What Should People Do In Response To "Three Years Itch"?

There is a seven year itch in marriage, and there is also a saying of "three years itch" in the workplace.

The "three year itch" of workplace people is universal. Many people feel this way whether they are fresh out of school or in the workplace for many years.

After three years of itch, some people may choose to quit their jobs. Some people may choose to stay. What should the workplace people do to solve this problem? What should enterprises do?

For the newcomers in the workplace, entering the workplace for three years is also the three year of a comprehensive understanding of society. In this process, personal world outlook and outlook on life will undergo great changes.

There are probably four reasons for analyzing the three year itch of job newcomers:

One is professional trouble.

Some people are influenced by the erroneous concepts of "first employment and job hunting". When choosing a graduate unit, the selected jobs do not coincide with those of their majors, and their majors are not suitable.

Some of them are professional and work counterparts, but after work, they find that their majors are not what they like. The harder they work, the more boring they are.

Two, environmental problems.

Young graduates who have recently graduated from higher education are the first to consider the choice of their careers. Such as the north and the Guangzhou, they can not choose these places. They choose the provincial capital cities or coastal cities. These are not good enough to choose small towns or enterprises in remote areas.

The choice of small towns or remote enterprises has not given up their yearning for big cities, so their work is not at ease, so long as they have the opportunity to continue to rush to big cities.

The three is social confusion.

Many people enter the society after graduation, only to find that the contrast between the campus and the society is too big, and it is totally different from the past imagination. Suddenly, they feel very confused. Besides, after joining the work, we know that earning wages is not so easy. Choosing large enterprises is not bad. If we choose small and medium-sized private enterprises, the wages we earn are only enough to support themselves, and become the real "moonlight clan". Let alone save money and buy houses, and we can not talk about filial piety to the elderly.

The four is the influence of classmates.

At the same time, stepping out of the school gate and going to the society, but over the past few years, due to family, opportunities and other reasons, there has been a gradual gap between students. Some have become civil servants, some have entered public institutions, some have entered the state-owned enterprises, some have entered foreign enterprises, others have been promoted and so on.

No comparison, fortunately, a contrast, feel that they are mediocre, can not see the future prospects, and have no enthusiasm for the existing work.

For those veterans who have been working for a long time, there will also be three years itch. What are these people like?

The first is the discomfort of cultural differences.

There are some veteran professionals. When they enter the new business, they gradually feel that the management philosophy, system culture and management mode of the enterprise are too large to be accepted by the enterprises in the past, but they feel that the salary is fairly good, and perhaps there are other reasons for leaving home.

But a few years later, I still can not adapt to the management mode of the new enterprise, but also affect the normal exertion of my ability. Finally, I have to make a plan to choose again.

The two is the sense of exhaustion after hard struggle.

There are also some veterans in the workplace who are more satisfied with the enterprises they choose. After communication, they get the trust and recognition of the boss, so they work wholeheartedly in accordance with the agreed ideas, "five plus two", or "white plus black". They do not care about their own efforts. After years of hard work, their work has achieved remarkable results, and their personal values have been reflected.

After such a period, management has gone up, the process has been straightened out, the results have been placed there, but I feel tired and mentally empty.

Three, frustration is hard to play.

There are some veteran professionals who have strong professional skills in a certain field. They wanted to come to a new business to play well, but they never found their own breakthrough.

There are two reasons: on the one hand, they have not been recognized by new units, so they have not arranged to go to their posts. On the other hand, companies do not have such a large platform yet, they simply can not provide you with opportunities to perform.

It should be said that the two aspects are the problems of the workplace people. One is the lack of communication skills, which can not be understood by others; the other is the choice of their own.

Under such circumstances, it will not take long before a sense of frustration can strike a person without enthusiasm.

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The four is the sense of oppression of job promotion.

