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Upgrading China'S Footwear Industry To Test The Support Of Talent Echelon

2011/12/17 9:53:00 24

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For this traditional industry team, the shortage of high-end talents and the difficulty of low end workers have become a common problem in the industry.

In the construction of strong shoes and clothing, the strategy of strengthening the country with talents is very important, because talent is the first resource and all strategies must rely on talents.

In the future industry and enterprise development, we must conscientiously study, explore and practice the ultimate solution of human problems, people-oriented, cultivate and build a high-quality talent team, only in this way can we lay the foundation of China's shoes and clothing power.

Today, whether there are opportunities for growth or development opportunities has become the most important condition for many excellent talents to choose enterprises. From the view of most shoe and clothing private enterprises, the growth opportunities and space for enterprises to provide employees are still very limited, and also shows that enterprises are not clear about their own development prospects.

Because some enterprises are short acting and speculative in their business strategies and means of operation, there is no long-term development strategic objective. As employees of enterprises, the prospects for self-development are closely related to the development prospects of enterprises. If there is no hope, some of them will pursue self actualization.

staff

Will choose to leave.

In addition, some enterprises have limited space for their employees to grow. The top of the power structure of family enterprises is closed. The monopoly of family members on the highest power hinders the access of high-quality talents to the highest decision-making level, and restricts the development space of non family members.

In terms of employment level, footwear companies have strong labor intensity and tight working hours, so their training opportunities for employees are also very limited.

If a small and medium-sized private enterprise can not provide relatively superior material treatment, and can not provide the non-material treatment (such as advanced enterprise culture) that meets the needs of the talents and the enterprise characteristics, such a advanced enterprise culture, it is difficult for the enterprises to attract and retain employees.

How to establish a talent team suitable for the majority of SMEs in the shoe and clothing industry? The reporter thinks that we should start from two aspects.

First of all, we should establish modern enterprise system and perfect the internal management of enterprises.

Most of the shoes and clothing enterprises are private enterprises. Capital has strong "three edges" in property rights, that is, kinship, affinity and geopolitics. It has become an important factor that hinders the establishment of modern enterprise system and the establishment of a scientific and effective decision-making and management mechanism for private enterprises.

In order to reconstruct and improve the corporate governance structure of private enterprises, we should adjust the characteristics of the private enterprises on the premise of adhering to the corporate governance structure of the modern enterprise company.

We should clarify the rights and responsibilities of each stakeholder and perfect the mutual restraint mechanism.

Some experts believe that this is the most important measure to build a private enterprise management system and avoid brain drain.

Secondly, establish effective incentive mechanism.

shoes

clothes

The shortage of talent in enterprises is aggravating, and the competition for "people" is becoming more and more intense.

In order to retain talents, many enterprises are in a unified way in terms of treatment, conditions and equity. Small and medium-sized enterprises should respect knowledge and respect talents in the face of fierce market competition, and work hard to establish a scientific salary and incentive mechanism.

According to the different characteristics of talents, such as "on-demand motivation", "timely encouragement" and "moderate motivation", we should pay attention to the effectiveness, fairness, hierarchy and persistence of incentives. We should combine material incentives with spiritual incentives, combine positive incentives with negative incentives, combine internal incentives with external incentives, and give full play to the effectiveness of incentive mechanisms.

Thirdly, the spirit of "people-oriented" corporate culture should be set up.

Only by focusing on people, understanding people, caring for people, and accomplishments in the daily management can enterprises truly acquire a sense of belonging and do not want to leave enterprises easily.