JP2004178080A - Manager evaluation method and manager evaluation system - Google Patents

Abstract

To provide a store manager evaluation method and a store manager evaluation system capable of accurately recognizing a factor related to an improvement in sales results at each sales store and allowing a specific measure to be used to improve sales results to be recognized.
A method for company-wide evaluation of the performance of each sales store of a company having a plurality of sales stores, wherein employees of each sales store communicate the behavior of a store manager and motivate subordinates. , Vector matching, customer orientation, human resource development, role sharing, store sales planning / management, take a questionnaire, compile the results of this questionnaire, and find the average evaluation of all stores for each index Then, at each sales store, for each of the indices, an index that is below the average is presented.
[Selection diagram] Fig. 1

Description

[0001]
TECHNICAL FIELD OF THE INVENTION
The present invention relates to an evaluation method and an evaluation system for evaluating a store manager of each sales store in a company having a plurality of sales stores.
[0002]
[Prior art]
In general, companies with multiple sales outlets should understand the sales performance of each sales outlet in order to improve company-wide sales and promote sales improvement for sales outlets with poor sales results. In many cases, improvement guidance is provided.
[0003]
[Problems to be solved by the invention]
However, companies can understand the performance results of each retail store, but in order to improve sales performance, what factors are missing in the action of the supervisor (manager) of each store, There is a problem that it is difficult to grasp the situation and it is difficult to make an effective and concrete improvement measure for linking to an increase in sales.
[0004]
The present invention has been made in order to solve such a conventional problem, and an object of the present invention is to accurately recognize a factor related to an improvement in sales results at each sales store and to use the results in improving sales results. It is an object of the present invention to provide a store manager evaluation method and a store manager evaluation system capable of recognizing a specific measure for the store manager.
[0005]
[Means for Solving the Problems]
In order to achieve the above object, a store manager evaluation method according to the present invention is a method for evaluating the performance of a store manager for each sales store of a company having a plurality of sales stores. Conduct a questionnaire on at least one of the following indicators (a) to (g) regarding the management actions of
(B) Index for communication behavior (b) Index for motivation of subordinates (c) Index for vector alignment (d) Index for customer orientation (e) Index for human resource development (f) Index for division of roles (g) Store sales planning Indicators related to management The questionnaire results are totaled, an average of a plurality of store managers is evaluated for each index, and for each store manager, an index that is less than the average is presented for each index. .
[0006]
Further, the store manager evaluation system according to the present invention is a system for evaluating the performance of a store manager for each sales store of a company having a plurality of sales stores on a company-wide basis. Data input means for inputting a questionnaire result obtained by conducting a questionnaire on at least one of the following indicators (a) to (g) of behavior;
(B) Index for communication behavior (b) Index for motivation of subordinates (c) Index for vector alignment (d) Index for customer orientation (e) Index for human resource development (f) Index for division of roles (g) Store sales planning Index for management Evaluation storage means for storing each index data input by the input means, calculation means for analyzing each index data stored in the evaluation storage means, and a result of the analysis processing by the calculation means And a display means for displaying
[0007]
【The invention's effect】
In the store manager evaluation method and the store manager evaluation system according to the present invention, the management actions of the store manager at each store include communication, motivation, vector adjustment, customer orientation, human resource development, role sharing, and store sales planning and management. In addition, a questionnaire is given to subordinates, and based on this questionnaire, items that are inferior to other stores and items that are superior to other stores can be recognized, so that the points that are inferior can be easily recognized. This improvement can be achieved.
[0008]
Therefore, a store with poor business performance can grasp the items of the manager's actions that are the cause of poor business performance, and can immediately take an action to improve these items, thereby improving business performance. it can.
[0009]
BEST MODE FOR CARRYING OUT THE INVENTION
Hereinafter, embodiments of the present invention will be described with reference to the drawings. FIG. 1 is a block diagram showing a configuration of a store manager evaluation system according to the present invention. In the present embodiment, a car store will be described as an example of a store.
[0010]
As shown in FIG. 1, the manager evaluation system 1 includes an input unit 2 for inputting a questionnaire result by a store manager and subordinates at each sales store, and a questionnaire result input from the input unit 2 for each item. , An arithmetic processing unit 4 for obtaining a specific factor from the questionnaire results stored in the storage unit 3 to improve the business performance at each sales store, and a processing result by the arithmetic processing unit 4 And an output unit 5 for outputting.
[0011]
In the present embodiment, by focusing on “the behavior of the store manager” which is a factor determining the store management, the behavior of the store manager is evaluated by the store manager himself or his / her subordinates (an employee other than the store manager who works in this store). It finds the shortcomings and advantages of the store and helps improve business performance.
[0012]
Therefore, in the present embodiment, a questionnaire as shown below is given to subordinates, and a 5-level evaluation (5: good, 4: somewhat good, 3: normal, (2: somewhat bad, 1: bad) to evaluate the behavior of the store manager at the store. Hereinafter, this will be described in detail with reference to FIGS.
[0013]
<1. Communication>
