Existing problems in human resources management of chain enterprises in my country

The only real resource of an enterprise is its people, and enterprise management is to fully develop human resources to operate the enterprise efficiently. Human resources are not only a necessary condition for starting a pharmaceutical retail chain enterprise, but also determine the quality of pharmaceutical operation and pharmaceutical service level of the pharmaceutical retail chain enterprise. The human resources management of pharmaceutical retail chain enterprises is more complex and specific than that of pharmaceutical manufacturing enterprises, pharmaceutical wholesale enterprises and independent pharmacies. Their headquarters, distribution centers and chain stores have different requirements for the allocation of human resources. This article studies the human resources management of pharmaceutical retail chain enterprises to provide reference for pharmaceutical retail chain enterprises in my country.

1. The connotation of human resource management in drug retail chain enterprises

Enterprise human resources refers to the sum of people with intellectual and physical labor abilities who can promote the development of the enterprise. The first resource includes both quantity and quality [1]. The human resources of pharmaceutical retail chain enterprises can be divided into three types: human resources of headquarters, human resources of distribution centers and human resources of chain stores. The management personnel, technical personnel and sales personnel of each department are the management experience possessed by pharmaceutical retail chain enterprises. , the sum of pharmaceutical knowledge and sales skills.

Enterprise human resource management is a key factor in cultivating an enterprise's core capabilities. Through human resource management, an enterprise's core capabilities can be effectively improved, thereby continuously enhancing the enterprise's market competitiveness. The human resources management of pharmaceutical retail chain enterprises is the management of various personnel in the corporate headquarters, distribution centers and chain stores, which mainly includes four aspects: human resource planning, personnel selection, personnel training and personnel assessment. Human resources planning is for drug retail chain companies to analyze the difference between the current demand and supply of personnel at headquarters, distribution centers and chain stores, and to allocate appropriate numbers and types of personnel to the required positions to give full play to their role in completing corporate sales. role in the overall goal process. Through human resource planning, the company's human resources can be fully developed, utilized and replenished in a timely manner, so that personnel selection and training can be effectively carried out. The selection and recruitment of personnel is the premise and foundation of human resources management and an important part of human resources input. By selecting employees who are closely related to the company's destiny, it can not only expand the company's popularity, but also bring vitality and innovation to the company. Pharmaceutical retail chain enterprises should formulate recruitment strategies based on human resource planning, and formulate specific recruitment plans for relevant personnel based on the requirements for vacant positions at headquarters, distribution centers and chain stores. The training of personnel is based on the requirements of various departments and positions of pharmaceutical retail chain enterprises, and provides training and continuing education to selected new employees and old employees of the enterprise. Personnel assessment is to evaluate and assess the work performance of employees in various positions at the headquarters, distribution centers and chain stores to form an effective personnel incentive mechanism.

2. Problems in the human resources management of my country’s pharmaceutical retail chain enterprises

my country’s pharmaceutical retail chain enterprises have begun to pay attention to the role of human resources, but there are still many problems in their human resources management. , there is a big gap compared with foreign countries, and it is also incompatible with the development requirements of my country's pharmaceutical retail chain enterprises. Mainly reflected in four aspects: first, no attention is paid to human resource planning, insufficient talent reserves, unreasonable talent echelon structure, lack of comprehensive management talents in chain operation management, commodity management, and human resources management at the headquarters, and lack of network maintenance in the distribution center , logistics distribution, medical examination and nursing senior technical talents, chain stores lack operational talents in pharmaceutical services, customer maintenance, and drug sales, which cannot guarantee the efficient operation of the corporate organizational structure; secondly, there is a lack of plans and improper methods in talent selection. , unable to introduce all kinds of talents needed by the enterprise in a timely manner; third, no attention is paid to personnel training, and training investment is seriously insufficient, it is just a formality, and the effect is poor; fourth, the personnel assessment method is single, and there is no scientific assessment standard and reward and punishment system , unable to fully mobilize the enthusiasm of personnel.

