Clothing Brand: The Main Force Of "Talent Cohesion" In The Next Ten Years

However, for talents, those are international.

In September 2011, 5 Shenzhen.

The letter said that the water should be applied to the higher authorities, and the toilet should also be licensed. After every night after work, they still have to stay overtime to count the goods until two or three in the morning. If there is something stolen in the store, all employees need to be compensated jointly.

In order to hire the manager, the fast retailing company provided a salary standard of up to 5400-6000 yuan.

However, when interviewed, they were told that "the premise is to meet the requirements of the company, otherwise the money will be deducted."

Many applicants said, "although you work 8 hours a day, you have to come in one or two hours ahead of time and work overtime."

In fact, most of the reserve cadres they recruited in 2010 have already left.

In the past year,

In fact, the seven wolves have recently carried out a "big exchange pfusion" between senior and middle managers.

"I can not help them. Their minds or abilities have not been able to keep up with them.

As a result, almost all the directors, including brands and marketing, have been replaced, many of which are Zhou Shaoxiong's many years old.

This is the inevitable choice of Zhou Shaoxiong's new strategy: the seven wolves should be pformed into a retail management mode.

In fact, Zhou Shaoxiong first took his own operation, constantly absorbing nutrients from other enterprises, consultants and books, and went to read EMBA.

Next, he hired a number of consultants to help business departments reset from all angles.

During the period, what he considered most is how to find the right people.

Because, "most of the failed projects are not for the right people."

He said recruitment control is very important.

In fact, when the media asked what scarce resources YOUNGOR was, Li Rucheng replied that it was not capital but human resources.

He said, now everyone likes real estate, so there are not many talented people in the clothing industry.

"The new generation has a strong sense of utilitarianism and a strong sense of self."

What worries him most is: no successor.

More importantly, for many enterprises, inheritance has also arrived at a critical moment.

A few years ago, when he finished his studies in Toronto, Canada, 24 year old Ding Li came to Das Sen's father's clothing and became a merchandiser assistant.

At first, hundreds of cloth made him feel a headache.

After several years of struggle, Ding Li, deputy managing director, made Da Sen a leading foreign trade leader in Jinjiang.

Zheng Xiukang, chairman of Kangnai group, is proud of his daughter's 16 years old practice in the shoe making workshop. His son is Ceng Yuanfu, a famous British school, studying leather design in Leicester.

12 years ago, Zheng Laili worked in Shenzhen after graduating from university.

Zheng Xiukang went to Shenzhen, hoping that her daughter would go back to the family business. So Zheng Laili started from the production line to Deputy group leader and marketing manager, and later became assistant to Zheng Xiukang.

Zheng Laiyi, who returned from overseas study, was promoted to be the general manager of the group after he was in charge of product research and development.

Obviously, the key lies in how to use people.

"What Wenzhou lacks most is talent and reasonable training mechanism."

Zhuang Aitao, the first president of Wenzhou fashion chamber of Commerce Association, said.

For example, many companies in Fujian hold regular meetings with designers and management teams every week.

The design director brings up the problem and discusses it with everyone. The boss makes a summary on the spot and has a clear responsibility.

In Wenzhou, however, he had never heard of such an example.

"The boss of Wenzhou has a common problem, that is, he does not believe in professional managers. He likes to do everything in his own right."

Wenzhou municipal Party Committee Office of a pformation and upgrading of the summary report on this statement.

Therefore, Wenzhou enterprises lack the room for growth of design talents.

In fact, in Wenzhou, a designer has an annual salary of up to 400 thousand.

In Shenzhen, Hangzhou, Ningbo, Fujian and other places, the annual salary of directors can reach more than 1 million.

On the other hand, "many bosses are too strong, the first year is talent, second years are stupid, third years are slaves."

Jiang Hengjie, consultant of China Fashion Association said.

Therefore, we need to change our concept and pay attention to training talents.

In September 28, 2011, the "good luck bird Business School" was completed in Shanghai. "Setting up business schools not only helps employees improve their personal capabilities, but also has important significance for enterprises to retain talents, continue to employ people, and develop their businesses well."

Group Chairman Wu Zhize said.

In May 21, 2009, the EMBA advanced seminar was launched by CABBEEN clothing (China) Limited and the south of the Five Ridges Institute of Zhongshan University. At the opening ceremony of CABBEEN, Yang Ziming led the company's top managers and agents team into the EMBA classroom.

"This is a solid foundation for CABBEEN's next leap."

Yang Ziming said.

In addition, AOKANG has set up the first enterprise university in China's shoe making industry.

In AOKANG University, employees can 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 the north, however, the implementation of the "old belt new" talent replication plan, and stipulates that if 1 assistant shop assistant can not train 2 assistant manager, will not be promoted to store manager; a store manager can not train 2-3 managers can not be promoted to regional managers.

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

"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."

He said.

In the Bao Gai shoe industry park, Zhu Gang, manager of the production department of a shoe enterprise, said that several years ago, when he entered the factory, the enterprise was trained as a reserve cadre and positioned in the field management post.

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

Similarly, in the red bean, pan Jiaxiang, after graduating from university in 2004, he entered red bean as assistant director of the workshop, and became a deputy director of the group trademark factory in 2009 through competition.

More importantly, the red bean line employees are star system.

Star employees are not only subsidized, but also three star employees can be employed as quality inspectors, team leaders and other management positions.

Red beans also hold various training, employees can participate in accordance with their needs.

This not only enables employees to improve their skills, but also allows many employees to win gold and silver in national competitions.

At the same time, at Pruns clothing company, there are more than 3000 training sessions per year, and even send employees to Italy for training.

Of course, the benefits and benefits of employees are also good. There is no room for lunch, and two people have a room, air-conditioner and TV set.

As a result, the employee stability rate has reached over 95%.

This is a new start.