abstract
In recent years, under the stimulus of China's policy of expanding domestic demand and stimulating consumption, multinational retail giants have been optimistic about China.
Retail market, and set off a large-scale expansion wave, at the same time, domestic retail giants have also entered through mergers and acquisitions.
Linear expansion. The demand for retail talents is growing. Therefore, if an enterprise wants to develop, it must remain neutral in the market competition.
We must attach great importance to the development and management of human resources.
Taking Gome as an example, this paper makes an in-depth study on the human resource management of retail industry in China. Through research
Investigate and analyze the problems existing in Gome's human resource management and the countermeasures to solve these problems, so as to find out.
The crux of the problem of human resource management in retail industry in China has made clear the direction of human resource management reform in retail industry in China.
It provides theoretical support and practical guidance for the scientific management of human resources in China's retail industry.
Keywords: retail, human resource management, problems, countermeasures
abstract
In recent years, China has expanded domestic demand, such as stimulus.
Stimulated by consumption policies, multinational retail giants are optimistic about the retail market in China.
In the continuous wave of large-scale expansion, domestic retail giants have also survived.
Expansion of merger and reorganization. This has increased the demand for retail talents. Therefore, in
In order to develop, enterprises must pay more attention to people in the market competition.
Resource development and management.
Taking Gome as an example, this paper makes an in-depth study of the retail industry in China.
Human resource management. Through the research and analysis of human beings
The problems existing in Gome's resource management and the countermeasures to solve these problems,
So as to find the crux of the human resource management problem in China retail industry,
Clarify the human resource management and reform direction of retail industry in China.
The breakthrough point of human resource management in China retail industry
Scientificalization provides the support of theoretical and practical guidelines.
Keywords: retail enterprises, human resource management, problems,
counter-measure
catalogue
Abstract .................................................................................................................... I.
......................................................................................................... II
Introduce ....................................................................................................................... 1
First, the connotation and characteristics of China retail human resources ......................................................... 3
(A) the connotation of human resource management in China retail .................................................................... 3
(B) the characteristics of human resources management in China retail .................................................................... 3
Second, Gome's human resources management problems and the status quo of ........................................................... 6
(A) introduction to the development of Gome ............................................................................................... 6
(B) Gome's human resources management status ............................................................................... 6
Third, China's retail human resources management problems and causes of ......................... 1 1
(A) China retail human resources management problems ......................................................... 1 1
(B) Analysis of the causes of problems in human resource management of retail industry in China ..................................... 13
Four China retail human resources management countermeasures ................................................................. 15
(A) to strengthen the people-oriented corporate culture construction ......................................................................... 15
(2) Improve the training system and give full play to the role of training. ............................................................. 15
(C) the establishment of a scientific and reasonable human resources planning system ................................................................. 15
(D) Establish a commitment to employees ............................................................................................. 16
(E) Establish an effective incentive mechanism to stimulate the enthusiasm of employees ............................................. 16
(VI) Starting from the six modules of human resources, strengthening the construction of talent team ............................................. 17
In ................................................................................................................... 1
Refer to ............................................................................................................... 2
Thanks to ................................................................................................................... 3
foreword
(A) Research background and significance
With the rapid development of market economy, the retail industry in China has also achieved a leap-forward development. Since 200 1 joined the WTO.
Since then, China's retail industry has basically been in line with international standards, with the emergence of specialty stores, supermarkets, shopping centers and warehouses.
Retail formats such as shops and convenience stores. However, the human resource management of modern retail industry is through strengthening and
Supporting the business activities of enterprises is an effective means for retail enterprises to make profits, manage stores and achieve business objectives.
During my internship in Wangcheng portal Plaza Store of Hunan Gome Electrical Appliances Co., Ltd., I found the current retail industry.
There are still many places that need to be improved and improved in human resource management. Therefore, study the human resources of retail industry in China.
Resource management is of great theoretical and practical significance. Therefore, this paper takes Gome as an example to discuss the present situation.
