The current personnel of the company are mainly composed of people born in the 80s and 90s. How to provide them with pre-employment training?

Speaking of those born in the 1980s and 1990s, it does give many older managers a headache. Most of these young people grew up in a prosperous living environment, and they were basically the only children who were favored by thousands of people. They had no ideological beliefs, lacked the ability to live independently, had fragile psychological endurance, had high ambitions but were arrogant, and were rebellious. , Weak sense of social responsibility...

Although there are a lot of negative impressions, many of these problems are still caused by the social environment. In addition to the negative side, we should also see their advantages: independent thinking and personality, ability to express themselves boldly, good at self-appreciation, self-confidence and sense of innovation. They are still motivated, willing to learn, and quick to learn new things. They are not bad at using the Internet, right?

In fact, no matter whether you are willing or not, you are still going to use these young people, and you have to use them, right? Therefore, their management issues are problems that many of our small and medium-sized enterprises will encounter.

Here, the advice I want to give you is that management should also "follow the trend", adapt to the characteristics of young people, and combine it with the actual situation of enterprise development, using "system to retain people, treatment to retain people" People and feelings retain people." Here are some examples:

1. Regarding emotional retention:

1. Establish a relaxed and pleasant communication atmosphere in the company, and encourage mutual cooperation and mutual help. For example, within the scope of ability, other members within the company should be mobilized to provide young people with some reasonable guidance on life difficulties, work and study guidance, etc.;

2. Understand and communicate more with these young people. In addition to formal official forms of communication, you can try to communicate with them regularly and irregularly, and try to communicate with them as friends in unofficial settings after work in an unofficial way; in this way, you can hear their true feelings.

3. Replace "criticism" management with "appreciation" management. When criticizing the younger generation at work, we should pay attention to methods and methods, and try not to criticize openly; if we criticize, we should also say: If you change it this way, it will be better, and pay attention to the degree of criticism.

4. Don’t have a special attitude towards the younger generation, and don’t put too much emphasis on what these young people do. You can try to use multiple channels to build a diverse communication platform for communication. For example, use QQ chat, MSN, email, blogs, etc. to communicate with these employees to understand their work and study status, etc.

2. Regarding salary and retention (salary is not just the salary):

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1. You can make a needs analysis form for these employees to understand their work needs. In fact, it is to let them think about it, what exactly do I want to get from this company? High salary, good learning opportunities, work experience, etc.;

2. When recruiting employees, it is necessary to match needs and positions, and require employees to make a competency evaluation form for themselves. Ask them to think about what you can bring to the company if their needs are to be met. In addition, as a manager, if their needs and abilities do not match, what will you do to keep them willing to work? Should we find a mentor for newcomers, set an example, or use other methods? What can be done to balance the long working hours of employees? In addition to limiting time, can it be managed in a quantitative way?

3. More incentives. Among the same young people, do those who work hard and are outstanding receive the treatment they deserve and receive enough attention? Have you ever been issued a certificate, rated as advanced, promoted, or given a salary increase, etc.?

In fact, the purpose of doing things like these is to allow them to take the initiative to understand the company and cultivate their habit of taking the initiative and not procrastinating. Companies must establish a good corporate culture and give these young people reasons to stay in the company. Moreover, as business managers, they must continue to strengthen their belief in future work.

3. Regarding system retention, it is closely linked to remuneration

1. Pay attention to abandoning the employment mechanism based on seniority, which affects the morale of young people; pay attention to the matching of young and old in the team structure to complement each other's advantages , you can set up a cooperation mechanism to help;

2. The management mechanism should be transparent, so that young employees can also participate in management, have the opportunity to express their opinions, make certain management decisions, and stimulate their creativity and Initiative;

3. Implement strict assessment of work results and do not strictly restrict the work process. Pay more attention to the work results and do not pay too much attention to the process (unless the position is special). Work rewards must be timely

In short, for a healthy development company, young talents can bring immediately usable knowledge and skills to the company, but their integration into the corporate culture takes a long time, loyalty, development The potential and possibility of large-scale introduction are relatively low, so companies must invest resources in training young employees and imprint them on corporate culture.

Management has only permanent questions and no final answers. Hope these answers can help you.

Wuxi Shengweil Hardware will add:

Generally speaking, we should start from the following aspects: 1. Justice: Justice means fairness, requiring leaders to treat employees equally, regardless of their proximity. Regardless of whether the leader is fair or not, whether the leader is fair or not has a fundamental relationship with the enthusiasm of employees. 2. Trust: If a team lacks trust, the consequences will be very fatal. Positivity proves the trust of the leader in the employees, and it is also the trust of the employees in the leader. Trust is mutual, and unilateral trust will not last long. I believe in mutual trust. Every employee is important to the company. 3. Positioning: Give yourself an accurate position. No matter how big your heart is, you can achieve great things. No matter what the reason is for you to enter the high-spirited place, once you step in, you have to reposition yourself and understand your goals. Persistence is victory. I am not afraid that my boss will laugh at me when he sees it. I will set new goals for myself when I get into high spirits. I want to be a VIP manager, which according to the current classification is a regional manager. It doesn't matter whether you succeed or not in the future. The important thing is that I try hard. Fight for it. I learn about myself through failure. Learn by doing. I believe I will succeed because I have enough courage and confidence to face setbacks. 4. Respect: As a foreman, he is the leader of front-line employees and is one of the main factors that directly drives the enthusiasm of this team. How to truly and effectively stimulate the enthusiasm and enthusiasm of employees by following the example of other teams, of course, salary and benefits are one of the important ones. But in entertainment venues like ours. Mobilizing the enthusiasm of employees is the responsibility of our foremen and supervisors. Can we lead this team well? How can we lead this team well? First of all, do our employees respect us? Will any employees be willing to accept the orders given by an disrespected leader? I believe that only leaders who can truly lead by example will gain the respect and trust of their employees. As a leader, you must strengthen your beliefs and work unswervingly towards your goals, so that you can become a role model. Why not do that? 5. Humanization: What I know the most about is military management, which is also used by the Security Department now. It's military management, let's get down to business. Humanized management is a management style that people respect, let’s put it briefly. I am a foreigner living in the north, and I just started managing the Chengdu store. It is managed according to the style of northerners. But after a few days, I found that not only did the management not improve, but communication was also a problem. After a lot of study and discussion. I use the character of local employees to solve the problems of local employees, and the effect is really twice the result with half the effort. My understanding of human nature should be respected by others, but before being respected, I must first let go of my identity as a leader and care for others. Let the other party have the same face, he will feel respected, and he will come to us to discuss the problem and express his thoughts. view. Comments and suggestions. Employees can be motivated when they should be motivated, but at the same time, the feelings of other employees must be taken into consideration. This is a style of human management. Once again, human nature is summarized in subtractive terms. No matter what a person does, as long as he is happy and happy, even if his job is very difficult, he will do well.

I hope my answer will be helpful to you