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连锁药店如若想获得长足发展,人才管理是核心。相对而言,如何从众多员工中挖掘真正的人才,并留给其相应的发展、更迭空间就显得尤为重要。基于此理念,河南美锐大药房早于2011年9月便开启了“PK模式”并因此获得长足发展,同时吸引众多中小连锁进行某种程度的效仿,但结果偶有不如人意。甚至于企业内部也曾因为表面上如此激烈的竞争而发出过“拒绝PK”、“抵制PK”的言论。那么美锐的PK模式核心在哪里?它又和部分旁观者所理解的有何不同?原型:竞争上岗美锐的PK模式具体形成系统化
Chain pharmacies if you want to get great development, talent management is the core. Relatively speaking, how to tap real people from a large number of employees, and leave it to the corresponding development, changing space is particularly important. Based on this concept, Henan Mei Rui large pharmacies as early as September 2011 they opened the “PK model” and thus achieved rapid development, while attracting many small and medium-sized chain to some extent to follow suit, but the result occasionally unsatisfactory. Even inside the company has also been on the surface because of such fierce competition issued “refused PK”, “boycott PK” remarks. So where is the Core PK model? Is it different from what some onlookers can understand? Prototype: The competition of the PK model of Merrill Lynch specifically formed systematic