Human Resource Management in B&Q China: Upgrading Action (B)
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.
2011，Human Resource Management
2000，International Journal of Human Resource Management
2015，International Journal of Physical Distribution & Logistics Management
Published by：China Europe International Business School