市场低潮期的人才战略.doc

市场低潮期的人才战略和海外企业相比中国企业离职率高、人才流失是一个较为突出的课题。在日本因业态或企业不同人员流失率也不尽相同，单就流通行业讲，离职率大概在3-5%左右。而中国某些家电连锁一年会有15-20%的员工离开公司。人可谓是企业发展的重要基础，好不容易培养起来的人才离开，对公司来说是一笔损失。不过中国人口众多，即使一部分人离职似乎对企业也不会造成多大困扰，立时会有人把空缺填满。特别是在景气低迷的情况下，一旦有招聘信息就会有大批应征者蜂拥而至，但是作为企业也需要了解，人材也分不同种类，当区分对待。首先一类是可随时替换的，例如一些简单的商品摆样或销售等单一作业谁都可以做，有人员空缺的情况，较容易找到替补。第二类是有一定经验和业务熟练度的，如果离职会对公司造成较大影响，因为无法在短时间复制出同等水平经验的人来取代。中国的一些家电连锁店单店销售额下降，导致有些优秀的厂商促销员跳槽去到条件更好的门店或厂商，如此一来原来的门店业绩必然面临进一步下滑而形成恶性循环，自营员工也同样，因此控制有经验的厂商促销员或自营员工的离职率对企业非常重要。第三类是具有高度专业性的人才。例如有较高运营管理能力或采购管理能力的专业人士。虽说中国人才济济，但具有高度专业水准的人才储备还较为缺乏。多数企业为获取宝贵的人才资源不惜从其他企业挖墙角以填补自身的空缺，然而这种争夺战不利于人才稳定化。中国的家电连锁企业必须改变人材战略，不是着重于有空缺时随时找人顶替，而要致力于留住人才，甚至吸引留出的人才回归。提高优秀人才的吸引力和稳定率可以从3方面着手：第一，为员工提供便于工作的环境。外资企业特别是欧美企业十分注重为员工创造愉悦的工作环境。例如在工作时间安排上会考虑到合理给于其节假日休息，出勤时间也较为自由，保证其有充足的时间与家人一起度过等。而在中国，通常认为高工资能够稳住人才，但实际上比起收入更注重工作环境的人也在逐步增多。为保证安心愉悦的工作环境，公司要在企业文化中体现对每一位员工的重视；组织体系中也要创造便于交流的环境；还可以通过开展全体参加的活动来加强内部人员间的沟通。离职率低的公司会定期组织员工旅行、运动会等集体活动，这有助于增进相互间的感情，加强彼此沟通。而女职员多的职场，卫生间、更衣室、物品存放处等设施通常较为完善。第二，为员工提供充分的学习机会。人员稳定的企业往往重视对员工的培训。这样的公司通常有着完备的培训体系，会根据每位员工的能力阶段、设置不同的培训内容。除公司要求的必修课程外，也有定期为目标明确、寻求发展的员工预备的提升课程系列。公司安排有助于员工提升能力、晋升级别的课程，会令员工感觉到倍受重视，觉得“在这个公司自己有很大的成长空间，有很多晋升机会”，有助于降低离职率。第三，对员工要采取“公平、公正的考核制度”。员工离职的原因中会有人提到自己在公司里得不到足够的肯定。特别在中国，很多员工过高评价自身能力而对公司的评价制度抱以不满。针对此种情况，公司要明确考核标准，让员工对评价结果心服口服。员工离职率高的公司可能存在着考核标准模糊的问题，或者是总经理或干部高层会根据一时的心情或个人喜好决定人事评价，对内部关系人事放宽政策也会导致失去民心，增加员工离职率。公平公正的评价实施起来确实不容易，但对于员工来讲这是关乎其人生发展前景的重要问题，企业应当重视。如今，中国家电连锁店已经迎来了改革人材战略的重要阶段，谁能最终笑傲江湖，取决于谁能把握住具有高度专业水准、经验丰富的优秀人才。传统流通企业面临与电商之间的竞争，焦点将会逐步转移到服务之争。因为价格方面，线下始终无法取胜线上，只能通过服务来补足价格上的劣势。就像一流酒店与三流酒店，无论在食物、咖啡、房价上都有着天壤之别，在一流酒店，没有人会觉得贵，因为他们享受到了超一流的服务。或者说，最高的工资是最低的成本，最好的工作环境是最好服务水平的保障，企业如果降低员工的待遇，那么员工也必将降低工作的质量。家电连锁店也一样，要有意识地提高服务意识和服务水准，为了达到这一目的则需要确保这方面的高水准专业人才。如何培养优秀人才，留住人才将是家电连锁企业面临的一项重要课题。得平司：日本流通战略、经营战略专家，家电量贩营业辅导大师，素有日本家电量贩业店长总教头之誉。吴咸建：曾任职家电制造及家电连锁企业、媒体等，店铺运营得平流中国传人，现任中国家用电器商业协会副秘书长、全国消费电子渠道商联盟秘书长，中国家电商业周刊执行总编、中国家电商学院执行院长等，长期从事家电流通市场研究及海外情报编译等工作。Compared with overseas companies in China enterprise turnover rate is high, the brain drain is one of the more prominent issue. In Japan have different because of different formats or enterprise staff turnover, alone the circulation industry, separation rate probably around 3-5%. But some Chinese home appliance chain a year there are 15-20% of employees leave the company.Who is the important foundation of enterprise development, very not easy to leave the talent cultivation, is a loss for the company. But Chinas large population, even if some people leaving seems to also wont cause much trouble to the enterprise, and someone will fill the vacancy.Especially in the case of economic downturns, once have recruitment information will have a large number of candidates, but as companies also need to know, people are different, when to distinguish to treat.First class can be replaced at any time, for example, some simple commodity place sample or a single homework anyone can do, such as sales, and there are vacancies, easier to find a substitute.The second class has certain experience and business proficiency, if departure will cause great influence on the company, because they cannot reproduce the same level of experience in a short time to replace. Some of Chinas home appliance chain same-store sales declined, leading to some outstanding manufacturers promoters to better the conditions of job-hopping to store or the manufacturer, so the original store performance must be faced with falling further and form a vicious circle, self-management employees also, so control experienced manufacturer promoters or proprietary employee turnover rate is very important for enterprises.The third class is a highly professional talents. For example, have higher purchasing management and operation management ability of professionals. Though Chinas talent, but highly professional talent reserves is relatively lacking. Most enterprises to obtain valuable talent resources at from other companies to dig the corner to fill the void of their own, but the battle for talent stabilization.Chinas home appliance chain enterprises must change