Definition of human efficiency
The definition of human efficiency is very simple, that is, per capita output or per capita labor efficiency, which is generally expressed in terms of per capita sales or per capita profit and per capita gross profit.
Human efficiency is a very important core indicator of retail enterprises, which means that enterprises can offer higher salaries, attract better employees, and have a better future.
Therefore, there are almost no people in the retail industry who do not pay attention to human efficiency, but there are relatively few people who really grasp human efficiency based on the essence of human efficiency, which is the key to the current domestic retail enterprises that have not been able to compete with foreign-funded retail enterprises.
Factors influencing human effectiveness
According to the labor efficiency index we most commonly use - per capita sales, human efficiency is equal to the total sales divided by the number of store employees, according to the current situation of domestic enterprises, when including promoters, per capita sales are generally between 20-400,000 yuan, 200,000 is inefficient, more than 400,000 is efficient, 300,000 is medium, and if the promoters are excluded, the per capita sales of around 400,000 yuan are low, more than 800,000 are high, and 600,000 are medium.
Generally speaking, the above index values are more suitable for hypermarket formats, and for convenience store formats, due to the absence of promoters, even the per capita sales of 400,000 are already at a high level, because the gross profit margin of convenience stores is at least 50% higher than that of hypermarkets, so for convenience store formats, the level of high and medium inefficiency is generally 400,000, 300,000, and 200,000.
For factors that affect human efficiency
When the sales volume is constant, the smaller the number of employees, the higher the per capita labor efficiency, and when the number of employees is fixed, the higher the sales, the higher the per capita labor efficiency. Most of our companies are based on this formula to determine their human resources policy, that is, to vigorously reduce the number of employees, as far as possible to reduce the per capita wage level, when they do this, at the beginning they are generally successful, per capita labor efficiency has indeed been significantly improved, but not long after, they find that the total sales are declining, employee morale is also declining, and finally the per capita labor efficiency is not only not increasing but decreasing.
This is because behind this numerator and denominator, there is an internal logic: man is both a burden and a source of creativity, and when we pay attention to the denominator of people and try to reduce the number of people, it is a burden, and when we pay attention to the numerator of sales, man is the source of creativity.
Therefore, to improve per capita labor efficiency, the only only from the numerator and denominator at the same time, it is possible to achieve the high level of per capita labor efficiency we expect, in this regard, Henan's fat Donglai supermarket is a deep understanding of its essence, so, when Fat Donglai to pay employees two or three times higher than peers, his per capita labor efficiency is much higher than peers, the efficiency of the enterprise is not only not dragged down by high labor costs, but because of the high wages to attract the highest quality of talents at all levels in the industry, so that the creativity of the enterprise can reach a best state。
How to improve human efficiency
As mentioned above, if a company wants to improve human efficiency, it needs to consider specific ideas in terms of sales, people and their relationships.
The first is to increase sales as much as possible while the existing personnel remain unchanged.
The increase in sales can be started from many aspects, if the increase in sales can be solved by balancing the arrangement of existing personnel, then we can do not need to change the number of existing personnel, or we can rationalize the structure of personnel and the quality of personnel under the condition that the total number of personnel remains unchanged, so that the purpose of improving human efficiency can also be achieved.
The increase in sales can be gradually realized from the rationalization of the commodity structure, the improvement of the level of promotion, the control of the shortage of goods in the store, the optimization of the store layout, the optimization of the display effect of the goods, the improvement of the service quality of the store, etc., but each aspect of these tasks involves the quality of people and the quality of people's work, so it is not enough to grasp the sales only on sales, but also to grasp the improvement of the quality of people and the improvement of the quality of work, and finally it is possible to achieve the growth of sales under the condition that the number of personnel remains the same.
The second is to streamline personnel, stabilize and increase sales as much as possible
If we find that sales have hit the ceiling, we can consider whether the existing staff schedule is reasonable, whether there is room for personnel reduction, whether we can use part-time workers to complete some peak period operations, and streamline the regular employees, whether we can use promoters to replace the work of some regular employees, whether we can use more than one person and one person can work multiple positions, both as a tally clerk and as a cashier, and so on. By tapping the potential of these areas, we can streamline our workforce.
However, the most important thing when downsizing personnel is that the quality of the people left behind and the quality of work can be significantly improved, otherwise when the personnel are just downsized, everything is fine, and then sales decline shortly after, and finally the increase in human efficiency brought about by the downsizing of personnel is swallowed up.
Third, there was a slight increase in personnel, but a greater increase in sales
When we increase sales, we often encounter some personnel bottlenecks, such as for the fresh business department, this feature is very obvious, due to the lack of manpower, fresh food should be taken care of by no one, In the face of such a scenario, it is not advisable to maintain the existing staff and actively increase sales, or to stabilize sales and streamline personnel, and choose to increase manpower, improve the level of on-site care, improve the freshness of goods, and reduce the loss of goods, which is expected to improve the fresh sales performance of stores.
