Human Resource Management in B&Q China: Upgrading Action (B)

• Chen, Shaohui 

Abstract

B&Q　was　the　number-one　do-it-yourself　(DIY)　retailer　in　Europe　and　the　third-largest　in　the　world.　In　B&Q　China,　the　human　resource　management　function　was　weak,　both　at　the　headquarters　and　at　regional　stores.　In　2004,　B&Q　China　had　a　workforce　of　more　than　5,000　employees　and　operated　a　decentralized　model　of　human　resource　management　across　B&Q　headquarters,　regional　offices　and　stores.　This　management　practice　shaped　a　pattern　of　“the　headquarters　taking　care　of　the　headquarters’　matters　and　the　regions　taking　care　of　regional　matters.”　Lily　Chen,　who　had　just　joined　B&Q　China　as　executive　vice　president　of　HRM　and　training,　put　forward　a　proposal　which　suggested　a　series　of　solutions,　including　the　application　of　a　centralized　human　resource　management　model　to　launch　the　job　evaluation　process,　renew　the　job　description　system,　implement　a　scientific　results-oriented　performance　management　system　and　introduce　a　fair　incentive　scheme　with　a　commission　system.　The　case　series　is　suitable　for　human　resource　courses　for　MBA,　EMBA　or　EDP　students.

Keyword

• Performance Management
• Incentive Mechanism
• Centralization
• B&Q China
• Home Furnishing and Decoration
• Human Resource
• Decentralization

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