In recent years, chain operation has become one of the most attractive business methods, and accelerating the development of chain operation is an inevitable requirement for the development of China's modern economy. However, the shortage of talents is the bottleneck of the development of chain operations in China, how to strengthen human resource management work, cultivate and cultivate high-quality staff, give play to their enthusiasm and creativity, is a major problem that chain enterprises must face.
First, the characteristics of human resource management of chain enterprises
Human resource management of chain enterprises refers to the use of modern scientific methods by chain enterprises to carry out reasonable training, organization and deployment of manpower combined with certain material resources, so that manpower and material resources often maintain the optimal proportion, and at the same time appropriately induce, control and coordinate people's thoughts, psychology and behavior, and give full play to people's subjective initiative to achieve management activities for enterprise goals.
Because the chain enterprises have special characteristics in terms of operation mode, organizational structure and institutional arrangement, their human resources management also reflects the characteristics of human resource management that are different from those of general enterprises. The main performances are as follows:
(1) Spatial dispersion
If chain enterprises want to expand the scale of operation, enhance market share and brand awareness, they must establish as many outlets as possible to the farthest possible areas, form a network of operations, and cause employees to work scattered in various places. The spatial dispersion of chain operations increases the difficulty of human resource management of chain enterprises, for example, how to deal with the relationship between centralized management and decentralized management, how to use modern communication means for long-distance management and other issues.
(2) Customer service
At present, chain operations are mostly distributed in the service industry, and providing customers with quality services is the key to the success of chain operations. This feature determines the particularity of each link of human resource management of chain operation (such as personnel selection, training, evaluation). In terms of personnel selection, special attention should be paid to the requirements of emotional attitudes, enthusiastic and diligent employees are not only easy to bear the emotional and psychological setbacks brought by customers, but also can bring customers a sense of security and trustworthiness. In terms of staff training, in addition to the general operation skills training, more emphasis should be placed on psycho-emotional regulation and communication skills training. In the performance appraisal, the proportion of measurement of work results is relatively reduced, and the emotional attitude of employees, the psychological feelings of customers, and the standard specifications of the operation process should become important contents of the appraisal.
(3) Labor-intensiveness
The service industry is a labor-intensive industry, the number of labor required is large, the intensity is large, and the chain operation is currently mainly used in the service industry, labor costs have become the main component of the chain operation cost, but also the most direct and critical influencing factors for the performance of the chain operation. Therefore, the human resources management of chain enterprises must be oriented to grass-roots management, scientifically design the employment system and employee salaries, and reasonably arrange training to improve labor efficiency, reduce labor costs, and improve economic benefits.
(4) Management complexity
The object of human resource management of chain enterprises is more complex, and from the perspective of the entire chain operation system, there are at least three different types of management objects: headquarters managers, store employees, and franchisees. Due to their different identities and status, the pursuit of each other's interests is not completely consistent, and there are corresponding differences in their management content, management requirements and management methods for different types of management objects, which also determines the complexity of human resource management of chain enterprises.
(5) Diversity of subjects
In the management of the franchise system, there are two management entities: franchisees and headquarters. Although the overall interests of the two management entities are the same, and there is an arrangement of the early franchise contract, the two will be roughly consistent in business concepts and management behaviors. However, there will be some differences between the two in the judgment of the business environment, future expectations, and interest demands, which will affect their business strategies and then divergences in human resource management. For example, in human resource development investment, franchisees may tend to short-term behavior, while franchisors pursue long-term interests.
(6) Limitations of means
In the franchise chain management system, the franchisee is not only a partner with independent property rights, but also the manager of a business unit in the franchise chain system, which is equivalent to the employees of the entire franchise chain system, which requires that the incentive and constraint means for franchisees must have certain particularities, and the applicability of general management means must be considered. For franchisees, some management measures, such as transfers, demotions, removals and other management measures, are ineffective. Even for the employees of franchise stores, due to the difference in the interests and starting points of the headquarters and franchisees, the distribution and restriction of rights are caused, making some management measures unable to be implemented smoothly, such as incentives and training for employees.
