澳洲 assignment 代寫:華生集團發展和激勵員工

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  • 從事人力資源管理工作
     
    一。介紹
     
    華生集團(香港)有限公司成立于1828,在香港(A.S.Watson Group,2013A)。自成立以來,華生集團一直致力于讓人們“看起來不錯,感覺很棒”。目前,其業務已擴展至約34個國家,擁有約8400家零售店,成為亞洲醫療美容領域最大的零售商。最近,該公司在其官方網站上發布了一則尋找店內培訓師的廣告(A.S.Watson Group,2013b)。該公司希望找到一名培訓師,為其門店店員提供量身定制的培訓,并幫助評估門店和門店店員的表現。我對這個廣告感興趣。在基于問題的學習過程中,本文就如何選擇合適的、稱職的員工、如何為這些員工提供量身定制的培訓、如何評價每個員工的績效和門店的客戶服務水平等問題,為華生集團提供一些建議。
     
    2。行業背景和公司背景
     
    近年來,醫療美容行業的競爭日趨激烈。這一領域的新進入者正在努力從老對手手中搶占市場份額,而老對手正在擴大其在國際市場的影響力。擁有180多年歷史的華生集團,成功獲得了亞洲最大的市場份額。除了優質低價的產品外,店員提供的優質服務也一直給很多顧客留下了積極的印象。隨著其組織規模的擴大,對店員的要求也越來越高。如何選拔和培訓新員工成為一個大問題。基于這個問題的重要性,我將分析這個問題并提出一些建議。
     
    三。了解問題
     
    華生集團以零售店的形式運作,店員的表現對顧客滿意至關重要。如果我是店內培訓師,通常需要處理三個大問題:
     
    首先,如何識別和招聘有能力的員工。目前,沃森集團對挑選新店店員并不十分認真。這就導致了一些不稱職的雇員的招聘。
     
    第二,如何為這些店員提供量身定制的培訓。龐大的員工數量使得為這些員工提供量身定制的培訓變得非常困難。必須考慮到時間的花費和成本。
     
    第三個問題是如何評價店員的工作表現和商店的顧客服務水平。目前,公司只根據銷售額來評估門店和店員的業績。這可能太片面了。
     
    四。建議
     
    4.1招聘
     
    公司必須制定更嚴格的招收店員制度。招聘組應包括門店經理、店內團隊領導和人力資源專家,負責挑選候選人。應聘者的能力、個人品質和舉止都應該受到考驗。招聘的目的是尋找腳踏實地、學得快、熱心、負責、外向、有團隊精神的人才。
     
    同時建議所有新員工都要經歷三個月的試用期,這樣才能成為正式員工。在試用期內,店長和其他員工應仔細評估他們的表現。在這個時期表現不好的人不應該被雇用。
     
    4.2定制培訓
     
    小企業部門的培訓往往被管理人員忽視(詹姆遜,2000年)。但事實上,這對整個組織的發展非常重要,特別是對于沃森集團這樣的公司,那里有大量的店員。
     
    如果這些員工順利通過試用期,他們將對他們的能力有更深入的了解。當他們成為正式員工后,應根據他們的不同能力分配工作職責。這樣,根據不同的工作要求,也可以提供培訓。隨著這些員工能力的提高,應該對他們進行進一步的培訓。
     
    所有這些員工都可以接受溝通技能和一般禮儀方面的培訓,而專業技能和產品知識方面的培訓則應提供給不同的員工群體。對于后者,可以將不同商店的員工聚集在一起進行培訓,這樣既可以節省開支,又可以節省時間。
     
    4.3績效評估
     
    績效評估是發展和激勵員工的重要環節。它直接反映了訓練的效果,并為進一步的訓練提供了一些提示(Wilson&Western,001)。員工評價與員工滿意度.

    澳洲 assignment 代寫:華生集團發展和激勵員工

    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 代寫:華生集團發展和激勵員工

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