Even people who have been wandering in the Jianghu for many years will find that the usual tricks are completely useless to young people.
Employees are not confident, so they have a meeting to cheer them up. "Let's work hard together in the future. Only a few people shouted after 70 s and 80 s, and everyone bowed their heads and played with their mobile phones after 90 s. 。
Due to business needs, I transferred from my post. Sorry, I don't like it. I adjusted it or not. The wrong choice was that my resignation letter was slapped on the table.
The recruitment of employees has also been completely reversed, and the seller's market has become a buyer's market. When the other person asks about salary, promotion space and afternoon tea, you have to answer carefully. If you are not satisfied, he will not come.
Now it seems that the post-90s generation is completely different from before, but they are gradually becoming the main force of the company, so it is very important to learn to manage young people.
At present, most of the human resources courses in the market are aimed at large enterprises, and the methods are relatively traditional, which is not suitable for the first-time enterprises mainly after the 1990s. Ye Qiu, the author of this book, has founded many companies, and the employees are mainly young people. Most of the contents in the book are experiences summed up from practice, which is more suitable for a start-up company.
For the following questions, you will get the answer by reading.
1. What kind of partner can I choose to succeed?
2. What kind of people should be used in different positions?
3. How to motivate post-90s employees?
What kind of working atmosphere do employees want after 4.90?
How to find the right partner? Core principles: entrepreneurial thinking, similar vision and complementary abilities.
One person can't do it, the team needs to find partners to do it together, and all parties strive to maximize their respective values. One of the most critical principles in choosing a partner is to find someone with entrepreneurial thinking.
Migrant workers will consider the risks of salary and entrepreneurship, while entrepreneurs understand that choosing entrepreneurship is to choose risks and pay more attention to long-term returns in the future. People with entrepreneurial thinking can bear hardships more and know how to give up short-term returns for long-term benefits. After all, entrepreneurship is a rewarding thing in the future, and it needs hard work in the early stage. If a partner thinks about how to give all day, he is easily defeated by difficulties and his success is in the foreseeable future.
It is absolutely impossible to find a suitable partner. I'll start a business and see who is suitable. Finding the right person is a long process. Accurately speaking, the partner is not found, but repaired. Before starting a business, you should pay attention to the people around you who have the potential to become partners.
So who have the potential to become partners?
It is best to complement each other in business capabilities. A startup company is responsible for one line, and each business line does not need it. It needs people with different abilities to do it, and it is impossible to arrange two people with similar abilities to go. The so-called one mountain can't accommodate two tigers. Apple founders Woz and Jobs are examples. Woz is good at technology, and Jobs is good at business. But they share a common vision-believing that personal computers will change the world.
Similar eyes and complementary abilities, others are not so important, such as not paying much attention to each other's shortcomings. There is no perfect person in this world. As long as the other person is useful enough, he should tolerate those shortcomings that will not affect his work.
When Woz and Jobs created a game together, Jobs lied to Woz that he only had $700 and gave Woz $350, but in fact Jobs got more. Woz knew about it, but he didn't take it to heart. He accepted the invitation of Jobs and founded Apple.
Apple computers AppleI and AppleII were both developed by Woz, but their share was split 50-50. Woz's father was very dissatisfied with this. "Why does this guy who didn't do anything want to split it 50-50?" Woz certainly agreed, because Jobs was a marketing genius and had leadership. Woz is introverted and only wants to work alone. Their abilities complement each other. Woz's decision proved to be wise afterwards. Steve Jobs contributed a lot to Apple becoming a great company.
But finding the right person is not easy, just like falling in love. At first, it was difficult to determine whether it was love rat or love rat. Only after a period of time can you discover the truth. Finding a partner is more difficult than finding a boyfriend and girlfriend. After a while, when you find that the partner is not suitable, the venture has already started and the equity has been divided. It's hard to kick each other away.
Therefore, it is suggested to find a partner to form a gang first, and then consider forming a long-term and stable team.