Second, the content of human resource management of chain enterprises
Generally speaking, the human resource management process of chain enterprises mainly includes human resource planning, job analysis, employee recruitment and training, performance appraisal and compensation management.
(1) Human resources planning of chain enterprises
The human resources planning of chain enterprises refers to the planning of chain enterprises to scientifically predict the supply and demand of human resources in the future environmental changes of chain enterprises according to their strategic objectives, formulate necessary strategies for the acquisition, utilization, maintenance and development of human resources, ensure the needs of enterprises in the quantity and quality of human resources, and enable enterprises and individuals to obtain long-term benefits. Human resource planning is an important part of the human resource management of chain enterprises, and its basic goal is to ensure that chain enterprises can get the right candidates at the right time and for different positions. The human resources planning of chain enterprises includes two levels: overall planning and various business plans. Among them, the overall plan for human resources formulates the overall objectives, general policies, implementation steps and total budget for the development and utilization of human resources. Specific business plans include personnel supplementary plans, personnel use plans, succession and promotion plans, education and training plans, compensation plans, labor relations plans and retirement and dismissal plans. The formulation of human resources planning of chain enterprises mainly includes four stages: investigation and analysis, forecasting supply and demand, planning and implementation, evaluation and feedback.
(2) Analysis of the work of chain enterprises
Job analysis is the collection and analysis of the purpose, task or responsibility, power, affiliation, working conditions, qualifications and other relevant information of a specific job position in the chain enterprise, so as to make clear provisions for the work of the position and determine the behavior, conditions and personnel required to complete the work. Job analysis, also known as job analysis, is the basis of human resource management, which provides a scientific basis for the recruitment and use of personnel, job promotion and promotion, performance appraisal, training and education, and the rational formulation of salary and bonuses. Job analysis of a chain enterprise is a process of comprehensive evaluation of the work and the formation of a job description. This process can generally be divided into six stages: preparation, investigation, analysis, description, application and feedback, which are interrelated, interactive and closely related. The main tasks of the preparation phase are to understand the situation, identify samples, establish relationships, and form working groups. The main task of the investigation phase is to conduct a comprehensive survey of the entire work process, the working environment, the work content and the staff. The main task of the analysis phase is to conduct an in-depth and comprehensive summary analysis of the results of the survey on the characteristics of the work and the characteristics of the staff. The main task of the description phase is to prepare job descriptions based on job analysis specifications and information. The main task of the application phase is to validate the work analysis. The main task of the feedback phase is to give feedback on the work analysis file and modify the parts of it that are not adapted according to the feedback.
(3) Recruitment and training of employees of chain enterprises
Employee recruitment of chain enterprises is the process of absorbing human resources from within and outside the organization according to the requirements of human resources planning and job analysis. Generally speaking, the recruitment of the headquarters of the chain enterprise and the managers of each store, the backbone of the business and other important positions should be carried out by the human resources department of the headquarters of the chain enterprise, while the general staff of the store authorizes the store manager to recruit, and the recruitment is then reviewed by the human resources management department of the headquarters. The recruitment of employees of chain enterprises can be divided into internal recruitment and external recruitment. In-house recruitment is the practice of providing information about vacancies in positions to personnel within the Organization and selecting suitable personnel for vacant positions through selection or transfer. Sources of internal recruitment include employee promotion, job rotation, job transfer, re-employment or re-employment. The implementation of internal recruitment can take the method of public recruitment, talent reserve and self-recommendation. External recruitment is a recruitment method in which enterprises introduce the required personnel from the outside through various forms. Sources of external recruitment include acquaintance introductions, active door-to-door job seekers, the unemployed, competitors and other companies, employment agencies, schools, and the talent market. External recruitment can be implemented through employee referrals, advertising recruitment, campus recruitment, and outsourcing (recruitment for professional institutions).
