Recruitment Difficulties In Garment Industry: How To "Panic" In Employment?

Status quo: Labor shortage "Intensified"

In recent years, the phenomenon of "labor shortage" in the manufacturing industry after Spring Festival is almost a hot topic every year. In 2010, Economics The situation is getting warmer and the labor shortage is becoming more and more serious.

Just after the Spring Festival, there has been massive labor shortage in the Pearl River Delta and the Yangtze River Delta. As a labor-intensive industry, cotton spinning enterprises are generally facing difficulties in recruiting workers. Many enterprises Order Constantly, there is "rice" under the pot, but "robbed" not "smart woman". "Labor shortage" has become a bottleneck restricting the development of textile enterprises. Because of the lack of people, some enterprises send people to sit at the coach station and directly pull the new workers who have just got off to the factory. Some enterprises offer a preferential fee of one hundred or two hundred yuan for each recruit to recruit workers. More than 130 enterprises in Ningbo even charter flights to Chongqing to recruit workers. With the "labor shortage" spreading from the southeast coast to the central and western parts of China, the same labor is hard to find in Anhui, Sichuan and other labor exporting provinces.

In the early December, two months before the Spring Festival, some coastal enterprises had already been embarrassed by the loss of old people and the difficulty of recruiting new recruits. In Guangdong, Fujian, Jiangsu, Zhejiang and other provinces, enterprises generally reflected that the "labor shortage" at the end of the year was earlier than in previous years.

In fact, many textile enterprises are faced with the problem of "unable to find workers" all year round, and some skilled workers are more difficult to find. The mobility of the front-line workers in textile enterprises is very large. Jiangsu sunshine Limited by Share Ltd front-line staff has gone through 3000 people in one year, and new recruit 3000 people, accounting for about 1/5 of the total number of textile and garment employees in the group.

Author comments

"Labor shortage" is not new. In fact, since 2003, the lack of jobs in coastal areas has often stimulated the sensitive nerves of the government and enterprises. There are signs that labor shortage is no longer a seasonal phenomenon at the beginning of the year. It may become a norm and necessity in the future, because it has been appearing for several years in succession, and its scale is bigger and bigger, and its scope is wider and wider. Experts generally expressed concern about the "demographic dividend crisis" which appeared behind them. The shortage of labor has become a new problem for a large population like ours. It has been estimated that the current employment gap in the Pearl River Delta region reached 2 million ~300 million, while the whole southeast coastal area is short of work or more than 10 million people.

The low labor cost was once the most obvious advantage of China's textile industry in international competition. With the continuous rising of labor costs and the intensifying of labor shortage, the extensive economic development mode supported by labor dividends must be accelerated.

Industry evaluation

Wang Tiankai, vice president of China Textile Industry Association: "shortage of labor" reflects the urgency of accelerating the transformation of development mode, and the survival state of meager profits is urgent to be realized through adjustment and upgrading. At the same time, the government should further create conditions and optimize the environment for this purpose. {page_break}

The source of recruitment is hard behind.

On the face of it, this year's textile industry has recovered rapidly from the shadow of the financial crisis, and the sharp rise in orders is a direct inducement of "labor shortage" at the beginning of this year. Some enterprises have no long-term plans when they hit the financial crisis, they laid off workers in large numbers, and some enterprises failed to cultivate their emotional and value ties with their workers in daily work. Therefore, once the situation improves, the phenomenon of "labor shortage" is obvious. But seriously exploring the reasons behind "recruitment difficulties" is multiple.

First, the low wage which is not directly proportional to the intensity of labor is less attractive to migrant workers, which is the most direct cause of recruitment difficulties. It is understood that the monthly salary of the textile workers in the Yangtze River Delta region is mostly below 2000 yuan, and only a few enterprises earn more than 2500 yuan per month. Because the labor intensity of the textile front-line workers is large and the production environment is relatively bad, many migrant workers prefer to do less work with their wages and do not want to work in the textile enterprises. Once heard such a true story: a textile enterprise in Jiangsu managed to recruit a group of workers from a poor area in Ningxia. After one or two months, the workers demanded to go home. Asked why they didn't want to do it, they replied, "this job is too tired, so it's better to go home and bask in the sun!"

Secondly, the wage gap between coastal areas and cities in the mainland is shrinking, and the remuneration of enterprises in coastal areas is not competitive. In Sichuan, Anhui, Henan and other places, the monthly wages of workers in textile enterprises have reached 1000 yuan, some close to 2000 yuan. As the pace of industrial transfer quickened, the number of workers in the central and western regions increased, and the number of migrant workers choosing to work nearby became more and more.

Thirdly, most textile enterprises do not have perfect human resources training mechanism, resulting in great mobility of front-line workers. It is not only difficult to recruit workers, but also more difficult to retain workers. In particular, the shortage of skilled workers has made it difficult for enterprises to develop technologies and products. Skilled workers work longer hours, skilled, and understand certain professional knowledge and operation skills, can bring better benefits for enterprises. But skilled workers need time to develop, and enterprises need to work hard in skills training. Many textile enterprises are unwilling to undertake the cost of training workers, which leads to the lack of skilled craftsmen in the industry, so it is very difficult to recruit the people who need it.

