Every step of the new registration process must be followed by the person in charge. Instead of just saying "the manager is responsible" in general, especially in stores where the manager is still immature, it is necessary to determine everything to the specific executor before each new person arrives at the post. Here refers to the on-site management in addition to our usual post management division of labor, which is a more specific requirement for daily work.
The advantage of this is that it can effectively avoid the work omission of improper connection in the implementation process.
The "post" mentioned here is different from the usual functional post. It refers to the temporary replacement or short-term and temporary arrangement made every time a new person reports to the current beauty salon according to the specific work distribution and division of labor on that day, and each work executor is determined, which corresponds to the implementation of work items one by one. For example: tooling in place, daily behavior explanation, learning content arrangement, practice tracking, etc. Who will do it respectively.
In the process of new registration, what responsibilities each old employee responsible for implementation should bear should be clearly determined with the executor.
This can't just stay in the content of training or explanation. The responsibilities that must be undertaken include: inheriting professionalism, inheriting the cultural concept and business philosophy of beauty salons.
Starting from the new registration process, we should establish the habit of always being result-oriented.
This requires old employees not only to stay in the stage of "teaching", but also to ensure that the result of "teaching" is how much new people have learned and how much they can achieve. From the first lesson of new students, everything has a "result description", and the result-oriented teaching and learning process begins.
A biography of the couple! Help! Belt! "In these three important stages, it can be said that since the newcomers signed up, the old employees began to use their words and deeds to convey information to the newcomers!
What kind of collective is here, how do people do things here, and whether the management here is sound? ...
As a newcomer, all this has been recognized from the performance and expression of the old employees from the first day! This allows newcomers to decide from their own cognitive range: I treat people and things like them, and these systems have done the same before. ...
Because of this, our old employees should do it in front of new people: care! Tolerance! Old employees set an example! Otherwise, it will bring inconvenience to the follow-up management of beauty salons and lay bad seeds for the cultivation of new people!
We divide the talent management of beauty salons into four parts: selection, use, education and retention. It is often said that it is difficult for people to recruit, but it is difficult for people to stay ... In fact, it is better to look back and see if there are any defects in the process of "cultivating" after "selecting". The beginning of this "education" process must begin with the registration process of newcomers (see the figure below).
To put it another way, the registration process of newcomers is an initial opportunity for beauty salons to show their team execution to new employees, and it is also an opportunity to tell newcomers with the performance of the whole team from now on: what kind of place is here and what level of team we are. Whether the team is attractive to high-quality newcomers is decided from the first day.