苏宁：以零售为中心的同心多圆战略与人力资源管理（B）

With the development of business, Suning gradually established its "concentric circles" strategy which puts retail at the core and compasses eight business sectors. In order to coordinate with the strategic adjustment, Suning restructured the organization into a "joint fleet" under the strong headquarters, and independently operated multiple businesses (see case A). At the same time, Suning is faced with challenges in personnel management. With more talent from the information technology, finance, cultural and creative industries joining Suning, its talent structure became more diversified plus its existing traditional front-line employees, couriers and managers. Changes in business priorities have resulted in a structural shortage of talent while changes in business models and the development and use of various tools have raised higher requirements for talent capabilities. Moreover, employee attrition rate is rising. To this end, Suning established its talent echelon from the perspectives of talent selection, education, deployment, and retention, and underpinned its "concentric circles" strategy through its corporate culture, training framework, and incentive plans. What kind of human resource management framewok can fully release the potential of talent with different background to realize Suning's pan retail strategy? This case reviews the human resource management practices under Suning's "smart retail" transformation.