Improve Human Resource Management To Achieve Effective Incentive Employees After 90

Enter the second decade of the 21st century, a large number of youth into the workplace after 90,90 employees after life experiences, growing environment and 60,70, 80, after the difference. After 90 was accompanied by growing up a generation of China’s reform and opening up, they are living in a diverse and diverse society, the Internet and globalization profoundly affects their behavior. After 90 young, energetic, strong ability to accept new things, aesthetics and values are very different from our predecessors. After 90 employees in the workplace show some characteristics different from the previous, such as:well informed, have skill, but poor ability to resist setback; Rational, pragmatic, independent choice, but the lack of lofty ideals; Confident, articulate, but psychologically vulnerable; The pursuit of self, and a strong sense of rights, but is not high professional quality; The pursuit of happiness, is good at innovation, but poor discipline consciousness. And our country a large number of small and medium-sized enterprises in human resources management is not based on the status quo of 90 after make the corresponding adjustment,. cause problems between enterprises and new recruits in recent years. Maslow’s hierarchy of needs theory, this paper combining with the characteristics of 90 after an analysis, think can pass:shaping good corporate vision; Improve the working environment, working conditions; The design of the scientific and reasonable compensation system; Strengthen the spiritual incentive; Pay attention to the education and training, improve staff quality; Break the seniority of conventions; Use the project training talents; Emphasis on creativity and talents; To improve internal communication to shape a good enterprise culture; Using the measures of the system innovation to effective incentive employees after 90.