Industry evaluation

Zhu Xueqin, trade union chairman of Shanghai Hua RI Clothing Co., Ltd.: the shortage of manufacturing enterprises is skilled workers. With the gradual solution of the three rural problems, the pace of urbanization and new rural construction is quickening, the number of jobs in the township and rural areas is increasing, and some skilled workers can get jobs near their homes. Although the remuneration is slightly lower than those in the developed coastal areas, they can take care of their families nearby, so they are reluctant to go out to work.

Lu Ke Song, chairman and general manager of Jiangsu Fuan cocoon silk Limited by Share Ltd, has led to the problem of "labor shortage", which is not only a problem of low corporate treatment. It should be seen that this is a realistic reflection of the acceleration of domestic industrial transfer and complex changes in the economic structure after the financial crisis. It is also a common problem and a trend problem encountered by the manufacturing industry. The government should attach great importance to it and plan it in a timely manner.

Cracking talent attraction

In the face of "labor shortage", enterprises should constantly think of ways to attract talents, retain talents and explore talents so as to cope calmly when "labor shortage" hits. To retain talents, enterprises need to work hard from two aspects: hardware and software. Many times, to retain talent, a harmonious corporate culture atmosphere, that is, soft environment is even more far-reaching than the hardware environment. This requires enterprise managers to change their way of thinking, more consideration to create a harmonious soft environment, establish a talent gathering mechanism, so as to retain people by emotion, treat people with retention, leave people with mechanisms, and let every employee have their own place, so that every employee can dedicate their own strength to the enterprise wholeheartedly. Only in this way can we not panic when the "labor shortage" comes. {page_break}

　 classic case

Henan Xuchang Yufeng company's tricks

Tips 1: comfortable working environment

Xuchang Yufeng Textile Co., Ltd. eliminated a number of equipment every few years and introduced the most advanced and highly automated first-class equipment in the world. Entering the production workshop of Yufeng company, it is a bright, clean and clean environment. The workers are very easy to operate. As long as the button is pressed, the machine will work according to the program, and if it fails, it will automatically prompt. Automatic winding instead of manual winding in the past, automatic vacuuming greatly reduces the cleaning workload.

Trick two: harmonious corporate atmosphere

Yufeng company nurture corporate culture and cultivate talents through shaping learning enterprises, thus promoting the formation of the core competitiveness of the company. As a matter of fact, Yufeng company relies on talented people to grow stronger and bigger. Through self training and the introduction of talents, the talent gathering mechanism is set up, so that people can be retained by emotion, treated and treated, and people can be saved by mechanism so that every employee can devote their strength to the enterprise wholeheartedly.

Trick three: read the hearts of employees

To retain people, we need to understand the personality, characteristics and requirements of these people. Whether a company can retain talent or not is the key. Song song, chairman of Xuchang Yufeng company, has full trust in the talents he chooses. If the employee has any idea, he will give full support to him. He always said, "I will not treat the people who do it with me, even if I do not do it one day, I will not make everyone hungry, but also better than others." This invisible personality charm can influence people more. This spiritual encouragement is of great significance to the potential of employees.

Trick four: rewards encourage people.

In order to retain talents, Yufeng textile company has spent nearly one million yuan to improve and improve the treatment of employees. For special talents such as electricians, the company implements the package mechanism and improves the income of the existing employees, which greatly motivate them. The company holds two operational competitions every year, with a prize rate of about 25%. In order to attract talents, the company stipulates that employees should be rewarded at least 200 yuan for the introduction of a talented person. If the number of talents is introduced, they will receive more bonuses. This year, the workers who won the first prize in the introduction of talents awarded 2000 yuan per person.

Industry evaluation

Lin Xinxin, coach of the National People's Congress and Fujian Jia Da Textile Co., Ltd.: at present, "80 after" and "post-90s" migrant workers are active in thinking and job hopping is frequent. Many enterprises have tried to retain workers by raising salaries and increasing welfare benefits, while household registration and housing problems are most concerned by workers. It is suggested that the relevant departments should attach great importance to improving and improving the mechanism of normal wage growth for workers and workers, and strive to raise the income level of low-income people. At the same time, it is emphasized that we should conscientiously implement laws and regulations such as the labor law, the trade union law and the collective contract Ordinance, and promote, improve and standardize the wage collective bargaining system in accordance with the law.

Every time I come to Beijing to hold "two sessions" or participate in activities on TV, the workers in the factory will congratulate me with envy. This makes me feel that it is necessary for migrant workers to get their due honor through their efforts so that they can feel that they can also rely on quality work to become "38 red flag leaders" and become "excellent peasant workers". This incentive effect is enormous.

Author comments

In the long run, the rise of labor costs in China is an inevitable trend. In order to solve the problem of employment and strengthen technological transformation, we can solve the problem of labor difficulties fundamentally by using advanced equipment to improve production efficiency, reduce employment, and gradually get rid of over reliance on labor force and strive to transform from labor-intensive to technology intensive.

　　 classic case

Yongsheng Textile introduces advanced equipment from labor shortage.

In order to avoid homogenization competition and enhance the competitiveness of products, Zhejiang Yongsheng Textile Co., Ltd. invested 450 million yuan from Switzerland Lida and Japan Murata introduced 24 sets of technology leading spinning production lines, saving production costs and improving work efficiency. It not only reduces energy consumption and labor cost, but also has advantages in production quality and price. Now Yongsheng Textile production scale is 50 thousand spindles, the number of enterprises has decreased from the original more than 500 to 174 now, and the benefit has been greatly improved.