The Eleven Helper: The Enterprise Seeks The Right And The Right.

It can be said that we did not know and understand the new era in a timely manner.

However, is this the only factor causing dislocation between enterprises and talents?

domestic

In many job fairs, companies are reluctant to recruit fresh graduates, which is a reflection of this problem.

Many college students need to take 2-3 years to go to work before they can train practical talents.

On this basis, how many enterprises have the ability to train professionals who are suitable for their actual needs? The answer is very difficult.

People who only have theory but have no practical experience give the enterprise a headache; but those who have no experience and no theoretical basis make the enterprise heartache.

Because when a company develops to a certain stage, it will be in urgent need of strategic leadership and professional and technical personnel with professional qualities.

This shows that the lack of professional talents has become a bottleneck that hinders the development of Chinese garment enterprises again.

No matter brand, product or shop operation, it can not be separated from "human" operation. Only by strengthening the application of professionals in practical work, can the core competitiveness of enterprises be formed, and then the gap between Chinese enterprises and international brands can be narrowed.

As far as professional education resources are concerned, we know that professional education in developed countries in Europe and the United States has gone through over 100 years of history. Whether it is clothing design, marketing or visual art, it has undergone many years of market test.

At the same time, in view of the actual demand of enterprises, many applied disciplines, such as commodity planning, purchasing, etc., have been extended. These professional education also provide more applicable professionals for enterprises.

But in our country, professional education is relatively weak. We know that promoting the development of an industry is a necessary and important factor for professionals.

For example, when ZARA entered the Asian market to choose offices, it not only included laws, policies, taxes and other important reference conditions, but also regarded talents as the main reference items.

The reason is very simple: as a garment enterprise famous for marketing, whether local talent can be recruited is related to the success of investment.

So ZARA chose Hongkong in the end, because it was much easier to find high-quality professionals with international expertise in Hongkong than in the mainland.

This is also the reason why many other top international brands have invested their vision in mainland China after ZARA. However, when they entered the Asian market, they did not set their headquarters on the mainland.

At this stage, talents including designers, Chen Li Shi and others, such as commodity planners, visual merchandisers, Chen Li Shi, trainers, and marketers who have theoretical basis and practical work experience, are urgently needed by Chinese garment enterprises.

However, when professional education can not meet the demand in a short time, how can enterprises fill the gap of talents?

Retain talents

For a long time, the difficulty of recruitment is the pain of clothing intensive labor-intensive enterprises. In the face of the "tight" talent, the best way is to retain the existing talents first.

In general, the elimination of front-line staff, the loss of talent in the management of enterprises is also very serious, of which the largest market is the marketing department.

In many garment enterprises, the general marketing staff in a company's working time will not exceed a year, once the enterprise was dug by the competitors, resulting in dozens of people job hopping and badly hurt.

The most important reason for this kind of brain drain is that they can not find a sense of belonging in garment enterprises, and can not integrate themselves with the enterprises.

In general, such problems are mainly caused by the backward management mechanism of garment enterprises.

Looking at the current clothing enterprises in China, there are not a few family businesses.

The disadvantage of family management is that outstanding talents are easy to be excluded from the family and friends of family businesses and unable to display their talents.

In the bitter lesson, some garment enterprises are also reflecting on, trying their best to retain the original personnel, such as the establishment of a sound employment mechanism.

The management of many garment enterprises is still in the stage of relying on people to manage people, and the randomness is very large, causing the enterprises to give rewards and punishments unknown.

Under such a corporate culture and system, everyone is working in the capacity of passing passengers, unable to really integrate into the enterprise, and take the development of enterprises as the foundation of their own development.

Therefore, enterprises must establish a complete and perfect employment mechanism to truly recruit people, make good use of them and retain them.

In fact, clothing enterprises need to grasp more principles and skills of modern enterprise talent management, grasp the psychology of employees, provide material rewards and humane care in addition to salaries, so as to retain talents.

For example, we can plan career for everyone, which is a higher level of human resource management.

In this way, on the one hand, let the talented person have a permanent sense of belonging to the enterprise; on the other hand, it also avoids the frequent flow of talents in the enterprise.

In fact, people all pursue and yearn for success.

But sometimes there is a sense of confusion at the loss of the prospect.

If an enterprise can plan a career vision for everyone, it will enable everyone to take part in the development of an enterprise instead of being an outsider, but a community of destiny between themselves and enterprises, which will greatly stimulate their potential and create higher work efficiency.

Reserve Talents

Some enterprises are planning to take precautions and try to take the initiative when recruiting talents.

According to the Shishi talent exchange service center, before and after the financial crisis, the reserve personnel at the end of the year became a major feature of the employment of the garment enterprises in the city. Many owners changed their traditional employment concepts, recruited some talents in advance, and put them into practice at any time after the implementation of the training.

"Enterprises need to constantly introduce new ideas and new methods to supplement development potential. If there is no reserve force and no rational echelon is formed, it is difficult for enterprises to face challenges."

Lin Shi, a personnel department of a large garment enterprise in Shishi, believes that high-quality compound talents are hard to find and must be recruited in advance.

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The Shishi talent market believes that talent reserve is a way to prevent brain drain and replenish the talents needed for the development of enterprises, and is conducive to the sustainable development of enterprises. Otherwise, it is difficult for enterprises to become bigger and stronger.

Insiders say that talent reserves are the needs of the development of the human consumption market, and enterprises can gradually develop a virtuous circle of human resource replacement through attracting talents and investing in them.