This paper puts forward the problems existing in the human resource management of China's retail industry in order to promote domestic retail enterprises.
Force the healthy development of resource management.
literature review
With regard to the human resource management of retail industry in China, the author conducted a search in China HowNet and Superstar E-book Library.
More than 900 related papers and 60 books. The author extracts several typical articles from the above papers and tries to
Summary:
Luo Yuhong thinks in his thesis "Research on Human Resource Management of Commercial Retail Enterprises Based on Strategy"
The service performance of retail enterprises is a kind of service labor and a face-to-face service process [1]. Under the current situation of retail industry,
Problems such as unreasonable human resources planning, unscientific performance appraisal and single incentive mechanism are not suitable for training.
This paper expounds the problem of insufficient attention to hair. It is believed that in the retail industry, service personnel and customers are in contact and communication with each other.
Affect each other. Peking University Lu Xiaohui published "China Retail Industry after China's Entry into WTO" in Journal of Beijing Technology and Business University.
The development strategy of the times, for the development of retail industry, needs to find the correct market positioning and optimize the supply chain management of enterprises.
Develop own brand, attach importance to human resources, strengthen team building, implement "people-oriented" quality service and do retail.
The industry keeps pace with the times and promotes harmonious development [2]. Gao Yan published Enterprise in Economic Management.
How to turn human resources into human capital, emphasizes human labor productivity and starts with the development and management of human resources.
Point of view, put forward the implementation of quantitative adjustment, rational allocation, education and training, personnel incentives, corporate culture construction [3].
In the aspect of human resource management in retail industry, it is proposed to rectify and plan the retail industry in China. Zhou is in Science and Technology Information.
News published "on the development of human resources in modern enterprises", arguing that retail personnel flow is relatively large, and enterprises.
Take tough measures to retain talents, establish corresponding talent flow mechanism, allow talents to flow reasonably, and realize enterprises.
[1] Luo Yuhong. Research on Human Resource Management of Commercial Retail Enterprises Based on Strategy [J]. Shopping Center Modernization, 2005, (05): 132- 133.
[2] Lu Xiaohui. China's retail development strategy in the post-WTO era [n]. Journal of Beijing Technology and Business University, August 2009-12: 85-88.
[3] Gao Yan. How do enterprises transform human resources into human capital [C]. Economic management, 2002 (13): 57-59.
In the two-way choice of industries and talents, enterprises should attract talents with their own advantages and constantly improve and motivate talents with their own values.
Enterprises must attach importance to, respect, cherish and cherish talents [1]. Wang Weiwei's Thought of Personnel Management in Theory and Contemporary Times
In the article "Theoretical Energy Level Correspondence", the principle of having the right to work and using it freely is put forward for the human resource management of retail industry.
Flow principle [2]. Yu Shujuan emphasized that the bottleneck of human resources management in retail enterprises is the serious shortage of human resources investment.
Insufficient, especially in training, personnel training is considered by managers to affect efficiency [3]. In view of these problems
The corresponding countermeasures are put forward.
To sum up, we can see that the academic circles are concerned about the problems existing in the human resource management of China retail industry.
There are many discussions about strategy. These discussions have laid a foundation for further in-depth study of human resource management in China retail industry.
A solid foundation. However, there are still many weak links waiting for us to study, such as how to establish scientific cooperation.
Reasonable human resource planning, establishing a human resource management system with incentive mechanism as the core, and perfecting the incentive mechanism of talent management.
System, create unique advantages, improve management level, seize key opportunities, strengthen market and customer awareness, and so on.
(C) Research ideas and methods
Firstly, the retail industry in China is selected as the research object, and Hunan Gome Electrical Appliances Co., Ltd. is taken as an example to make an in-depth analysis of China.
Characteristics of human resource management in retail industry.
Secondly, on this basis, through data analysis of the actual situation of Gome's human resources, find out who Gome is.
Human resource management and personnel organization structure.
