In the eyes of Zhou Jing, the general manager of the aunt's hotel, the "post-90s" generation is a group of individuals who stand out with their unique personalities and unconventional approaches. They bring fresh energy and creativity to the workplace, and their strong physical stamina and execution power make them valuable assets. These young employees are not just working—they're contributing meaningfully to the hotel’s success. To ensure long-term development, it's essential to place these new generations in key roles and empower them with responsibility. Managing them through rigid systems alone won't work. Instead, the company should tailor its policies to suit their characteristics and leverage their strengths.
The hotel has developed eight effective strategies to harness the potential of the "post-90s" employees, turning them into the backbone of the business.
1. **Enjoy meals on rest days**
Employees can enjoy staff meals even on their days off. The meal standard includes three dishes, a soup, and fruit after each meal. This policy ensures that employees from different regions feel cared for, especially on Sundays when some take time off. By providing this benefit, the hotel fosters a sense of belonging and appreciation.
2. **No money deductions—only physical punishment**
Mistakes are handled with physical activities like push-ups or eating bitter melon, rather than financial penalties. For example, broken tableware is now covered by the hotel, reducing employee stress and improving care for the items. This approach has led to fewer losses and greater employee satisfaction.
3. **Fashionable work life**
Each day starts at 9 AM, followed by a 10 AM meal. Before that, there are two group activities: “learning time†and dance training. In “learning time,†front office staff read motivational books while kitchen staff learn about daily dishes. This helps improve knowledge and communication among employees.
Additionally, the hotel organizes fun dance sessions, such as the “Sakura Dance,†which became a highlight for many. The general manager even recorded these moments and compiled them into a “Youth Album,†boosting employee confidence and morale.
4. **Writing from the heart**
To better understand the thoughts and feelings of the younger generation, Zhou Jing introduced a writing program. Employees are asked to write essays on topics like “My Hometown†or “Ideal Distance.†This allows them to express themselves more freely and gives managers deeper insight into their motivations and challenges.
5. **Finding shining stars**
Every employee has unique talents. One employee, who loved calligraphy, was encouraged to write inspirational messages for the dormitories. This not only showcased his talent but also made him feel valued and connected to the company.
6. **Pairing young chefs with experienced mentors**
Each store pairs a young chef (from the “85s†or “90s†generation) with an older restaurant director. This mix combines youthful energy with seasoned experience, creating a balanced and efficient team. Young chefs gain leadership opportunities, while older staff provide guidance and support.
7. **Leadership recommendation + election**
Middle managers and chefs are chosen through a combination of leadership recommendations and employee elections. This ensures that the most capable and respected individuals rise to positions of influence, fostering a fair and motivated environment.
8. **Employee representatives in action**
To prevent disputes and ensure fairness, the hotel established an employee representative system. Representatives from different departments help shape decisions and ensure that new policies are practical and well-received. This system has improved communication, trust, and overall satisfaction among the staff.
By implementing these strategies, the hotel not only manages its young workforce effectively but also creates a positive, inclusive, and dynamic work culture. The focus on empowerment, respect, and personal growth has turned the "post-90s" generation into a powerful force driving the hotel’s success.
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