Chain enterprise human resource management

Author: Wu Jianguo
Publisher:
Publish Date: 2003-08-01
Features: Chain enterprises generally belong to labor-intensive industries. A large number of tasks such as procurement, inventory management, warehouse management, cashiering, accounting, team leadership, consulting, loss prevention, promotions, quality control, and computer maintenance are still completed by grassroots staff. The maximization of sales and profits in these enterprises still relies on the surplus value of employee labor. Only under modern corporate systems and with the high development of science and technology today can the high degree of organizational investment and scientific human resource management of enterprises become possible. The business models and talent requirements of chain enterprises differ significantly from traditional department stores and retail industries, placing higher demands on talent. Modern chain enterprises have greatly evolved from the simple transaction models of traditional retail. Their technological and management structures have undergone substantial transformations. For example, in terms of technology, they extensively utilize network information technology and other high technologies such as cold chain preservation; in terms of management, they cover macro-level aspects like investment risk management, site selection and layout, and logistics distribution, as well as detailed operations such as product display in each store, customer traffic flow planning, and promotional strategies. In the current competition among domestic chain enterprises, talent has become the primary factor in determining whether an enterprise will succeed.