Run a profitable clothing store

Chapter 44 Recruitment and management of clothing store personnel (4)
Document processing is a major form of scenario simulation, mainly including documents, letters, memorandums, phone records and reports instructed by superiors.By processing about 5 to 10 documents per person at a time, examine the applicant's ability to make decisions, collaborate, write responses and reports, make plans, and organize arrangements.This method is especially suitable for testing initiative, independence, organizational planning ability, cooperative spirit, decision analysis ability, judgment control ability, etc.Official documents can be more or less, generally not less than 5 and not more than 30.

2. Talk to people
Talking with people is mainly divided into three types: receiving visitors, talking on the phone, and visiting relevant people.In this way, the applicant's planning and organizational skills, leadership skills, sales skills, sensitivity, listening skills, flexibility, oral communication skills, tenacity, analytical skills, control skills, and ability to withstand pressure are evaluated.

3. Leaderless group discussions

The so-called leaderless group discussion refers to a group of applicants having a meeting to discuss a problem existing in the actual operation. Before the discussion, no one is designated to host the meeting, so as to understand the psychological quality and potential ability of the candidates, and observe the applicant's desire for power and initiative. , expressive ability, self-confidence, persuasiveness, analytical ability, anti-stress, etc. A test method.Finally, you can also ask to write a discussion record to analyze your ability to express, summarize and make decisions.

4. Role-playing
Assign the candidate to play a certain role and deal with daily management issues, so as to understand his psychological quality and potential ability.

5. Extemporaneous speaking
Impromptu speaking means that the examiner gives a question to the testee, and asks the candidate to make a speech according to the requirements of the topic after a little preparation, so as to understand his comprehension ability, response ability, expression ability, speech and manner, demeanor and thinking mode, etc. .In the recruitment process, clothing stores can use a large number of scenario simulation tests to recruit cashier, sales and other positions and some senior management jobs.However, the simulation is always carried out under certain environmental conditions. If some kind of interference is caused to the applicant due to subjective or objective reasons, the reliability of the test results can be imagined.

In addition, mock tests should also be used according to the purpose of the assessment.For example, if the purpose of the test is to examine the applicant's operational ability, that is an ideal method; if it is to examine someone's potential on a certain issue, other methods or a combination of other methods are required. .

Tips for selecting candidates

For the recruiters of the store, they receive a lot of resumes every day, and how to screen them objectively becomes the first consideration for the recruiters.If the screening criteria are not suitable, some outstanding talents may be missed.But if the screening is too broad, it will increase the interview time and recruitment burden.How to pick out valuable resumes among the resumes you voted for?The following skills for screening resumes need to be mastered by recruiters:
(1) Recruiters can focus on objective content.The objective content mainly includes four aspects: personal information, educational experience, work experience and personal achievements.Personal information includes name, gender, ethnicity, age, education, etc.; educational experience includes schooling experience and training experience, etc.; work experience includes work unit, start and end time, work content, participating project names, etc.; personal achievements include school and work unit Various rewards etc.

(2) Pay attention to personal information and education experience. If these two items do not meet the requirements, there is no need to browse other content, and you can filter them out directly.In the education experience, recruiters should pay special attention to whether the applicant uses some vague words, such as not indicating the start and end time and type of university education.Doing so is likely to confuse the difference between junior college and undergraduate, or the difference between Weipei and adult education.

(3) In terms of work experience and personal achievements, pay attention to whether the description of the resume is organized and logical.For example, when a resume describes his work experience, it lists some famous shops and some senior positions, but what he applies for is an ordinary position, which requires attention.Another resume stated that he has achieved achievements in many fields and obtained many certificates, but from his work unit, it is difficult to have such conditions and opportunities, and such a resume should also be paid special attention to.

(4) The recruiter can judge that there are false elements in the resume, and then directly screen out these resumes.When screening the application form, first screen out some incomplete and illegible materials.Because arranging an interview for this kind of applicant is purely a waste of time. Regardless of his ability, at least his attitude towards this application is not serious. This alone can screen out his application form.

