| With the continuous progress and development of society,we have entered the era of knowledge economy,and talent has become a very important factor in determining the survival and development of enterprises.Analysis of the current labor market structure found that the "post-90s" new generation of employees accounted for an absolute proportion,and gradually became the main driving force,which is particularly evident in high-paced industries.For example,in Internet companies,about 50% of employees are new generation employees.As a new group,the new generation of employees grew up in the information age with rapid network development.They generally have higher education level and good overall qualities.But at the same time,their relatively superior and open growth environment formed their own personal values on working.They advocate happy work and do not want to be bound by the company’s rules;they pay attention to the accomplishment at work and are unwilling to do repetitive mechanical work;they value salary and career promotion channels and hope the company can help them grow.There is a contradiction between the traditional human resource management model and the needs of the new generation of employees.Take company T as an example,with the gradual increase in the proportion of the new generation of employees,this contradiction is also increasing.On the one hand,the company benefits from the innovation ability of the new generation of employees.On the other hand,the new generation of employees frequently encounters problems such as job-hopping and languor burnout,which also adds a lot of employment costs to the company.To solve this problem,this means that company T’s human resource management strategy must be changed.This article takes Company T as a typical case,analyzes the characteristics of the new generation of employees and their working engagement problems.The article will combine with the actual situation of Company T,find out the cause of the problem and propose corresponding solutions. |