Recognize, believe in, care about, and pay attention to them, Beijing Outward Bound Company; they will be better than you... As a member of the post-70s generation stepping onto the management stage, facing employees born in the 80s, I often feel at a loss, even panicked, not knowing how to talk to them, how to manage them, how to inspire them, or how to deal with their departure... The key to managing post-80s employees lies in attitude. How should training be conducted during corporate annual meetings? Analysis of a real recruitment failure case. Managing employees by learning from educating children! Workplace advice from the Director of Human Capital at Gengzhi Technology.
[Management of Post-80s Employees] Characteristics of the Post-80s Generation
Although only ten years apart, there are already significant differences between the post-80s generation and those born in the 1970s in terms of thinking methods and behavior patterns. At least, it is futile to expect the same hardworking spirit from the post-80s generation as those born in the 60s and 70s. Moreover, there are also considerable issues regarding responsibility and dedication among the post-80s. One could say that the biggest problem in managing the post-80s generation is their mindset and attitude, which is a challenging issue of our time.
For example, in the 2007 survey "The Unspoken Battle of Rights Between the Post-70s and Post-80s Generations," many managers complained: "The post-80s lack a hardworking spirit, are arrogant, overly individualistic, have poor teamwork skills, and an incorrect learning attitude. They are too impatient and lack dedication and professionalism." "They are a typical strawberry generation, looking good on the outside but unable to handle pressure. We must always be careful about their moods because they break down easily. Perhaps because they are only children, their parents can still support them, so when the pressure becomes too much, they don't want to work anymore. In reality, their career opportunities are becoming increasingly severe, yet they do not know how to cherish them."
Many post-70s managers believe that the typical characteristics of the post-80s generation in tasks include a lack of responsibility, easily giving up when faced with difficulties, disliking being constrained by formalities, having high expectations but low abilities, strong personal opinions, emotional tendencies, frequent complaints, and self-pity.
Additionally, many people suggest that the post-80s workforce has creativity and passion, but this may be somewhat exaggerated. On one hand, as young people, creativity and passion are inherently traits of youth. On the other hand, every generation has its own creativity, and we cannot assume that the post-80s generation is more creative simply because they are more independent and have access to more technology and information.
However, as managers, managing post-80s employees is an inevitable trend. It is no longer possible for us to seek out new employees from the 60s or 70s generations, and soon we will face the even more daunting challenge of managing the post-90s generation.
[Management of Post-80s Employees] No Role Models, But Culture Instead
According to Yuan Yue, President of Zero Point Research Group, the post-80s generation has largely entered an era of simpler mentalities. They prefer straightforward thinking, act based on feelings, and accept persuasive influence over legal authority and coercion. This cultural characteristic provides opportunities for open and transparent management styles that emphasize communication and initiative. To some extent, the post-80s employees have entered an era that values communication, pursuing relatively democratic and open management cultures.
However, domestic companies, especially state-owned enterprises, have traditionally emphasized the power of role models. Lei Feng, Jiao Yulu, Wang Jinren, and many labor heroes are representatives of role models. However, role models use a few individuals to influence the majority, and due to certain particularities, they do not have universal applicability, often resulting in limited effects. Furthermore, this method is increasingly unacceptable to post-80s employees.
On the other hand, for the post-80s generation, an open and democratic corporate culture is the most powerful. Culture allows the majority to influence the minority, making it easier for post-80s employees to identify with and integrate into the company.
So, what kind of corporate culture should be established?
In short, it is about establishing the company's righteousness. In this righteousness, ensure that "the wicked do not achieve their goals, and the virtuous are not mistreated." Equip corresponding principles, use these principles to cultivate model employees, and ensure that model employees do not suffer losses. Promote the influence of role models within a positive corporate culture.
Moreover, this culture should include trust and respect for employees, which is particularly important for the post-80s generation. Trust is the most crucial condition and foundation for stimulating the work enthusiasm of the post-80s generation. There was once such a passage in the HP Way: "All of HP's policies and practices stem from a belief that every employee wants to do a good job. As long as the company can provide a suitable platform and environment, employees will certainly give their all."
Additionally, building a corporate culture is not just about talking. What kind of culture a company has is not determined by its corporate culture manual or CIS system, but by "what people in the company believe in." In short, who is valued and succeeds in the company represents the company's culture.
[Management of Post-80s Employees] Subjectively for Oneself, Objectively for the Company
Domestic companies have traditionally advocated loyalty and dedication from employees. In contrast, foreign companies, especially those in Europe and America, emphasize loyalty while downplaying dedication. Because one of the basic principles of the market economy is equal exchange of benefits, and dedication implies unequal exchange, it is not promoted by international companies. However, both domestic and foreign companies clearly agree on loyalty. Most are uncomfortable with employee turnover and rarely accept it with tolerance, let alone welcome returning employees. The primary reason might be the sense of rejection after being abandoned.
Unfortunately, the post-80s generation is a group of young people who neither talk about loyalty nor dedication. For them, loyalty means working for the company for a day, speaking for the company, doing work for the company, and protecting the company's interests. As for "loyalty forever," it is impossible to accept. Dedication is even less discussed. Why is it always the employees who are asked to sacrifice rather than the company?
This article is reprinted from: http://www.letuoutdoor.com/show-id-240.html