The Perplexity Of Small And Medium Shoe Enterprises In Wenzhou On Talent

From the beginning to the present, the private enterprises in Wenzhou have been successful for over twenty years, and have achieved a large number of private enterprise stars. Their success has once aroused the waves of China's capital market. Moreover, the word "private economy" has been added to the Chinese dictionary. Wenzhou, as the largest private economic development center in the country, attracts thousands of talents from home and abroad with its unique light industrial agglomeration. Wenzhou's economic development can not be separated from the huge role played by these talents.

However, "talent" has long been a headache for many small and medium-sized shoe companies.

At present, the biggest difficulty for small and medium-sized footwear enterprises in Wenzhou is not capital, not market, but shortage of talents. Lack of professional talents has become a difficult point for enterprises to develop.

Only in the autumn of 2006, when the new products were listed in Wenzhou, the author learned from the recruitment information of marketing personnel: there are more than more than 150 large area managers, regional managers, market development, office managers and so on, who are in need of more than 30 large and medium-sized shoe enterprises. There are more than 20 managers and planner managers in headquarters recruitment.

From this, we can see that when the shoe industry is on the market every new season, it is also a time of great changes in the workplace.

On the face of it, enterprises are taking on a new look, but some shoe business owners said: some marketing talents (in fact, planning, administration, production, quality and other posts) also did not get valuable new marketing ideas from a broader channel. In the process of seeking jobs, their mobility was very fast, and Wenzhou was so large that they would often see their shadows and shuttles between enterprises.

Ask some professional managers new ideas, they basically follow the industry leader brand thinking to see the development of the industry, a little "parrot" flavor, although this can make small and medium enterprises less detours, but the original personality of the enterprise has been weakened, so the ultimate career manager can not avoid the fate of the enterprise.

In the background of this kind of workplace, in recent years, some professional managers can no longer find their own higher value points in this circle. They simply start their own businesses.

The line-up is also diverse, and the result is also "how much joy and sorrow". In addition, some professional managers, in order to seek higher development opportunities, from big enterprises to small and medium enterprises, complete a wonderful jump from regional managers to vice president of marketing, "jump" is not successful, and then "jump again"; and some professional managers leave Wenzhou too familiar area, diverting to Guangdong's shoe industry base to rush to gold, and become international mercenaries or "mercenaries" of international brands.

Of course, in recent years, there are not only some cross industry talent elite entering this industry, not only has brought advanced models of other industries, but also made the team of professional managers of shoes enterprises become diversified, and the introduction of talents from different industries has become a new strategy for employers of shoes enterprises.

The reason for the analysis is that bosses and professional managers are different from each other because of their different value orientation. The contradiction is obvious and ultimately intensified, which leads to the diversion of talents.

Some professional managers believe that the boss sees talents as outsiders, and the boss does not give up power.

The boss says that professional managers are not professional, and they are familiar with the process of enterprises. When they encounter development confusion, they lack confidence and want to change jobs. They do not help enterprises to continue to develop. From this perspective, Wenzhou's professional managers only play a promoting role in enterprises.

It is these contradictions that have pushed people to the "edge", and the phenomenon of "people at the edge" has appeared. There are many reasons for the phenomenon of "people on the edge". I want to separately explain the essence of "people at the edge" from the perspective of enterprises and professional managers.

From the angle of enterprises, the "three threshold" of professional managers is a labor intensive industry. The technological content of their products is not very high. The small and medium enterprises are gradually developed from the family workshop. The habitual workshop management mode is still deep-rooted, and some enterprises have always attached importance to output and are good at pursuing wind and imitation, so that the scientific and formal management concept of the market environment can not be applied in the enterprises. This kind of invisible talent has set three "barriers" that can not be crossed, and the talent can only be in the "edge" of the enterprise, and there is no way to integrate in the enterprise.

The management mode of family management is to shut out talents. (1)

As we all know, private enterprises are almost the same family team. The family management mode has its unique advantages in a sense. It virtually protects the dominance of the family in the corporate Kingdom, while its other side clearly shows the insurmountable gap between the family members and the outsiders. Therefore, most intelligent professional managers naturally withdraw.

Family management is the best way to maintain the survival and development. When it develops to a certain scale, has certain capacity and market and owns its own brand, the diversified management space increases with the growth of the enterprise. At the same time, it needs a culture adapted to the development of its own enterprises to mobilize the staff's thoughts of various departments within the enterprise. Under the correct concept, it will become a powerful team to promote the development of the enterprise. Otherwise, the internal culture of the enterprise will be another phenomenon. In Wenzhou, the modern pformation of the family business has become a difficult problem for the shoe enterprises in Wenzhou. At present, it is difficult to adapt to the development of the market. A company is still a young one.

(2), empiricism is making trouble.

Some people say that entrepreneurs lack thinking, enterprises lack talents, and bosses without thinking only operate by experience. The result is that it is easy to imagine that a good person will become a mediocre person when he arrives.

