Enlightenment From Talent Strategy Behind UNIQLO To Start-Up Companies

Today's

It's a company that wants every employee to think and speak freely, but not before 1990s.

If UNIQLO does not think it is strong enough, if every employee thinks independently, he will lose his way and direction. If the company wants to increase sales and profits, and wants to expand its scale of operation, it must adopt the "dictatorial system". Otherwise, why do we need to make quick decisions and break through the difficulties again and again to achieve higher goals?

The management mode led by such a concept of thinking naturally requires a lot of employees to act as the "hands and feet" of the perfect implementation of the leader's will, not the "mind".

Later, with the increasing scale of the company, the stock exchanges in Hiroshima and Tokyo continued.

And the superposition of factors such as the urgent need to open up the international market, and so on, makes the "dictatorial" system of "one man" has become increasingly immovable.

As a result, UNIQLO's organizational structure and talent strategy began to readjust.

We should be "brains" rather than "hands and feet".

For decades, UNIQLO, led by Liu Jing, is known as "fast": quick thinking, making decisions as early as possible, earnest implementation as soon as possible, making quick mistakes and making quick adjustments.

How can a company with such a huge volume make quick decisions and achieve rapid growth in sales and profits in a rapidly changing global market? The situation is different all over the world. Even in the same country, the actual situation of every city and every shop is different. If the headquarters employs employees as "hands and feet", the company seems to be unable to adapt to the changes and become a dead end.

Therefore, Ryui Masa encourages the company to do "brains" from top to bottom, and every employee should make effective judgments and execution according to the actual situation that he and company encounter.

Ryui Masa said: "the president's words are not necessarily correct.

If everything is carried out conscientiously, the company will fail. "

Moreover, the talents of a company are also cultivated in the atmosphere of employees' minds.

The store manager is the protagonist of the company and has the most say.

In UNIQLO, the store is the core business mode, and the store manager is the leading role of the company.

According to his own experience, Liu has summed up 23 business concepts that are constantly moving. Many of them emphasized that business should adapt to the needs of customers and create the needs of customers.

I think that makes sense.

Because retail stores have to deal directly with all kinds of consumers face to face to meet their various needs every day, this naturally requires flexibility.

Just like the nerve endings of the human body, the reaction to the outside world is the fastest and the most sensitive. The shop is also a place where changes and adjustments are made at any time according to the actual situation, and of course, it will also encounter difficult challenges.

At this time, we need to give the shop manager certain authority.

This is probably the origin of the manager's responsibility system.

Thus, the shopkeeper is required to be a mental worker with keen business acumen, and they are also given the following powers: they can adjust and decide the order quantity according to the location and source level of the store, and can independently decide the display of goods, the mode of store operation, and the printing of advertising leaflets.

Since the shop and store manager is the leading role, the headquarters is a supporting role.

In the middle of the headquarters and shops, there are regional managers, whose names are "supervisors". The main responsibility is not to manage the store managers in the District, but to provide assistance, suggestions and support to the store owners.

Of course, the duties of the store manager are not only to increase sales and profits, but also to manage their own teams so as to make them harmonious and harmonious. In addition, they should train excellent deputy, because the shop keeper can not be in the store all day long. When the shop manager is away, there must be a person to replace his exercise of authority, which is also within the responsibility of the shop keeper.

It is also because of the fact that UNIQLO is pushing the store manager to the important position of the company's leading role, so the store's income is still very high, and if done well, it will be higher than that of the company's headquarters.

Strength and project doctrine

The so-called "strength doctrine" refers to the strength of staff as the sole criterion for appointment and appraisal.

This is also one of UNIQLO's 23 business philosophy: "business should be aboveboard, rewards and punishments are clear, and thorough strength is advocated."

That is to say, for employees, efforts are not made to work hard, whether they get achievements or not.

They all fall directly on the operational level of the personnel evaluation system, and correspondingly, employees will compare themselves with their work at all times.

UNIQLO also advocates "barrier free project doctrine", so that people can complete their work more coordinative in different projects.

This is important for big companies or start-ups, because in today's changing environment, the company's organization must constantly adjust to the needs and changes of work, break the solidified organization structure and fully comply with the needs of customers.

