<small id="c0tja" ></small><rt id="c0tja" ></rt><xmp id="c0tja" ><li id="c0tja" ></li></xmp>
  • <noframes id="c0tja" >
    <u id="c0tja" ><var id="c0tja" ></var></u>
        <dd id="c0tja" ><object id="c0tja" ><noframes id="c0tja" >
        <menu id="c0tja" ></menu>
        <tr id="c0tja" ><label id="c0tja" ></label></tr>
      1. <code id="c0tja" ><xmp id="c0tja" ><p id="c0tja" ></p>
        <kbd id="c0tja" ><small id="c0tja" ><i id="c0tja" ></i></small></kbd>
      2. <rp id="c0tja" ></rp>
      3. <option id="c0tja" ><strong id="c0tja" ></strong></option>
      4. <menu id="c0tja" ><listing id="c0tja" ><menuitem id="c0tja" ></menuitem></listing></menu>

        <sup id="c0tja" ></sup>
        1. 澳洲 assignment 代写:华生集团发展和激励员工

        2. 100%原创包过,高质量代写&免费提供Turnitin报告--24小时客服QQ&微信:273427
        3. 从事人力资源管理工作
           
          一。介绍
           
          华生集团(香港)有限公司成立于1828,在香港(A.S.Watson Group,2013A)。自成立以来,华生集团一直致力于让人们“看起来不错,感觉很棒”。目前,其业务已扩展至约34个国家,拥有约8400家零售店,成为亚洲医疗美容领域最大的零售商。最近,该公司在其官方网站上发布了一则寻找店内培训师的广告(A.S.Watson Group,2013b)。该公司希望找到一名培训师,为其门店店员提供量身定制的培训,并帮助评估门店和门店店员的表现。我对这个广告感兴趣。在基于问题的学习过程中,本文就如何选择合适的、称职的员工、如何为这些员工提供量身定制的培训、如何评价每个员工的绩效和门店的客户服务水平等问题,为华生集团提供一些建议。
           
          2。行业背景和公司背景
           
          近年来,医疗美容行业的竞争日趋激烈。这一领域的新进入者正在努力从老对手手中抢占市场份额,而老对手正在扩大其在国际市场的影响力。拥有180多年历史的华生集团,成功获得了亚洲最大的市场份额。除了优质低价的产品外,店员提供的优质服务也一直给很多顾客留下了积极的印象。随着其组织规模的扩大,对店员的要求也越来越高。如何选拔和培训新员工成为一个大问题。基于这个问题的重要性,我将分析这个问题并提出一些建议。
           
          三。了解问题
           
          华生集团以零售店的形式运作,店员的表现对顾客满意至关重要。如果我是店内培训师,通常需要处理三个大问题:
           
          首先,如何识别和招聘有能力的员工。目前,沃森集团对挑选新店店员并不十分认真。这就导致了一些不称职的雇员的招聘。
           
          第二,如何为这些店员提供量身定制的培训。庞大的员工数量使得为这些员工提供量身定制的培训变得非常困难。必须考虑到时间的花费和成本。
           
          第三个问题是如何评价店员的工作表现和商店的顾客服务水平。目前,公司只根据销售额来评估门店和店员的业绩。这可能太片面了。
           
          四。建议
           
          4.1招聘
           
          公司必须制定更严格的招收店员制度。招聘组应包括门店经理、店内团队领导和人力资源专家,负责挑选候选人。应聘者的能力、个人品质和举止都应该受到考验。招聘的目的是寻找脚踏实地、学得快、热心、负责、外向、有团队精神的人才。
           
          同时建议所有新员工都要经历三个月的试用期,这样才能成为正式员工。在试用期内,店长和其他员工应仔细评估他们的表现。在这个时期表现不好的人不应该被雇用。
           
          4.2定制培训
           
          小企业部门的培训往往被管理人员忽视(詹姆逊,2000年)。但事实上,这对整个组织的发展非常重要,特别是对于沃森集团这样的公司,那里有大量的店员。
           
          如果这些员工顺利通过试用期,他们将对他们的能力有更深入的了解。当他们成为正式员工后,应根据他们的不同能力分配工作职责。这样,根据不同的工作要求,也可以提供培训。随着这些员工能力的提高,应该对他们进行进一步的培训。
           
          所有这些员工都可以接受沟通技能和一般礼仪方面的培训,而专业技能和产品知识方面的培训则应提供给不同的员工群体。对于后者,可以将不同商店的员工聚集在一起进行培训,这样既可以节省开支,又可以节省时间。
           
          4.3绩效评估
           
          绩效评估是发展和激励员工的重要环节。它直接反映了训练的效果,并为进一步的训练提供了一些提示(Wilson&Western,001)。员工评价与员工满意度.