Thirdly, based on the principle of combining theory with practice, I consulted a large number of domestic and foreign periodicals, papers and books to learn from China.
This paper analyzes the current situation of human resources in China retail industry from the perspective of scholars.
Causes of problems in resource management.
Finally, in view of these problems, combined with the actual situation of Gome and the theory of human resource management, some corresponding suggestions are put forward.
Countermeasures.
[1] weeks. On the development of human resources in modern enterprises [J]. Science and Technology Information, 2006(05).
[2] Wang Weiwei. On the energy level correspondence in personnel management [D]. Theory and Contemporary, 2003(4).
[3] Yu Shujuan. Bottleneck of Human Resource Management in Retail Enterprises [J]. Cognition and Mechanism, 2005(09).
The Connotation and Characteristics of Retail Human Resources in China
The human resources of modern retail industry refer to people who can adapt to the needs of business activities and internal and external environment and obey the organization of enterprises.
Manage existing and potential employees. The human resource management of Gome's retail industry has its unique characteristics.
(A) the connotation of human resource management in China retail industry
Retail human resource management is a process of acquiring, integrating, adjusting, controlling, motivating and training personnel. In our country
Every manager in the retail industry should not only complete the daily production data and sales targets of the retail industry, but also cultivate.
A team of employees who can work hard to achieve the organizational goals of the enterprise.
(B) Characteristics of human resource management in China retail industry
1 The talent structure is complex and there are many specialties.
Hunan Gome Wangcheng portal Plaza Store has been allocated 37 establishments since its preparation for opening, including the manager,
Shop assistant manager, personnel administrative commissioner, financial personnel (including accounting supervisor, accountant, cashier, cashier group leader, cashier,
Warehouse keeper, warehouse worker, etc. ), service desk staff (including customer service supervisor, customer service specialist, etc. ), security personnel, night security,
Maintenance personnel, as well as directors, assistant directors, sales staff, etc. All kinds. Gome retail store industry has knowledge structure and energy level.
Specialized talents with different levels, length of service, age and physical fitness, general talents, professional and technical talents, and personnel lines.
Political talents, etc. , with a complex talent group structure, plus management talents, business work and marketing service talents.
A multi-level and multi-sequence synthesis is formed.
There are 2 unskilled employees.
In the retail industry, some employees hired at first are people with little or no work experience.
Work. Retail is attractive mainly because retail stores are close to residents and people can stay away from their hometown.
Looking for a job nearby, a retail post with low salary and low requirements for education, training and skills.
So that the retail store industry can only hire these unskilled employees.
3 personnel quality requirements are relatively high
Managers of retail industry must know how to improve themselves with modern scientific methods and theories. Hu' nan Gome electrics Wang
The manager of portal Plaza Store is a training manager with 3 years' experience and good management. retail store
Front-line personnel in grass-roots posts do not have high requirements for employees' cultural and professional quality, but attach great importance to employees' psychological quality and communication.
International communication skills. The comprehensiveness of the work content requires second-line employees to have the ability to flexibly play a variety of knowledge, which is even greater.
Affinity and self-regulation ability. Therefore, the human resources of modern retail enterprises require employees to have high quality and strong ability.
4. Strong demand
A retail store owned by a large international listed company needs a relatively complete staff position to facilitate its work.
Normal operation, a store of less than 900 square meters needs 37 establishments, and if all positions are arranged in place, this
There is a greater demand for talents. The gradual advancement of retail modernization, the continuous prosperity of retail industry and the circulation of modern society
The opening of the market has stimulated the demand for talents.
5 ordinary employees have low pay.
With the retail industry gradually entering the era of low profit, enterprises strictly control personnel costs, at the same time, the retail industry is also concerned about personnel.
The relatively low technical content and academic qualifications, and the low threshold for people to enter the enterprise, make the wages of employees in the retail industry lower.
Like Gome's retail store industry, it is obviously composed of one store and several offices, except for night security personnel.
Living outside the store at night is obviously an industry that does not include food and shelter, and the people in the store are not in charge of management or operation.