First, in the item of “1. Communication” shown in FIG. 2, there are two main headings, “active communication” and “creation of an atmosphere where anything can be talked about honestly”. The contents of questionnaires 1-1 to 1-6 are described.
[0014]
1-1. It ranks the time in several stages to determine how much the store manager communicates with store employees, and gives a score in descending order of conversation time.
[0015]
1-2. According to the number of store employees that the store manager is communicating with, the range of target employees is divided into several ranks, and scores are assigned in order of width.
[0016]
1-3. Regarding the atmosphere when paying attention to store employees, the degree to which the store manager speaks with a positive attitude is divided into several ranks, and scores are given in order of maintaining a bright atmosphere.
[0017]
1-4. In the conversation between the store manager and store employees, rank the degree of frankness of how much you can talk about anything and whether the store manager is creating the atmosphere, and give a score in the order of relaxation.
[0018]
1-5. When giving a job instruction to an employee, the manager's attitude is divided into several ranks according to how much he or she is listening to the employee's thoughts, and scores are given in the order in which the attitude of drawing out comments is given.
[0019]
1-6. The number of event plans that employees can participate in leaving the workplace and the number of employees participating are ranked in several stages, and scores are assigned in descending order.
[0020]
<2. Motivation>
In addition, the items of “2. Motivation” shown in FIG. 3 include three major headings: “Stimulate competitiveness”, “Stimulate attachment to money”, and “Enhance sense of value by valuing individuals”. The content of the questionnaire of each of the items 2-1 to 2-6 shown below is described for each major heading.
[0021]
2-1. The store manager understands the rivalry between store employees, how much it talks about rivals, and ranks the range and time it knows in several stages, and gives a score in descending order.
[0022]
2-2. Based on store performance and strengths / weaknesses, store managers rank in several steps how much indicators they need to focus on and how many employees are informed. Attached.
[0023]
2-3. The store manager ranks in several steps how much the boss is consciously talking about incentives (for individuals or groups) and how many salespeople they are talking to.
[0024]
2-4. As a way to motivate store managers to motivate their employees to achieve their goals, the store manager ranks in several steps what kind of method (bet, prize, etc.) is used, and gives a score in descending order of degree and degree of ingenuity.
[0025]
2-5. When showing numerical targets for work to employees, consider the degree of individual experience / ability and expectation, and set a goal independently. Score in order.
[0026]
2-6. The degree of clarification of the daily work load for employees and the creation of an environment where they can return home with minimum overtime are ranked in several stages according to the status of the stores, and scores are given in the order in which the environment is in place.
[0027]
<3. Vector Matching>
In the item of “3. Vector adjustment” shown in FIG. 4, there is a major heading “Creating discipline and bullying”, and the contents of the questionnaire of the following items 3-1 to 3-3 are described in the major heading. Have been.
[0028]
3-1. The manager decides how much he / she is independently implementing the rules determined for store activities, ranks the frequency of practice in several stages, and gives a score in descending order.
[0029]
3-2. The store manager ranks the store manager's actions in several stages based on how strictly he / she is conscious of "bullying" with the store employees who have broken the rules, and scores the violations in the order of severity.
[0030]
3-3. The store manager is divided into several levels to show how specific the manager's vision and goals are to be communicated to employees as "initiative activities", and scores are given in order of frequency of communication.
[0031]
<4. Customer orientation>
In the item of “4. Customer orientation” shown in FIG. 4, there is a headline of “Adjusting consciousness and behavior toward customers”, and in response to this headline, a questionnaire of the following items 4-1 to 4-3 is given. The contents are described.
[0032]
4-1. In order for store managers to establish a sense of "providing the best service to customers" to employees, rank the number of people who communicate "customer orientation" to the number of levels in a number of stages, and widely and frequently Score in order.
[0033]
4-2. Regarding the services to customers, rank the contents of the services to give the employees thorough guidance on basic operations such as greetings and tea ceremony and other considerations, and score them in the order in which they are perfect.
[0034]
<5. Human resource development>
In the item of “5. Human resource development” shown in FIG. 5, there is a main heading “Set a goal and challenge”, and the contents of the questionnaire of each of the items 5-1 to 5-5 shown below are provided for this main heading. It has been described.
[0035]
5-1. The manager's attitude is divided into several ranks to determine how well the manager understands the skills and abilities of the employee, the strengths and weaknesses of the employee, and how much he / she is helping to overcome. .
[0036]
5-2. How carefully does the store manager convey and discuss information on performance goals and personnel evaluations during interviews with employees? The manager's attitude is ranked in several stages, and scores are given in the order of the interview content.
[0037]
5-3. The manager categorizes the manager's attitude in several steps, how frequently he praise the employees, how scolds the staff, and scores them in the order in which they are doing well.
[0038]
5-4. When assigning roles to managers, the manager considers the degree of each individual's personality and abilities, assigns challenging goals, provides support during execution, and ranks the manager's attitude in several stages. Score points in descending order of leadership.
[0039]
5-5. Within the store, how often the store manager conducts study sessions and provides opportunities to visit the bank, ranks each frequency in several stages, and gives a score in descending order of frequency.
[0040]
<6. Role sharing>
In the item of “6. Role assignment” shown in FIG. 5, there is a headline of “assign roles to human resources”. The contents are described.
[0041]