The gang is also a temporary partner of the project system and will be dissolved at the end of the project. Through short-term cooperation, you can know whether the other party is suitable for you and can cooperate well, and then decide whether to start a business with the other party. If many projects are progressing smoothly and there is a sustainable profit model and direction, then consider forming a team.
After finding a partner, the first thing to be solved is how to divide the equity.
It's easier to divide the shares according to the amount of money, but the difficulty lies in that some people bring resources and some people bring technology partnerships. Of course, they don't want to divide the shares according to the proportion of capital contribution.
How do you divide this?
It depends on the type of your company. If it is a capital-driven company, such as opening a store, the equity will tilt towards the capital side; If it is a technology-driven company, such as R&D and design, the equity will be inclined to those who have the ability to develop technology. In short, it is difficult to find that the contribution of alternative resources in the market is worth giving equity.
After the share split, we should also consider the exit mechanism. China people are too emotional to bring up the issue of breaking up in a relationship, but this kind of adventure is risky. In order to ensure success, we must make a good exit mechanism to avoid company turmoil. You can think of it this way. The withdrawal mechanism does not mean hurting feelings, but considering other partners and employees.
Start-ups need three types of employees.
Core principles: live with your partner like husband and wife, hook up with outsourcers like falling in love, and give an honest man warmth to make him feel belonging.
These three types of people are: partners, outsourcers and honest people.
The first is the combination and diversification of rewards. Spend 1 0,000 yuan to give employees a sense of freshness and surprise. The effect of surprise is much better than direct salary card. Cards are just a bunch of numbers, and the combined rewards can make people feel that the rewards are many and rich.
The second is the return of fragmentation and gamification. An important reason why people are addicted to games is that the rewards of games are timely. Players will get a little reward as long as they make one. Gamification reward is to learn from the game mechanism, divide a task goal into multiple stages, and reward each stage to keep employees motivated.
The third is visualization. In this era of making friends by taking photos first, a visual reward can make employees get the attention of friends and gain a greater sense of accomplishment. Doing so can also let others know that this company is so cool and worth experiencing, which is conducive to recruiting more excellent employees.
What are the specific methods? For example:
1, make a contribution, reward immediately, don't put it off until the end of the year, small companies should give full play to their flexible advantages;
2. Reward and affirm the employees who have made outstanding achievements immediately, and let the whole company know;
3, internal staff competition, who completed the red envelope to whom;
4. Provide free travel benefits for outstanding employees.
In addition to timely and visible rewards, companies should also help employees cope with work difficulties.
Too difficult tasks always make people give up, and the employees that startups can recruit are usually difficult to meet the requirements and need training for a while. Training is to let new employees constantly solve problems and try and make mistakes in order to grow. If the company can provide more help and empower employees, then employees can grow up as soon as possible and contribute to the company.
The first is to build confidence. Just like fighting, having a brave pioneer will make soldiers braver. The pioneer of the company is the founder first. The founder completed a task that ordinary people think is great, and broke out in a concentrated way, making employees realize that as long as they follow the trend, they can challenge the impossible and their confidence is greatly increased.
The second is to let the core employees accept the challenge. A team always has people who just want to work nine to five, and such people are not suitable for him to accept challenges. Cultivate people who have a strong desire for success first. If the founder's challenge is impossible, employees may still think that the founder is experienced and he has not reached that stage yet. But it is impossible for employees at the same level to challenge success, which is a great stimulus to all employees and makes them feel that he can.
The third is to set external goals. Some employees are already the strongest in the company. Invincibility is lonely and easy to relax. At this time, it is necessary to find him a stronger external goal, let him find the goal and constantly challenge, so that he can make continuous progress.
The biggest feature of the fourth startup is flexibility. Don't blindly learn the management methods of big companies, and have a perfect system and mature framework. Because big companies are crushed forward by the system, companies are still running with or without founders, and startups leave the founders and quickly turn off.
Therefore, startups should give full play to their own characteristics, give full play to their flexibility, empower core employees, and let core employees and ordinary employees run forward together.