The reason why it is difficult for managers to manage the new generation of employees in practice is that there is a cognitive gap between the new generation and the non-new generation (mostly managers before 1990) on the issue of "work values about the new generation"
According to the survey data, the non-new generation employees think that the work values of the new generation employees are: ability and growth, comfort and safety, status and independence. The new generation of respondents' own work values are ranked as follows: comfort and safety; Status and independence; Ability and growth.
In other words, managers may have misplaced management assumptions about the new generation of employees. In order to manage the new generation of employees well, the most important thing is to understand the inner thoughts and unique characteristics of the new generation of employees.
What are the characteristics of the new generation of employees?
Our research shows that compared with non-new generation employees, the unique work values of new generation employees include: paying more attention to self-experience in the workplace rather than others' feelings; Diversification of values; Pay more attention to work-life balance; Pay more attention to the rapid realization of self-worth.
At the same time, the new generation of employees also hold a more open and flexible attitude towards career mobility, which is not only related to the rich career opportunities available, but also closely related to the changes in the work values of the new generation.
Among the existing working people, the new generation is both conservative and open. Conservatism is reflected in a clearer understanding of goals, a clear demand for safety, and openness is reflected in a stronger spirit of innovation.
The key to prediction: occupational adaptability
How to predict the career satisfaction, turnover intention, career commitment and innovation motivation of the new generation of employees? In the increasingly uncertain business competition environment, more and more financial enterprises pay more attention to the "professional adaptability" of target talents in the process of talent selection, training and appointment.
"Occupational adaptability" refers to the psychological resources for individuals to cope with people, problems, turning points and major events in their career development, and it is also a resource for individuals to cope with career changes and career development.
"Occupational adaptability" is the key intersection between organizational flexibility and personal career success: on the one hand, enterprises must maintain higher flexibility of human resources and require individuals to have stronger adaptability and plasticity; On the other hand, the market-oriented employment relationship also requires individuals to improve their "professional adaptability", which has also become the key to personal career success.
But for enterprises, "occupational adaptability" seems to be a double-edged sword from the beginning, not the higher the better: on the one hand, it will improve employees' work performance, on the other hand, it may increase employees' turnover intention. Judging from the relevant general performance results, the "occupational adaptability" of suitable candidates should be at a medium level.
In-depth exchanges and discussions were conducted on the topics of the new generation.
? Where is the new generation? Do you know what the new generation of employees are thinking?
? How to manage your new generation of employees?
? How to define new leaders and realize talent empowerment?
The research team of Central University of Finance and Economics and Ruizheng Consulting provided enterprises with a white paper on the practice of talent management in the financial industry in China-"New Technology, New Generation, New Leadership", focusing on the training and development of the new generation of talent management and leadership in the financial industry.
In order to make enterprise HR better solve the management problems of the new generation, we held white paper conferences and new generation round-table salons in Beijing, Shanghai, Hangzhou, Chongqing and Shenzhen respectively, and had in-depth exchanges and discussions with HR in various industries on the management problems of the new generation. At present, more than 200 HR people have participated in the activities offline.
On August 29th, 20 19, the last activity of "Paying Attention to the New Generation and Empowering New Leadership" will be held in Nanjing. Click on the poster at the end of the article or "Read the original" to register for free (limited to 30 places).
Invited speaker
Xiejianqiao
Deputy General Manager of Ruizheng Consulting
China Renmin University, Master of Human Resource Management.
Human resource development and management experience of large enterprises
Consulting director of top foreign consulting companies;
/kloc-more than 0/5 years management consulting experience;
Successfully hosted dozens of consulting projects on human resources reform in various industries.
Liu Jie
Outstanding scholar of China Construction Bank University
Expert of leadership development project in cooperation between CCB and Bank of America.
Distinguished professor, EDP Center, Fudan University School of Economics
The first director of the Human Resources Management Committee of Shanghai Banking Association
Activity flow
Log in at 13:30.
14:00 The influence of the new generation on talent concept and management practice-Xie Jianqiao
Where is the new generation? ? The collision of new and old employees' views
The difference of follow-up ability between new and old employees and the prediction of occupational adaptability
14:30 New knowledge of leadership based on project experience and data-Xie Jianqiao
Key leaders who are never absent. The personality of the manager behind the data.
The overall model of IQ difference and leadership of financial enterprise managers reveals the shaping process.
15:00 tea break and free discussion
15:20 Commercial Bank Talent Management Practice Case Sharing-Liu Jie
Establish a system that potential talents cannot be "suppressed" or "hidden"? Selection process of high potential reserve talents
The training mode of leaders in Shanghai branch of a large bank and the psychological effects to be avoided in talent work
16:20 roundtable discussion