(5) The recruiter should pay great attention to whether the applicant has indicated the name of his past work unit, whether his work experience is consistent with the job he is applying for now, whether his work experience and educational background meet the application requirements, whether he often changes jobs, And whether there is a reasonable reason for this transformation, etc.

Employee work and schedule
After the recruitment of employees is completed, the operator of the clothing store must arrange the work and time of the employees, which specifically includes the following two aspects:

1.working arrangement

Daily job allocation is an important task in employee management. Reasonable job allocation can not only reduce the working time and workload of employees, ensure the healthy operation of the store, but also greatly improve the operational efficiency of the store.

(1) The type and basis of job assignment.Routine work refers to daily fixed work such as receiving customers, sorting, displaying, store hygiene, ordering, cashier, after-sales, warehouse management, etc.; variable work refers to temporary work required for events, auctions, promotions, etc.

In terms of the purpose of assigning jobs, job assignment is to achieve the specific results of improving store efficiency through "job assignment".In order to achieve this, employee jobs must be assigned according to certain rules:

Sales Plan.The sales plan of the store is a necessary basis for planning the work items and workload of the employees. What products, how to sell, and how much to sell in your own store need to draw up a sales plan, and carry out specific work arrangements for employees according to the plan.Generally speaking, the sales plan must have two formats: monthly plan and weekly plan.

performance forecast.Because different time periods will have different sales results, for example, for convenience stores, the performance in the afternoon is better than that in the morning, the performance on weekends is better than usual, and the performance on holidays is better, so the performance forecast must have a week and time The difference is that when making performance forecasts, it is necessary to make the "week-specific performance ratio" and "time-specific performance ratio" of the store.

(2) Store operation statistics.What types of operations are there in the store, what process does it need to carry out, how long does it take, and who needs to perform them... Such issues need to be clearly counted before the store's operations are assigned.

In order to smoothly draw up the job allocation plan and reasonably allocate the workload of employees, the clothing store managers can use the list of key operations to carry out the inventory and statistics of the store operations.That is to collect and organize the actual monthly, weekly, and daily operations in the current store, mark the specific operation content in the store, estimate the amount of work by time, and summarize the time required for the actual execution of various operations in the past into a table.

(3) Personnel allocation.Personnel allocation refers to the specific arrangement of personnel to perform operations according to the operation allocation principle and the store operation statistics table.The business of clothing stores often has significant changes in business volume due to differences in hours, days, and weeks. Therefore, when arranging personnel, it is necessary to consider the setting of appropriate working hours.

For personnel allocation, the weekly allocation plan and monthly allocation plan can be drawn up in advance. In addition to the examination of quantity, the preparation work should also take into account the allocation of quality, that is, the qualifications of employees should be considered.

In addition, the number of employees in the clothing store can also be roughly estimated based on the area.A survey data shows that some clothing stores in France determine the number of employees required according to the store area.For example, a small clothing store with an area of ​​120 to 400 square meters has one employee for every 10 square meters; a large clothing store with an area of ​​more than 2500 square meters has one employee for every 28 square meters.

The personnel distribution of clothing stores is closely related to the amount of turnover, the size of the store area, and the degree of centralized processing of back-field operations.Therefore, it must be carefully planned and arranged to improve the overall efficiency of personnel and enhance the competitiveness of clothing stores.

2.Schedule

There is no rule without rules. As a store, a clothing store must have corresponding rules and regulations to regulate the working hours of employees, so as to ensure the professionalism and image of the store; Affecting the business after clothing will also seriously damage the image of the store.Therefore, it is necessary to set working hours for employees.

When assigning working hours to employees, you can refer to the following methods:

(1) The normal working hours of a clothing store are 40 hours per week (excluding meal time), and the working hours depend on the business district and schedule of each store.

(2) When commuting to and from get off work every day, employees must punch out their attendance cards, and fraudulent acts of clocking in on behalf of them are not allowed.If there is a proxy puncher, both the proxy puncher and the proxy puncher will be given a warning or expulsion.

