Modern western enterprise management scientists have recently put forward an innovative point of view. Employees' demand for humanized management thinks that enterprises have two "gods": one is customers and the other is employees. Rosenbruce Travel Company of the United States is even more unconventional and unique, boldly putting forward the slogan of "employees first, customers second" and putting it into practice as a corporate purpose, making the company among the three major travel companies in the world in just over ten years. Westerners have realized the importance of employees and that the stability, creativity, quality and cohesion of employees have a far-reaching impact on the efficiency and development of enterprises. For enterprises, the stability of the workforce can be said to be a cornerstone of stable benefits. Frequent entry and exit, in fact, the opportunity cost is the biggest, or employees may find a company suitable for their own development, and if an enterprise does not contain the idea of attaching importance to employees, it will never have employees who really belong to it. Employees need motivation. Motivation is of course a spiritual aspect, but material motivation can often play a more direct role in real work. Enterprises sometimes overestimate the ideological realm of employees and think that employees demand too much welfare benefits, which is undoubtedly wearing "old glasses" to see new problems. Only when the positions of enterprises and employees are put right can humanized management be talked about. The minimum requirement of humanized management is to treat people as people. Only by treating employees as people can we treat employees as gods. If managers lack equality consciousness in front of ordinary employees, don't give employees care and understanding, and let employees participate in the management of enterprises, but they are dismissive of employees, such enterprises will lack cohesion and the basis for forming joint forces. Of course, the equality between managers and ordinary employees does not require them to be the same. It is important to have a sense of equality, respect employees and treat employees seriously. The best reward for employees is to reuse them. A visionary leader often doesn't wait until an employee has all kinds of abilities to use him, but gives him positions, responsibilities and pressures as long as he has basic qualities, so that he can temper himself in management practice, show all kinds of potentials and improve management skills. Talents are similar to ordinary people before making earth-shattering things, but as long as they have the right opportunity, they will make a blockbuster. Therefore, how leaders find and use talents not only affects the growth of individuals, but also affects the development of organizations. Undeniably, the negative impact of abusing employees is enormous. For an enterprise, if employees can't feel the standardization and rationality of the management mechanism and can't see their own development prospects, then the enterprise has no development prospects. If such enterprises are not thoroughly reformed or overhauled, they will fall into a deep crisis and find it difficult to extricate themselves. It should not be ignored that although employees can contribute silently, enterprises cannot just treat employees as "cows". Enterprises regard employees as God, and employees will regard enterprises as home.