Jiangsu Textile Enterprises Rely On Transformation And Upgrading To Achieve Salary Increase.

After the Spring Festival, Pearl River Delta The manufacturing industry in the Yangtze River Delta and even the western region all appeared. Recruitment difficulties This phenomenon has already passed in the era of confirming China's demographic dividend, which has made textile enterprises feel unprecedented pressure. stay Jiangsu Textile enterprises not only improve their salaries, but also try their best to recruit employees.

　　 The first line operator is the most difficult to recruit.

In the interview, enterprises generally reflected that this year's employment situation is more severe than before. Compared with last year, the recruitment situation is not optimistic. "Talent recruitment is not a big problem, mainly because the front-line workers are more intense than before." Enterprise recruitment personnel said.

Huafang group organized the "Spring Festival" to send their employees home for the Spring Festival. In addition, there are more than 2000 new employees coming through the old belt. "Actually, the resumption of work after the holiday began as early as last November. Before the Spring Festival, the companies were sending people to work in the areas where labor resources were more abundant. The official of Huafang group said that in terms of recruitment policy, the group not only attached importance to raising wages and welfare benefits, but also highlighted the contents of enterprise culture and staff growth.

Sheng Hong group was also short of front-line operators after the year, and the technical workers were relatively stable. However, the company took some measures to ensure that the skilled workers can stay in the company's development. For skilled workers who have worked for a full year, Sheng Hong Group regularly conducts internal professional title selection activities and is directly linked to the salary level. After days of recruitment, Sheng Hong Group's first-line operators have basically met the demand for employment. In order to ensure the employment demand in the next period of time, the company's human resources department also recruited a group of workers in advance to assign to each workshop for study, so that employees could make up in time when leaving. In addition, Sheng Hong also encouraged the returning employees to introduce new employees into the company through publicity and introduction, and introduced regulations to give certain rewards to the old staff who introduced new employees into the factory.

The red bean group started all in the eighth year of the new year, and the old workers returned to the factory on the second day after the Lantern Festival. Because of new projects such as group underwear, pharmaceutical industry expansion and all steel radial tire projects are about to go into operation, red beans have recruited more than 2000 workers, many of whom are new employees.

　　 Using system and development to keep people

After the festival, Zhangjiagang Jinling Textile Co., Ltd. has been gradually put in place, and the logistics department has been helping the new couples to find suitable housing while ensuring their normal room and board. "At work, we strive to create an atmosphere that is more conducive to learning than to help, and to train new employees in order to enhance their understanding of corporate culture, business advantages and future work, so that they can have a sense of identity for their enterprises. In life, we strive to create a harmonious family with rich humanistic spirit." This is Jinling textile's strategy of keeping people.

Huafang group has published a 12 edition of the recruitment special issue by using the enterprise's internal publication "Hua Fang Bao" to give a detailed introduction to the enterprise, stabilize the staff in the same position as the recruitment work, and focus on the emotional cohesion and business guidance work of the employees when they enter the factory, so that they can adapt and identify with Hua Fang in the shortest time. "We must not spend huge costs to recruit employees, but because of poor management, we will lose." To this end, the company has adopted a series of measures: the newly recruited staff, the branch offices designated special person to track services, in the process of entry, accommodation, dining and local life to provide personal services, so that they can form a good first impression of Huafang; for those who are not living enough and sick, to give more help and care. To improve the working environment, all units are required to do well in the production base, workshop site and civilized hygiene work, and assign tasks according to the skill and ability of new employees, so as to avoid their fear and negative emotions. Improve the living environment of dormitories, canteens, and strive to enrich the staff's leisure style and life.

The head of the human resources department of the red bean group told reporters that after the Spring Festival this year, the front-line staff received the "big gift package" of the heavy spring festival pay issued by the group. The annual income of skilled workers will exceed 40 thousand yuan, and it is stipulated in the form of documents by the board of directors of the group. According to the regulations, the annual income of the front line skilled workers (apprenticeships and auxiliary workers) must reach more than 40 thousand yuan, and the group shall give corresponding rewards to the enterprises whose monthly average income exceeds 3000 yuan for the skilled workers in the production line, and the group shall be punished accordingly for the enterprises whose monthly average income is less than 3000 yuan. For the "salary increase" requirement, front-line workers applaud. In the red beans, the front-line staff practice the star system. There are subsidies for star employees, of whom three-star employees can act as quality inspectors, team leaders and so on. There is also a chance to go to university free of charge.

In fact, raising salaries is now a common practice. Although it makes employees happy, the increase in costs is not something that every business can digest. The secret of the enterprises interviewed is to carry out transformation and upgrading, improve labor productivity and increase the added value of products, and speed up the performance management.