(3) Employees should commute to and from get off work according to the prescribed time, and those who violate the rules will be dealt with according to the following regulations:

Those who come to work after working hours will be considered as late once, and 10 yuan will be deducted each time.Those who are late more than three times in a month are not considered full attendance.If you are late for more than 5 minutes, you will be deducted 1 yuan per minute.Those who exceed 60 minutes each time will be regarded as absenteeism.

(4) Those who leave work without authorization are regarded as leaving early, and shall be counted as absent from work for half a day.

(5) Check-in processing of store employees on and off work:

①Employees who fail to sign in due to reasons or negligence will be recorded as late once each time (and so on), and should explain the reason to the unit supervisor in person within 3 days, and make up attendance after signing by the unit supervisor, otherwise, those who fail to make up after the time limit will be fined Absenteeism.

②If the sign-in person signs in the wrong column, he or she should submit it to the supervisor in person to sign and indicate the correction.

③ If you are unable to sign in due to official duties, within 2 days after the end of the official duties, present the card in person to the supervisor of the unit for signature to make up for attendance.Those who fail to make up after the time limit shall be dealt with in accordance with item ①.

④ After going to work, if an employee must leave the office due to work, he must obtain the consent of the supervisor before leaving, otherwise he will be punished as leaving without authorization.

⑤The personnel unit should sort out the attendance card on time, and count the number of absenteeism and its cumulative number on a monthly basis. If there is 1 day of absenteeism, 3 days' salary will be deducted, or if the total number of absenteeism days exceeds 1 days within a month, or if the total number of absenteeism exceeds 3 days per year , accidents, sick leave has reached the number of days without pay, or violations of clock-in rules, etc., should be reported for verification.

⑥ The card calculation results on the 1st of each month are all written on the card, or the full attendance list is published on the 2nd. If there is an error, please immediately bring the card to the personnel unit for correction. It will not be accepted after 2 days.

⑦ Supervisors at all levels should strictly implement the attendance check of their employees. If they fail to follow the prescribed procedures, or have concealed and deceived behaviors, once they are found out, they should be punished jointly.

How to manage store managers

The management of store managers can be divided into two aspects:

1. Clarify the job responsibilities of the store manager

The store manager is the highest person in charge of the store where he works, and the operational management of the store manager will directly affect the operation of the entire store.Therefore, the store manager manages the store according to the pre-established business manual, which can not only maintain good cooperation with various departments, but also coordinate and motivate all employees to do a good job in the daily operation of the store, and continuously improve the operating efficiency of the store .

(1) The main job responsibilities and scope of the store manager:
① Specifically include the following aspects:
②Announcement of various directives and regulations.

③Complete the scheduled business indicators.

④Supervision and management of shop staff attendance, appearance, appearance and service specification implementation.

⑤Supervise and audit the accounting and cashier operations of the store.

⑥ Master the store sales dynamics, manage the introduction of new clothing and the elimination of unsalable clothing.

⑦Maintain the cleanliness and safety of the store.

⑧Employee personnel assessment, suggestions for employee promotion, demotion and transfer.

⑧ Handling of customer complaints and opinions.

Quickly deal with all kinds of sudden accidents in the store.

(2) Operation process of store manager:

The daily work of the store manager must grasp the key points within a limited time and strictly implement the established daily work process.

①Clarify the working hours of the store manager.General store opening hours are from 8:10 am to 8:6 pm.Therefore, it is stipulated that the working hours of the store manager, in addition to the full-time work system must be implemented one day a week, are generally attended by the morning shift, that is, the working hours are from [-]:[-] am to [-]:[-] pm. Grasping the two business peaks at noon and afternoon is extremely beneficial to grasping the daily business situation.After the store manager is off work, the management work in the store is represented by a designated person, usually the person on duty.

②Stipulate the work content of the store manager at each time period.

2. The core competencies that store managers should possess
Opening a clothing store is like sailing a ship on the sea, and everything is aimed at the captain's goal.The role of the store manager is like that of a captain. If the captain says: "Our ship will arrive at the port of destination within three days, everyone's main task at present is to go all out and try to make the ship go east." They all have clear goals and know what they should do now, so they can concentrate on following the captain's instructions to complete multiple tasks without worrying about other things.In this way, the ship can travel normally and arrive at the port of destination earlier.