6-1. The manager evaluates the experience and capabilities of the factory manager and sales manager (or sales leader), classifies the manager's attitude into several ranks depending on how much authority is delegated, and gives a score in the order in which the roles are assigned.
[0042]
6-2. Whether the store manager has grasped the areas of the factory manager or sales section manager (or sales leader) who lacked the skills and lack of experience, and to what extent did the store manager himself complement the field. The complementing range is ranked in several stages, and the score is assigned in the order of widest.
[0043]
6-3. The extent to which the store manager checks, reviews, and supports the division of roles set for employees (such as insurance for showrooms). The manager's attitude is classified into several ranks, and scores are assigned in order of increasing density.
[0044]
<7. Store sales planning and management>
The items of “7. Store sales planning and management” shown in FIG. 6 include “sales policy tailored to store characteristics”, “manage behavior to improve sales processes”, and “move quickly by looking at numbers”. There are three major headings, and the contents of the questionnaire in the following items 7-1 to 7-7 are described for each of the major headings.
[0045]
7-1. In what situations does the store manager think and practice unique sales promotions in order to take advantage of their strengths and overcome their weaknesses? The manager's attitude is ranked in several stages, and scores are given in the order of planning or practice.
[0046]
7-2. To what extent does the store manager communicate the policies of the headquarters and manufacturers to employees, taking into account the situation at the store, and link it to initiatives? The manager's attitude is classified into several ranks, and points are assigned in order of specificity.
[0047]
7-3. To what extent does the store manager have salespeople plan specific sales activities? The manager's attitude is divided into several ranks, and points are given in the order of detailed management.
[0048]
7-4. To what extent does the store manager understand the activity plans and activity reports of each salesperson? The manager's attitude is classified into several ranks, and points are given in the order of proper management.
[0049]
7-5. To what extent is the manager giving specific advice and support to the sales activities of the salesman? The manager's attitude is divided into several stages, and scores are given in order of frequency.
[0050]
7-6. To what extent does the store manager grasp sales volume and gross margin achievement status and control the sales policy? The manager's attitude is classified into several ranks, and points are given in the order of flexible management.
[0051]
7-7. To what extent do store managers grasp indicators for new cars, services, and store profit and loss, and review store management? The manager's attitude is divided into several stages, and points are awarded in the order of proper management.
[0052]
Then, for each of the above-mentioned items, the results obtained by conducting a questionnaire to the subordinates of each store (five-level evaluation) are classified into service and sales, and totaled, and the average of all stores is calculated. By doing so, it is possible to find inferior points and superior points in the item of “manager's action” in each store. If necessary, the result of a questionnaire (self-evaluation) by the store manager may be input.
[0053]
Data as shown in FIG. 7 to FIG. 9 are obtained as a specific aggregation result. In the same figure, hatching is described in the portion of the evaluation point for items that are the same or inferior to the average score evaluation of all stores. In this example, it can be understood that, in the store 1, the item “1-2” of “communication” (see FIG. 2) is lower than the average of all stores for both sales and service. That is, in the store 1, it can be understood that the range in which the manager communicates is equal to or less than the average of all stores, and it is necessary to communicate in a wider range.
[0054]
For items determined to be lower in evaluation than the average for all stores based on the above-described questionnaire results, an improvement program suitable for each store is practiced in order to improve the evaluation of these items.
[0055]
As described above, the store manager evaluation system of the present invention has been described based on the illustrated embodiment. However, the present invention is not limited to this, and the configuration of each unit may be replaced with any configuration having the same function. Can be.
[0056]
For example, in the present embodiment, a description has been given of a vehicle store as an example of a store, but the present invention is not limited to this, and may be adopted in other stores.
[0057]
Further, in the present embodiment, as items for evaluating the behavior of the store manager, (a) an index relating to communication behavior, (b) an index relating to motivation of subordinates, (c) an index relating to vector alignment, (d) an index relating to customer orientation, Although seven items of (E) an index relating to human resource development, (F) an index relating to role sharing, and (G) an index relating to store business planning and management are listed, the present invention is not limited to these. The evaluation can be performed by adopting at least one of the two items.
[Brief description of the drawings]
FIG. 1 is a block diagram showing a configuration of a store manager evaluation system according to the present invention.
FIG. 2 is an explanatory diagram showing specific contents of an index relating to communication behavior.
FIG. 3 is an explanatory diagram showing specific contents of an index relating to motivation of a subordinate.
FIG. 4 is an explanatory diagram showing specific contents of an index relating to vector matching and an index relating to customer orientation.
FIG. 5 is an explanatory diagram showing specific contents of an index relating to human resource development and an index relating to role assignment.
FIG. 6 is an explanatory diagram showing specific contents of indices related to store business planning and management.
FIG. 7 is a first partial diagram of an explanatory diagram showing a questionnaire result.
FIG. 8 is a second diagram of the explanatory diagram showing the results of the questionnaire.
FIG. 9 is a third diagram of the explanatory diagram showing the results of the questionnaire.
[Explanation of symbols]
1 store manager evaluation system 2 input unit 3 storage unit 4 arithmetic processing unit 5 output unit

