As the name implies, human resource management is to effectively use relevant human resources inside and outside the organization under the guidance of economics and humanism through management forms such as recruitment, selection, training and salary, so as to meet the current and future development needs of the organization and ensure the maximization of organizational goals and the development of members. It is the whole process of predicting the organization's human resource demand and making a human resource demand plan, recruiting and selecting personnel and effectively organizing, evaluating performance, paying salaries and effectively encouraging, and effectively developing in combination with the needs of organizations and individuals to achieve the best organizational performance. Human resource management of chain enterprises is particularly important! Let me discuss the talent pool of chain enterprises!
(A) the current situation of human resources reserve of domestic chain enterprises
In recent years, China's chain enterprises have developed very rapidly. The number of various chain stores has increased dramatically, and the sales volume has increased rapidly. The proportion of sales of chain enterprises in social consumption has increased year by year. With the expansion of scale, the demand for talents suitable for enterprise development has increased significantly. Because most chain enterprises belong to the service industry, the particularity of the industry makes all kinds of chain enterprises have the consciousness of human resources reserve. Some well-known chain enterprises in China, such as An Baili Group, Gome, Suning Appliance, Hualian Supermarket, suguo supermarket, CR Vanguard, Yum! Brands, etc., have all explored a unique human resource reserve model suitable for their own enterprises.
However, with the rapid development of domestic chain enterprises, there are also many problems, including lack of store managers, high turnover rate, incompatibility between enterprise strategy and human resource planning, and low management level, which restrict the growth of enterprises and reduce the management level of enterprises. Therefore, the urgent problem for chain enterprises is how to reserve a large number of human resources suitable for the development of enterprises to meet the demand for human resources for the rapid expansion of enterprises.
Chain enterprises in China lack knowledge and experience in the form and management mode of chain enterprises, so it is difficult to cultivate high-quality local chain enterprise management professionals. At present, domestic universities and other educational institutions do not pay enough attention to the training of talents in chain retail enterprises, and there is still a lack of majors specifically for chain operation, and there are not many courses and teaching materials for related majors. It is difficult for people engaged in chain enterprise management to obtain professional training in chain operation from special channels or institutions. On the other hand, China's traditional thought has always regarded retail service as simple labor. Therefore, enterprises do not have high requirements for the quality of personnel, nor do they pay attention to the quality training of personnel, which also makes the shortage of management talents in chain enterprises serious. Chain enterprises attach importance to rapid external expansion, pursue short-term benefits, and lack the construction of management system and talent training system. The improvement of salary is the best way to retain talents, so competitive salary is also necessary for chain enterprises. Grass-roots personnel and middle and senior managers attach equal importance to personal career development and growth space. If enterprises lack suitable career development prospects, it will be difficult to retain talents.
Suning Appliance is a well-known household appliance chain retail enterprise in China. In the past ten years, Suning Appliance Company has made remarkable development achievements and become the leader of domestic chain enterprises. By the end of 2007, Suning Appliance had more than 630 chain stores in 190 cities in 29 provinces, municipalities and autonomous regions, with more than 90,000 employees, and its sales in 2007 was nearly 85.5 billion yuan. In recent years, Suning Appliance has maintained the momentum of rapid development. In 2007, the rapid expansion of stores was maintained, and the number of new stores reached 28 1 home. By the end of 2007, the company had 632 stores. In 2007, the brand value of "Suning" was 40.225 billion yuan, ranking first among the household appliance chain enterprises in China.
The rapid development of Suning Appliance depends on the expansion strategy of the company's chain operation. With the expansion of enterprise scale, the increase of storefronts and the continuous extension of industrial structure, Suning Appliance has a great demand for backup human resources. In the development of Suning Appliance, talent strategy is one of the company's core business strategies. Professional services are based on talents. Suning has a unique human resource reserve model and talent training mechanism, and has reserved and trained a large number of human resources that meet the needs of various positions. For example, the "1200 project" implemented by Suning Appliance in 2003.
Second, the problems existing in the human resources reserve of chain enterprises.
(A lack of forward-looking human resources planning
Domestic chain enterprises are mostly in the service industry. After years of development, enterprises have formed a certain scale. However, when the scale of these enterprises expands, the demand for human resources is also increasing. Because many of these enterprises have grown up from one or two small shops, the work of human resource planning obviously can't keep up with the needs of enterprise development. In addition, the external available human resources are relatively rich and unreasonable, which leads to the domestic chain enterprises often ignoring the strengthening of their own human resources reserve capacity. Secondly, some enterprises have also noticed the importance of human resources reserve in the development process and done some work in human resources planning, but compared with the development speed of enterprises, human resources are often backward. The lack of foresight in human resource planning leads to the low ability of enterprises to meet the future human resource demand, thus reducing the competitiveness of enterprises and the motivation of sustainable development.
