How to maximize the advantages of new employees

Today's young people grow up in the information age, and the amount of information they are exposed to far exceeds that of the previous generation. They have many advantages: rich indirect experience, quick thinking and strong independent ability. Of course, there are also shortcomings: weak sense of rules, poor concentration, self-centeredness and so on. Proper management will be a great asset for enterprises, while improper management will bring a great burden to enterprises. I have some experience in managing young people and share it with you here.

1, humanistic care all the time. Humanistic care is often reflected in the details, and the subtle warmth has narrowed the distance between employees and management, creating a group centripetal force. Here, I teach several ways of humanistic care: select outstanding employees every month, make intimate posters for them and post them in the work area; Hold employee birthday party every month, and the management and employees will celebrate their birthdays together; Visit green plants in every office area to beautify the working environment. In such a working atmosphere, newcomers can find their group roles more quickly and truly regard the company as a family.

Second, select talents with integrity. Clever fraud is not as good as sincere honesty, integrity and honesty, which requires employees to always maintain integrity and integrity, match words with deeds, and never exaggerate the facts when selling products. Honesty is an important condition for a company's century-old foundation. All newcomers have a three-month probation period, and only those with excellent character can stay.

Third, teach students in accordance with their aptitude and stimulate their greatest potential. After a period of adaptation, the potential of newcomers will gradually emerge. As managers, we should be keenly aware of the potential of new employees and appoint positions in the most reasonable way in order to give full play to their abilities. Transfer from functional department to technical department, or transfer from operation department to business department. Newcomers think from a fresh perspective, and every job transfer can provide new ideas for the transferred departments to deal with problems.

Fourth, establish a sense of rules. No rules can make Fiona Fang, and any enterprise or institution will have its own rules and regulations to restrain and manage employees' behaviors. Management should abide by stricter rules than ordinary employees. For example, on the issue of being late, employees are required to be on duty at 8: 15, and there are three chances of being late a month. For the fourth time, they will be detained in 50 yuan for being late, and the management system is that the arrival time cannot exceed 8 o'clock, and one minute late will be deducted 100 yuan.

Only enterprise managers, taking the lead in demonstrating and setting an example, can help newcomers quickly establish a sense of rules and form a sense of workplace. After the rules are made, they must be strictly observed. If you don't follow the rules, it will be a blank sheet of paper, and the operation of the unit will be in a mess. However, with one small exception, the younger employee group will have a problem: mistakes are sometimes inevitable. Allowing employees to make mistakes can make a lot of progress, and the rules are still human.

Fifth, establish a sense of corporate belonging. There will be induction education for newcomers after they join the job, and there will be corresponding assessment after the course is over. This is very helpful to help newcomers understand corporate culture and establish corporate identity. From integrating into the collective, to supporting the collective to pursue unity, and finally to contributing to the interests of the collective and society.

This takes precedence over obeying rules, mastering skills and any other requirements put forward by enterprises. Group is an important auxiliary factor for personal growth and success. Without group, there will be no successful examples. Even Edison, who invented the electric light, formed his persistent personality through long-term contact with various social groups.

Managers shoulder the whole company, just like playing chess, riding a horse to the sun, walking the field and driving over mountains and mountains, each step is for the final victory. We should not only give full play to the potential of each employee, but also twist the employees into a force and move forward together.