Dealers Do Not Rely On "High Salaries" To Retain Talents.

In the word "enterprise", "people" go down "stop" and people walk away. No one has no enterprise. It shows that the enterprise is a social group based on man, and the same is true for dealers.

At present, the domestic dealer group is in the stage of vigorous development, but by the compression of brand manufacturers' channel, more and more dealers have to bear the pressure of pformation and upgrading to stand firmly in the fierce competition environment.

In addition, the clothing marketing industry is a highly mobile industry. High turnover of personnel, especially the loss of core staff, will have a negative impact on the development of enterprises.

But because of

In the final analysis, the competition of the market is the competition of talents, but it is also the competition of teams. The introduction of modern marketing concept and the establishment of a first-class marketing team have become the top priority of the game between distributors and upstream manufacturers and downstream sales predators.

Let employees not have the heart to leave.

As a clothing dealer, you may not need to have a high degree of education and deep professional knowledge, but you must understand some management strategies, know how to manage employees well, and how to motivate employees and enterprises to work together and work hard together.

Look at those shops that are thriving. They must have their own advantages in terms of employment.

Is it only the high salary that is the only way to retain talents? In fact, many bosses have neglected a way to retain talent without spending money - creating a good working atmosphere.

Thomas Peters, a famous American management scientist, once said: "discriminating and belittling your employees while expecting them to care about output and constantly improve the quality of products is just like daydreaming."

In fact, every employee expects the enterprise to give them love, to realize their self value from work, and to establish deep feelings with the enterprise by enhancing their satisfaction with themselves.

When employees feel down, when they feel wronged in their work, when they are sick, when they are in trouble at home, when they are in a new state of mind, they are in a state of mental unease. Under these circumstances, the psychology of employees is particularly fragile, and when they are most helpless, the need for comfort or encouragement from others is more intense than usual.

If this time the boss can give some love, even a few warm comforts, is the most easy to grasp the hearts of employees.

It may be a few words to make employees remember BB for a long time.

Moreover, most of the employees who come to work in the shops are not locals. If they are in a foreign country, if they can find the feeling of "home" in the shop, even if they have the idea of leaving, their cheerful colleague relationship and happy working condition will become the biggest dissatisfaction and hesitation when they leave the shop.

At the same time, he will worry about the future team and worry about whether the new atmosphere is harmonious, and whether he can establish close relationship with the new team members.

In a group of cohesive and good shop culture enterprises, even if the income is short of competitiveness in the short term, many employees will not want to leave.

All this will reduce the possibility of employee turnover and reduce labor costs.

Employees use the stage of enterprises, enterprises use individual resources, only in the working atmosphere of mutual care and struggle, the value of the two sides will emerge.

On the contrary, if there is a lack of communication, integrity and caring working atmosphere in the enterprise, it will be empty talk to improve staff's enthusiasm and exert their potential ability.

There is room for development to be loyal.

A new survey by the China Human Resources summit shows that in China, employees do not quit because they feel that their salary is too low, but they think that their chances of career development and promotion are slim.

Bruce Larsen, director of global human resources at Armani, said: "as a professional

Whether employees can get immediate recognition when their performance is excellent; whether they can give corresponding rewards to employees with outstanding performance; whether they need to be rewarded in jobs and honors; whether they can receive corresponding rewards; whether more training opportunities are needed for employees who need further development.

Design challenging career planning for employees and help them develop at a higher level.

This is also what a clothing store should do when it comes to training employees. It helps the shops to retain excellent shopping guides and shops.

"Although companies must develop competitive pay plans to attract and retain talent, salaries can not be exchanged for loyalty.

Under such circumstances, the only way to eliminate brain drain is to understand the most important driving factors for retaining talents, and to create a convincing job opportunity for these employees from a global perspective.

AllanLu, manager of China's human resources summit, said.

Husband and wife store talent depends on regulation

The distributors in the Chinese market have just started their businesses, most of which are for couples to open up shop.

Whenever such a husband and wife shop, male boss outside the main business, boss wife internal finance has become the most obvious sign of division of labor.

The family group and the friend group, representing each other, occupy an absolute proportion in the enterprise, and master the power of the important sector of the enterprise. Blood ties and relations have become the chain of the lifeblood of the whole dealer.

Although there are a series of advantages such as the low cost of employing, the effort of employees, the tacit agreement between husband and wife, the advantages of these shops are obvious in the small scale of shops, and so on. The business gradually grows bigger and only listens to a family's speech. It is gradually revealed by the personal wisdom that the management of enterprises is arbitrary, the sense of feeling, the training and management of employees are not systematic, and the malpractice of leadership and other gangs is gradually emerging.

Liu Hanlong, a strategic management consultant in shoe and garment industry, believes that as an employee, it is hard to imagine that there is any future for the boss, the boss to play games, quarrel between husband and wife, feed the baby, and sleep in the cash register.

If a husband and wife store wants to grow from weak to strong, it should set up a system as a ruler to standardize management and operation system.

In addition, there must be a clear job classification whether it is "husband or wife" or "women singing with husband". If two people are positioning themselves as leaders, employees and co-workers will not know whom to communicate with.