(B) talent introduction mechanism is not perfect
In terms of talent introduction, chain enterprises and domestic small and medium-sized enterprises have the same problems. The first is the lack of institutional access norms, and the matching degree between posts and staffing is not high. Personnel access control is not strict, and the ability of enterprises to deal with temporary emergency employment and periodic temporary employment is poor. Moreover, due to the corporatization operation of chain enterprises in different regions, it is difficult for the central government to supervise the company, and there are loopholes in the introduction of talent management in branches. Secondly, because of the large demand, chain enterprises are easy to lower their standards in recruitment activities, resulting in the overall quality of imported personnel being medium. Especially with the introduction of management trainee positions, a large number of reserve human resources have been brought into the ranks of management trainees, and the selection criteria are similar. The employment standards of different positions were not paid attention to in the early stage, which made it difficult to make clear the training direction of these reserve personnel as soon as possible. Finally, there is no corresponding system in the company to treat the reserved human resources differently, which leads to a high turnover rate and thus has a negative impact on the human resources reserve.
(C) The career development prospects of reserve human resources are uncertain
Domestic chain enterprises, while developing rapidly in recent years, have also reserved a large number of human resources within the company, but these resources have not been optimized and guided because of the lack of career planning for employees. At the beginning of entering the enterprise, employees may have an unfriendly attitude towards the enterprise because of high expectations, and there is no systematic career design, which makes employees have no clear understanding of their future development, which can only lead to two results: one is to leave the enterprise after entering the enterprise for a period of time, and the other is to lose initiative and enthusiasm without clear development goals. As a career development design, we should not only combine the reality and expectation of enterprise development, but also combine the personal interests and expectations of employees. Otherwise, even if the enterprise designs a career development channel for each employee, the effect is still not satisfactory. In a sense, this is a waste of human resources.
(D) Lack of long-term systematic training system
Training is a good module in domestic chain enterprises. Because in these chain enterprises, employees need to be trained in service awareness, business etiquette and basic skills. However, the imperfection of the training system and the lack of a systematic training system are common problems in domestic chain enterprises.
(E) The salary level and incentive mechanism are unreasonable.
The phenomenon of low wages, long working hours and heavy workload generally exists in chain enterprises, which leads to the high turnover rate of employees in chain enterprises. Generally speaking, the key factors of employee turnover are: low salary level, unclear career development, low job flexibility, low welfare benefits and long-term lack of incentives. The employees of most chain retail enterprises in China have long working hours and heavy workload, especially on holidays, but their wages are relatively low and other welfare benefits are not satisfactory, which leads to high turnover rate. For the reserve human resources, this causes their sense of identity and responsibility to the enterprise value, and the stability is poor, so the turnover rate of the reserve human resources will be higher. Under the unreasonable salary level, it is difficult for employees to feel the incentive mechanism of enterprises. For employees who start from the most basic needs, there is no more effective incentive than salary increase and welfare improvement. Under this unreasonable salary level and incentive mechanism, it is obviously not conducive to the growth of reserve human resources.
(VI) Performance management system for quick success and instant benefit
Performance management is not only a measurement system, but also uses this measurement system to spread the new strategies of enterprises and connect them. "This new strategy is no longer as quick as before, blindly pursuing cost reduction and low-price competition, but providing tailor-made high value-added products and services, thus creating growth opportunities." In many enterprises, performance management only pays attention to evaluability and ignores guidance, which makes performance management put the cart before the horse, that is, it only pays attention to evaluation, but ignores that performance management is a continuous communication process between supervisors and employees on job responsibilities and improving work performance. So we need to pay attention to two problems: one is the correctness of job description; The second is the scientific description of job responsibilities. Without correctness, it is difficult to play a guiding role; Without scientificity, it is impossible to conduct a correct performance evaluation. For the performance management of reserve human resources, if there is no difference between the assessment standards and ordinary employees, the assessment results often fail to meet the enterprise standards, let alone provide reference standards for other work, and even affect the development of reserve human resources in enterprises.
(7) The educational function of corporate culture is weak.
