---
title: "You Always Say the Post-80s and Post-90s Quit at the Drop of a Hat, but You Don't Know That People's Hearts Need Managing"
description: "If you're a boss, encountering post-80s and post-90s employees who quit at the drop of a hat makes talent management a real headache, keeping you up at night. With the demographic dividend disappearing, recruiting and retaining talent has become a top priority. You know that for a business to thrive, you need to manage your operations. But do you also know that to retain talent, you need to manage people's hearts? Around the Spring Festival, employee turnover peaks, and many bosses are at a loss, only able to react passively and complain privately."
author: "高建华"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-06-04"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/HZvheaj7McHq7Tp91GdyOw"
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# You Always Say the Post-80s and Post-90s Quit at the Drop of a Hat, but You Don't Know That People's Hearts Need Managing

> If you're a boss, encountering post-80s and post-90s employees who quit at the drop of a hat makes talent management a real headache, keeping you up at night. With the demographic dividend disappearing, recruiting and retaining talent has become a top priority. You know that for a business to thrive, you need to manage your operations. But do you also know that to retain talent, you need to manage people's hearts? Around the Spring Festival, employee turnover peaks, and many bosses are at a loss, only able to react passively and complain privately.

If you're a boss, encountering post-80s and post-90s employees who quit at the drop of a hat makes talent management a real pain, keeping you up at night.
With the demographic dividend disappearing, recruiting and retaining talent has truly become a top priority for companies.
You know that for a business to thrive, you need to manage your operations.
But do you also know that to retain talent, you need to manage people's hearts?
Around the Spring Festival, employee turnover peaks, and many bosses find this very troubling.
Not knowing where to start to solve the problem, they can only react passively and complain privately.
They think, what kind of people are these post-80s and post-90s? They quit at the drop of a hat.
They feel these employees lack a sense of responsibility, lack ownership spirit, and lack loyalty, making it increasingly difficult to find dedicated employees like the post-60s and post-70s.
With rising labor costs, rising raw material costs, and increasing competitive pressure over the years, the survival space for businesses is shrinking.
You need to wake up: this is not a temporary phenomenon but the new normal.
Otherwise, the post-90s will call you an old fossil—rigid and inhumane.
In the future, it will only get worse, not return to the past. The methods that once worked are now outdated.
What to do... Are you panicking?
To solve the problem fundamentally, you need to find the root cause and the soil that breeds it.
Take dedication, for example. Why should employees be dedicated?
What benefits do dedicated employees get?
Many bosses haven't seriously thought about this, assuming that employee dedication is a given.
But that's not the case!
To make post-80s and post-90s employees dedicated, you need to give them a reason to be dedicated.
Make it clear to everyone that dedication brings personal benefits. Only by linking dedication to employees' personal interests can the problem be thoroughly solved.
For years, we've advocated collectivism, seemingly expecting individuals to sacrifice their interests for the organization.
This mindset is outdated. In the eyes of post-80s and post-90s, that's not a big deal. It's more down-to-earth to play a game of Honor of Kings with them.
Because in the past, enterprises were state-owned, and the collective was the state.
But now it's different; most enterprises are private.
Want post-80s and post-90s to sacrifice their interests for the boss?
That's impossible. They'll fight you: Don't just paint a rosy picture and talk about overtime equals dedication.
How can companies retain post-80s and post-90s, especially the excellent post-90s?
Let's put ourselves in their shoes and think from their perspective.
Why do they choose to work for a company?
What do they want to learn through this job opportunity?
What can they gain?
Will I be treated as a human being here (respected)?
Can the company provide a platform for them to showcase their talents?
Can they have fun "playing" here?
So in the next decade, Chinese companies must understand one truth:
That is: people's hearts need managing. Give them fewer empty promises and talk to them more like human beings.
Just like managing business, managing employees' hearts should be a priority. Care for employees, respect them, and cultivate them.
As China's demographic dividend gradually disappears, this issue will become more prominent.
Generally speaking, the visible losses from employee turnover can be calculated, but the invisible losses cannot.
For example, training new employees takes time;
Companies need to designate specific people for new employee training;
Management interviewing new employees costs money;
Employees going to competitors may leak secrets;
Employee turnover can shake morale, making those who stay uneasy.
These are all hidden costs, often many times higher than the visible costs.
As relatively self-centered post-80s and post-90s employees gradually become the main force in the white-collar workforce, bosses must understand their mindset to inspire these young people's ownership spirit. Learn to think about their future and give them sufficient reasons to work hard.
Don't just paint them a rosy picture or talk about overtime equals dedication. Show them a path to success.
In today's Chinese business world, many are keen on management innovation.
In fact, management doesn't need constant innovation. Just follow the standard procedures. Excessive innovation only backfires.
Here, I want to emphasize the true essence of management: "Link employees' personal interests with the company's collective interests."
I firmly believe that once bosses understand this, they will know how to strengthen management and how to replace pressure-based management with motivation-based management, making employees loyal and strive for their own interests from the heart.
It can be said that a market economy is driven by interests.
Of course, interests here are not just money, but many other aspects.
Moreover, what each person cares about at different stages is different, so it varies from person to person.
Every manager should know what their subordinates care about most.
What do they value most?
A career plan must be made for every employee so that everyone can clearly see the future.
That is, through their own efforts, what position they can achieve in five years, what income they can get, and what kind of life they can live.
**This is the logic of top-level design I repeatedly emphasize: "Look from the back to the front, start with the end in mind."**
**Gao Jianhua: Accelerated Growth Path Planner for SMEs**
Former Marketing Director of HP China
Assistant President, Chief Knowledge Officer (CKO)
Former Marketing Director of Apple Computer China
Currently Chief Consultant at Beijing Yangweizhongyong Management Consulting Co., Ltd.
**Bestsellers:**
"Winning in Top-Level Design" "Leaving HP with a Smile"
"Win Without Fighting" "Profit Models in the 2.0 Era"
"Appreciating the Post-80s Generation" Author
**Companies Coached - Strategic Planning:**
Yili Dairy, Vanke Real Estate, China UnionPay, Ocean King Lighting, Maowang Furniture, NVC Lighting, Walvax Biotechnology, Zhejiang Jiuhao Group, Jinnongxin Shares...
**Source: Gao Jianhua's "Winning in Top-Level Design"**
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