Chain enterprise employee training is a kind of planned and organized training activities carried out by chain enterprises through learning, training and other means according to the development and business needs of the enterprise, aiming at changing the values and working attitudes of employees, improving the knowledge level and business skills of employees, and ultimately improving the overall performance of the organization. The training of employees of chain enterprises includes training needs analysis, formulation of training plans, implementation of training activities, and evaluation of training effects. Generally speaking, the training content is divided into professional ethics education, professional skills training and management coordination ability training. Training methods are generally divided into three types: pre-job training, on-the-job training and off-the-job training. Pre-job training is the basic training of new employees, the main content is vocational quality education, ethics education and professional skills training. On-the-job training can be divided into two types: management training and professional training, mainly to change positions or adapt to the development of new knowledge, new concepts and new technologies. Off-the-job training is mainly aimed at managers, the purpose is to expand the thinking of chain enterprise managers, improve their management quality, and then improve their comprehensive quality. The internal training process of the enterprise is shown in Figure 2-7.
(4) Performance appraisal of chain enterprises
Performance appraisal is an enterprise that evaluates employees by assessing their work performance (including work quantity, quality and social benefits, etc.), work ability, work attitude and personal morality. Performance appraisal is one of the important contents of human resource management, it can examine the matching degree of employees and positions, provide communication opportunities for managers and employees, improve the performance of employees, so as to provide a basis for the appointment, deployment, training and rewards and punishments of human resources and other management activities to improve work efficiency and business efficiency.
1． Assessment content
The main content of human resource performance appraisal of chain enterprises includes four aspects: "morality, ability, diligence and performance". "Morality" refers to the employee's ideological quality, work style, social ethics and professional ethics; "can" refers to the employee's ability to engage in work, including physical fitness, knowledge and intelligence, skills and other content; "diligence" refers to the employee's motivation and work performance; "performance" refers to the employee's work efficiency and effect.
2． Assessment methods
The commonly used employee appraisal methods of chain enterprises are chart evaluation method, work standard method, alternating ranking method, narrative evaluation method and 360-degree evaluation method.
(1) Chart evaluation method: By listing the assessment items and evaluation criteria of the evaluation factors in the designed charts, the appraisers can choose the evaluation. The advantage of this method is that it is more intuitive, simple and easy to quantify, and the disadvantage is that it is easy to have subjective deviations, which affect the authenticity of the evaluation.
(2) Work standard method: also known as the labor quota method, enterprises assess employees according to work standards, the method standard is clear, objective and true, but the work standard is difficult to formulate.
(3) Alternate ranking method: refers to the evaluation method of sorting similar personnel from high to low under the standards formulated by the enterprise. The advantages of this method are intuitive, simple, and realistic, and the disadvantage is that it is difficult to compare when the performance level is close.
(4) Narrative evaluation method: it is a method of describing employee performance in words, which generally includes work appraisal and year-end appraisal comments. The advantage of this method is that it is summarizative and the evaluation is clear; the disadvantage is that it is easily affected by the subjective judgment of the evaluator.
(5) 360 degree evaluation method: also known as comprehensive assessment and evaluation method, is an all-round, multi-angle, multi-level evaluation method, the assessment of this method not only comes from the superior, colleagues, subordinates and themselves, but also from all the subjects and even peers who have a working relationship with the employee, this kind of top-down to bottom-up, and then to the evaluation opinions of colleagues and related personnel at the same level, forming an assessment result in an all-round way. Its advantage is that it reflects the principle of openness and fairness in the performance appraisal and evaluation process, and the results of the appraisal are objective and true, with strong persuasiveness; the disadvantage is that the implementation cost is high and the time required is long.
In short, any evaluation method is not perfect, we must analyze and understand the advantages and disadvantages of each method, reasonable combination, learn from each other's strengths, and use comprehensively.
(5) Salary management of chain enterprises
Compensation management refers to a dynamic management process in which a chain enterprise determines the total amount of remuneration they should receive for the services provided by all employees, as well as the remuneration structure and remuneration form. Effective compensation management not only attracts high-quality talent, but also motivates employees, thereby improving work efficiency and business effectiveness.
1． Compensation composition
Due to the different nature, characteristics and tasks of chain enterprises, the salary system is also different, but it is mainly composed of five parts: salary, bonus, allowance, welfare, insurance and housing provident fund.