Corporate culture can be divided into four levels: material level, system level, behavior level and spiritual level. For the corporate culture at the material level and the institutional level, the chain system can be integrated and unified through the unified planning and guidance of the headquarters. The integration and unification of corporate culture in behavior and spirit can be achieved to a certain extent through standardization and training, but these two levels of corporate culture are closely related to regional environment and history, and it is difficult to form a unified culture because of the different environmental systems and historical backgrounds of franchise stores. For chain enterprises, the construction of culture is more important. However, many chain enterprises still remain in the inheritance of the consistent concept of service consciousness for cultural construction, and without the independent cultural atmosphere of their own enterprises, employees cannot learn from corporate culture and become the talents needed by an enterprise.
Third, the strategy to solve the problem of human resources reserve in chain enterprises
(A) Suning Appliance human resources reserve measures and experience.
Suning Appliance has a lot of experience in human resource reserve, which is very enlightening. Taking the1200 project, a training plan for college students, as an example, it is a change of concept and begins to pay attention to cultivating the human resources they need from the inside. 1200 project is a long-term planning of future human resources demand according to the company strategy. Most chain enterprises can learn from this human resource reserve model with an internal training cycle of 3-5 years.
Within Suning Appliance, the 1200 project team is personally managed by the group president, and the 1200 talent reserve plan provides policy support at the strategic level and the group level. For example, in terms of salary, 1200 employees enjoy more preferential policies. The company not only provides them with normal wages and various statutory insurances, but also enjoys housing subsidies, paid training and other benefits. In terms of training, Suning Appliance Nanjing Yuhua Training Center specially prepares training courses and plans for employees of 1200 echelon. Yuhua Training Base generally only accepts training programs for middle and senior managers, but the training related to echelon 1200 is also arranged here. In terms of performance management, Suning Appliance arranges employees to rotate in most departments, so that employees can fully understand the company's internal processes and even give guidance to the problems that arise. The performance of these employees is not based on the performance of employees, but on the assessment of employees' business process system. Finally, these employees have to go through several rounds of debriefing to finally determine the positioning of employees.
(B) Strategies to solve the problem of human resources reserve in domestic chain enterprises
Human resource reserve is the need of the development of chain enterprises and the important content of implementing talent strategy. Only by establishing a large number of highly educated human resources reserves and solving various problems of existing human resources reserves can we better serve the development of chain enterprises. To this end, chain enterprises should do the following in human resource management activities.
1. Do a good job in enterprise human resources planning.
In the management strategy of chain enterprises, human resource strategy is also an important strategy. Therefore, it is necessary to plan human resources from a strategic perspective and constantly adjust them in the process of strategic implementation to make them consistent with enterprise goals. To do a good job in human resources planning, we must proceed from the reality of enterprise development, analyze the existing human resources reserves of enterprises, and make a correct judgment on the future human resources needs of enterprises.
The future human resource demand of an enterprise can mainly be regarded as the difference between the total number of expected expanded posts and the existing human resource reserve. In the concrete analysis, we should also consider reasonable brain drain and withdrawal, job promotion, external talent market and the adjustment of enterprise's expected development strategy. Generally, the human resource planning of chain enterprises is best within 5 years, because the external environment is constantly changing, and the medium-term human resource planning is easier for chain enterprises to grasp.
2. Recruitment and selection of talents
Enterprise recruitment is the most important link in the implementation of human resources reserve plan. The purpose of enterprise recruitment is not entirely to meet the current human resources needs of enterprises, but to meet the needs of the next 2-3 years. In this way, the means of recruitment and the test of the ability of recruiters are particularly important, because the reserve plan needs a lot of human, financial and material support from enterprises, and it needs to ensure the efficiency of recruitment as much as possible.
Because the demand of chain enterprises is relatively large, and the annual recruitment is consistent, successful candidates need to be trained before they can take up their posts, so the selection method can be more flexible. On the premise of ensuring quality and saving costs, we should examine the most basic abilities of competitors as much as possible to ensure that the candidates are most suitable for enterprises. In the recruitment process, it is also necessary to clarify the mode and significance of enterprise human resources reserve to competitors, so as to clarify the job-seeking attitude of candidates and reduce the turnover rate after employment.
3. Do a good job in career planning for reserve personnel.
The career development and management of enterprise employees is a new important topic of human resource management, and it is a management art that integrates employee personal development with enterprise development. Domestic chain enterprises have clear development direction and good vision in their own development design, but this can not attract employees to a great extent, mainly because the vision of the enterprise is inconsistent with the vision of the employees themselves. For the career planning of reserved talents, the first thing is to be close to employees' own wishes, to motivate employees with corporate culture and corporate vision, to guide their development direction, and to establish a * * * vision with enterprises.
