When Chunshu and Han Han, the former hackers and rock musician Li Yang, these four young people who dropped out of school and were rebellious were regarded by Time as the representative of China’s “post-80s†and with the famous American When the "generation" and the hippie culture are in the same breath, many people have yet to completely digest the impact of the "80s" one-child child.
However, whether you are willing or not, more "post-90s" have quietly grown up and entered the workplace. The arrival of 2015 means that the “post-90s†will soon become the main force of the company, and at the same time play the role of an important user or customer of the enterprise. Therefore, no company can evade the "post-90s."
Unlike the "post-70s" and "post-80s", the "post-90s" group has its own unique personality: they have the knowledge to understand the network and dare to innovate, but at the same time they are less mature and demanding, lacking stability. Despite this, some of the companies that are trapped in the “labor shortage†are still looking forward to them. How to recruit and manage the "post-90s" is also a topic that many companies are waiting to solve.
"After 90", can you read it?
"Knowing ourselves and knowing each other, there is no war in the battle." Although enterprises and employees are not both sides of the war, they are also at the two ends of the interest community. If enterprises want to manage the "post-90s", they must first understand "his times" and understand that "after 90s" What kind of features?
According to the latest “post-90s†cultural survey report conducted by relevant research and consulting institutions, “post-90s†has the following characteristics:
First, it is intended to be adult . Simply speaking, it is a very child-like adult. Behind the cute expression and language style is an inner heart that understands everything and understands social rules and actual interests in order to grasp opportunities. The seemingly good child, in fact, you are wrong!
The second is the loose circle . They don't have the "post-70s" group consciousness or the "post-80s" self-esteem. They prefer to find a sense of belonging among their partners in the circle. They want people who have a common language, but that doesn't mean they really organize animals. They want to win the voice in the circle. It doesn't mean they are willing to listen to the organization's requirements; they need a diverse network of contacts that can be connected. But they also want to maintain their differentiation and freedom of choice in the circle; they want to be a bright spot among a group of people, but they don't want to be a different kind of people.
The third is to find yourself in the bungee experience . They are willing to determine the appropriate behavior points in the more extreme, fresh, and risky experience. They regard this experience as "my".
Faced with "post-90s", the company has more challenges
Referring to the "post-90s" employees, the reporter visited some companies, and some companies said: "Very active, willing to accept new tasks, and willing to contribute their own opinions."
Another company said: "They will soon establish a variety of new informal organizations, they are active Sharonists and volunteers."
But at the same time, business managers also complained: "They feel that they are already adults, especially those who are reluctant to rely on old sellers. They feel that no one has taught them their power."
Faced with a group of "children" with distinct personalities and new values, they may be the company's vibrant employees, perhaps the backbone of hope, their subversive anti-traditional ideas, impacting the existing management methods, making many Businesses are confused, angry, and challenged!
The first batch of "post-90s" entering the workplace will enable enterprises to open an unprecedented era in recruitment and employment, from HR managers to corporate executives, to face these will become the main force of the enterprise, and the ability to innovate is stronger. And the values ​​and worldview are more diversified and self-centered "post-90s."
To this end, enterprises must make early preparations from the training system to the overall cultural construction. Some experts pointed out that enterprises will face five major challenges in the recruitment and management of the "post-90s".
Challenge one: self-character and pluralistic values.
"After the 90s" puts more emphasis on the meaning of the existence of "self", and most seeks self-personality, and their values ​​are more diversified than those of "post-70s" and "post-80s." Identifying their personality and values ​​will be a major challenge for recruiting and employing companies.
Challenge 2: Work stress resistance.
"After the 90s", I hope that the first job will give them a sense of security and show them a bright career path. They don't want any pressure, they hope that any job is easy to get started, there is no risk, and their ability to withstand pressure and strain is obviously insufficient.
Challenge 3: A sense of work achievement.
"After the 90s," I love face, I don't want to fall behind, I don't want to lose to others, I have to be recognized at work, I hope to be respected.
Challenge 4: Unstable work mentality.
Compared with the “post-70s†and “post-80s†nine-to-five, step-by-step work, they pursue a flexible and flexible approach to work. This unstable work mentality will not only be reflected in the details of attendance, but also in the "post-90s" lack of long-term career planning, and hope to change jobs at any time. Some experts have reminded enterprises that frequent "job-hopping" after 90s will be a big problem for enterprises.
Challenge 5: Self-centered.