Claims (5)

A method for evaluating the performance of a store manager for each sales store of a company having a plurality of sales stores,
Employees of each store conduct a questionnaire on at least one of the following indicators (a) to (g) about the manager's management behavior,
(B) Index for communication behavior (b) Index for motivation of subordinates (c) Index for vector alignment (d) Index for customer orientation (e) Index for human resource development (f) Index for division of roles (g) Store sales planning Indicators related to management Aggregate the results of the questionnaire and obtain the average evaluation of multiple managers for each indicator,
A manager evaluation method characterized by presenting, for each manager, an index that is less than the average for each index. The manager evaluation method according to claim 1, wherein the questionnaire based on the self-evaluation is performed for the manager in addition to the employee, and the total is calculated including the questionnaire result of the manager. The employees are classified into two types, namely, a sales employee and a service employee, and a questionnaire result is input for each sales and service employee, and the questionnaire results for each are totaled. The manager evaluation method according to claim 1 or 2, wherein: The index data relating to (a) communication behavior includes two items, (a-1) whether active communication is performed and (b-2) whether an atmosphere is created in which anyone can talk with each other in a straightforward manner. Having at least one of the following:
The index data relating to (b) the motivation of subordinates includes (b-1) whether or not they are acting to stimulate competitiveness, (b-2) whether or not they are acting to stimulate attachment to money, and (B-3) whether at least one of the three items of whether or not the individual is taking action to increase the sense of satisfaction by valuing the individual;
The index relating to (c) vector matching has an item of (c-1) whether or not an action for creating discipline and bullying is performed,
The index data relating to (d) the customer orientation has an item of (d-1) whether or not an action is performed that matches the consciousness and behavior toward the customer.
The index data on (e) human resource development has an item of (e-1) whether or not a goal is set and challenged,
The index data related to (f) role sharing has an item of (f-1) whether or not role sharing appropriate for human resources is performed,
The index data relating to (G) store business planning and management includes (G-1) whether a business policy is tailored to store characteristics, and (G-2) behavior management for improving the sales process. 4. It has at least one of the following three items: whether or not (g-3) an action of moving quickly by looking at a number is performed. The manager evaluation method according to any one of the above. A system for evaluating the performance of a manager of each sales store of a company having a plurality of sales stores,
A data input unit for inputting a questionnaire result obtained by an employee of each sales store performing a questionnaire on at least one of the following indicators (a) to (g) regarding the manager's management behavior;
(B) Index for communication behavior (b) Index for motivation of subordinates (c) Index for vector alignment (d) Index for customer orientation (e) Index for human resource development (f) Index for division of roles (g) Store sales planning Index relating to management Evaluation storage means for storing each index data input by the input means,
Calculation means for analyzing and processing each index data stored in the evaluation storage means,
Display means for displaying the result of the analysis processing by the calculation means,
Manager evaluation system characterized by comprising:

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