Of all the jobs, which companies are the most attractive to the post-9s generation?

The first batch of post-9s generation is about to enter the 3-year-old stage, which means that they will gradually become the main force in the workplace in a few years. A generation that has grown up under the background of great social transformation used to have a series of labels such as self, maverick, and wide brain opening.

These shortcomings, which were once regarded by the post-9s generation in the eyes of the post-6s/7s, have evolved into their unique advantages under the current trend of the times.

A series of impressive brainwashing slogans in the advertising industry, the booth design that attracts visitors most in various exhibitions, the marketing scheme that can make toB's offline activities more lively than toC, etc., all come from this group of people. In addition, the newly-added post-9s rich list in recent years just proves that these so-called negative labels on them are the inevitable elements of their success and change of this era.

In recent years, it's not hard for managers of companies to see that the post-9s generation prefers career to salary. As early as a few years ago, it was mentioned in the "Post-9s Insight Report" released by a Baidu consumer business group that only 6.43% of post-9s civil servants chose the "iron rice bowl".

In the same year, the data of the research report of ChinaHR.com showed that nearly 7% of the post-9s respondents lived in pursuit of happiness and ideals, and 37% of the respondents took self-worth as their main purpose.

From these, it is not difficult to see that the regular working methods are completely out of touch with this generation, and paternalistic management is the opposite for this group.

post-9s people are more independent and like to make things achieve their goals by their own methods, which is also the reason why contemporary young people are unwilling to engage in relatively stable and relatively streamlined work, but this coincides with OKR's management philosophy.

OKR is essentially a management by objectives tool, which originated from the management philosophy of Drucker. During the industrial revolution, the concept of management by objectives existed in the form of KPI, which is a familiar key performance indicator-objective quantitative management indicator, and it is a tool to decompose the strategic objectives of enterprises into operational work objectives.

because most of the work at that time was faced with predictable and determinable work achievement goals. However, with the development of economy, when the internet full of uncertainty has penetrated into all walks of life vigorously, KPI, a target management tool, has shown its weakness in some internet companies-rigidity, and OKR came into being at this time. Under the lead of Google and Intel, Internet companies began to try OKR.

personally, OKR is indeed a more suitable tool than KPI, and it is more suitable for young people than KPI-it is more flexible and emphasizes the challenges in work.

KR is required to be measurable in OKR. Some people may think that it is no different from KPI when it is dismantled, and the index will be completed eventually.

But in fact, there are essential differences between the two: OKR's goals and key results require measurability (besides measuring the progress and completion, it also needs to measure the quality and influence, which puts forward higher requirements); The responsibility of the management is to set a good direction and choose a good track, while the team members make team or individual OKR from bottom to top, and constantly iterate and try and make mistakes in the process, in order to achieve business replicable mode or innovation in the technical field, and run out of exponential business in the track and direction selected by the top management, which is completely different from top-down apportionment and instruction; OKR is also a tool for communication and management in the process of business and target landing; KPI is directly related to performance score, and it is a performance appraisal tool.

In both cases, employees' working psychology is completely different. Take the experience of Google employees as an example: in his first two years at Google, innovative projects were successfully launched, and the year-end award was very rich. In the last three years, although the innovative projects have not been successfully launched, the annual year-end bonus may still be very rich.

So although KR disassembled by OKR will be quantified like KPI, its business data accumulated in process management will be an important reference factor for performance appraisal. The latitude of the appraisal is not linked to the completion rate, but it is necessary to specifically distinguish the impact and contribution of work results (which may be unfinished or 6%-7% completion rate) on business and strategic objectives.

At work, if employees are more worried about poor performance appraisal if they don't complete the indicators, they will choose a conservative strategy when setting goals, although this strategy will have various disadvantages.