3. Exploration of human resource management in pharmaceutical retail chain enterprises

3.1. Human resource planning

Pharmaceutical retail chain enterprises should plan their business operations according to their expansion plans and general operating plans. Formulate the company's mid- to long-term, annual, and short-term human resources plans in accordance with the company's goals and various national laws, regulations, and policies. The medium- and long-term human resources plans of drug retail chain enterprises should provide direction guidance for human resources planning. For example, the number of licensed pharmacists in chain stores should be equipped within 5 years, and the number of people with a bachelor's degree or above should account for 50% of the total number of employees of the enterprise within 10 years. . The annual human resources plan of pharmaceutical retail chain enterprises should ensure the implementation and realization of medium- and long-term human resources plans. For example, this year we will introduce several practicing pharmacists, several pharmacy undergraduates and graduate students, etc. The short-term human resources plan of a pharmaceutical retail chain enterprise is an emergency plan when human resource needs or changes are large, such as recruiting a licensed pharmacist and several pharmaceutical sales personnel before the opening of a new chain store.

The human resource planning of pharmaceutical retail chain enterprises can be divided into position planning, personnel supplement planning, manpower allocation planning, etc. [2]. Job position planning mainly solves the problem of enterprise fixed positions and staffing. Enterprises should establish the corresponding organizational structure, job responsibilities, and number of personnel for headquarters, distribution centers, and chain stores based on their development goals, expansion goals, sales goals, etc., and determine posts and staff. Personnel replenishment planning is to formulate a personnel replenishment plan with a certain number and quality requirements based on possible job vacancies during the medium and long-term development process of the enterprise. Manpower allocation planning is to allocate the required personnel based on the organizational structure of the corporate headquarters, distribution center, and chain stores, and the professional division of positions, including the person in charge of quality management work, the person in charge of the quality management agency, and the person in charge of the drug inspection department , the head of the purchasing department, the head of the store management department, the head of the financial department, the head of the human resources department, as well as quality management personnel, inspection personnel, acceptance personnel, maintenance personnel, measurement personnel, store drug sales personnel, network maintenance personnel, and logistics management personnel , configuration and transfer of product management personnel, customer service personnel, etc.

Pharmaceutical retail chain enterprises should formulate human resource plans based on six normative documents related to pharmaceutical chain operations ("Pharmaceutical Distribution Quality Management Practices", "Pharmaceutical Distribution Quality Management Practices Implementation Rules", "Pharmaceutical Distribution Quality Management Practices" "License Management Measures", "Relevant Provisions on Pharmaceutical Retail Chain Enterprises", "Conditions for Inter-Provincial Chain Pilot Enterprises in Pharmaceutical Retail" and "National Licensed Pharmacist Qualification System 2001-2005 Work Plan"). In strict accordance with legal requirements, the main person in charge of drug retail chain enterprises, the person in charge of quality management work, the person in charge of the quality management agency, the person in charge of the drug inspection department, the drug acceptance personnel, the drug maintenance personnel, the drug measurement personnel, and the store drug sales personnel Qualifications for personnel, personnel responsible for quality management in chain stores, chain store prescription reviewers, quality management leaders of cross-regional chain-operated pharmaceutical retail chain enterprises, and leaders of quality management agencies of pharmaceutical retail chain enterprises certified by GSP. Make regulations.

3.2. Selection and recruitment of pharmaceutical retail chain enterprise personnel

The pharmaceutical retail chain enterprise personnel selection and recruitment plan includes the number of recruits at corporate headquarters, distribution centers, and chain stores, and the qualification requirements for recruiters, Recruitment funds, recruitment channels, personnel demand schedule and other items. Pharmaceutical retail chain enterprises should make full use of their business reputation, scale advantage, network resources and industry influence to attract high-quality talents to the enterprise, enhance the enterprise's human resources brand effect, and improve the efficiency of enterprise talent selection and recruitment.

The personnel at the headquarters of pharmaceutical retail chain companies can be trained and selected from existing employees in the company's distribution centers and chain stores, or they can be recruited from outstanding talents from competing companies with high salaries. Generally, they are not directly recruited from medical schools. Recruiting fresh graduates without any experience. The selected personnel mainly include the main person in charge of the enterprise, the person in charge of quality management, the person in charge of the drug inspection department, the person in charge of the quality management agency, the person in charge of the purchasing department, the person in charge of the store management department, the person in charge of the financial department, and the personnel department. Person in charge, quality management personnel, and inspection personnel.