Admitting the past and not looking forward to future development, experience will become rotten and worthless. According to my own experience, habitual empiricism plus family management is an important factor hindering talent strategy. Specifically, within a company, a department should formulate a set of reasonable development plans according to the actual development needs of enterprises and combine with the enterprises. This plan often starts or has not started yet, and will be "rejected" by "we haven't done this before," or "we don't have to invest in" and so on. The new scheme is considered by some bosses to be the beginning of "burn money campaign". This phenomenon is very prominent in small and medium sized shoe enterprises. Experience is a history and a wealth. If an enterprise is only a taste,

Innovation is the way of enterprise development. If an enterprise wants to create new brilliance, it must be good at asking virtuous, retaining the virtuous and using virtuous. If Liu Bei does not have the help of Zhu Geliang, there will be no "Three Kingdoms".

Here is a successful example of a well-known shoe maker who is good at NAC's success. This is explained from the positive side: the chief executive of a shoe company, the chief executive of a shoe company, is bold enough to send emails to the CEOs. The following are the following contents:

The success of marketing is extensive success.

Is it necessary to shift from extensive management to fine operation? Do we need to be more skilled in the use of talents? How can we ensure that enterprises are more scientific in decision-making and where are the real think tanks in decision-making?

What is the real core competitiveness of enterprises?

Is it an individual or a team? Is it marketing or production? Is it a system or culture, or has it not formed yet?

How can the corporate culture change from "boss culture" to "corporate culture" and how to ensure the sustainable development of enterprise culture? How does the boss's thinking land?

We are already an excellent enterprise. How can we stand out from "excellence" to "excellence" and how to stand out in Wenzhou?

How can we ensure the success of enterprises from individual success to continuous success? "The president of the CEO wrote in his own story:" this is a gamble!

"However, he made a bet because the mail got the attention of his boss. When the boss came back from Hongkong to convene a president's office, the boss read it out of the word, hoping to attract the attention of the senior level.

This is a case of a successful CEO.

Nowadays, under the leadership of the boss who knows how to make good use of the enterprise, the enterprise is constantly innovating. The development of the enterprise has become the only trademark brand of the industry in the leather shoes industry. Of course, the president of the company should also make contributions. Because of the development of the president and director of the company, he has also been awarded the honorary title of "the most dedicated professional manager of Chinese enterprises".

(3), accountability is not authorized, spiral target management allows talents to stand at the threshold of the threshold.

According to the author's usual conversation with colleagues and investigation, the most troublesome thing for enterprises to engage in top management is that enterprises are only accountable without authorization. Spiral target management can never see clearly where the target is and how far it is.

As a result, the turnover of senior managers is far greater than the turnover of employees.

We often hear people say: enterprises need to keep their environment, keep their salary, keep their emotions, create a good working environment and create a platform for the common development of enterprises and employees. This is the best way to keep people.

However, in order to ensure the operation of production, many enterprises rely on institutionalized management to support and maintain the work situation of the enterprise. One level, one level, and one level are all accountability systems, where the number of punishment and how much punishment is there, from managers to ordinary employees, everyone feels that they have been placed in a fixed and narrow space by enterprises, and have lost their dynamic role.

There are many business owners who are habitually Pro active, regardless of big or small matters. They do everything by themselves. They do not give any space to manage any power, so that managers feel that their authority is weakened, and their work enthusiasm and confidence have been obliterated. Some creative schemes have been weakened in this situation, and their prestige has also been lost. They even believe that their professional ethics are being obscene by the boss, so they only have to put aside the burden that does not belong to themselves and make another way.

Moreover, many enterprises are not clear about their development goals. From managers to ordinary employees, they can not see the future of an enterprise. The future of an enterprise is like a "spiral ladder". No matter how you climb, you will never see the end.

We often mention the slogan of "mutual benefit, mutual win, mutual prosperity and factory as home", but in practice, we can not provide employees with clear goals, so that people can not find the sense of success, and the natural brain drain.

From the perspective of professional managers (as a case study of marketing professional managers), we analyze the phenomenon of "people on the edge": in Wenzhou, the marketing managers of shoe manufacturers in the first place need to rely on their dedication and ability to adapt to the market. Headquarters marketing managers are also thinking about how to adapt to the "Wenzhou mode" to effectively strive for the survival and development of the workplace.

In career planning, there are many successful professional managers, and some have even become career managers of enterprises. Because career managers can establish a win-win development opportunity with enterprises, and the factors of cooperation supremacy are closely tied to the enterprises. The writer has a friend of shoe enterprises, and he has completed the pformation from "career" to "career". Now he is not only a marketing general manager of a shoe company, but also an important backbone of this enterprise. So, advanced business philosophy can effectively import into enterprises, modernize the family business and realize the steady improvement of enterprises. Now the enterprise has also become a private enterprise with obvious advantages from an ordinary shoe manufacturer.

But in the modern workplace, there are also "iron barracks that can not keep flowing soldiers". The information column of the Wenzhou Metropolis Daily often carries information about shoe companies, including branch manager, office manager, marketing manager, marketing manager, marketing vice president and marketing director.

The reasons for the analysis are: some marketing managers who have worked in the market for several years, because of setbacks in their business, always push their business failures to the general manager. They believe that they are "worth", have deep theories, put on airs and get rid of job hopping.

To put it bluntly, shoe marketing managers still have to put aside the "shelf", the process of long-term running in with advanced concepts and practices, or not having the courage to persist.