CBA Children'S Shoes Strengthen Terminal Human Resources Construction

In October 4th, the national terminal manpower was included in the management of the company headquarters, while the establishment of the terminal manpower list, a high-quality roster of employees was also set up, and the national manager of the shop was allocated by the principle of two-way selection.

According to CBA human resources director Fan Zhuping, at present, almost all

Fan Zhuping said that the implementation of the CBA management mode has not been promoted in Quanzhou enterprises. The main practice is to distribute a list of human resources at the end of the month by distributors from nearly two thousand stores throughout the country. Based on these rosters, combined with the performance of the salesmen recorded by the marketing department, the headquarters makes an analysis of the staff's performance, and selects high-quality employees and sets up a high-quality roster of employees.

The roster of high-quality staff includes not only routine information such as personal data, career growth, but also family background.

Enterprises provide more training opportunities for these quality employees and make career plans for them.

Every year, we choose 10~20 excellent shop managers, through two-way selection, so that some talents can be mobilized nationwide. The salaries of these store managers are directly paid by the head office.

Some high-quality talents who do not want to leave their hometown can sponsor them to open new stores.

For the top quality employees in the roster, the head office will give a customized long-term development plan. 15% of them will become national lecturers, 15% will become supervisors, and some will become regional managers. The highest growth goal of these people is the general manager of the branch.

"Nowadays, many young people like to go to the grass-roots level, and they will have a chance to develop their business in the new city.

This will also help enterprises retain talents.

Fan Zhuping said that high quality talents stayed behind, and they will be the most convincing signs on the terminals.

The point of view of the workplace is small and difficult to manage.

A number of well-known enterprises in Quanzhou have been mentioned in the mode of direct management of terminal manpower by the head office, but there is hardly any real implementation.

With the gradual enlarging of the scale of the direct company, why is this effective terminal human resource reserve not being reused? What advantages and disadvantages does it have and what kind of enterprise it is suitable for? What are the main conditions for this block? Many management experts have some views on this.

Although such a way helps the head office to master high-quality human resources and reserve talents well, Aaron, vice president of Chen Hongming, seems to have complementary advantages.

Chen Hongming said, dealers recruit people, usually according to the actual situation, the actual need to recruit people, also can manage the person in real time, this advantage is absolutely not beyond the reach of headquarters management mode can be compared.

"Like terminal manpower, people usually recruit locally and get jobs nearby."

Chen Hongming said that the locals understand the local customs and habits, and will know how to publicize the brand and communicate well in language.

Moreover, terminal personnel management is generally more detailed, trivial management, communication and running in between terminal staff and distributors will also have a lot of human factors and habits, which is much more direct and effective than the remote control of the head office.

Anta human resources manager Chen Shiquan also believes that the head office and distributors are like the government and enterprises. The head office guides the direction well and the policy guidance is good. If the management rights of the terminal personnel are recovered, the dealers will be too lacking in initiative and space to play.

This model is a bit like what we talked about before.

Fan Daoyuan, a senior professional manager who has worked in the garment industry for nearly 10 years, analyzes that this method does not apply to large enterprises. There are many stores, and the management scope is very large, which requires a lot of experienced professionals. At present, such professionals are scarce in China. Many brands are not as good as dealers in brand management. At this time, separating dealers from managers is not conducive to the cooperation between the two sides.

However, fan Dao Yuan also believes that if a large enterprise has the financial resources and it is necessary to do such a management, it must first establish a strong information system, and have a group of qualified personnel who know both commodity and shop management. At the same time, the profits of this brand are not too thick and thick, regardless of the cost, but also have a strong human resources management system to ensure.

If done well, it can indeed greatly enhance the efficiency of the store, and cultivate a large number of terminal management talents, which is of great benefit for the company to expand its direct operation.