Chain Management Tool: Personnel Management

Author: Yu Wensheng
Publisher:
Publish Date: 2005-11-01
Features: Since the foreign chain management model entered China, chain enterprises in the country have undergone earth-shaking historical changes. Various types of domestic chain enterprises have been popping up more and more, and competition has become increasingly fierce. China's chain industry is currently in an era of "a hundred flowers in bloom." During the 10 years of chain enterprise development in China, almost all the strong players have been foreign-owned chain enterprises. While domestic chain enterprises can grow in size, they struggle to become truly strong. Chain enterprises, especially retail ones, are not high-tech industries. Why are domestic chain enterprises in China struggling to become strong? Is it due to funding issues? Business model issues? Experience issues? Or other problems? In response to the problems faced by chain enterprises, wise individuals are seeking "sound solutions" from all directions. According to expert estimates, the success of business operations is determined by whether there is a set of effective, scientific, and rigorous management systems in place. Currently, competition among domestic enterprises is extremely fierce, yet most enterprises suffer from common management shortcomings: lack of standardization, order, and consistency, as well as inefficient and labor-intensive management methods. Management issues are numerous and diverse. To win competitiveness and achieve sustainable development in the fierce market competition, scientific and orderly management is the most crucial factor. Scientific and orderly management emphasizes the standardization, orderliness, and proceduralization of management, as well as the toolization and quantification of management methods. In practice, this means systematization, institutionalization, and tabulation of management, reducing reliance on human intervention. A scientifically sound and comprehensive management system can ensure efficient operations, clear division of labor and responsibilities among departments, strong monitoring, timely handling, and full mobilization of the enthusiasm and creativity of all employees. It can also ensure unified coordination, clear goals, innovation encouragement, and efficient teamwork, guiding the enterprise toward new heights of success.
In my opinion, to address the problems faced by domestic chain enterprises in China, the only path is to pursue "standardization, institutionalization, and systematization." This can enable chain enterprises to expand continuously, reduce transaction costs, and enhance their competitiveness. Throughout the writing process of this series, we have consistently adhered to this guiding principle, using large comprehensive chain supermarkets as an example to illustrate how chain enterprises can achieve "standardization, institutionalization, and systematization." This entire series not only guides readers on how to manage suppliers, procure goods, conduct marketing, and manage stores but also allows them to understand how successful chain enterprises establish standardized and institutionalized management systems, ensuring efficient operations, clear division of labor and responsibilities among departments, strong monitoring, timely handling, full mobilization of enthusiasm and creativity, unified coordination, clear goals, innovation encouragement, efficient teamwork, and guiding the enterprise toward new heights of success.
This series is a highly practical management tool for chain enterprises, providing complete and reference-worthy examples of standardized management practices. The fifth volume, Personnel Management, primarily covers: how to perform the fundamental work of personnel management in chain enterprises (e.g., planning personnel management, job positioning for company employees; employee recruitment and hiring; employee onboarding and reassignment; employee promotions, demotions, and resignations; personnel reports and employee file management; social insurance and family planning; labor systems and special personnel management tasks, as well as the formulation of employee codes); how to effectively train employees (e.g., internal training, pre-job training, and outsourced training; training evaluation and training instructor management); and how to truly implement employee motivation.