Personnel always choose the principle of proximity, and try to choose locals, so that when the salary level is low, there will be locals.
Select a service.
6 high employee turnover rate
The turnover rate reflects the mobility of employees in a certain period, and the turnover rate determines the mobility.
Large mobility means that employees are very unstable, while small mobility means that employees are relatively stable. Any enterprise is
I don't want a high turnover rate in this enterprise. A large part of Gome employees leave their jobs within six months to one year.
It not only affects the normal work, but also greatly increases the recruitment cost.
7 work content is uncertain
The work content is not easy to form words, and most of the work content is arranged temporarily, except for some routine workers.
Work and other work are hardly written, so it is not easy for managers to know what employees are doing in time. Some employees
Workers often have the opportunity to take advantage of management, not working, lazy! For a long time, I have formed a mentality of being idle, hating work and muddling along.
The work lacks passion, the department lacks team spirit and morale is low.
Working hours are usually very long, with differences in time, season and region.
The general business hours of retail stores are from 8: 30 am to 2: 00 pm1,and they are open for business on Saturdays and Sundays.
Business hours tend to be further extended. Under normal circumstances, the company will hire at least two full-time employees for the store. retailing
The business activities and labor intensity of employees are different in time, season and region, and are affected by changes in passenger flow.
Influence. The sales volume of the electrical appliance industry is generally in the off-season from February to April, and the company makes full use of Labor Day, National Day and Christmas.
Festivals, New Year's Day and Spring Festival attract customers. Because of the different needs of customers, the personnel should also depend on customers.
Special hours of service. During their work, employees should maintain efficient work efficiency and a customer-oriented attitude.
Customers are satisfied everywhere.
Second, Gome's human resources management problems and status quo
(1) Development of Gome
Gome is a joint-stock household appliance retail group enterprise. As far as the retail industry of Gome stores is concerned, stores
Shopping malls gather electrical appliances from different manufacturers, including traditional household appliances such as color TV sets, refrigerators, washing machines and air conditioners, as well as various small household appliances and kitchens.
Household appliances such as health, 3C household appliances such as computers, mobile phones, digital and OA office supplies. Different manufacturers put their own brands
Gather together to facilitate consumers to buy and choose. Formed a business model and management with Gome's own characteristics.
Type B, managed by Beijing Gome headquarters, and set up branches in various provinces and cities, and then set up stores under the branches, which is the most in China.
A large national chain enterprise specializing in the retail of household appliances and consumer electronics products.
1 Most employees are young.
Gome employees under the age of 30 account for 67% of the total number of enterprises. Most of them have just come back from school.
The graduated secondary vocational students are young, dare to think and do, dare to try, and have strong plasticity. However, young employees are very
Lack of experience. At the same time, the age structure of key positions (above deputy store manager) is low, and the maturity of management team is insufficient.
The maturity of the management team should be improved through personnel adjustment, and the ratio of managers and deputy managers under the age of 30 should be adjusted to
15%, and the proportion of directors and deputy directors under the age of 25 is adjusted to 15%.
2 Education is generally low.
The overall educational level is low, especially the educational structure of key positions such as branch manager and store manager needs to be improved.
Less than 1.2% of employees in Gome have a bachelor's degree, and 57% of employees have a high school or vocational secondary school education.
Because they are young, mobile and inconvenient to manage. Gome will temporarily follow when it needs new employees.
Only when the market is recruiting, because of the urgent need for employment, the assessment and training are neglected. Generally, they are employed first and have time.
Conduct simple training, don't conduct training if you don't have time. Some employees have never participated in one-time completion from their entry to their departure.
The dual reasons of the whole training, education and training lead to the high turnover rate of Gome. Through investigation and analysis, new
The education ratio of employees should be 4. Undergraduate course 5%, junior college 56%, 39. College and below 5%. At the same time, we should strengthen the present.
There are personnel training and training, do a good job in echelon construction of key positions, and improve the overall knowledge and skill structure of key positions.