No matter which of the above three paths, we need to consider how to improve the quality of personnel and the quality of work.
The quality of personnel is mainly attitude and thinking ability, which requires continuous strengthening of training to achieve, and effective communication and effective motivation can significantly improve the quality of work of employees.
The first thing to solve in training is the concept of people, when a person's concept has changed, he is willing to take the initiative to face everything, other problems are relatively easy to solve, if a person always holds the attitude that the dead pig is not afraid of boiling water, everything is to find the reason from the outside, never willing to look at the introspect, in the face of such a person, you can not improve his work performance; If it is the latter, then we can also count on the improvement of this person's performance, otherwise it can only be half the effort.
In terms of improving the quality of work, effective communication within the enterprise is also very important, if the internal communication of the store is not smooth, the store manager and the clerk are suspicious of each other, complain to each other, employees feel unhappy in the store, employee morale is low, the turnover rate is high, a store turnover rate is high, the difference in the quality of work between novices and veterans will inevitably reduce the efficiency of the store. Effective communication within the enterprise may not be able to show much effectiveness when the enterprise is running very smoothly, but when the enterprise is facing an eventful autumn, its role is also great, which is like a family, everyone is a little tempered in the usual state, and it seems that they can still bear it, but once the family is facing internal and external difficulties, if it is not able to communicate effectively at this time, it can only be worse, and the house leak will be flooded overnight.
Effective communication may seem mysterious, but in fact it is not difficult, as long as you can listen, be able to empathize, and respond sincerely to the other person, you will naturally not be difficult to get the response of others, so back and forth, it is easy to establish a good communication relationship.
For improving the quality of work, there is also a factor of motivation, a person who is fully motivated is like a ball with enough energy, the more he works, the more energetic, and a person who is not fully motivated is like a deflated ball, the more he fights, the more discouraged.
When it comes to incentives, many people will think that there must be brave men under the heavy reward, although the reward can be exchanged for a moment of passion, but it is difficult to exchange for long-term passion, the incentive of the enterprise should be long-term incentive and short-term incentive parallel, material incentive and spiritual incentive integration, the fair, open and just competition mechanism of the enterprise is the basis of the incentive, healthy competition is the best and most effective incentive, without this benign competition mechanism as the background, all the incentives are just tricks, is unable to play its due role.
All in all, the improvement of human efficiency should not only be a fuss in quantity, the number of articles in recent years has been almost tapped by various enterprises, and it is time to tap the potential of human efficiency from the quality of people.
Three steps to improve human efficiency in supermarkets:
1. Increase store sales
Increasing store sales is the first challenge for every store manager, and there are many ways to increase store sales:
1. Adjust the commodity structure of the store: remove some unsalable products from the shelves or sell them at low prices, increase the number of varieties of best-selling goods and the structural proportion of the category, strengthen the proportion of fresh goods sales, and drive the popularity of stores and increase sales through high-frequency fresh products;
2. Enhance the brand marketing power of the store: through some large-scale promotional activities to drive the popularity of the store, promote the corporate brand, and enhance the stickiness and brand uniqueness of customers;
3. Out-of-stock control of key single products: through effective ordering and replenishment, eliminate the shortage control of stores in NBO (never out of stock) to improve store sales;
4. Focus on explosive products, and lead the area with points: through the explosive focus on the sales of explosive products, the sales of the category will be doubled;
5. Take advantage of the opportunity of seasonal sales to drive the sales of seasonal high-selling goods;
6. Grab some hot commodities for key festivals: such as moon cakes for the Mid-Autumn Festival and chocolate flower gifts for Valentine's Day.
2. Reduce controllable costs
1. Reduce labor costs through the rational use of labor: replacing regular workers with hourly workers, reasonably arranging shift times, and improving employee work efficiency;
2. Through the use of power-saving and water-saving technology and strengthening the responsibility system, reasonable control of the cost-to-sales ratio of materials and consumables, and maximizing power-saving, water-saving and material-saving;
3. Reduce the rental cost of the store by adjusting the layout of the store to lease the idle area or joint operation;
4. By combing and strengthening the store management process, the control and supervision of key points in the link, reduce the leakage and reduce the loss of goods;
5. Through the information system and manual management of the validity period of the goods, the expiration loss and return of the goods can be reduced.
3. Maximize the potential of employees
1. Establish a three-dimensional training system for employees: through internal and external training that is closely linked to the actual work and business of the enterprise, to improve the employees' knowledge, professional skills and professional quality;
2. Construction of multi-dimensional assessment system: performance appraisal is closely linked to skill assessment, job promotion, career planning, etc.;
3. Clear rewards and punishments: employees who have made great contributions should be rewarded to the point that everyone is excited, and lazy and backward employees should also be punished to the point where they can't sit still.
4. Pay attention to the application of labor competition, spiritual encouragement and other means in management, and meet the needs of employees at the spiritual level such as identity, honor, and social respect in the enterprise.