Similar to the work of the captain, the store manager must also clearly understand the goals of the store operation, and accurately communicate the goals to his own shop assistants, so that everyone can work together to achieve the goals.In the process of moving towards the goal, the store manager must have leadership, management and communication skills. These three abilities correspond to the role of the store manager.

(1) Leadership.The core of a clothing store, that is, the leadership ability of the store manager will affect the mood and work attitude of the store staff, thereby affecting the results of the work.Recently, the concept of work of people working in clothing stores has also undergone a great change.According to relevant surveys, the following conclusions can be drawn: in each survey, the number of people who answered "the meaning of life lies in work" is gradually decreasing, while the number of people who answer "besides work, the meaning of life lies in family and interests" is increasing. Increase.Regardless of age group, the number of people who feel that "the meaning of life lies in work" is decreasing, while the number of people who feel that "the meaning of life lies in work" is increasing.

The people working in the clothing store include regular employees, part-time workers and other different people.The store manager must organize the above-mentioned different people and make good use of their specialties.The store manager should not be centered on himself, but should explain the general policy of the clothing store and the business policy and goals of the clothing store to the store staff; They must also be made aware.In addition, the store manager should teach them the meaning of the existence of the store and the meaning of business activities, and at the same time encourage them to work together in all activities in the store.All in all, the store manager is to urge the staff to work independently.

(2) Management ability.The store manager must have certain management skills, because the focus of the store manager's work is management rather than operation.Only when the store manager has the corresponding management ability can he take on the responsibility of managing the daily operation of the clothing store and unite all the employees of the clothing store to complete various economic indicators.

Usually, the job management of clothing store managers is very cumbersome, but most of the content is repetitive routine affairs, accounting for about 70% to 80% of the total workload, and only 20% to 30% are non-routine The business shall be handled by the store manager at his own discretion.As a store manager, as long as he grasps the key points of each operation link of the clothing store, he can basically guarantee the normal operation of the clothing store.The focus of store manager operation management is nothing more than human, financial, material and information needed by modern commercial enterprises.He must effectively use and manage the human, financial, material and information resources of the clothing store, do a good job in daily sales services, maximize customer satisfaction, and finally achieve the scheduled sales plan and profit goals.

3. Communication skills

The store manager should have a strong ability to communicate with people in order to properly handle all kinds of relationships internally and externally as well as between the top and the bottom; Give to other employees in the store to improve the overall quality of the employees in the store.In order to maintain good communication with employees, store managers should pay attention to the following points:
(1) Pay attention to the physical and mental health of employees, and observe everyone's expressions.Make sure to have a communication with the staff every day, and thank everyone for their hard work before closing the store.This is an important means of gaining everyone's trust.

(2) For various notices and tasks, it is necessary to communicate clearly and ensure that employees understand correctly, so as to avoid mistakes caused by misunderstanding.

(3) For employees with negative emotions or difficulties, we must pay attention to communication, listen to opinions, try our best to help employees solve problems, and avoid negative emotions from affecting the work of the entire team.

Methods and skills of managing shopping guides

The management of shopping guides is mainly divided into two aspects:

1. Responsibilities of the shopping guide

The duty of the shopping guide is at the clothing sales site.In the face of customers, a shopping guide is a salesman who communicates directly with customers face to face, introduces products to customers, answers questions raised by customers, and induces customers to make purchasing decisions.Selling products is the duty of a shopping guide, but being a good shopping guide is not just as simple as selling products.Since sales is a matter involving buyers and sellers, from the perspective of customers and clothing stores, the responsibilities of shopping guides include the following aspects.

(1) From the perspective of customers.The responsibilities of the shopping guide include the following aspects:
①Receive customers with heart, and complete the sales target together with the store manager and colleagues.

②Provide high-quality service for every customer.

③Regular phone calls to track target customers and persuade customers to buy new products.

④ Do a good job in pre-sales, sales and after-sales services for customers.

⑤Punctual telephone call back to customers who have made deals.

(End of this chapter)