Once the project is reached, the organization can be dissolved after the expected effect is achieved.

In addition, there will be leaders in every project. The original subordinates can be the leader of the project. Of course, the main responsibility of the leader is to coordinate and evaluate the project, and the leader of the project will change immediately according to the change of the content of the project.

In fact, this "barrier free project doctrine" is very similar to the "non Centrality" or "de centralization" of the Internet.

In the Internet world, you never know where the center is. On the other hand, everyone is a center, connecting people through something. This flexible pformation coincides with the essence of project doctrine.

Craftsman Engineering

Ryui Masa believes that managers of a company should preferably be between 30 and 45 years old, because managers of this age have accumulated rich work experience and management experience, and are in the prime of life. Their desire to grow is particularly strong. Their work is full of passion and can infect every employee with passion.

Because he enabled many young people to enter management.

However, clothing technology needs skilled workers at a certain age, in order to solve the problem of how to improve the quality of products.

Ryui Masa once said, "the market of casual wear is really big.

In this huge market demand, the general effort is obviously not enough to produce goods that satisfy the needs of the vast number of consumers.

So, after a variety of explorations, UNIQLO launched the "craftsman project".

Japanese culture pays attention to the spirit of the craftsman (Chinese culture is the same).

For example, wine making, casting swords, making sushi and so on, the so-called "artisans" is to achieve a magical state.

The "craftsman project" of UNIQLO is to recruit skilled technicians who are very experienced in the quality of products such as sewing, dyeing and so on to control the links, and give them high respect and good treatment. Let them play the role of remaining heat, teach the rest of their work to more skilled workers, and supervise and guide the product quality problems from a professional point of view.

This strategy can kill two birds with one stone. The artisans have their own advantages, and the quality of UNIQLO's products has also gained a good chance to improve.

In terms of product design, UNIQLO, apart from designing research institutes to absorb talents, will also choose a more flexible way to cooperate with outstanding designers and creative talents from all over the world to make projects and products. For example, in 2004, they collaborated with architect Ando Tada Xiong and fashion designer KENZO to design competition costumes for Japanese athletes in Athens Olympic Games; and 2008 to 2011 and 2014 with German minimalist designer Jill Sanda, and co operation with former creative director of Hermes, this is the highlight of UNIQLO's flexible use of talents.

Some inspirations for start-up companies

Thinking about it, UNIQLO achieved today's success because of its open environment.

In fact, all companies want to develop, the most important thing is to have and use excellent talents, do good people to their best use, do not waste and use in the wrong place.

And why it has the above talent strategy and personnel specific methods, is also a profound study of the specific circumstances of their company, as well as the company's positioning in the entire business environment, as well as their goals and ideals, to make useful choices for themselves.

Many domestic start-ups and even big companies may want to study UNIQLO in terms of talent strategy, but they need to establish a sense that UNIQLO's talent strategy is used to solve the problem of UNIQLO, and every detail in talent appointment and adjustment in talent strategy is caused by UNIQLO's own problems.

However, we have summarized some experience of UNIQLO's employment and hope to discuss with the start-up companies and readers.

1, nowadays, domestic startups want to build explosive products or services, and they also say they attach great importance to user experience. Then, we should establish a real user centered awareness. This is reflected in the talent aspect, that is, all employees of the company, from the top management level to the basic staff, must work around the products and services, and the whole organizational structure needs to be set up so as to eliminate the waste of talent generated by the organizational structure.

2, there are also a number of start-up companies after a new round of financing, eager to expand the scale and quickly occupy the market and recruit a large number of employees. Later, it found that this has become a drag on the company. For early start-up companies, it is very important to take every step in a smooth and solid way.

3, startups are constantly changing in a changing business environment. Because they always consider flexibility, UNIQLO's "strength doctrine" and "project doctrine" are of great reference value.

4, even if the company is still small, if you have strategic ambitions and make a general strategic vision, it may make the development path and direction of the company clearer.

5, let all employees identification with company goals, objectives and ideas, so that employees can know what they should do, how to cooperate with other departments, and strive for the results of the company's expectations.