"Empowerment" employee management model will become mainstream

The "empowerment" employee management model will become the mainstream. Planting a plane tree will attract phoenixes. If you bloom, butterflies will come.

In the new employer economy, how to select, train, employ and retain new generation employees ultimately depends on the employer itself.

Below I have compiled for you the "empowering" employee management model that will become the mainstream. Welcome to read and refer to it! Dr. Edgar Sain, a famous American employee management research expert, found through years of investigation and research that "dedication, responsibility, enterprising, cooperation, and loyalty"

, innovation, efficiency, and obedience? These are the core values ??that American corporate employees most desire.

Similarly, this is also the core value that employees of Chinese enterprises desire most. It is this core value that has created the achievements of China's reform and opening up in the past 40 years, and has also set up countless "good employee" models in all walks of life.

With the rise of the Internet economy and the new generation of employees entering the workplace, the original employee management model is increasingly unable to adapt to the development of the times. The original employer-controlled employee management model has fallen by the wayside, and now most employers are incentive-oriented.

The traditional employee management model will also fall by the wayside. In the next 3 to 5 years, the employer-empowered employee management model will become the mainstream, and the new employer economy has emerged.

Characteristics of the new generation of employees in the new employer economy 1. Five personality characteristics of the new generation of employees Distinctive personality.

Mainly reflected in daring to love, daring to hate, daring to speak, and daring to play, and no longer regard being able to endure or hold back as maturity in the workplace. To deal with things that you don’t like, don’t like, or don’t understand, use the most direct way to do it.

approach to the employer and does not care about the employer's intuitive feelings.

Be willing to accept new things.

For example, Uniqlo's indecent videos are considered normal and are considered to be a manifestation of human nature. They are just misplaced publicity channels, but they do not affect viewing. Their thinking greatly breaks through the model of those born in the 60s and 70s.

Independent and open-minded.

In the workplace, you recognize and accept the team, but you also recognize the energy and role of each person in the team. You have higher requirements for the team leader, and even appearance is one of the requirements. Will the team performance rules or game rules be open and open?

fair and just?.

Strong self-awareness.

When applying for a job, the first question will be directly asked: "What benefits can my employer give me?" instead of "What value can I create for the employer?" If the employer criticizes inappropriately or thinks the working environment is poor or does not accept interpersonal relationships, these will

These are all the reasons that lead to "naked resignation".

Strong network dependence.

In the workplace, we rely on smartphones; in life, we rely on smartphones.

4G network or Wi-Fi password is a "reborn parent".

2. The contrast between employers and new generation employees’ perceptions of the workplace. The author asked nearly 500 employers the same question: Do you think you are ranked among the three most trusted people by your subordinates? The result of the survey is: 70%

of employers feel they are trusted by their employees.

The author conducted a survey on nearly a thousand new generation employees in the new employer economy. The survey questions were: ①Who are the three people you trust most in your current life? ②Which three people in your current life will affect your quality of life?

/Happiness? ③Do you trust your boss? Employer? The result of the survey is: 85% of the new generation employees did not mention "their employer" in the answer to the first question; some in the answer to the second question

People mentioned "own employer"; the answer to the third question did not mention "own employer".

The author conducted a follow-up survey on hundreds of new-generation employees who resigned based on 5 relatively recognized reasons for leaving. The results are as shown in the table below: From the analysis of the survey results, it can be concluded that the cognitive gap between employers and new-generation employees is still relatively large.

In the era of the new employer economy, whoever can make good use of the new generation of employees will be able to take the lead in the market. That will happen soon.

Characteristics of employee management in the new employer economy era 1. Three motivational needs theory of new generation employees As new generation employees under the new employer economy, deep in their hearts they have higher goals and requirements than material money, that is, the need for a sense of accomplishment and the need for rights.

, belonging needs.

The need for a sense of accomplishment.

It is the need that drives the new generation of employees to achieve their best and succeed, so they are not afraid of work intensity or working overtime until early in the morning. Whether they have a sense of accomplishment is what drives the new generation of employees to work hard.

The need for power.

It is the need to influence the behavior of others. Influencing others is the highest level of everyone's psychological needs. The creed they believe in is: "If you are not afraid of opponents who are like wolves, be afraid of teammates who are like pigs."

Belonging needs.