Effective means of human resource management in Suning

Effective means of human resource management in Suning

Suning's talent concept is "personality first, moderate ability, dedication-oriented, team first". Adhering to this talent concept, from 1990 to 2008, Suning Appliance ranked among the top three private enterprises in China and was selected as "Top 50 Asian Enterprises" by Forbes. So what role does the human resource management of Suning play in the development of Suning? Let's have a look. The following is the knowledge of effective means of human resource management in Suning that I brought to you. Welcome to reading.

The Development Course of Human Resource Management in Suning Company

Throughout the development of Suning, the rapid development of Suning is inseparable from the development of its human resource management, which can be divided into three stages.

The first stage: At this time, it was mainly Zhang and his relatives who managed Suning. During 1993, the young Suning was jointly suppressed by state-owned shopping malls. By booking the air conditioner in the next sales quarter in advance in the off-season, Suning obtained a lower purchase price and gained an advantage in price, so that Suning gradually survived in the fierce market competition. Since then, around the mid-1990s, the contradiction between Suning and home appliance manufacturers has become prominent, mainly because home appliance manufacturers began to enter the retail industry and changed from consignment to direct sales. Suning put forward the guiding ideology of enriching categories, diversifying brands and opening more stores.

The second stage: With the development of the times, the industry competition is becoming increasingly fierce. Since 1999, the members of the Zhang family have gradually faded out of the management, and the original family-owned enterprise management and division of labor can no longer meet the new needs. Suning's family business gradually faded, a group of highly educated managers with modern management experience began to enter the public eye, and the leadership began to have a clear division of labor to avoid overlapping functions and multiple roles. The modern human resource management system began to take shape gradually.

The third stage: During this period, Suning's human resource management mainly obeys the strategic needs of the company's expansion. Since 2002, Suning Group began to implement the "1200 Project", that is, to recruit 1200 college graduates every year in order to obtain better and more human resources. At that time, there were still many people at the top of Suning who opposed this decision, thinking that the fresh graduates had no actual combat experience and the training cost was high. Zhang said that "there are no people we want in society", but fresh graduates have their own advantages. Today, this seemingly unwise move has reserved a large number of talents for Suning's later competition and information age, further improving the company's cohesion and employee loyalty.

The fourth stage: 2004-2005, during which the human resources system, performance appraisal system, corporate culture and related systems were completely established. Suning's organizational structure is mainly a combination of customer-centered linear functional system and matrix organizational structure. Suning employees are divided into six grades, namely, clerk, supervisor, minister, manager, director and president, and there is a clear division of labor and subordinate relationship among the grades. Suning's performance appraisal system is divided into two levels, one is business appraisal, for example, the marketing department mainly evaluates through sales volume and sales volume; On the other hand, from the perspective of employees' professional quality and skills, we can conduct an all-round assessment, get a comprehensive evaluation from the perspectives of superiors, peers and subordinates, and evaluate employees' performance. According to this, employees are given different levels of rewards, and the annual award-winning ratio is about 20%. The high-level performance-oriented incentive plan of Suning Group provides a strong impetus for the improvement of Suning's corporate performance, and further enhances the dedication and cohesion of Suning's core team. At the same time, in 2004, Suning began to implement the "100 store managers plan" to recruit and train employees for the shortage of store managers caused by the rapid development of chain stores. Since 2005, Suning plans to train 100 to 200 excellent chain store managers every year.

In addition, Suning has also begun to implement the "blue-collar project of thousand maintenance technologies" and the "echelon project of middle management". The goal of "Thousand Maintenance Technology Blue-collar Project" is to establish a set of "Suning Maintenance Technology Team Training Mode" to form an echelon of home appliance maintenance personnel and improve service quality. "Middle management echelon project" is a talent construction project for Suning to train reserve cadres for the future and ensure Suning's sustainable development.

Suning is still a growth enterprise in the stage of rapid development. How to manage and develop human resources, how to make the management and development of human resources more in line with the strategic needs of enterprises, how to create an environment in line with the common development of enterprises and individuals, and how to improve the technical quality of employees and their satisfaction and loyalty to enterprises have become the key to the sustainable operation of modern enterprises. To this end, in 2007, the SAP-HR system was officially launched in Suning Appliance. The comprehensive human resource management function of SAP-HR system and various necessary tools provided for different users meet the needs of growing enterprises.

This is the first management system development project jointly completed by Suning and IBM after the implementation of "Shen Lan Plan", which opens a new era of human resource management in Suning. The system is based on Suning and IBM***, aiming at Suning's management needs, and is the result of personalized adjustment and development based on SAP core system. The overall cost is nearly 30 million yuan. Its main purpose is to urge Suning to step into information management quickly and further enhance the confidence of information management. Suning saw the great prospect of IT technology application in enterprise management. Suning executives said that they will further cooperate with IBM in data mining, enterprise SOA platform, financial organization optimization, membership service, warehousing and distribution.

SAP-HR is a human resource system based on "taking individuals as cost-effective unit", including organization module, file module, time management module and salary module at the basic management level, as well as recruitment module, training module, promotion module and career module at the employee career design level. Help human resources personnel to change from routine management such as personnel information maintenance, organization information maintenance, attendance and vacation to strategic management of all personnel training systems such as personnel cost control, staff training and development, and strategic recruitment, so as to realize a great leap in China's household appliances industry and "labor-intensive" business management platform.

The basic management module in SAP-HR system will make the administrative affairs of Suning HR department standardized and paperless, and provide strong support for Suning HR department to realize data standardization, automatic centralized management, * * sharing, optimize human resource process, improve work efficiency and improve business level, so that HR department personnel can get rid of tedious daily affairs and focus on strategic decision-making level.

