The wave of digitization has gone from the front-end consumer service to the talent management and organizational change in the middle and back office.
Editor’s note: This article is from WeChat public account ” Moka Job management system “(ID: sadhrd) , of: Moka Institute.
Recently, Suning acquired Carrefour, and the three major retail giants in Europe have retired. In addition to the impact of new retail, it reflects to some extent that the rising labor cost of the retail industry has brought enormous pressure on the retail industry. In the past decade, the cost of talent has more than doubled, and there is still an upward trend.
Data from: China Chain Management Association
Talent management and labor cost control have caused an unprecedented hot debate. How to lean recruitment? How to effectively get the right candidate at a low cost? Around the topic of talent recruitment, it has also been pushed to the forefront by retail companies HR.
Informatization and digital technology can always provide new impetus to the development of the retail industry. The wave of digitization has gone from the front-end consumer service to the talent management and organizational change in the middle and back office. The unified information fusion capability, automated process promotion capability, and big data analysis capability demonstrated by digitalization provide tangible benefits for retail enterprises to reduce costs and improve recruitment efficiency.
Moka Institute and Moka Recruitment Management System, from the successful practice of many retail benchmarking companies, summed up the internal and external motivation of retail enterprises to re-engineer talent recruitment through digitalization.
External talent characteristics Promote digital upgrades for retail companies
Recruitment is a “blind date” between a company and a candidate.Companies can better understand candidates in order to attract candidates for business use. The Moka Research Institute summarizes the characteristics of high liquidity, multi-channel job hunting, and flexible employment in the inventory of retail talents.
1. The highest turnover position among the retail talents and the crowd is the promoter, leaving the company on average 2.67 months
2. Candidates often seek employment through various channels. In the job search methods of job seekers such as promotional shopping guides and cashiers, acquaintances, direct door-to-door inquiries, and off-store advertising, the proportion of these three channels About 60%
3, the concept of a new generation of job seekers in the retail industry has changed, 73% of candidates prefer part-time employment
The high liquidity and flexibility of candidates means that recruitment is becoming more frequent and more regular; multi-channels represent increasingly fragmented and complex recruitment.
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How to speed up recruitment without increasing the cost of recruiting staff?
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When a channel is fragmented, how can a discrete resume be managed more efficiently? How can the channel effect be clear at a glance?
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Getting to the storeHow can the candidate’s resume be collected quickly?
The digital products show excellent performance in terms of simplifying operations, integrating information, real-time analysis, etc., and retail companies that pursue “human effect” and “practical efficiency” cannot refuse. The digital solution is the “accelerator” for talent recruitment in retail enterprises.
Internal communication efficiency drives digital transformation of enterprises
The Chinese retail industry presents three levels of pyramid management at headquarters, regional and stores. Under the requirements of “standardized” operations, cross-regional communication and collaboration poses enormous challenges for talent recruitment.
1. Information silos make information communication between store managers, HRs, and candidates cumbersome. HR can’t directly get the candidate’s information, and all the information is transmitted by the store manager, which undoubtedly increases the burden on the store manager and is easy to miss.
2, there is no good tool between the store manager and HR to pass information, sort information and retain information. Wechat, mail and other methods require the store manager to spend extra time to organize, which is easy to cause information deviation and information loss.
3, the lack of data makes HR out of control. Lack of statistics on the recruitment data of various stores, the group HR can not know exactly how the recruitment progress, what problems have gone wrong, had to “see the sky to eat.”
4. There is no unified management of candidate information, and it is impossible to form a talent pool. Historical talents are not reused, which further increases the difficulty of recruitment.
The break in the internal recruitment data chain of retail companies makes every HR feel like a blind person. The retail enterprise is calling for more efficient communication, seeking to open the terminal recruitment with digital and intelligent recruitment management system, achieving standardized talent management, and providing enterprises with more flexible and agile recruitment decisions.
In addition to the changes in candidates and the need for internal communication, consumption upgrades and technological innovations are also the driving force behind retail companies seeking digital change. Some people say that digitization is the “accelerator” for talent recruitment in retail enterprises. Some people say that digitization is the “foundation stone.” We stand at the turning point of the times, and the value of digital is waiting for more retail companies to explore.
Data Source 1Zhilian Recruitment “2019 Industry Stability and Mobile Big Data Briefing-Retail and Wholesale” 2 The Research Institute of Retailers of Doummi Research Institute 2011.0553 The Research Institute of China’s Service Industry Grassroots Work and Job Search Status Produced by Doummi Research Institute 2011.0