Who are the enterprise personnel?

The personnel management of chain operation is the general name of a series of activities that plan, organize, guide, supervise and coordinate the recruitment, training, assessment, reward and welfare treatment of the whole enterprise staff. Its management mainly includes:

1. Formulate rules and regulations, evaluation standards and principles related to personnel. Such as labor and service discipline, employee salary, welfare, insurance and reward and punishment system, employee employment, assessment standards and principles. , and compiled into an employee handbook.

2. Conduct human resource planning and organize personnel recruitment, training, evaluation and other activities.

3 responsible for the appointment and removal of personnel, and promote the rational flow of talents inside and outside the enterprise. That is, take practical measures to attract outstanding talents, eliminate unqualified personnel and improve the utilization effect of talents.

4. Do a good job in interpersonal coordination. That is, to coordinate the relationship between headquarters managers and store personnel, superiors and subordinates, employees and employees, so as to improve enterprise cohesion.

Functionally, personnel management, as an important management function of chain headquarters, is generally unified planning and macro-control by the headquarters management department or independent personnel department. However, from the perspective of authority division, in addition to most of the personnel management rights in the headquarters, the store manager also has certain personnel management rights. Comparatively speaking, the personnel management of the headquarters emphasizes the overall situation and unified implementation, while the personnel management of the store manager pays attention to local and cooperation.

Generally speaking, the personnel responsibilities of branch managers mainly include:

1. Implement the personnel system of the headquarters, and strictly ask the shop assistants to cooperate with it, so that the personnel management objectives of the store are consistent with those of the headquarters.

2. According to the recruitment requirements and standards stipulated by the personnel department of the headquarters, organize the recruitment of employees required by the store and report to the personnel department of the headquarters for examination and employment.

3. Implement store personnel management according to the unified standards stipulated by the headquarters, and report to the headquarters for approval.

4. Responsible for the deployment of human resources in shopping malls.

5. Coordinate the relationship between headquarters and store employees.

The personnel management authority of the regional management department of chain enterprises with three-level organization mode is between the chain headquarters and stores:

1. Implement personnel systems such as recruitment, training, rewards and punishments, promotion, etc.

2. Have the right to appoint and remove the manager, business and financial backbone within the jurisdiction.

3. Have the right to review the employees recruited by each store on behalf of the headquarters and report to the headquarters for approval.

For chain enterprises, with the opening of each new store, there will be corresponding personnel adjustment activities. Therefore, doing a good job in human resource planning of enterprises is the starting point of personnel management.

The core contents of human resource planning of chain enterprises are: according to the development of chain operation, determine the human resource structure and make timely adjustments in combination with the actual situation inside and outside the enterprise; Analyze all kinds of manpower needs and predict the retirement, promotion, transfer and turnover rate of employees; Considering the characteristics of industries and enterprises, choose suitable employment.

When planning human resources, how to determine the type and quantity of personnel needed?

Chain enterprises often need to hire the most basic store staff, which are divided into two types according to the type of work: one is full-time staff, the other is part-time staff or temporary workers. There are several evaluation methods to determine the number of grass-roots employees in chain stores.

1. Conversion method of business area. If the business area of a supermarket is 1000 square meters, if the service area of each person is 30 square meters, then it needs 33 service personnel, and the difference between it and the existing staff of the store is the number of personnel to be hired by the chain store. After this number is determined, the number of people in each class must be determined according to the season, date, peak time, peak time and other factors.

2. Standard calculation method of per capita productivity. This calculation method is to book the gross profit standard that everyone realizes every day, then calculate the actual level, and then make corresponding personnel adjustment after comparing the two. The calculation method is as follows:

Actual per capita productivity level = average gross profit margin realized every day/(total working hours of all shop assistants every day /8 hours)

3. How to determine the number of customers. That is, according to the fluctuation of the number of visitors, draw a daily visitor trend chart, and then determine the required number of staff according to the chart, and arrange an appropriate number of part-time staff during the peak hours of visitors.

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