1980s, which will lead us not to eat the management mode of "stick+sugar".
We are more interested in whether bosses and business leaders can give us a platform and opportunity to display our hands and feet and realize our personal values.
If the boss, the boss, can make some mistakes when we do it, but more often in an encouraging way. You can also gain a lot of sense of accomplishment in your work, and your work enthusiasm will be improved.
To tell the truth, the post-95 s and post-00 s have great opinions, so they take these salaries and cater to whom with the old requirements. So most of us ask for private space, we welcome open conversation, and we look forward to mutual respect.
Otherwise, wouldn't it be sweet to be a self-media and a up master?
After 00, I think it is difficult for "disciplined" leaders to form an effective appeal in their hearts, and "coaching" leaders are the first choice to manage them.
Last year, I shared a job with an intern in 1999 for work reasons. I found that his desire for self-realization is very strong, and there is no negative energy in his mind.
My first judgment at that time was that he was born in a superior family.
As it turns out, I saw his circle of friends by adding his WeChat, which also confirmed my judgment.
In other words, this generation of young people, born in a relatively superior family environment, probably really don't eat whips and lollipops. Whether you can keep them depends entirely on what kind of incentives you use and how you adapt to interacting with them.
Yeah, just get used to them.
In the final analysis, our purpose is only to impart rich work experience to them and reduce the information gap between them and employers. In fact, it is completely unnecessary and impossible to control their minds. Their three views are even earlier than you think.
Of course, as a leader, it is impossible to do everything yourself. If the company suddenly comes with a lot of spare parts, you can't take them all at once. You can only make preparations in advance, so that people in the human resources department can get to know each other in a unified way, admit their ideals under the premise of understanding and respect, and link them with the interests of the company as soon as possible.
In recent years, the most talked about in the media is the post-90s generation. Self-willedness, publicity and unmanageability are the most commonly labeled workplace labels for the post-90s generation. However, in a blink of an eye, the oldest post-90s generation has reached the age of 30, and a batch of post-90s graduates have entered the workplace. Many 00-year-olds who haven't been to college have also begun to enter the society. So, how can we effectively manage younger children than those born after 90?
As a post-80s generation, I have been with people born after 60-00. After 60-00, I can simply divide them into post-60s and post-90s.
The former is what the boss wants and you have to do it. The latter is that the boss first looks at what you want, and at the same time you have to meet the requirements I want.
This is the progress of the times and a new generation of ideas. When there is only one post-80s generation doing post-90s and post-00s, the boss doesn't care. But when all post-90s and post-00s are like this, the boss can only adapt.
The desire for self-expression after 95 s and 00 s is very strong, and it can be managed without radish and stick.
Many times, they want to realize their ideas, not just a little more salary.
At work, we can no longer rely solely on pressure, drawing cakes and rewards to drive them to take the initiative to work, but also understand their ideas and give them a sense of identity.
A good manager needs to listen to their ideas, understand their needs and then guide them to finish their work. This requires managers to talk less and do more.
For example, we often encounter overtime. Many managers went home early after giving orders to work overtime. Anyway, they will only ask about their performance the next day.
Before departure, if you arrange overtime in advance, order a snack takeaway. Even some people will lead by example and work overtime together, so they will not be more convinced.
The times are progressing and management needs to be improved. The old method is not useless, but it must be updated, otherwise it will only make the post-95 s and post-00 s more difficult to manage.