Born in the E-era, the post-80s and post-90s have unknowingly become a vital force in the workplace, but their various behaviors indeed trouble many companies. For example: "Recruited but don't come; come but don't stay long; stay long but underperform; perform but don't obey; obey but don't work hard." "Lack of overall perspective, lack of discretion, lack of discipline, and not easy to obey." "Have ideas but no methods in life; have enthusiasm but no patience in work." "High IQ, low EQ, weak interpersonal skills." "Struggle to take responsibility, eager to collect salaries, more complaints and less positive energy." These sharp and relentless remarks seem to put post-80s and post-90s employees on stage for a criticism session. Indeed, their unique upbringing has shaped their distinct personalities, but every generation has its own rebelliousness and strengths, just expressed differently. The new generation of employees is becoming the watershed from "serious work" to "happy work," posing new challenges and impacts on our past management methods and techniques. So, how should distributors design performance appraisals for post-80s and post-90s employees? The following four shifts in thinking may provide some useful references for distributor friends. ■ From periodic to phased performance management For performance appraisal, we are accustomed to managing from a periodic perspective, which is a step-by-step approach widely used in the past. But when applied to post-80s and post-90s employees, it causes "menstrual cramps" for several days every once in a while. No matter how well the appraisal indicators are designed, they cannot truly reflect their work results. For example, in developing a new market, if you follow periodic appraisal, after a month, if you don't see sales results in that market, you naturally won't give a good evaluation. But they may not be convinced, because new market development requires a preparation period. Not seeing their work results doesn't mean they haven't done effective work, such as preliminary market research and collecting customer information. So facing such an appraisal system, post-80s and post-90s employees will inevitably respond negatively. Phased performance management is more objective and also caters to their personalities. If each phase meets their own psychological expectations, they will naturally gain a sense of achievement, continuously self-motivate, and build strong confidence. ■ Shift from individual performance to team performance Post-80s and post-90s employees often hold a skeptical attitude toward individual performance management, easily finding enough reasons to excuse themselves. This is human nature and understandable. After all, no one wants to wear a tight band on their head and constantly hear the incantation. The post-60s and post-70s also don't like it, but they usually don't show obvious resistance; post-80s and post-90s are different—they can easily challenge authority. Without the skin, where can the hair attach? Without team performance, individual performance loses its meaning. Just like a basketball team, no matter how high a star player scores, if the team doesn't win, the individual achievement loses its basic value. In the past, we took learning Western performance management too seriously, fully implementing it on individuals while neglecting team performance, turning performance management into a purely individual evaluation. Therefore, trading companies need to first manage performance from a team perspective, while not neglecting individual assessment. Comparatively, team performance is the direction, and individual performance is the effort toward that direction. If the direction is wrong, individual efforts have little value. It's worth noting that the company's assessment of individuals needs to find the right entry point, such as whether their efforts are aimed at team performance and how much they drive team performance. Post-80s and post-90s always hope to be in a "dream team," and they are willing to work hard to be worthy of such a team, even if it's tough, similar to "small collectivism." In fact, within companies, we often find that this "small collectivism" team effect is not bad; if guided properly, it can even form healthy internal competition. ■ Reduce management density, increase management intensity Want to make post-80s and post-90s employees resent, dislike, or even angry at you? Try frequently intervening in their work. Frequent intervention implies distrust. Older employees accustomed to workplace rules also dislike this approach, but they are mature enough to communicate with their superiors about it. However, post-80s and post-90s employees are clearly not so magnanimous. The direct consequence of applying high-density appraisal systems to this group is that you expend effort and energy but get no appreciation. How to reduce management density? First, when setting performance requirements, discuss with post-80s and post-90s employees how to achieve the goals, ensuring they believe they can do it and know how to achieve it. While forming an executable plan, help them build confidence and expectation for achieving the result. Second, jointly define the key nodes in the performance realization process with post-80s and post-90s employees, find the best "handle" for performance control, which not only reduces the passive feelings caused by control but also enhances their sense of autonomy. Third, increase the intensity of each performance management session. For key node management, the biggest taboo is skimming the surface. Employees never do what you value but only what you seriously check. While reducing the density of performance control, the intensity of control needs to be appropriately increased to ensure employees have enough pressure and give enough attention. Fourth, in performance management, always remind yourself. Many managers, when implementing performance management, once they find a gap between results and expectations, subconsciously shift to evaluating people, causing control work to derail. Therefore, staying clear-headed throughout the performance management process is crucial. ■ Multiple measures to achieve autonomous performance management Bosses leaving some autonomous space for post-80s and post-90s employees is not to accommodate them but to open the tight band on their heads and train them in self-management. But don't worry; if problems really arise, the band can be put back on at any time. So, how to stimulate their autonomy without losing control of performance? Method 1: If the company sets performance goals for post-80s and post-90s employees, they may accept them but may not achieve the expected results. Therefore, it is recommended to have some autonomy in setting performance goals. However, this does not mean completely letting go; rather, it involves division and negotiation based on performance goals: employees first propose basic goals, then the company provides ideas and methods to achieve them. After approval, the company can offer thoughts and suggestions on the employees' self-set goals. Method 2: Encourage employees to self-summarize. Different perspectives and thinking naturally lead to different views. Try letting post-80s and post-90s employees summarize their own successful experiences and lessons from failures. Through this, understand their views on current work, and then establish a common starting point for further discussion. Additionally, this helps them improve their self-analysis skills, killing two birds with one stone. Method 3: Provide them with opportunities to participate in company performance issue seminars. They will feel their self-worth is affirmed, develop a sense of ownership, and under the drive of "noble" sentiments, think from others' perspectives and consciously understand you. However, it should be noted that do not prepare too grandly, or no one will be willing to offer their ideas, let alone think from others' perspectives. Post-80s and post-90s are difficult to manage not because they are truly "heinous," but because past management experience is no longer suitable for these new-generation employees. What bosses need to do now is to adapt in time, explore and respect the highlights and advantages of these new mainstream employees, and turn them into the company's development momentum. Believe that these passionate young people will not disappoint you. This platform will soon organize distributor friends interested in transforming to B2B platform e-commerce to visit and learn from B2B platforms. Introduction to the enterprise model for the visit: Organization format

  1. Company visit
  2. Actual market case visit
  3. On-site explanation
  4. One-on-one communication Each registered friend only needs to pay a 200 yuan organization fee. Interested distributor friends can long-press the QR code below to contact me to register. When adding friends, please reply "Register". - END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and actionable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brands | 016 Distributor B2B transformation | [Long press QR code to follow]