Clothing Management To Solve Talent Problems

The success of brand operation is decisive.

The key to terminal is talent.

Are you worried about finding the right store manager? Are you angry at the salesperson's leaving without saying goodbye? At the end of the year, when you see the human resource management report, and feel the amazing turnover rate for the terminal salesperson? I think your answer 90% is positive, which is the common predicament faced by many retail businesses.

In the retail industry, there was a famous saying: "the success of brand operation is decisive in the terminal, and the key to terminal is talent".

Before starting my point of view, explain before: the terminal salesperson mentioned in this article refers to all those related to terminal store sales, including sales manager, operation supervisor, supervisor, store manager, salesperson and so on.

Zero selection terminal talent

The basic competency characteristics of excellent terminal talents have been formed in the sales industry: age, sex and image requirements; strong interest and enthusiasm for the retail industry; willing to bear hardships and hardships; mastering the basic skills of sales, well completing the job requirements; having a certain industry sales and management experience, and having achieved good results.

Sales and so on.

The supply and demand situation of the terminal sales personnel market in the retail industry: with the rapid development of all kinds of retail enterprises in China, the demand for talents is huge and continues to grow; the supply of mature and excellent terminal sales personnel is relatively insufficient in the market; the competition and competition among talents in the industry are fierce; the excellent terminal sales personnel are impetuous and highly mobile.

Basic guiding ideology

At present, most domestic enterprises' human resources management is based on the passive management of contingency, and has not yet entered the strategic pformation.

"Continuous supply of talents" is a strategic concept. In order to achieve this requirement, we must first pform our human resources managers from consciousness and role, at least to observe and contrast the following principles:

To change from contingency to foresight.

We must rely on experience and intuition to rational and logical thinking.

Do it from experts to integration.

After the change of consciousness, we can think and solve the problems from a strategic perspective, so that we can scientifically design the whole human resource management system, rather than the problem itself.

China

Fundamentally speaking, labor intensive industries rely heavily on human resources. Although China is a large population with no shortage of people, there are few people who can really use it for businesses. This dependence will not change in the short term. In general, we can not choose not to recruit people. We can only choose how to find suitable people and retain the right people.

When considering the "continuous supply of talents" plan, the human resources management personnel must set up the basic guiding ideology for solving the problem from this environment. After many years of summarization, I have refined the following viewpoints:

In the complex external environment, how to make enterprises invincible, first of all need to carry out the inventory of existing personnel, that is, the "due diligence" mentioned in human resources management.

The purpose of the survey is to screen out core talents. The content of the survey includes at least the basic conditions, work experience, current position of the employee, the time of the employee's appointment and the expiration date of the labor contract, and the performance of the employee for one year or more.

After determining the list we need, the human resources department's individualized retention plan can include the company's career planning direction.

For example, double track promotion (position and grade); company's help for staff to achieve career development, such as training, rotation; company's long-term letter of intent with employees, such as right of way, equity, business dividends, etc.