The Strength Of UNIQLO Still Comes From Its Talent Strategy.

UNIQLO has built a proud brand with the characteristics of high quality and low price, but its proud capital is still in its unique talent strategy.

Liu Qi, the founder and President, encourages all staff to do "brains" independent thinking rather than "hands and feet".

He said: "the president's words are not necessarily correct.

If everything is carried out conscientiously, the company will fail. "

Today, UNIQLO is a company that hopes every employee can think independently and speak freely, but not before 1990s. At that time, founder Liu well believed that if UNIQLO was not strong enough to let every employee think independently, he would lose his way and direction. If the company wanted to increase sales and profits and expand its business scale, it would have to adopt a "dictatorial system". Otherwise, why should we rush to make quick decisions and break through the difficulties again and again to achieve higher goals?

The management mode led by such a concept of thinking naturally requires a lot of employees to act as the "hands and feet" of the perfect implementation of the leader's will, not the "mind".

Later, as the scale of the company grew bigger and bigger, and the listing of Hiroshima and Tokyo stock exchanges, and the urgent need to expand the ambition of the international market and other factors, the "dictatorial" dictatorship system became more and more blocked.

As a result, UNIQLO's organizational structure and talent strategy began to readjust.

In UNIQLO, the store is the core business mode, and the store manager is the leading role of the company.

According to his own experience, Liu has summed up 23 business concepts that are constantly moving. Many of them emphasized that business should adapt to the needs of customers and create the needs of customers.

I think that makes sense.

because

We need to deal directly with all kinds of consumers face to face to meet their various needs every day, which naturally requires flexibility.

Just like the nerve endings of the human body, the reaction to the outside world is the fastest and the most sensitive. The shop is also a place where changes and adjustments are made at any time according to the actual situation, and of course, it will also encounter difficult challenges.

At this time, we need to give the shop manager certain authority.

This is probably the origin of the manager's responsibility system.

Thus, the shopkeeper is required to be a mental worker with keen business acumen, and they are also given the following powers: they can adjust and decide the order quantity according to the location and source level of the store, and can independently decide the display of goods, the mode of store operation, and the printing of advertising leaflets.

Since the shop and store manager is the leading role, the headquarters is a supporting role.

In the middle of the headquarters and shops, there are regional managers, whose names are "supervisors". The main responsibility is not to manage the store managers in the District, but to provide assistance, suggestions and support to the store owners.

Of course, the duties of the store manager are not only to increase sales and profits, but also to manage their own teams so as to make them harmonious and harmonious. In addition, they should train excellent deputy, because the shop keeper can not be in the store all day long. When the shop manager is away, there must be a person to replace his exercise of authority, which is also within the responsibility of the shop keeper.

It is also because of the fact that UNIQLO is pushing the store manager to the important position of the company's leading role, so the store's income is still very high, and if done well, it will be higher than that of the company's headquarters.

For decades, UNIQLO, led by Liu Jing, is known as "fast": quick thinking, making decisions as early as possible, earnest implementation as soon as possible, making quick mistakes and making quick adjustments.

How can such a huge volume of companies speed up and decide quickly in a rapidly changing global market?

And the rapid growth of profits? There are different situations in different parts of the world. Even in the same country, the actual situation of every city or shop is different. If headquarters employs employees as "hands and feet", the company seems to be unable to adapt to the change and die.

Therefore, Ryui Masa encourages the company to do "brains" from top to bottom, and every employee should make effective judgments and execution according to the actual situation that he and company encounter.

Ryui Masa said: "the president's words are not necessarily correct.

If everything is carried out conscientiously, the company will fail. "

Moreover, the talents of a company are also cultivated in the atmosphere of employees' minds.

The so-called "strength doctrine" refers to the strength of staff as the sole criterion for appointment and appraisal.

This is also one of UNIQLO's 23 business philosophy: "business should be aboveboard, rewards and punishments are clear, and thorough strength is advocated."

That is to say, for employees, efforts are not made to work hard, whether they get achievements or not.

They all fall directly on the operational level of the personnel evaluation system, and correspondingly, employees will compare themselves with their work at all times.

It also advocates "barrier free project doctrine", so that people can complete their work more coordinative in different projects.

This is important for big companies or start-ups, because in today's changing environment, the company's organization must constantly adjust to the needs and changes of work, break the solidified organization structure and fully comply with the needs of customers.

Once the project is reached, the organization can be dissolved after the expected effect is achieved.

In addition, there will be leaders in every project. The original subordinates can be the leader of the project. Of course, the main responsibility of the leader is to coordinate and evaluate the project, and the leader of the project will change immediately according to the change of the content of the project.

In fact, this "barrier free project doctrine" is very similar to the "non Centrality" or "de centralization" of the Internet.

In the Internet world, you never know where the center is. On the other hand, everyone is a center, connecting people through something. This flexible pformation coincides with the essence of project doctrine.