The Explosive Growth Of Luxury Consumption In China Has Created A Huge Gap In Talent.

China's economy is in a period of pformation.

Whether it's high-end retail or traditional retailing, they are facing challenges.

As a retail industry, human resources managers are more challenging than ever.

A few days ago, HR professionals from several retail businesses discussed the hot topics of retail management in the 2012 China Retail Industry Summit on human resources management.

Explosive growth leads to huge talent gap

Over the past ten years, China's luxury goods market has 20%-30% growth every year.

Experts predict that by 2015, China's luxury goods consumption will reach 29%-32% in the world, accounting for 1/3.

Dior

Ma Zhenya, director of human resources in China, pointed out that the luxury brands in addition to entering the first tier cities in China, they also take second tier cities or even three line cities as some expansion bases, and there are about 100 top international luxury brands expanding in China.

At present, up to 67% of the luxury enterprises in China will increase staffing, and the demand for qualified personnel is very urgent.

It is reported that this year the luxury retail market needs to increase the number of personnel to about 45 thousand, and these employees are limited to one or two tier cities, excluding three cities.

Because many brands have many opportunities to face, so the turnover rate of luxury goods industry is very high.

At present, many luxury enterprises are facing more difficult problems. Because China is a new market, it is difficult for them to find managerial talents with more than ten years' experience.

There is no way to keep pace with the development of the luxury industry at present, but the reality is that luxury companies need each management post to duplicate another manager in second years, but in fact, it is very difficult to achieve talent development.

In addition to management personnel, the most basic sales positions and administrative positions are also facing unprecedented difficulties.

Coupled with the popularity of peer hunting, this makes the luxury enterprises encounter the trouble of growing up in Chinese style.

Usually, for managers above the middle level, they need to be screened by headhunting companies. They often choose one candidate from more than 30 candidates, which involves not only the workload but also the personnel quality.

Foreign intelligence and talent demand

Most of the talent selection of Dior also adopts traditional channels, for example, 50% of them are entered through intermediary and headhunting companies, while 20% of them are recommended internally, while others are obtained through campus recruitment.

In order to cope with the shortage of traditional channels, they have made some very big adjustments since 2008, especially the development of the Internet under the new economic situation, and specially set up a media communication department to interact with them on the Internet and with recruitment needs.

This is the one to one interaction between HR recruitment managers and talents, so as to select management or even elites.

In order to get out of difficulties, some enterprises have to introduce intelligence overseas.

For example, Dior clothing has repeatedly recruited talents in Paris, London and New York to meet local needs in China.

This part of the talent currently accounts for 15% of the total number of talents in the company, including many management posts.

Rapid development of retailing needs urgent management informationization

Fu Bin of Pan zhe technology puts forward his own views on how to adapt to the adjustment and change of the retail chain industry in the new situation of EHR information system.

He said that in the past 20 years, China has seen an average increase of over 14% in the total retail sales of the whole society, especially in the recent 10 years.

China is in retail sales.

The ranking share has ranked the top 10.

This also makes many HR of luxury goods enterprises face more work.

A Swedish company, for example, has been expanding very rapidly in China. At present, there are 600 direct outlets in the whole of China, with over 100 thousand employees in its personnel management.

Fu Bin said that when they were doing project communication, they spent a lot of time on project needs research, including the design of the whole project classification and the first phase planning.

Before the implementation of the system, almost every day, the personnel department will receive 2000-3000 employees' leave sheets and overtime sheets, which need to be manually entered into the system.

After implementing the electronic examination and approval system, thousands of vacation documents were completed in a week, and eventually all of them were pferred to the system.

The monthly salary is reduced from one week to one day.