The first category is pre-job training for all employees after joining the company. It mainly introduces the company profile, corporate culture, business direction, rules and regulations, job responsibilities and other common knowledge that employees must master, etc., and cultivates the spirit that employees should possess. Preparation and attitude, build mutual trust between the company and employees, and cultivate employees' loyalty to the company. The other type is training for employees in positions with special training requirements before taking up their posts. For example, personnel engaged in quality management and inspection work in pharmaceutical retail chain enterprises should receive professional training and pass the examination of the provincial drug regulatory department before taking up their posts with certificates; Personnel engaged in drug acceptance, maintenance, measurement and sales in pharmaceutical retail chain enterprises shall receive certificates after passing on-the-job training and passing the examination by the drug regulatory authorities at or above the prefectural and municipal level. Knowledge and skills training enables employees to possess and master the basic knowledge and skills necessary to complete their jobs. Knowledge training includes drug inspection, drug storage, drug maintenance, professional knowledge of drug use, and knowledge of laws and regulations on drug management; skill training includes drug sales skills, drug maintenance skills, drug inspection skills, computer operation skills, and communication with people skills, etc., in order to cultivate and develop the potential of employees. Continuing education is aimed at improving the existing knowledge and skills of on-the-job employees, and mainly comes in two forms: external and internal continuing education. For example, personnel engaged in quality management and inspection work in pharmaceutical retail chain enterprises should receive continuing education organized by the provincial drug regulatory department every year and establish continuing education files. In addition, pharmaceutical retail chain enterprises should regularly organize continuing education for personnel engaged in drug acceptance, maintenance, measurement and sales, and establish continuing education files.

3.4. Assessment of personnel of pharmaceutical retail chain enterprises

The personnel assessment of pharmaceutical retail chain enterprises not only includes quantitative assessment of personnel in each position and activities related to management, sales, and services; Assessment of employees’ interpersonal and communication skills. Drug retail chain enterprises should formulate supporting rules and regulations, assessment standards, reward and punishment systems and employment mechanisms for each position of personnel. According to certain procedures, scientific methods should be used to inspect and evaluate, punish and punish employees' work attitudes, abilities and performance. award. And take practical measures to promote the reasonable flow of talents inside and outside the enterprise, attract outstanding talents, eliminate unqualified personnel, and improve the effectiveness of talent utilization.

Pharmaceutical retail chain enterprises can be divided into assessments for personnel at headquarters, distribution centers and chain stores based on different assessment objects. Among them, the headquarters is mainly responsible for the main person in charge of the enterprise, the person in charge of quality management, the person in charge of the drug inspection department, the person in charge of the quality management agency, the person in charge of the purchasing department, the person in charge of the store management department, the person in charge of the financial department, and the personnel department. People, quality management personnel, and inspection personnel are assessed, focusing on performance in operations management, quality management, procurement management, store management, financial management, personnel management, etc. The specific assessment items are management, coordination, and organizational capabilities, and the enterprise The formulation of development plans, the realization of the overall sales target of the enterprise, the expansion of the enterprise's business scale and market share, the reduction of enterprise management costs and logistics costs, etc. The distribution center mainly assesses drug acceptance personnel, drug maintenance personnel, drug measurement personnel, network maintenance personnel, and logistics distribution personnel. It mainly assesses the reduction of drug procurement costs, drug maintenance costs, network maintenance costs, and improvement of distribution efficiency. Chain stores mainly evaluate store quality managers, prescription reviewers, drug acceptance personnel, drug measurement personnel, drug sales personnel, financial personnel, and customer service personnel. They mainly assess the increase in store sales and profits, the reduction of drug sales costs, and the pharmacy Enhancement of service awareness and service quality, improvement of consumer loyalty and satisfaction, etc.

The assessment methods for employees of drug retail chain enterprises should also adopt a variety of methods based on the different work contents of the headquarters, distribution centers, and chain stores. For example, the qualitative assessment method should be combined with the quantitative assessment method, the superior assessment method should be combined with the self-appraisal method, and the performance assessment method should be combined with the examination evaluation method to achieve a comprehensive assessment of all types of employees in the enterprise.