How To Break Through The Bottleneck Of Talent Shortage In China'S Garment Industry

As the largest apparel manufacturing and consuming country in the world, the consumption potential of the Chinese market is being stimulated, but the development of garment enterprises is increasingly constrained by the shortage of talents.

The remuneration report of the business data center shows that the phenomenon of outflow of talent in garment industry to other industries is obvious, which has added to the "clothing shortage" of garment enterprises.

On the one hand, the great potential brought by consumption upgrading is on the other hand.

As a result of the bottleneck of development, how should clothing enterprises break through the bottleneck and seize opportunities?

Guangdong apparel industry's salary growth is lower than that of Jiangsu and Zhejiang

From "a boss, two equipment, three houses, four workers" to nearly 600 million of annual sales revenue, nearly 300 self owned shops nationwide, more than 2000 employees, and own brand.

According to reason, the boss should have a dream to laugh, but the boss often complained that many important jobs could not be trusted to entrust the candidates.

It is difficult to say that it is easy to do so. Because of the long term extensive development, the apparel industry has been difficult to eliminate.

Talent problem is the main problem that lies in the pformation and upgrading of enterprises.

"Over the past few years, more and more enterprises are going to be listed. With money, many enterprises find that more and more orders are coming.

Management can not keep up with it, as if many enterprises are running patients quickly, which is a disease of management.

Tang Pinghua, partner and vice president of management consulting company, who has coached many well-known clothing brands, pointed out that the challenge of garment enterprises lies in the lag of talent strategy and management.

"When many enterprises think of the scarcity of talent, they immediately think of paying high prices to introduce talents and hunt talents from headhunting companies.

However, excellent talents are always scarce. At least you can never find excellent talents who can match themselves and meet the rapid development of enterprises in the future.

It is best to establish mechanisms to nurture talents.

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In 2011, the rate of employee turnover was as high as 26.6%. In general, industries with higher turnover rate were relatively high pay growth industries. However, this year's apparel industry's pay growth is not fast enough, and the turnover rate is at a relatively high level.

In the management of salon, which is co sponsored by the strategy and the global market, "the pformation and upgrading of the garment industry, salon's talent to win" management, Li He, a consultant in the business data center, said.

The 2012 clothing industry remuneration report released by the strategic plan shows that the apparel industry's salary growth rate has been in a low level for several years in various industries, while the growth rate of Guangdong's garment industry is lower than that of Zhejiang and East China. Li believes that, from the data point of view, the industry in Southern China is obviously underestimating the salary growth at the beginning of the year, and the actual industry growth rate is much higher than that of the beginning of the year.

Southern China's salary growth rate was higher than the national average growth rate in 2011 and 2012, slightly lower than the salary growth rate in East China.

Li He said that with the development of the clothing industry, the rise of the electricity supplier, the current talent competition, in addition to the original clothing enterprises, there are still many competitors from the industry which did not have much intersection in the past. Due to the continuous increase in the pay of clothing, the loss of many talents in the garment industry to other industries.

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General manager of Guangzhou Fei Gao bag and luggage Co., Ltd. he also pointed out that many enterprises are facing a situation of closure or no profit, and their profitability has not been able to sustain the current level of remuneration.

In terms of high-end talent, it is difficult for enterprises to find the right people.

Tang Pinghua introduced that he had served a company with an annual salary of 3 million strokes of brand president, and it took six months to find the right person.

This phenomenon is not a case in the clothing industry, from middle to high levels, there is confusion that "can't get in or stay".

Tang Pinghua believes that the difficulty of talent in the clothing industry is mainly reflected in several aspects. First of all, the core talent is scarce. The clothing industry growing up with the characteristics of labor-intensive and alternative processing is lagging behind the training of talents in design, brand operation and supply chain management, especially the compound talents who know both design and brand operation, and are familiar with marketing management.

Secondly, the mechanism of selection, use, education and retention of talents is missing or imperfect: lack of scientific human resources planning, resulting in the phenomenon of enterprise personnel echelon, while the internal talent cultivation and incentive mechanism can not keep up with the development requirements of enterprises.

Third, human resources management has not been paid enough attention: the core of management is the management of "human", and the pformation of human resources into human capital has become the core competitiveness of enterprises, which are often ignored by bosses.

Bottleneck for talents in building nest

The high rate of employee turnover in garment industry is a common phenomenon in the industry. It is hard for high-end talents to get it. Often, it is hard to find talents to find the best way.

Liu Hongjun, a partner in strategic planning, believes that there are many reasons for the difficulty of recruiting people, and the social reasons such as the scarcity of compound talents are often excluded. But if the enterprises want to reflect on whether the enterprises will increase the recruitment threshold appropriately due to the high expectations of introducing talents, whether the personnel selection is systematic and proper? What is the soil of the corporate culture? Is the employee's career planning clear? Liu Hongjun summed up the "building mechanism, platform sharing," coping method.

The construction mechanism is to build a more scientific and more attractive mechanism for attracting and retaining managerial talents from the aspects of the management system, system and process of enterprises. Platform is a platform that enables employees to better play their value and a platform that can provide employees with a balance between life and work. Sharing is to say that talent is the owner of an enterprise, and when the enterprise has achieved its results, it must share the benefits and rewards from the development of the enterprise with its employees.

Chen Wei, a partner in strategic planning, believes that in the long run, the employment strategy of enterprises can not always rely on "airborne troops". Foreign monks are not necessarily good at chanting.

Enterprises should set their sights on enterprises and establish learning organizations, mainly focusing on internal training and supplemented by outside.

In establishing the internal training system, Chen Wei provided several suggestions, first of all, to train instead of training, then to provide the environment for career development for employees, third to establish a reasonable evaluation and incentive mechanism, fourth to establish an efficient corporate culture, the fifth one is to boldly authorize, give the internal staff the opportunity to improve themselves and exercise comprehensively, and grow up in actual combat.

Tang Pinghua also pointed out that clothing enterprises need to relocate the human resources department from a strategic perspective. At present, human resources management is often placed in the enterprise after marketing and financial departments.

The vast majority of human resources departments of enterprises are mainly engaged in recruitment, training, staff relations handling, salary and welfare management.

If enterprises want to do well in building "nesting Phoenix", the role of human resources departments in the overall management and operation of enterprises must be changed from the simple administrative functions to the strategic partnership of business management.