How To Retain Talent Becomes The Top Priority Of Private Shoe Enterprises

According to the statistics of the Ministry of labor and social security of China, the situation of insufficient supply of urban and rural labor force will continue for a long time. In this new economic era, there are many small and medium-sized enterprises in the tight labor shortage situation. In order to maintain the immediate interests of enterprises, some new recruitment and employment are not standardized, which will damage the short term behavior of the integrity management of enterprises. This time, we continue to invite Zhou Wenhao, a career guidance expert. Private shoe enterprises How to deal with the shortage of labor.

case

　　 Labor shortage Mostly in private enterprises

In view of the current "recruitment difficulties, labor shortage" situation, some recruitment difficulties enterprises have appeared new recruitment, employment irregular behavior. For example, recruitment exaggerates working conditions and remuneration and benefits in order to attract talents, and set up an unpaid training period in specific jobs, so as to extract labor value in disguise. All these opportunistic fraudulent practices not only hurt the interests and confidence of practitioners, but also damage the integrity spirit of business operations, and virtually destroy and impede the healthy development of social employment environment.

Comment

Skillful use of capital resources to retain talents

　　 Zhou Wen Hao 說，要想“招得進、留得住”員工，除了應注意加大招聘的搜索力度和范圍，善用軟性條件吸引人才(如強調企業經營的特點、發展前景與行業優勢、有吸引力的培訓項目、企業文化的特色、細心周到的人文關懷、職業發展的亮點、良好的職業晉升通道等)、充分利用人力資源機構這種社會資源進行積極的配合協同之外，還要加強內部硬環境的打造，在有限的資金條件下，巧用資金資源，將關鍵崗位人員和部分中高層經營管理人才以及重要技術人才與普通崗位人員的工薪福利區別開來，給予他(她)們特殊待遇，“好鋼用在刀刃上”;并竭盡所能地出一些奇招——比如分“夫妻房”，花樣翻新的食譜，有誘惑力的“帶薪假期”等，盡力營造一個健康愉快的工作環境——比如工作場所寬敞明亮，通風涼爽，設備設施盡可能齊全，5S較好，綠色環保等等。

Extraordinary way

Standardize human management and attract talents

"Strengthening the soft environment inside enterprises is also essential." Zhou Wenhao said.

Enterprises should take the initiative to integrate their own development needs, and gradually introduce advanced management concepts and management models in the industry and developed countries and coastal developed areas, such as lean production management, benchmarking management, business process reengineering, excellent performance mode, and even IT information platform, etc., comb and standardize the production or service process of enterprises, improve the technology and carry out technological innovation, so as to improve the efficiency of human resources utilization, reduce the occurrence of defective product or service errors, so that employees can be serious and nervous, and feel happy.

In view of the structural contradiction of "labor shortage", we must establish a long-term internal training mechanism. The training of job specific ability and general ability and core competence of the industry is constantly done, including training and teaching, so that employees can work in enterprises and earn more money.

Spare no effort to carry out various corporate culture construction activities with common vision, mission and values. Through various ways, we should publicize the characteristics of enterprises, the prospects for development and the advantages of the industry, the speech contest of various topics, the writing of internal journals, the creation of excellence, the heart language garden, the internal QQ group, the interest groups of chess and calligraphy, painting and ball games, various learning groups, birthday PARTY, visiting studies, etc., so as to create a strong cultural atmosphere that can keep the employees' hearts and make them "happy without thinking".

Standardized humanized management, such as career guidance (career planning guidance when necessary), psychological counseling, emotional counseling, performance incentives, and so on.

The development and implementation of the "career promotion channel", "professional manager option" and "Employee Stock Ownership Plan" and so on are formulated and implemented. These are the long-term behaviors of the enterprise's personnel, and the "wool comes out on sheep", which does not occupy additional funds.