"After the 90s" compares oneself, many things are based on their own interests, self-centered. In modern enterprises, emphasizing teamwork and emphasizing the proper balance between overall interests and personal interests, how to make the “post-90s†conform to the reality of the workplace is also a challenge for enterprises.
At the same time, Mr. Zhang, a human resources expert, said that compared with the “post-70s†that followed the trend and the “post-80s†that chose the trend, the “post-90s†were more inclined to create trends. The rise of the media, such as Weibo, provides an opportunity for the “post-90s†to show themselves, attract attention and create trends. However, for the “post-90s†who like to express themselves and create topics through the network, how to avoid problems such as information leakage and image damage to the company is a problem that every company needs to coordinate with human resources and marketing. .
Stability: the most needed quality after "90"
Although the "post-90s" have many problems and deficiencies, it is unstoppable that they are beginning to become the new force of the grassroots employees in the workplace. In the case that some abrasives and abrasives enterprises still have difficulty in recruiting workers, what strategies should enterprises be pursuing when recruiting “post-90s†employees?
A recruiting specialist from the Human Resources Department of the company told reporters that he paid special attention to the stability of employees in the recruitment process. “In simple terms, how long can you work in a unit? If an employee is not enough to know the profession in a unit, I feel that he has not cherished this position at all, then he is also doing other work. A similar problem will occur."
Mr. Li, another person in charge of corporate recruitment for many years, also believes that companies should pay attention to whether the “post-90s†employees love the job and then decide whether to hire according to their attitude.
However, Ms. Zhang, the director of human resources in a certain company in Beijing, believes that she can't look at the “90s†with colored glasses. Human resources at the time of recruitment need to understand the basic requirements and qualifications of the position, and then according to the "post-90s" personality and interest of the interview, to see if they meet the needs of this position. The most important thing is to look at the matching of the personality and position of the employee.
She told reporters that she had contacted a young man after the "90s". This young man is particularly serious in his work, his own understanding is good, and he can always do a good job. Everyone likes this kind of employee.
The reporter interviewed Mr. Yang, a related recruitment expert. He believes that in the new era of upgrading the labor force and transforming the industry, the core of the company's ability to examine employees should be upgraded accordingly. In the past, more emphasis was placed on examining employee loyalty, stability, and hard work and obedience. Therefore, it is now necessary to examine aspects that are more representative of the value of labor, such as flexibility, innovation and learning ability.
Humanized management: "90 after" favorite
It may not be difficult to recruit “post-90s†employees, but how to manage and even retain the “post-90s†employees who are demanding but not stable is a difficult problem for the company.
Some experts believe that compared with the "post-80s" and "post-70s", in addition to the high material requirements, the "post-90s" employees also pay great attention to the needs of the spiritual level, especially the understanding and respect of others. Therefore, companies need to make good use of this, and change parental management into humanized management.
Enterprise managers need to make friends with them first, and they must change passive management into participatory management, so that “post-90s†employees can participate in management personally, and they can collect questions about what problems they encounter in their work through the form of after-meal meetings. Help them solve problems and make them feel a sense of belonging in the enterprise.
There are also business managers who say that encouragement and guidance should be adopted. "Mind + sentiment + intelligence will make employees willing to work hard!" He pointed out that due to the creation of the times, the "new generation" is young, lively, enthusiastic, open-minded, dare to say and dare to do, these are theirs. The advantages.
Therefore, the managers and human resources departments of enterprises, especially their immediate superiors, must fully see their strengths. For the management of “new generation†employees, more tolerance, guidance and training should be carried out under the premise of implementing rules and regulations. Many newcomers in the workplace are not familiar with the working environment and work content, and it is easy to cause inferiority, and business managers should give them encouragement and tell them that they can do great work as long as they work hard. On the other hand, it should be properly pressurized.
"In addition to adopting a humane management approach, we must provide more opportunities for employees to learn and train. This will really retain those outstanding talents." Some experts added.
For the enterprise, as long as it is suitable and applicable, it is talent. The “new generation†advocates individuality and passion; to make them talented, they must let them know the importance of their jobs and the impact of their work on the company. At the same time, know how to use appropriate, appropriate ways to stimulate, promote and motivate them. Therefore, the dynamic incentive mechanism is a powerful management mechanism and concept of the enterprise. As long as you can find the driving force of work, just let them play their own enthusiasm and talent, will make your business continue to renew its vitality.
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