There is also a veteran in the field. They have relatively rich experience in the industry, have a relatively strong professional ability, and have accumulated relatively solid management experience. When they arrive at a new enterprise, they are assigned to the middle management positions. After a few years, there is no big problem, but their performance is not outstanding. Their personal ability has not been put into play, so they have not been promoted.

So, they felt a little unconvinced, but there was no other way to do that. They were just muddling along in their work.

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The above mentioned new and veteran workmen are different in age, experience and experience, and the content of "three years itch" is different.

Some workplace newcomers think more about the environment. Some of the older professionals consider whether the platform is suitable for themselves.

Since the "three year itch" is so extensive, no matter how new people are in the workplace, how should they be treated?

First, the workplace is the workplace, and don't imagine how wonderful it is.

For some job newcomers, we must understand that we must never oversimplify the workplace imagination. The only criterion to judge whether an enterprise is used or not is whether it can create value for the business, or whether you have the potential to create value in the future.

There is a saying "workplace is a battlefield". What is the competition on the battlefield? It is offensive ability, defensive ability.

We must be able to attack and not to be killed.

China now has tens of millions of employment forces every year and wants to rush into this limited position. Therefore, it is very important to maintain a clear understanding.

The two is to have career planning and know exactly what you want.

No matter for the new people in the workplace or the veterans in the workplace, they must have their own career planning, planning, orientation and goals. They will not care too much about the gains and losses they will get. They will not care too much about the beauty of the environment. They will not care too much whether the salary is too low.

Because you know, everything you do now is for the future.

No solid

Sharpening, no excellent professional ability, no "bench to do ten years of cold" mentality, it will not have its own bright future.

Three, people who often quit job careers will be rather less professional.

There is a saying in the workplace: "job hopping is poor for half a year, and it is three years before it changes."

Job hopping has to face unfamiliar interpersonal environment. No matter management or technology, everyone needs cooperation and teamwork. Good interpersonal relationship is the foundation for accomplishments.

For those who often quit job hopping, there are two problems in their job hopping: one is too weak EQ and the other is too narrow minded.

It is important to remember that connections are important and only connections can be used to make resources.

After doing the above analysis, enterprises should actively face the three year itch for the workplace, instead of dealing with them passively. They should take measures instead of passive acceptance.

For those who are suitable for management, they can be trained to start from the workshop floor, and gradually start from the workshop manager and workshop director. For those who are suitable for technology, they can directly walk through the technical channel, and step up or step by step in accordance with the order of technician, assistant engineer, engineer, chief engineer and senior engineer.

In terms of managerial positions or technical positions, the term "tenure system" must be implemented, taking two years or three years as the deadline, and institutionalized under the superior and the inferior.

First, establish good.

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A good culture must be built on a good system. Without a good system, there can be no good culture.

For those who have just stepped into society and enter the workplace, the good interpersonal relationship and cultural atmosphere of enterprises will have a considerable impact on their integration into enterprises as soon as possible.

For some small and medium-sized enterprises, especially small and medium-sized private enterprises, we should not only focus on profits, but also attach importance to cultural construction, so that people can come in, stay and live for a long time.

The two is to establish regular assessment system.

People do not have any pressure, where does the pressure come from?

The way for enterprises to put pressure on the workplace is to set up a more scientific evaluation system and give regular assessment to people in the workplace, so as to let you know what things have to learn, what degree to learn, what things should be mastered and mastered to what extent, what abilities must be possessed and how far to raise, what should be done in a year, what will happen in three years, and what will happen in five years, so that people in the workplace can clearly know what their rewards will be.

The three is to establish a competitive salary system.

Enterprises should also be clear that without reasonable salary, it is difficult to retain talents, so enterprises must establish a competitive salary system.

For the general staff, the level of the upper and middle reaches can be maintained. For the new recruits, it is necessary to conclude the situation of the contract industry and determine their special salary policy. For the senior managers, we should take differentiated measures to determine the salary of the top and middle managers in order to maintain the relative stability of the management team.