First, performance appraisal needs to be close to the people and more humane.
The core function of performance appraisal is to ensure the quality and efficiency of work and make internal management stable and orderly. The previous performance appraisal was very strict and rigorous, which is understandable compared with the old times. Now, copying the previous standards, many managers often encounter the same dilemma: performance appraisal is difficult to manage after 1980, but it is even more difficult to implement after 1990. The new performance appraisal should be more humanized, not rigid, and find a balance point when controlling quality and efficiency in humanization.
Second, more emotional communication, more praise, more encouragement, less reprimand and less punishment.
Communicate with them emotionally as much as possible to understand their inner thoughts and views on working methods and work content. It is suitable for correctly guiding their unconstrained thinking and giving full play to their intelligence. Praise as much as possible. Even if there are individual people, there are many shortcomings and few advantages. Smart managers are always good at discovering the advantages of their subordinates and appointing corresponding jobs according to their advantages. Encourage as much as possible. Because the personality characteristics of the post-90 s are often characterized by lack of independence, dependence and inability to face setbacks bravely. To this end, managers need to encourage more, guide more, scold less and punish less.
Third, give space to develop your talents.
In contrast, the education level and IQ of the post-90s generation are higher than those of other generations. To this end, we should create more opportunities and give them room to develop their personal talents. Their achievements often surprise managers.
Fourth, shape dreams and set goals.
Shaping dreams is not shouting slogans, but telling all employees the dreams and goals of catering, so that everyone can participate and struggle together. To realize your dream, you can't give up any group, even the grassroots workers born in the 1990s are involved, which can capture more new employees born in the 1990s, make them feel more involved and fulfilled, and shape their sense of collective honor.
Five, more unified thinking, more unified implementation.
In view of the shortcomings of the post-90s generation, in addition to daily training and supervision, managers need to unify their thinking and work implementation, because no matter how the supervision mechanism changes and according to the characteristics of the post-90s generation, there is a core principle that cannot be changed-efficiency and quality cannot be reduced in order to cater to the post-90s generation.
Sixth, cultivate more learning role models who dare to take responsibility and be responsible.
After 90, they often encounter difficulties and setbacks and choose to escape. The number of each generation is decreasing, which is a bad phenomenon brought about by social and economic development. In daily work, catering managers need to set more positive learning examples that dare to take responsibility.