UNIQLO'S Achievements Benefit From Its Open Environment.

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.

UNIQLO 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.

Think carefully.

The achievement of today's achievement is due to its open environment.

In fact, all companies want to develop, the most important thing is to have and use excellent talents, do good people to their best use, do not waste and use in the wrong place.

And why it has the above talent strategy and personnel specific methods, is also a profound study of the specific circumstances of their company, as well as the company's positioning in the entire business environment, as well as their goals and ideals, to make useful choices for themselves.

Many domestic start-ups and even big companies may want to study UNIQLO in terms of talent strategy, but they need to establish a sense that UNIQLO's talent strategy is used to solve the problem of UNIQLO, and every detail in talent appointment and adjustment in talent strategy is caused by UNIQLO's own problems.

However, we have summarized some experience of UNIQLO's employment and hope to discuss with the start-up companies and readers.

1, nowadays, domestic startups want to build explosive products or services, and they also say they attach great importance to user experience. Then, we should establish a real user centered awareness. This is reflected in the talent aspect, that is, all employees of the company, from the top management level to the basic staff, must work around the products and services, and the whole organizational structure needs to be set up so as to eliminate the waste of talent generated by the organizational structure.

2, there are also some start-ups in the new round.

Later, because of the rush to expand the scale and quickly occupy the market, a large number of employees were recruited. Later, it was found that this became a drag on the company. For early start-up companies, it is very important to take every step in a smooth and solid way.

3, the start-up company is in a changing business environment, and itself is always changing new. Because people always consider flexibility, UNIQLO's "strength doctrine" and "project doctrine" are of great reference value.

4, even if the company is still very small, if you have strategic ambitions, making a general strategic vision of personnel strategy may make the development path and direction of the company clearer and clearer.

5, let all employees identification with company goals, objectives and ideas, so that employees can know what they should do, how to cooperate with other departments, and strive for the results of the company's expectations.

Ryui Masa believes that managers of a company should preferably be between 30 and 45 years old, because managers of this age have accumulated rich work experience and management experience, and are in the prime of life. Their desire to grow is particularly strong. Their work is full of passion and can infect every employee with passion.

Because he enabled many young people to enter management.

However, clothing technology needs skilled workers at a certain age, in order to solve the problem of how to improve the quality of products.

Ryui Masa once said, "

The market is really big.

In this huge market demand, the general effort is obviously not enough to produce goods that satisfy the needs of the vast number of consumers.

So, after a variety of explorations, UNIQLO launched the "craftsman project".

Japanese culture pays attention to the spirit of the craftsman (Chinese culture is the same).

For example, wine making, casting swords, making sushi and so on, the so-called "artisans" is to achieve a magical state.

The "craftsman project" of UNIQLO is to recruit skilled technicians who are very experienced in the quality of products such as sewing, dyeing and so on to control the links, and give them high respect and good treatment. Let them play the role of remaining heat, teach the rest of their work to more skilled workers, and supervise and guide the product quality problems from a professional point of view.

This strategy can kill two birds with one stone. The artisans have their own advantages, and the quality of UNIQLO's products has also gained a good chance to improve.

In terms of product design, UNIQLO, apart from designing research institutes to absorb talents, will also choose a more flexible way to cooperate with outstanding designers and creative talents from all over the world to make projects and products. For example, in 2004, they collaborated with architect Ando Tada Xiong and fashion designer KENZO to design competition costumes for Japanese athletes in Athens Olympic Games; and 2008 to 2011 and 2014 with German minimalist designer Jill Sanda, and co operation with former creative director of Hermes, this is the highlight of UNIQLO's flexible use of talents.