Effectiveness Of Lean Management Of Shoe Enterprises' Human Resources

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"The cooperation with the boss is to make a comprehensive reform from the aspect of human resources, but reform is not only achieved by consulting companies unilaterally, but also requires the managers of enterprises to have the determination and will to reform, and constantly solve some rebound phenomena that occur in the reform, and only by persisting, can we achieve our goals."

Ding Pingping, general manager of Jingshi shoe industry Co., Ltd., said that the implementation of lean human resources is a good way to pass the good governance structure.

Institutionalization replace man in charge

It is understood that at present, some enterprises in Jinjiang, Fujian, the management of randomness is relatively strong.

And truly competitive enterprises are governed by the rule of law.

These enterprises have very good decentralization management in their management, and employees do their jobs and do things according to the process.

Zhang Zhihang, director of the Management Consulting Co., Ltd., introduces the innovation of human resources lean management which is tailored to the shoe industry.

"Since the shoe industry has not been divorced from the traditional management mode of rule by man and leapfrog management, the implementation of manpower has been carried out.

Subsequently, in the management and control mode, the consulting company also redesigns the organizational structure and post establishment for the time consuming footwear industry in line with the current situation of the enterprise. It also designs the organizational structure and post preparation in line with the future strategic development plan, takes full account of the management and control modes needed by enterprises at all stages of development, and gradually escalates to achieve the institutionalized management instead of the traditional person management mode.

Building competency model

In order to cope with the lack of employment, the footwear industry has also adopted a new recruitment method.

"We not only raise the remuneration standards of employees to the level of first-line brands, but also decompose the target of recruiting workers to managers at all levels, so that each department has the task. After guaranteeing the stability rate of 70% of the staff in each department, we use the incentive mechanism with more rewards and fewer penalties to let all departments participate in recruitment, so that the human resources department can become a recruitment organization rather than a recruiting main force.

According to the introduction, at the same time, the footwear industry has also promoted the reward of grassroots employees' recommended resources, that is, the entire recruitment of workers, and the establishment of incentive mechanisms to encourage them to fully introduce human resources.

In addition, the footwear industry has also reformed the company's talent echelon construction.

On the basis of fully considering the different types of talents in different stages of development, the company has designed an incremental plan for talent echelon construction in the next 5 years, advancing the talent reserve plan step by step, not only doing well the work of "hematopoiesis" in the internal training and development, but also doing a good job of introducing and updating the talents.

In the core team management, the footwear industry first established the competency model for each position of the core team, then determined the recruitment and employment standards and career development roadmap, tailored the platform for attracting talents to join, and at the same time did a good operation process of the core team's normal operation, and then encouraged them to form a continuous learning team, supplemented by the monitoring and evaluation mechanism, and constantly improving the survival of the fittest, thus forming the excellent core team of the enterprise.

In this regard, Ding Pingping said that enterprises should clear standards of talent, through the quality model of this tool to clearly illustrate professional ability and core competencies, and then through talent audit and inventory to identify talent gap, establish the required talent team.

If employees are not strong enough, it is difficult for enterprises to effectively implement strategies and compete with their competitors.

If employees' capabilities and organizational capabilities do not match, they will go farther and farther away from their destinations.

On the incentive mechanism, the footwear industry is no longer pursuing a unified whole staff incentive mode. Instead, it aims to tap the needs of employees at different levels, and refine the core, and tailor the "package type" pay and welfare standard for employees at all levels, so as to achieve their respective needs and do their best.