The employee career design module in SAP-HR system aims to establish an efficient and high-performance management and incentive mechanism, formulate a special training plan according to the development needs of enterprises and employees' professional expertise, conduct a comprehensive career design for employees, maximize the talent potential, shape excellent corporate culture, enhance employees' sense of belonging, maintain the innovation ability of enterprises, promote organizational change, and finally enhance the "bottom line value" of Suning HR department.

Personnel training development plan

After years of practice, Suning has explored a unique, systematic and highly personalized rapid talent training mechanism, which is mainly divided into three categories:

One is the induction training that all new employees must receive, such as the standardized 15-day closed training for new employees above ministerial level, and the so-called "1200 project" employees, which is characterized by large-scale, batch, homogenization and standardization.

Second, performance improvement training for on-the-job employees, such as skills competition for terminal employees, joint drills for employees of the four terminals, and biweekly training for departments. , with the main content of improving work performance and operating proficiency, has the characteristics of regularity, routinization, various forms and rich ways.

The third is promotion training, that is, echelon training, such as store manager project and echelon project. This is mainly to reserve managers in advance to help them adapt to higher positions after promotion. Its characteristics are divided into systems and levels, and closely linked with performance appraisal.

At the same time, Suning draws lessons from the experience of competitor Gome, conducts regular management training and formulates relevant training strategies. Especially before the opening of the new store, the management and employees who will take over the new store must be trained in all aspects, especially the guidance of local specific conditions.

Career management

Suning has formulated a clear career development plan for employees in various systems. College graduates have been employed for 15 days, and they have been trained in four terminals for12 months in rotation, and then they have worked in departmental posts for 6 ~ 12 months in total. Those who pass the examination can be promoted to supervisor, and those who have achieved outstanding results within 1 ~ 2 years can be promoted to minister and become department heads of subsidiaries. In the whole training process, each college student is assigned a manager as the instructor, who is responsible for the daily training management, and helps the newcomers to grow up quickly through "passing, helping and bringing". In the first year of a new employee's employment, a post evaluation is conducted every three months, so as to know and master the work situation of the new employee in time, and those who perform well can become regular in advance. After the employee joins the company, the company will establish a 1-5-year assessment plan for him, and determine the goals of each stage. At present, the development roadmap of each employee is being compiled. The company's post hierarchy system is: clerk-supervisor-deputy minister (equivalent to department manager of a small company)-minister (equivalent to department manager of a large company)-deputy manager-manager-deputy director-director-vice president-president.

While vigorously promoting young employees, Suning has formulated countermeasures to deal with their inexperience. The first is the double match. That is, new and old employees cooperate with each other and learn from each other. Secondly, the director's office is set up in each department, and college students are sent as secretaries to senior managers. Through the example of senior managers, the comprehensive quality of chain operation is quickly cultivated, and they are familiar with various business processes and improve their work skills.

Evaluation and reward plan

Suning Appliance adopts the salary structure of "salary+basic welfare+short-term reward+long-term incentive". Wages are linked to personal performance. Generally, there are two salary adjustment opportunities every year, and the average increase is about 10%. Basic benefits are divided into five categories and 22 kinds. Long-term incentives include equity, cars and housing.

Suning Appliance conducts post assessment on employees, and comprehensively evaluates their monthly work from three aspects: post responsibilities, plans and mental outlook. If the performance is not good, the salary and bonus will be lowered in time, and personal career development opportunities will also be greatly affected. For those with outstanding achievements, in addition to material rewards such as wages and benefits, they are also awarded various corresponding honors to enhance their personal sense of honor.

On the basis of assessment, Suning Appliance makes full use of incentives to stimulate employees' work enthusiasm. At the annual summer air-conditioning rush meeting and the end of the year, Suning Appliance will spend12 million yuan to carry out large-scale appraisal and reward activities to commend and reward outstanding employees who have performed well in the peak season and throughout the year.

personnel recruitment

Suning Appliance's talent concept is: personality first, moderate ability, dedication-oriented, team first.

Suning Appliance believes that it is talents who can create value for enterprises, and the criterion for judging talents is their contribution to enterprises, not their academic qualifications, qualifications and diplomas. The selection of Suning Appliance emphasizes moderate ability. The introduction and allocation of all personnel should meet the post requirements and be reasonably matched. At the same time, it advocates division of labor and cooperation, and does not encourage individualism that is divorced from the collective. Dedication and teamwork spirit are the basic requirements of Suning employees.

For external talents, college students are the key way for Suning Appliance to introduce talents.

Suning Appliance has established long-term cooperative relations with dozens of key institutions of higher learning in China, and exported talents. Every year, a large number of outstanding college graduates are introduced, and after 1-2 years of careful training and exercise, they are finally enriched to all middle management positions in the company.

In order to better cultivate talents, Suning Appliance has set up a training management department at its headquarters, and set up a teaching staff composed of experienced managers and skilled technicians. According to the principle of specialization and individualization, a set of training materials such as business management, marketing management, chain construction, after-sales service, logistics and distribution have been compiled to provide pre-job adaptive training and on-the-job intensive training for new employees and on-the-job employees.

Of course, Suning will also educate people through its own training system and follow the principle of promoting cadres from within first. When implementing this principle, Suning will form a systematic talent echelon plan, clearly show the talent training tasks and promotion goals, and ensure the targeted selection and use of talents.

abstract

From the above analysis, we can find that the success of Suning's human resource management lies in the leadership's rapid change of ideas, keeping up with the pace of the times, attaching importance to human resource management planning, recruitment, training and reserve, standardizing the management distribution and future development of human resources, effective incentive mechanism, paying attention to the construction and training methods of training system, and strengthening employees' recognition of corporate culture and entrepreneurship, which is also a place worthy of reference for chain retail enterprises in human resource management.

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