How to retain employees in beauty salons

How to retain employees in beauty salons

Beauty salons need to learn to build a high-performance and effective team if they want to retain employees. The four core elements of team building are reward, respect, growth and culture. Respect rises, salary falls, people can be retained in the short term, respect falls, salary falls, and bosses and employees turn against each other; Respect rises, salary rises, growth space rises, culture is strengthened, and employees are stable and excellent. No matter how hard you try, employees and enterprises can only walk a certain distance together, just the length of the distance.

I. Wages and remuneration

This is the most basic element in internal management. If your beautician can't get a reasonable salary or even meet the most basic material needs, it will be difficult to keep your beautician.

(1) Salary system:

A. pure basic salary, no commission.

Features: stable employees and high loyalty.

Disadvantages: it is easy to form a pot of rice.

Position: High sense of responsibility and loyalty, but low creativity.

B. pure commission, no basic salary

Things: exciting, employees are desperate.

Disadvantages: the team cohesion is not strong-mercenary, lofty, independent and mutually exclusive.

Position: Strong creativity is required, but cooperation is not required.

C. basic salary plus commission

Features: it can fully mobilize the enthusiasm of employees, but it is difficult to formulate and adjust the system in proportion.

Basic beautician-pursuing high elimination: low basic salary and high commission

Being a beautician-pursuing stability: high basic salary and low commission

D. shareholding system

Scientific and reasonable is the general trend in the future, but beauty salons generally lack the basis for implementation and should be flexible.

(2) How do beauty salons set employees' salaries?

A. internal management personnel-based on basic salary

B. beautician-the commission is too high, and the basic salary guarantees the life of beauticians.

C. Special outside salespeople-pure commission

D. employees with special contributions-turn them into partners in the form of joint-stock system.

Second, know how to respect

Respecting your employees is the second element of internal management. If employees can get enough respect at the beginning of their business or when they encounter difficulties, they will stay with you with less effort, but this is only temporary. These are the two most basic elements, which are indispensable. If employees leave their jobs because of these two factors, they are likely to have antagonistic feelings.

Standards to measure whether employees are respected: bosses often ask employees how they feel and let them express their feelings. Management method of employees' opinions: training beauticians.

(1) Classification of employees' opinions: remuneration package, internal management, operation, product technology and service.

(2) Analysis of employees' opinions: sorry opinions-blocking mitigation, rationalizing opinions-timely correcting and solving, creative suggestions-rewarding research and adoption.

(3) Obtain employees' opinions: regular consultation, group discussion and home visits.

Third, room for growth.

When employees stop worrying about food and clothing and get basic respect, growth opportunities and growth space become more and more important, especially those employees with excellent ability. Growth opportunity means that enterprises should always give employees opportunities to learn and exercise, and the growth space requires that the management structure of enterprises should be ideal, and employees can get full and promotion space. Both are indispensable, but if your employees just leave for some reason, they can usually continue to be friends.

(1) Training the all-round development of employees

Responsibilities of beautician: technical service, product sales, customer management, information collection and image communication.

(2) Give employees enough room for growth.

Vertical management structure and employee promotion: beauticians are graded, and the same grade can be divided into trial and formal. Wages are linked to grades. In beauty salons, there is generally no need for a complex management system architecture, and the fewer levels, the better. However, this will easily lead to the lack of room for employees to improve and retain talents. For beauticians who have reached a higher level, we can consider giving relevant training in business management, leaving room for authorized managers of branch stores and chain stores to be non-cooperative operators.

Fourth, corporate culture.

This concept is very big. Simply put, we can understand it as "everyone has the same belief and intends to live in a square job." Corporate culture is not a castle in the air. If we can't do the first three points well, "corporate culture" will become "corporate empty talk". Establish corporate culture-beauty salons are managed through the power of example. If there is a problem in the team, it must be the boss's problem. The boss is a mirror of the team.

Building a team is the premise of building a culture;

Interpersonal communication method: emphasize that the communication between teams must be honest and upright.

Role definition: Emphasize that team members play different roles in the team, and each role should contribute to the same team.

Value method: emphasize that the team must have clear values.

Task-oriented approach: Emphasize the importance of the skills and resources needed by the team to complete the task.

Social identity law: emphasize the establishment of clear team boundaries, form a strong team identity of military families, improve cohesion through effective sharing and communication, and be proud of your team by showing the style of the team.

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