Zhu Gang, manager of production department of a shoe manufacturer in Bao Ge Shoe Industrial Park, said that several years ago, when he entered the factory, the enterprise was trained as a reserve cadre and positioned in the field management position.

Later, from the production leader to the workshop director, Zhu Gang gradually became an important manager of the company.

Many enterprises have said that before they introduced the reserve talents, they set up a reserve plan, set the target positions for talents, and recruited according to their positions.

After the reserve talents enter the enterprise, the enterprise carries out all-round training for them, dredging up the passage of their ascension, and doing their best.

Another form of talent pool is also in progress.

"A lot of enterprises are taking the doctrine now, hoping that good talents will be used, but in fact, when the development of enterprises is large, the real talents still depend on the training of local enterprises. Such a person can be" tailored "according to the culture of the enterprise, with high loyalty and high cost performance.

Zhong Ming, senior personnel manager of Human Resources Department of good boy and Children Products Co., Ltd.

In fact, during the 2008-2009 years of the most intense financial crisis, many garment enterprises also equate the graduating students with the risk. With the economic recovery and the good prospects for the future, the enterprises have changed their previous views. They entered the campus early to recruit soldiers, and even recruited the two or three grade students to enter the enterprise internship.

Recruiting high quality college students to reserve talents is an important talent strategy for enterprises.

From the perspective of training talents, students in professional schools are very good targets.

In order to "reserve" outstanding talents, clothing companies have targeted the recruited students in professional schools.

"Since graduates are looking for jobs, their thinking patterns have been stereotyped and have their own aspirations, which will be different from the employment standards of enterprises."

Therefore, in order to seize the talent resources, enterprises began to lock in the recruitment plan ahead of time.

For example, in the Pathfinder, due to the needs of R & D, recruitment needs are constantly expanding. Besides experienced personnel, the company also aims at some excellent students.

"Students are a piece of white paper. We welcome such R & D personnel to allow us to depict, and we will find many excellent talents to take them as a reserve resource."

March towards learning enterprises

Compared with retaining and reserving talents, tapping the potential from the inside is obviously a more proactive and sustainable long-term talent strategy.

Just returned from the MBA learning class at Xiamen University, Ye Xiandong, chairman of the red and yellow blue group, was busy sorting out lectures and preparing lessons as he did in the past several times. He was prepared to pass on the essence of MBA lessons to his employees through personal lectures.

Ye Xiandong said that this is an indirect way to allow MBA courses to enter enterprises and get off the bus, so that employees can share with them the most advanced management knowledge.

Like Ye Xiandong, the concept of "learning" is being interpreted by many private enterprises in Wenzhou.

Traditional management training, internal staff training, and reading activities have long been nothing new. Nowadays, Wenzhou private enterprises are keen to build enterprise universities, run big schools like "100 lecture circles", engage in brainstorming sessions involving the top domestic creative personages, and invite professors from famous universities at home and abroad to teach them by airplane.

The upsurge of building talent projects and creating learning organizations is taking off in the Wenzhou business community.

At the 2010 Annual National Marketing Summit of AOKANG group recently held, Chen Ruifu, AOKANG group's Chengdu branch, received two great gifts for its outstanding performance: one is Buick Lacrosse car, and the other is AOKANG University EMBA new student quota.

Among the private enterprises in Wenzhou, AOKANG is probably one of the most willing to spend money on training. The annual training cost is more than about 10000000 yuan, and AOKANG also set up the first enterprise university in China's shoemaking industry.

At AOKANG University, employees no longer passively receive training, but take the initiative to choose their favorite subjects, courses or even teachers.

The course is closely integrated with the actual situation of the company, and the system is taught.

"Getting the EMBA student quota of AOKANG university has a magnet attraction for us."

Liang Jiesheng, AOKANG group employee, said.

In Jordan, a comprehensive training system covering all front-line staff and top managers is being built.

Dai Quwen, manager of Human Resources Department of Jordan group, said that no matter whether the new generation of migrant workers recruited from the western rural areas, the newly graduated college students or the senior technical management personnel introduced, the company will formulate detailed career planning and supporting training plans according to their personality characteristics and professional expertise.

Wang Peiran, a graduate of Shandong University, has just entered the 3 months of Joe Jordan, and has established his own development direction with the help of the company: starting from the market supervision, through a series of job rotation, training and re education, and achieving the goal of becoming a marketing executive in 10 years.

He said: "I was confused when I left school, but now I am full of confidence in the future, and I have the motivation to move forward every day."

In addition to the accelerated establishment of learning organizations by large enterprises and large groups, many small and medium-sized enterprises have joined the ranks.

Although they are small in scale, they also incorporate talent cultivation and corporate culture into the development strategy of pformation and upgrading.

A company official said that the pformation of enterprises to develop talents is the key. Many small and medium enterprises are facing the problem of "recruitment difficulty". How to recruit new employees, retain old staff and cultivate good staff is directly related to the future development of enterprises. And through the establishment of learning organization to enhance the cohesion of enterprises and improve the quality and loyalty of employees, it is an effective way to solve this problem.

"Creating a learning organization is the trend of human resource management in the era of knowledge based economy. Only when an enterprise is a learning organization can we ensure that there is a steady stream of innovation, so that we can give full play to the role of human capital and knowledge capital, and also achieve the ultimate goal of customer satisfaction, employee satisfaction, investor satisfaction and social satisfaction."

Zhou Dewen, vice president of the China small and Medium Enterprise Association and the president of the Wenzhou Development Promotion Association of small and medium enterprises, said.