超市客户服务管理.pptVIP

店长的角色 人事管理者（续）Personnel Management (cont.) 员工的福利薪酬体系包括员工的薪资，福利费，社险，公积金，外派津贴，招聘等。 Compensation and benefits including salary, welfare contributions, insurance, housing fund, relocation benefits, recruitment. 对于下属的人事管理包括：授权，认可，尊敬，奖励和惩罚。 Personnel management of subordinates: Delegation, Recognition, Respect, Reward Sanction 培训并传递责任 Training and transmission of responsibility 确定工作时间，休息日，午休，就餐时间，制服，更衣间等等。 Scheduling, hours, days off, breaks, meals, uniforms, lockers, etc. 店长的角色 人事管理者（续）Personnel Management (cont.) 培训员、培训协调人，对全店管理团队的培训，是店长的长期责任之一；对于培训或培训类似的学习项目无故缺勤的情况做到“零”容忍。在培训中尽量多作到身体力行，例如：店长亲自参与培训实际上是让整个团队对培训给予重视的最有效方式。 Trainer, training coordinator, coach, remain a permanent responsibility of the store manager towards all members of the management team; zero tolerance for non participation or implication in any and all training modules or programs. To manage by example in this area ie. to personally be involved in training is the most effect method. 店长的角色 人事管理者（续）Personnel Management (cont.) 个人表现评估是店长向自己团队所负的主要责任之一。由人事部汇总的各项表现评估指标不是用来评估员工的工具，而仅供相关员工的领导在进行表现评估时起参考作用。定期的每半年或是每一年的员工表现评估实际上是最行之有效的方法。比起表现评估这一工作形式，其实更重要的是上级与下属直接面对面正式交流的机会。 The performance evaluation is a core responsibility of the manager towards his team. Evaluations prepared by HR based on data collection or indicators are not a management tool for the individual concerned but for the individual’s supervisor. A periodic formalized review of past performance on an annual or semi-annual basis is the most effective method. More important than the content of the review is the face to face formal exchange between boss and subordinate. 个人表现评估与工资调整没有着必要的联系，但是一定程度上能起到促进作用。 The performance review is not necessarily connected to a salary adjustment but as required may help. 店长的角色 人事管理者（续）Personnel Management (cont.) 店长需要同时关注由人事部和财务部所统计出的工作时数，进而计算出的薪资以及社会福利费缴纳的情况，因为店长的主要职责之一就是保证工资支付过程的准确性和合法性。所有的社会福利费用、预提都必须按时纪录在当月的人事费用当中，同时每月的薪资单必须经由店长签字认可方可生效。 HR and finance must not work independently in determini