          澳洲 assignment 代写:华生集团发展和激励员工

          Taking an HRM Job
          1. Introduction
          A.S. Watson Group (Hong Kong) Ltd. is set up in 1828 in Hong Kong (A.S. Watson Group, 2013a). Since its foundation, the Watson Group has been devoted to make people “Look good, feel great”. Now, its business has expanded to about 34 countries and it owns about 8400 retailing stores, which makes it the biggest retailer in the healthcare and cosmetology field in Asia. Recently, it posted an advertisement on its official website to find an in-store trainer (A.S. Watson Group, 2013b). It wants to find a trainer that can provide tailored training to its store clerks and can help to evaluate the performance of its stores and store clerks. I am interested in this advertisement. And based on the problem-based learning process, this paper is to provide some suggestions to the Watson Group on how to select proper and competent employees, how to provide tailored training to these employees and how to evaluate the performance of each employee and the standard of customer service of its stores.
          2. Industry context and company background
          In recent years, competition in the healthcare and cosmetology industry has become increasingly fierce. New entrances in this field are taking efforts to grasp market shares from older rivals, while the established ones are expanding their presence in the international markets. The Watson Group, which has more than 180 years’ history, has successfully obtained the biggest market share in Asia. Besides its high-quality and low price products, its good service provided by store clerks has always leaves a positive impression to many customers. With the increase of its organizational scale, the requirements on its store clerks also become more demanding. How to select new employees and train them becomes a big issue. Based on the importance of this issue, I will analyze this problem and provide some suggestions.
          3. Learning the issue
          As the Watson Group is run in the form of retailing store, the performance of the store clerk is of critical importance to achieving customer satisfaction. There are generally three big issues that I would need to deal with if I was the in-store trainer:
          First, how to identify and recruit competent employees. Currently, the Watson Group is not very serious about selecting new store clerks. This leads to the recruitment of some incompetent employees.
          Second, how to provide tailored training to these store clerks. The huge amount of employees makes it very difficult to provide tailored training to these employees. And the expense and cost of time must be taken into consideration.
          The third issue is how to evaluate store clerks’ performances and the standard of customer service of the stores. At present, the company only evaluates the performance of stores and store clerks based on the sales volume. This might be too one-sided.
          4. Advice
          4.1 Recruitment
          The company must develop a stricter system of recruiting its store clerks. A recruiting group including store managers, in-store group leaders, and human resources specialists should be in charge of selecting candidates. The ability, personal attributes and manners of candidates should all be tested. The aim of recruitment is to find those who are down-to-earth, quick to learn, warmhearted, responsible, outgoing and those who have team spirit.
          It is also suggested that all new employees should experience a three-month probation period so that they can become regular employees. In this probation period, their performance should be carefully evaluated by the store managers and other employees. Those who perform badly in this period should not be hired.
          4.2 Tailored training
          Training in small business sector has often been ignored by managers (Jameson, 2000)). But it is actually very important for the development of the organization as a whole, especially for companies as the Watson Group where there is a large amount of store clerks. 
          There will be a much more in-depth knowledge about these employees’ abilities if they have successfully passed the probation period. After they have become regular employees, job responsibilities should be assigned according to their different abilities. In this way, according to different job requirements, training can also be provided. And with the development of the abilities of these employees, further training should be given to them.
          Training about communication skills and general manners can be given to all those employees, while training about professional skills and product knowledge should be provided to different groups of employees. As for the latter, employees from different stores can be gathered together to be trained so that both expenses and time can be saved.
          4.3 Performance evaluation
          Performance evaluation is a very important part in developing and motivating employees. It directly reflects the effects of training and provides some hints for further training (Wilson & Western, 001). The evaluation of employees’ and the stores’ performance should be done from three aspects:
          First, feedback from customers is the most important information. Every month, surveys can be done among 20 customers to ask about their opinions on the performance of the store and store clerks, as well as their suggestions. Also, customers can be invited to select their favorite store clerk every month so that those who work hard can be identified.
          Second, the sells volume of the store is also an important index. It is the most direct way to know the performance of the store. Moreover, in the Watson Group, store clerks are assigned to different products. So their performance can also be evaluated through the sales volume of the products they are in charge with.
          Third, for each store clerk, the store manager and other store clerks should give their personal views on the performance of him or her. In this way, these employees will also learn to cooperate in their jobs.
          Furthermore, it is suggested that bonuses should be given according to employees’ performance. The better they perform the more awards they can get. Through this, employees can be well motivated and be willing to improve their performances.


          澳洲 assignment 代写:华生集团发展和激励员工