the talent strategy, not focused on have a vacancy for someone to replace at any time, and to retain talent, even attract talent back to leave. Can improve the talent attraction and stability factor from three aspects:First, to provide staff to facilitate working environment. Foreign enterprises, especially the European and American enterprise pays attention to create a pleasant working environment for employees. For example, in the work schedule will take into account the reasonable to rest in the holiday, attendance time also is relatively free, ensure that there is plenty of time to spend with family, etc. In China, is generally thought that higher wages can keep talents, but in fact than income pay more attention to the working environment is also gradually increasing. In order to ensure the peace of mind enjoyable working environment, the company must manifest in the corporate culture of each employees attention; Also want to create easy communication in organization system environment; Can also by conducting all take part in activities to strengthen the communication between internal personnel. Low turnover of the company will organize regular staff travel, games and other activities, this helps to enhance each others feelings, strengthen the communication with each other. And female employees more workplace, such as toilet, bathhouse, items, place facilities are typically more perfect.Second, to provide adequate learning opportunities for employees. Staff stable companies tend to pay much attention to employee training. Such companies usually has a complete training system, according to each employees ability to stage, set different training content. In addition to the compulsory courses required by the company, also have regularly for specific goals, seek to develop employees preparatory course series. Arrange help staff improve ability, promote the level of course, can make employees feel cherished, think you have a lot of space to grow up in this company, there are many opportunities for advancement, helps to reduce the turnover rate. 2380664.com Third, for employees to take fair and impartial evaluation system. Reason for leaving the company employees will be mentioned in his not enough affirmation in the company. Especially in China, many employees overestimate their own ability and the evaluation system of company with discontent. Aimed at the situation, the company to clear the inspection standard, let employees take orally the evaluation result. High employee turnover rate of company might assessment standard fuzzy problems exist, or the general manager or senior cadres will according to the moment of mood or personal preferences determine the personnel evaluation, the internal relationship between the personnel easing can also lead to unpopular, increase the rate of employee turnover. Fair evaluation implementation is really not easy, but for employees that is one of the important problems about their life prospects for development, enterprises should pay attention to.Today, the Chinese electrical appliances chain has ushered in the reform of the important stage of the talent strategy, who can ultimately thrive, depends on who can hold a highly professional and experienced talents. The competition between traditional circulation enterprises faced with electricity, the focus will be gradually transferred to the service. Because prices, online and offline still cannot win can make up the disadvantage on price through service. Like a first-class hotel with third-rate hotel, no matter in food, coffee, house prices are very different, in a first-class hotel, nobody would think you, because they enjoy the superb service. Or, the highest salary is the lowest cost, the best working environment is the guarantee of the best service level, enterprise if reduce the employees treatment, the employee will reduce the quality of the work. Home appliance chain, too, should consciously improve service consciousness and service level, in order to achieve this goal is need to ma