(1) Wages. Also known as the basic salary, it is mainly based on the difference between the department and the position in which the employee is located, or the skills possessed, etc., and the labor remuneration is calculated according to the completion of the labor quota. Mainly including: basic salary, post salary, skill salary and annual work salary. Wages are the basic remuneration paid by chain enterprises according to the nature of employees' work, which mainly reflects the value of the work itself, and generally does not reflect the difference in the contribution of employees to the enterprise caused by experience or work attitude, so other forms of labor remuneration need to be used to make up.
(2) Bonus. Also known as performance pay, it refers to the remuneration of employees who further pay excess labor on the basis of completing fixed tasks. It includes a recurring work award for overproductive or quality, a year-end composite award, and a one-time special contribution award. Bonuses are rewards for employees' work behavior and achievements, mainly depending on the employee's performance level.
(3) Allowances. This refers to the additional labor consumption, additional cost of living and material compensation for the physical or psychological damage caused by the employee when working under special working conditions. Allowances mainly include: bitter, dirty, tired, poor technical requirements of the post allowance and middle, night shift and other special working hours allowance.
(4) Welfare. This refers to the public welfare undertakings held to solve the common needs and special difficulties of employees in material and spiritual life by establishing collective living facilities, providing labor services and implementing subsidies. It mainly includes the establishment of collective welfare facilities such as canteens, bathrooms, nurseries, libraries, clubs, and nursing homes, as well as personal benefits such as employees' personal living difficulties subsidies, family visit subsidies, commuting transportation subsidies, and winter heating subsidies.
(5) Insurance and housing provident fund. This refers to the material guarantee of life granted to employees after temporary or permanent incapacity to work and after having the ability to work but not having the opportunity to work. It mainly includes endowment insurance, medical insurance, work injury insurance, unemployment insurance and maternity insurance. Most insurance funds are raised by the state, businesses and employees. Housing provident fund is the remuneration paid to employees for housing security, which is mainly used when employees purchase or renovate housing, and is jointly borne by enterprises and employees.
2． Compensation model
At present, according to the market conditions, job types, the nature of the enterprise, the quality and skills of employees and the impact of various factors such as national policies, the salary model of chain enterprises mainly has the following four types:
(1) Performance-based compensation model. That is, paid according to performance, which is based on the overall performance of the enterprise, the overall performance of the department, and the performance of the team or individual. The main advantage of this remuneration model is that the employee's income is directly linked to the completion of the work goals, and the workload and work quality are different, the income is different, and the incentive effect is obvious. The disadvantages of this model are that performance evaluation is difficult to be objective and accurate, that linking revenue to performance may produce new injustices, and that it is difficult to retain talent when corporate efficiency declines.
(2) Position-based salary model. This refers to paying employees primarily based on the relative value of the position in a chain of enterprises. Under this model, the growth of employee wages depends on the promotion of posts, which is more suitable for functional management positions of chain enterprises. The main advantage of this salary model is that it achieves equal pay for the same post, the internal fairness is relatively strong, and the salary is also promoted at the same time as the position is promoted, which mobilizes the enthusiasm of employees to a certain extent. The disadvantage is that it is not flexible enough and it is difficult to manage.
(3) Skill-based compensation model. This refers to paying employees primarily based on their skill level. The main advantage of this compensation model is that employees pay attention to the improvement of ability and will take the initiative to improve their competitiveness; its main disadvantage is that it will cause unequal pay for the same job.
(4) Market-based salary model. That is, the salary level is determined according to the market price of the required position. The advantage is that enterprises can attract and retain talents through salary strategies, and can also adjust the salary level of relevant positions accordingly through market demand, thereby saving labor costs. Its main disadvantage is that it will affect the fairness of the distribution of benefits within the enterprise.
Due to the variability of the market and the complexity of the post, chain enterprises often do not adopt a single salary model in salary management, but according to market changes and the needs of enterprises, and combine the characteristics of various salary models to organically combine the above models and comprehensively apply them to achieve the purpose of reducing costs and improving efficiency, so as to promote the continuous development of enterprises in the fierce market competition.