Nowadays, the post-91s generation, who pay more attention to personality, has entered the catering industry. Most of the post-91s generation's growth environment is superior, which is different from that of their parents. At the same time, many parents are reluctant to let their children suffer. So how to manage the post-91s employees in catering enterprises, let's learn together:
First, the post-91s employees have strong personality, career pursuit and "work style". They are enthusiastic and positive, willing to accept new things, and have strong learning ability and environmental adaptability; They are smart, have rich knowledge, and dare to do it; They have a wide range of interests, like to make friends, and it is easy to shape the team atmosphere. Of course, their negative personality characteristics are also very prominent, such as irresponsibility, lack of hard-working spirit, lack of planning and weak ability to withstand pressure, which have become their labels.
a large number of facts show that the post-95 employees have a high job-hopping rate. Apart from the reasons of the post-95 employees themselves, from the perspective of enterprises, the key point is that the current enterprises have not met the needs of the post-95 employees. In the past, career development space and salary and welfare have always been important considerations for white-collar workers to change jobs, but for the "post-95 s" with full personality, they are more concerned about the fun, challenge and self-satisfaction of their work. After the "post-95 s" entered the workplace, one word was used to describe their mentality as "urgency". Whether an enterprise can retain the post-1995 employees mainly depends on whether the position is their "dish".
They are eager for success and have a low eye for success. Faced with work and other people's teaching, they always use "too simple" and "I have understood" as an excuse to perfunctory things. They resist starting from the front line, accumulate work knowledge and experience in a down-to-earth manner, and hope to step into the management quickly. Maybe they only see the aura of success of successful people and forget how heavy the price behind success is.
second, the talent management strategy for the post-95 employees
as a leader, facing the management problems of the post-95 employees, we must aim at the characteristics and influencing factors of the post-95 employees, foster strengths and avoid weaknesses, change the traditional talent management methods, and formulate new talent management strategies for the post-95 employees.
1. Recruitment strategy
Recruitment is a necessary means for enterprises to acquire talents, and the quality of the recruited personnel determines the later talent management strategy. Therefore, enterprises must formulate corresponding recruitment strategies for the recruitment of "post-95 s" employees.
firstly, in the job analysis, a job description is formed according to the post-91s characteristics. Job information should cater to the naming of the post-95 mentality, and the rigid recruitment notice has been ignored. The post-95 generation pursues a more open environment, but uses humorous language to describe the interesting and challenging work and rich welfare policies, and touches their hearts with dreams and youth, which can attract their attention more.
Secondly, choose more effective recruitment channels. The traditional recruitment channels are mainly school recruitment, talent market and online recruitment. With the advent of the Internet era, the society has really entered the era of networking and informationization, which has prompted the recruitment channels to be more diversified. We should use some effective tools or means to create a better campus recruitment experience. Born in the Internet age, the post-91s generation is good at using Internet products, and especially keen on social software such as Weibo and WeChat. In addition to online recruitment websites such as Zhaopin and Worry-Free Future, social Internet products such as WeChat will be more convenient and effective channels for post-95 employees to recruit.
Finally, interview and select "post-95" employees who are suitable for the enterprise. The traditional interview criteria pay attention to the knowledge and skills of candidates, but the investigation of their personality and motivation is weak. Therefore, for the "post-1995" group with distinct personality, in the process of interview and selection, we should focus on whether the personality characteristics, values and organizational culture of candidates are consistent, improve the quality of recruitment and selection, and reduce the loss of employees after they arrive at the post.
2. Training strategy
Post-95 employees are subject to great changes and high turnover rate, so they need targeted training after joining the company. Focus on the 7-31-day training, so that newcomers know what to do and how to do it well, and gradually let employees master skills and enhance their sense of belonging to the enterprise.
Pre-job training: First, fully publicize the company's basic situation, understand the company's corporate culture, promote employees' understanding of the company, and grasp their future development; The second is to tell new employees their job responsibilities, their own development space and value, personal growth path, including what to do every day, how to do it, and who is the person in charge related to the task; The third is to train the post-1995 employees quickly and intensively, so as to be competent for some basic work as soon as possible, which can not only save the labor cost, but also accelerate the post-1995 employees to enter the working state.
On-the-job training can take the form of a master with an apprentice. First, correct the problems in daily work in time (without criticism) and give affirmation and praise (feedback principle); Second, the master should understand the difficulties of the apprentice's daily work and give targeted guidance; The third is to observe the emotional changes of newcomers in time and do psychological help; The fourth is to teach his own work experience properly, so that he can learn in practice, learn by doing, and learn by doing, which is very important for newcomers; Finally, we should affirm and praise the growth and progress of newcomers in time and put forward higher expectations.
In off-the-job training, we should pay attention to the changes of training methods and training contents. First, avoid one-way indoctrination and blunt training content, which has been unable to stimulate the learning enthusiasm of post-95 employees; Second, the training method should be multi-directional communication, encouraging students to actively participate in group activities, and discussing and sharing team building, task flow and growth experience in class meetings; Third, do a good job in training assessment and tracking, carry out simulated team sales competition, share excellent students' sales experience, display and evaluate PPT in group work, etc., so as to increase the interest and competitiveness of training content and create a pleasant training atmosphere; The fourth is to let employees feel the corporate mission, enlarge the company's vision and cultural value, and pay attention to the cultivation of efficient communication skills and the improvement of professional quality.
3. Career development planning
Post-1995 employees lack planning awareness. If they let themselves go, employees without basic planning are more likely to fall into a daze, and they are not psychologically prepared for obstacles and difficulties in their work, and are more likely to leave at will.
firstly, enterprises should take the initiative to help employees make career plans. At the beginning of employment, through pre-job training, help employees understand the company's talent development policy and lay the foundation for employee career planning. In the process of work, according to the working ability and personal wishes of employees, help them make career development plans. Through the formulation and implementation of the career development plan, we will establish the planning consciousness of the post-95 employees, accelerate the training pace of the post-95 employees, and become outstanding talents in enterprises. The second is to cultivate the creativity of employees. Create a high-attention and interactive working soft environment for a new generation of company people, and form a management habit with high feedback frequency with the help of new communication tools, immediate feedback and encouragement. The faster the feedback speed and the shorter the incentive period, the greater the influence on them.
III. Conclusion
The employees born after 1995 have distinct personalities, which brings difficulties to the talent management of catering enterprises. However, from another perspective, it also promotes the innovation of talent management methods in enterprises. Perhaps the "post-95 s" who are growing up need more experience in the future. But for those born after 1995, the workplace is a ladder for them to realize their dreams. Their bravery and directness have improved the efficiency of doing things to some extent. Their open thinking and strange ideas can bring breakthrough and innovation to their work. We have reason to believe that the people of the post-1995 era in the future will surely take on great responsibilities and become the masters of the future.