H&M "Three Pronged Approach" To Create The Best Workplace In The Fashion Industry

Since its entry into China in 2007, the international fashion retailing giant Hennes &Mauritz, H&M has worked hard for seven years, and has opened more than 200 stores in 25 provinces, municipalities, autonomous regions and municipalities directly under the central government.

In 2014, H&M opened 2 flagship stores in Beijing and Shanghai, and actively expanded two or three line cities to bring the essence of the brand to all parts of the country. In 2014 alone, the number of new stores was nearly 70.

In the process of speeding up the development of H&M, talent strategy has always been the core of the company's development. It helps every employee find the best stage for them and build the best workplace in their minds.

One of the driving forces for sustainable development.

"H&M is a value oriented fashion company.

At present, the company has entered a period of rapid expansion. At this point of expansion, the success of the company depends more on our employees than ever before.

Shared values will be closely related to employees who are not geographical and backgrounds.

We hope to create a free and open working environment and provide a diversified development platform for every job seeker who is interested in the fashion industry to provide room for growth and achieve common growth with the company.

H&M Zhang Zhisheng, personnel manager of Greater China and Southeast Asia, said.

Unique enterprise

With the increasing penetration of fashion industry into the Chinese market, the trend, fresh, creative and open working environment has become an important factor for modern young people to choose their jobs.

In H&M, no matter which department works, every day will come into contact with the most popular fashion elements in the current and even next season. The rapid changes in fashion trends and consumer preferences require rapid decision-making in work.

Take the seven values of openness, openness and simplification and pragmatism as the core values.

Culture makes the development of H&M value oriented rather than relying on everything, ensuring that employees can use their knowledge and ability to work quickly.

The internationalized working atmosphere and free and open working environment create a fun, creative and dynamic workplace for employees and attach importance to teamwork.

The combination of international and localization

System training is an investment for H&M. High quality training ensures H&M's business and expansion goals.

The training of combining international and localization is one of H&M's talent strategy.

As a global company with strong local resources, H&M endeavours to ensure that the company's decisions are based on local business needs and meet global policies, objectives and strategies.

In H&M, employees can receive online training on a globally unified electronic platform, or participate in internal training by regional organizations, and all training materials are plated into 34 languages.

In addition, H&M tailored personalized training programs for employees in terms of their grades, positions and development cycles, including entry training, job training, special skills training and leadership training, so as to help employees in the company's good development and promotion.

Diversified development platforms and incentives

H&M encourages employees to take a proactive attitude towards personal development.

The company is willing to provide support for employees so that their employees are capable of taking responsibility.

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No matter what the job is, employees will get the same basic training.

In this way, employees can switch between different business departments and markets.

In addition, H&M also encourages employees to grow together with the company, and make timely internal rotation, promotion and overseas development opportunities.

H&M encourages employees to try new departments, new posts and new markets after successful performance of their jobs, so as to gain internal promotion.

In 2013, a total of 190 employees in China achieved personal development through internal promotion.

In order to encourage employees to serve in H&M for a long time, H&M launched an incentive plan H&M Incentive Program for all employees in 2010.

The Stefan Persson family donated approximately 4 million shares of H&M to the Swedish Foundation, worth about SEK 1 billion.

The fund's capital gains will be distributed to employees on average, regardless of their jobs and wages.

Employees who work for five years (including discontinuous work for five years) qualify.

Generally speaking, when the age of 62 begins to receive dividends, it can start after ten years of work, but it can not start as early as 2021.

The "field" title is the only fashion retail companies that has won the award. In 2013, H&M once again became the "2013 world's most valuable brand top 100" list. In the same year, one of the world's largest brand strategy consultants, Interbrand, released the latest "2013 global best green brand 50" list. H&M ranked again and ranked third in clothing / retail brands. At the beginning of 2014, H&M was named China's leader in sustainable development by DDT and the United Nations development program. In June this year, H&M was awarded the "2014 best responsibility model award" on the basis of its long-term performance in the field of sustainable development. In 2012, H&M was first honored with the "Best Workplace" list released by the excellence workplace Research Institute in Greater China, and won the "2012 best jobs in China".