When designing employees' career planning, it is necessary to make clear the development prospects of human resources and the channels for career promotion. Make employees have a clear understanding of the development plan designed by the enterprise, which not only helps to mobilize the enthusiasm of employees, but also enhances the ability of enterprises to retain people to a certain extent, thus ensuring the stability of the reserved human resources and making them develop in the direction needed by enterprises.
Suning Appliance not only provides a complete growth path for the reserved human resources, but also provides them with competitive salary within the company, which makes the reserved human resources willing to grow in this way provided by the company and encourages them to accelerate their growth. Suning creates a corporate culture with a family atmosphere, while giving good treatment and career development opportunities, it creates an educational environment through corporate culture and increases the attractiveness of enterprises, thus reducing the medium-term loss of human resources reserves to a greater extent and realizing the good expectations of human resources reserves.
4. Establish a long-term systematic training system.
In particular, chain enterprises need to establish their own talent training system. In terms of human resources training, most well-known chain enterprises in China have their own scientific and feasible talent training system. It is the most effective means for enterprises to acquire and retain talents by drawing lessons from advanced human resources reserve model and establishing and perfecting long-term talent training system. The value-added channel of reserve human resources is mainly long-term and perfect training. Enterprises should strengthen internal training and establish a scientific and complete training system, including corporate culture and vocational skills.
5. Create a corporate culture of educating and retaining talents.
Chain enterprises need to establish excellent corporate culture and improve employees' sense of value identity. Corporate culture is also a big environment for enterprises to retain people and educate people. The chain operation mode has been developed in China for more than ten years, and it has also learned a lot from foreign enterprises. However, the deepest, most lasting and most soulful corporate culture has always been the weakness of enterprises. Even large domestic chain enterprises, it is difficult to describe their operating characteristics with culture. How to cultivate a benign corporate culture of dedication, hard work, high efficiency and neatness, and enhance the stamina and connotation of enterprise development is a problem that domestic chain enterprises should calm down and seriously consider in the rapid development.
Corporate culture should first be reflected in corporate values. Only when the values are positive can the corporate culture retain and educate people. Corporate culture is not only a mere formality, but also the source of core competitiveness of enterprises. Employee's value recognition is the premise for corporate culture to play its role. Therefore, the corporate culture construction of chain enterprises should be closer to the reality of enterprises, have more sense of identity among employees, and enhance the ability of cultural education to guide employees.
Finally, I want to say two points!
First, the formulation of chain enterprise strategy and the implementation of tactics require employees to truly understand and effectively implement the headquarters system, and the huge chain system must not be allowed to have execution faults and distortions. Once aliasing is implemented, it will endanger the survival and safety of the whole chain system. Chain enterprises should establish corresponding talent reserves according to the plan of chain expansion. Because the success of chain enterprises lies in the "successful replication" of "successful enterprises", it requires employees to have corresponding qualities to ensure that this "replication" is not deformed. This is a big challenge for the leaders of chain stores. Realizing the "localization" of employees is a necessary condition to ensure the success of the chain. Because "localization" not only reduces the labor cost of chain enterprises, ensures the rapid development of chain enterprises, but also makes chain terminals integrate well into the local market. Assign talents according to market characteristics and post characteristics. The market, like people, has its own personality, and only those who are suitable for its personality characteristics can be accepted by it, so as to avoid the symptoms of "acclimatization" in chain enterprises.
Second, the strategic talent reserve is oriented by the enterprise strategy and constitutes an important part of the enterprise strategy. The strategic talent reserve should be based on the company's development strategy. The strategy mainly involves the long-term development direction and scope of the organization. Ideally, it should match resources with the changing environment, especially its market, consumers or customers, so as to meet the expectations of the owners. Based on the expectation of future development, we can determine the human resource demand corresponding to this specific strategy, including the number and structure of personnel, the knowledge, ability and level of personnel, etc. At the same time, the strategic talent reserve also constitutes an important part of the company's development strategy. Strategic talent reserve runs through the whole process of enterprise strategic development, but it is easily overlooked, especially in some small-scale and fast-growing enterprises, managers often pay attention to the appearance of rapid growth. When the enterprise develops to a certain scale and changes from entrepreneurial professional management, the importance of strategic talent reserve is highlighted. At this stage, a spontaneous, chaotic and random company needs to expand talents in product development, production, sales, finance, human resource management and even logistics services in order to transform into a more planned, organized and disciplined entity. The shortage of talent pool will inevitably pull the company down from the fast-growing lane. Moreover, if the expansion of talents in the process of transformation is urgent, it will be impossible to solve the human resources problem strategically. Therefore, it is necessary to consider the talent reserve from a strategic perspective to alleviate the pain of organizational transformation brought about by enterprise growth.