How to do a good job in employee management in supermarkets
How to manage employees in supermarkets is a very important issue. Whether employee management is in place will profoundly affect the operating efficiency of supermarkets. However, many operators don't pay attention to how to do a good job in employee management in supermarkets, which leads to low management efficiency and unsatisfactory operating conditions of stores. Thus, how to do a good job in supermarket staff management is a problem worthy of attention. In fact, the following four points can be used for reference to solve the problem of how to do a good job in employee management in supermarkets.
How to manage employees in supermarkets? Respect employees.
The operation and development of supermarkets are inseparable from the hard work and hard work of employees. Therefore, supermarket managers should put the interests of employees first. No matter what the circumstances, we should be open-minded, open-minded, strict with ourselves, tolerant, fair and just. This is one of the ways for supermarkets to manage their employees well. You know, once an employee's self-esteem is satisfied, he will love his career, post more and work harder.
"Respecting every employee" is the most distinctive corporate culture of international retail giant Wal-Mart. In Wal-Mart, "Our employees are different" is not only a slogan, but also the reason for Wal-Mart's success. What it really means is that every employee is very important and he can perform well in any position. The phrase "Our employees are different" is printed on the badge of every employee of Wal-Mart, which always enhances the pride of employees and encourages them to do their jobs well. Companies never treat employees as "employees", but as "partners" and "colleagues". According to company regulations, all subordinates should be called "colleagues", not "employees". At the same time, Wal-Mart attaches great importance to the growth of employees. Those with outstanding performance will be promoted and reused by the headquarters, and about 80% of their management will grow up from the inside. Wal-Mart's respect for employees has fully mobilized the enthusiasm and initiative of employees at all levels.
How to manage employees in supermarkets Second, care about employees.
It should be said that the overall quality of many supermarket employees is still relatively good. They have lofty morality, selfless spirit and desperate spirit. This requires supermarket owners to seriously think about how to protect the enthusiasm of these employees and let them play a sustainable role. Man is a flesh-and-blood organism, and his basic attribute is the desire for survival and development based on instinctive needs. Therefore, the second way to manage employees in supermarkets is that supermarket managers should take the initiative to care about employees' lives, health and welfare, meet their needs in many ways, and let them have no worries at work and devote themselves wholeheartedly to their work.
There is a large private retail enterprise. Business owners attach great importance to the service quality of enterprises, often personally grasp, often engage in monthly service appraisal, star service star appraisal and other activities. The boss's consciousness and original intention are good, but in the implementation, he lacks the most basic thing, that is, he never cares about employees, and the basic benefits that should be given to employees are reduced year by year until they are cancelled. What's more, enterprises actually give employees some expired or expired goods as benefits, but they charge a little cost. Usually, business owners are indifferent to the work and life of employees. When employees get married, the boss is never present. Employees' leave is always not approved. The "impersonal" management method gradually made employees lose confidence in this enterprise, either complaining or jumping ship, and the enterprise eventually declined. Care about your employees, and employees will care about your consumers. Without this foundation, all service work will not achieve long-term results.
How to manage employees in supermarkets Third, trust employees.
Trust is the foundation of interpersonal communication. Without trust, there can be no effective communication, and without good communication, there can be no effective work. If supermarket managers cannot fully recruit new employees, it will be difficult for employees to find a sense of belonging, let alone generate loyalty to the company. Therefore, the way for the third supermarket to do a good job in employee management is to fully trust employees. Only by fully trusting employees can we win the trust of employees, create a healthy, upward, United and cooperative working atmosphere, stimulate the enthusiasm of employees and become a powerful driving force for work.
The famous Panasonic Group never hides business secrets from its employees. On the first day of recruiting new employees, they gave them unreserved technical training. Some people worry that this may reveal business secrets. Kōnosuke Matsushita, on the other hand, said that if employees are blocked technically in order to keep business secrets, employees will not go straight to the point in the production process, which will inevitably bring more defective products and increase the production cost of enterprises. This negative impact is greater than the loss caused by revealing trade secrets. For enterprises that take mental labor as the main way, such as software industry, their production can't be controlled like material production at all, and trust is the only choice. On the contrary, if you don't trust employees, it will become the biggest cost in management.
Trust is the beginning of cooperation and the cornerstone of enterprise management. A team that can't trust each other is a team without cohesion and combat effectiveness. In some supermarkets, internal management has become defensive. The boss treats his employees as thieves. Some change important posts to their relatives, some give a group of counters to many people, and some set up posts at different levels and install automatic search instruments to prevent employees from stealing. These distrust actions have caused mutual suspicion among employees, and gradually people's hearts have become fragmented. Finally, enterprises have begun to decline.
How to manage employees in supermarkets? Fourth, train employees.
Facing the continuous development of market economy and the updating of social knowledge, supermarket managers must take the cultivation of all-round employees as their primary task, attach great importance to employee education and training, strive to build a team of employees with good management skills and high quality, and effectively improve their ability and level to cope with complex market environment and market competition. This is also a very important strategy for supermarkets to do a good job in employee management.
Keduo Supermarket has more than 400 employees, but in terms of employee training, it never pays any price. They organize large-scale training activities twice a year, either inviting experts to give lectures in enterprises or organizing employees to attend marketing knowledge training seminars in other places. From leaders to management, from management to ordinary employees, regardless of their positions and qualifications, they have the qualifications and opportunities to participate in training and learning, and the training coverage has reached 100%. There is a fixed-point employee training every month, covering all aspects of business and systematically improving the theoretical reserve of employees. On this basis, they also carry out some useful theme education activities in combination with the actual work in each marketing stage. At the same time, we will arrange a training meeting for the promotion of shop assistants once a week, systematically train those who want to be promoted in the store, select talents, and give grass-roots employees opportunities for promotion and development. Employees have been well trained in the training, and their ability to cope with challenges has been improved, which has effectively promoted the healthy and steady development of supermarkets.