How To Solve The Problem Of "Iron Runner'S Camp"?

Editor's note:

"Labor shortage" and "wage surge" are threatening.

"Tradition"

In Zhejiang Province, the most developed industrial cluster in China, according to statistics, in 2008, there were more than 810 industrial blocks with an annual output value of more than 100 million yuan, distributed in 175 industries, such as shoemaking, textile and clothing, and the total number of enterprises was 30.84, accounting for 64% of the total industrial output value of the province.

The small industries that are small and unfamiliar seem to be out of sight, but together they form the growth engine of Chinese manufacturing industry and even the whole national economy.

At the same time, although each industry cluster involves different fields and products, it has many common characteristics: most of them are at the end of the global industrial value chain, while the scale of enterprises in the industry is different from the large factories of thousands of people to the small workshops of several people, but it is generally labor intensive.

This also makes China's large and small industrial clusters and entrepreneurs everywhere facing a common challenge: shortage of labor and wage increases.

Foxconn's jumping door and Honda's strike gate were eventually resolved by giving the factory staff a general wage increase of 30%. In addition to the recent minimum wage rise everywhere, people felt a sudden rise in pay rise.

However, for those companies in traditional industrial clusters, the tense employment situation has long intensified their psychological expectation of raising salaries.

Reporters are in contact with a lot of labor.

How to solve the problem of "iron runner's camp"

The two or three month of the year is a headache for business owners and executives.

From time to time, the same feeling came out: the soldiers of iron camp and the flow of water! February and March is the season of fluctuations and job hopping of employees after the new year.

The reasons for job hopping are nothing more than two points: one is the digging of other enterprises; the two is the "ceiling" of staff development.

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Generally speaking, the excellent employees of the first tier enterprises are being picked up by two or three line enterprises, and the two or three line enterprises are being picked up by the three or four line enterprises. "Bringing the doctrine" is considered by many enterprises to be a quicker way than their own training, especially for some core posts of marketing, production and technology, from which the competitors can compete with their competitors, which can not only strengthen themselves, but also weaken their competitors.

Employees stay in an enterprise for a long time. If the position and salary do not increase, or fail to achieve their own growth expectations, or the students and colleagues who are starting out with them are quite different, or they can not learn anything from the existing enterprises and superiors, employees will choose job hopping because of the problem of "ceiling".

Especially for the marketing team and sales team, liquidity is more frequent and intense than other positions in the enterprise.

First, sales, marketing positions, high sales targets, high risks, large fluctuations in income, easy to lead to pressure and income changes too large and unable to change; two, marketing team, sales team personnel all day long to contact the market, broaden their horizons, well-informed, self creation impulse is relatively large.

Seeing that dealers who are much poorer than their backgrounds and conditions can earn money or earn a lot of money, the self starting impulse of "kings and gentlemen is better than anything".

Marketing team members, especially sales personnel, have three choices for career development in the future. First, they develop in the enterprise, and develop to higher positions such as market managers, sales managers, marketing directors, marketing directors, marketing managers, etc. after all, these higher level jobs in a company are limited, resulting in the situation of crowding alone wooden bridges. Two, job hopping to other enterprises, especially the same jobs or higher posts of competitive enterprises, most of the employees' job hopping to such enterprises or jobs is not available in existing enterprises, so they turn to other enterprises to realize their own value. Such employees have job hopping, generally have a strong interest drive; three, employees themselves or partners in entrepreneurship.

Most of these situations are employees' "starting a job while starting a business". With the accumulation of funds, experience, market resources, and connections in their work, they use their resource platform to start their own career.

Opportunities for promotion in enterprises are relatively limited. If it rains, it will inevitably lead to job hopping and competition.

The above two situations have more or less adverse effects on enterprises.

Employees jump to their competitors. They are the "Whampoa military academy" that the original enterprises do for others and become competitors. This is what many bosses don't want to see, unwilling to happen, but sometimes helpless.

Employees choose to start their own businesses, such as taking away the market resources and connections of enterprises, which will surely cause relatively large fluctuations and negative effects on the short-term operation of enterprises.

How to solve the problem of "iron soldiers in the barracks"? Some enterprises have fully realized this problem, and have made positive practice and achieved better market results.

This is the "internal staff entrepreneurship plan".

That is, enterprises provide some financial support to help their own employees, especially those on the sales front line, become their own brand global brand network and regional agents or regional distributors of products, so that their employees can become the dealer owners of their own brand enterprises, and provide workers with a channel and platform for self creation and self realization.

The implementation of "internal employee entrepreneurship plan" is a win-win for employees of enterprises and enterprises.

First, the employees have a steady psychological expectation for the future, and they will work harder and invest more in their work. Instead of being a monk in a day, they always feel like working for others without enthusiasm and initiative. Two, they should enhance their sense of belonging and team cohesion, establish a "firewall Global brand network" for their competitors, and three, employees in the enterprise have a higher degree of familiarity and identity with the company's culture and system. After they become distributors, they will have better coordination and tacit understanding with the enterprises, thus saving a lot of education costs and communication costs between the enterprises and dealers.

How to do well in the "internal employee entrepreneurship plan", first, enterprises must have a clear and written support system for employees' entrepreneurial support, so that employees can have a stable psychological expectation; two, establish a typical example of internal employees' entrepreneurship, let employees see for real, the power of example is endless; three, we must promote the internal entrepreneurship plan in line with the principle of fairness, justice and openness, and form a good supervision mechanism to avoid executives or employees in the enterprise to abuse their power and seek private interests, so as to exclude the existing excellent dealers or appointing mediocre employees or relatives in order to make their own regional agents.

For the majority of small and medium-sized enterprises and brands in the development stage, the "employee internal entrepreneurship plan" is undoubtedly one of the best medicines to crack the "iron camp".

Good use can achieve a win-win situation between enterprises and employees, and greatly enhance the speed of development and expansion of enterprises.