Third, China's retail human resources management problems and causes analysis
(A) China retail human resources management problems
1 I don't really have a deep understanding of human resource management.
Gome set up a human resources department in the organizational structure, but it didn't really pay attention to human resources. in fact
At work, I still stay in the traditional entry and exit procedures, employee file management and employee resignation coordination. Enterprise distiller
The direct supervision and management of employees does not regard employees as resources of enterprises, but one-way management.
People. This will seriously affect the manager of human resources department and mobilize the enthusiasm of employees.
2 recruitment is not strict
Recruitment can absorb some fresh blood for enterprises. Gome did not establish employee quality evaluation until 20112.
System, in the early days of system establishment, the system architecture is not perfect enough, and the education, training and skills of front-line and second-line employees are very important.
The demand is relatively low and the recruitment channels are narrow. In order to ensure the stability of personnel, the human resources department sells to the grassroots.
Only applicants with a minimum background level of secondary school or below will be considered. In order to save a lot of time and money
Money is only a simple interview for job seekers, and there is no test of employees' personality, performance, interest and ability. therefore
As a result, the turnover rate of employees is high, the work efficiency is low, and excellent talents are wasted.
3 lack of effective incentive mechanism
In almost every retail industry, every store in the personnel position only arranges one personnel specialist for the store.
Manage all personnel and administrative work. As human resources gradually enter the China market and are accepted by enterprises, many enterprises
The human resource management of modern enterprises has not really been developed. For a long time, the development and management of human resources in enterprises
It is not valued by the senior managers of most retail stores and shopping malls. Most of them attach importance to the sales of goods and the performance of shops.
Promotion does not put people first and attach importance to people. Wangcheng Gome portal Plaza Store lacks personnel training and management.
Management, direct sales, resulting in many sales staff lack of professional skills, so that often make mistakes, and finally lead to
The sales level is not high.
Fourth, China retail human resources management countermeasures
(A) to strengthen the people-oriented corporate culture.
The focus of "people-oriented" corporate culture construction is to take people as the core in enterprise management and achieve respect.
Pay attention to people, inspire people, give full play to their creativity and enthusiasm, and gradually improve employees' sense of identity with corporate culture. country
Midea Electric should strengthen humanistic care for its employees and create a harmonious, relaxed and pleasant working environment for their work.
Environment, to make employees feel valued, Gome can carry out some team activities and treat every employee as
As the resources of the enterprise, employees can discuss some policies and development directions of the company, brainstorm and strengthen.
Enterprise cohesion, increase employees' sense of belonging, in order to achieve the purpose of strengthening corporate culture construction. Only in this way can employees be promoted.
Only with enthusiasm, creativity and a sense of belonging can employees work harder and regard their work in the enterprise as
Do a career. Retail enterprises should establish a "people-oriented" quality service, think about what customers think and worry about what customers are anxious about.
Really turn the business philosophy of the enterprise into customer satisfaction.
[ 1]
(2) Improve the training system and give full play to the role of training.
Human resource training is necessary for enterprises to achieve certain business goals and teach employees to complete their work.
Knowledge, skills and methods to improve work efficiency; And by changing the values of employees, it is consistent with the goals of the enterprise.
Activity flow. Training can improve the overall quality of human resources, inspire the work morale of employees, and enhance the enterprise's
Cohesion, and then enhance the competitiveness of enterprises. The training of retail employees is particularly important, especially store employees.
Staff, because in the retail industry, store staff are in direct contact with customers, and their image and quality are to some extent.
It also reflects the overall quality and image of an enterprise's employees, and the quality of store employees directly affects customers' purchase of banks.
Because. Therefore, enterprises must attach importance to the training of employees. Of course, the emphasis on training is not only reflected in the investment in training.
In fact, it is more important to reflect on the results of training, which requires enterprises to establish a sound training system.
Track and evaluate the effect, give the trainees training feedback in time, and truly combine training with work.