How to integrate corporate culture into post-90s employees

Known as the "first year of employment for the post-90s generation", people born in 1990 will officially enter the workplace as Aiyangsheng according to the regular enrollment period. During the 12th Five-Year Plan period, an average of about 7 million college students graduated each year in our country. Most of them were born in the 1990s and became the new force in the workplace and the future successors of enterprises. In the period of corporate development with human resources as the core, how to integrate corporate culture work into the post-90s employees so that this group can feel the corporate vision of "work with dignity, life with a smile" and make them what the company needs? Talent will be an important issue faced by enterprise management.

?Post-90s? Era background and personality characteristics

?Post-90s? The generation is living in an era where my country’s social material conditions are relatively affluent, and the country’s status is rising day by day and has experienced more than ten years of development. After the reform and opening up, an open social environment gradually took shape, and the educational environment and multiculturalism developed rapidly. Especially after entering the 21st century, informatization, technology, and networking developed rapidly, profoundly affecting the growth of the post-90s generation. In this context, the post-90s generation has shown new personality characteristics, mainly manifested in strong self-awareness, flamboyant personality, pursuit of personal value, and a strong desire for expression; pursuit of equality and respect, and fond of friendly interpersonal relationships and equality. communication methods and hate traditional preaching methods; pursue material enjoyment and emotional and innovative spiritual feelings; dare to resist and question authority; because most of them are only children, they are lonely inside and have poor tolerance and resilience to pressure and frustration. , poor emotional stability and relative lack of loyalty to the team. The increasingly mature "post-90s" generation has stepped onto the center of the social stage and is playing an increasingly important role. They have begun to take responsibility and persevere, and have won more and more people's recognition and respect in many aspects.

Use innovative management to integrate post-90s employees into the enterprise

The role of culture is to guide the development and construction of enterprises. Therefore, it requires more support and guarantee from management and systems. , and the little management skills also happen to be a lubricant. In the management of the post-90s generation, managers need to innovate management models to allow the post-90s generation to quickly integrate into the enterprise and consolidate the soft power of corporate culture.

Use a critical spirit to guide post-90s employees to accurately position themselves. According to surveys, among the post-90s generation, many people find a big psychological gap between their actual work and their ideal job after they enter the workforce, resulting in emotions such as loss, hesitation, and confusion. This also leads to frequent job-hopping, Problems such as being unable to integrate into work for a long time. In this regard, business managers should point out their shortcomings with a critical spirit, be good at discovering, analyzing and pointing out problems, and provide correct guidance so that the post-90s generation can correctly understand themselves and face their own strengths. and shortcomings, enhance team awareness, help them integrate into the company team, and accurately position and grasp the direction of their careers.

Help post-90s employees integrate into the enterprise with an inclusive spirit. In the management of the post-90s generation, we must break the fixed thinking and inertial thinking, change the inherent view of the post-90s generation, in addition to daring to criticize their shortcomings, we must adopt a more appreciative and tolerant mentality. Accommodate this group and see the bright spots and potential in them. Accurately grasp and respect the excellent qualities of each person, fully cultivate their sense of innovation and spirit of challenge, and enable them to add more fresh blood and vitality to the development of the enterprise. In addition, through scientific personality assessment or evaluation center technology, the competence of post-90s employees is evaluated, so that they can be placed in suitable positions in a more targeted manner.

Create a cultural atmosphere for post-90s employees with love and emotion.

Love and emotion are the eternity of management culture. In managing the post-90s generation, managers must approach you, understand you, serve you, and rely on you, and accurately understand and grasp the post-90s employees. Psychological needs, adopt paternalistic management, incorporate more love and emotional culture, let them enjoy family-like warmth in the company, use their preferred way to communicate, associate, communicate and manage with them, so that they can be in the role of managers He can find a sense of identity and intimacy in his body, allowing him to find more dignity in his work and more smiles in his life.

Make employees born after 1990s more pragmatic and innovative with incentives and praise. In order to maximize the potential of post-90s employees, company managers should choose the right direction of incentives based on the actual needs of the company and the needs of post-90s employees, and formulate incentive measures with company characteristics to attract, cultivate, and retain talents. Live talents. In terms of innovative management methods, increase positive incentives and external incentives. Positive incentives can make the post-90s generation more aware of the company's attitude towards accommodating them. External incentives can further increase their sense of accomplishment, pride and desire for performance. These positive and affirmative The incentive model will enhance the identification of the post-90s generation with the company and other employees of the company, which will add weight to the achievement of the psychological contract.

Let the original corporate culture quickly integrate into the post-90s employees. After accepting employees born in the 1990s, we should not only pay attention to the training of corporate rules and regulations, job knowledge and other contents, but also pay attention to the training of corporate culture and flexibly master the training methods. We should make the employees born in the 90s change from passive acceptance of corporate culture to Actively integrate into the corporate culture, let them experience more, and cultivate them to discover the value of the corporate culture and the consistency with their value pursuits. In this way, changing from cultural enlightenment to cultural perception, changing others' preaching to personal enlightenment, and spontaneous recognition from the heart are the foundation for the construction of corporate culture suitable for the "post-90s" generation.

Combined with post-90s employees to innovate the corporate culture construction system. ?The post-90s generation?Although they are a little unruly, they also have sparkle in them. The generation born in the 1990s is more bold and innovative, does not stick to tradition, and does not adhere to stereotypes. Since they have chosen the company, it means that the company's vision intersects with their own goals. The same psychological contract is not unattainable, but the post-90s generation prefers to achieve it in their own way. For this reason, corporate culture cannot only focus on tradition. It is never a wise choice to adapt to changes by remaining unchanged. This requires us to adjust the structure, concepts and expressions of corporate culture according to the actual situation of corporate development, change the original corporate culture promotion model and training path, and use a more advanced experiential training and situational practice to infect? The mind, body and senses of the post-90s generation fully integrate the corporate culture with the post-90s generation, and also give the corporate culture itself a good opportunity to grow, so that change can lead to generalization and generalization can lead to success.