Fujian Jinjiang Textile Enterprises Attract Taiwanese Talents

Since these days, Gage (China) Weaving and Dyeing Co., Ltd. has been actively recruiting design talents and medium and senior technical talents from Taiwan through various channels. It turned out that the company was preparing a new project. The project needs to be well connected with the technology of relevant industries in Taiwan. It needs to recruit relevant Taiwanese talents as soon as possible to promote the progress of the project.

Gage is not alone. The reporter learned from the interview that in the past two years, thanks to the continuous deepening of cross-strait trade and industry university research cooperation, more and more local Textile and garment enterprises Enthusiastic in introducing Taiwanese talents. Most of these Taiwanese talents have been well integrated into Quanzhou enterprises and played a very active role in the enterprises. However, there are also many "acclimatized" talents, who cannot finally stay in Quanzhou because of various maladjustments such as working concepts and methods.

　 Phenomenon: textile enterprises prosper "Taiwan talent craze"

Since this year, Taiwanese Xu Huijin is no longer alone in the company, because four more Taiwanese partners have joined.

Xu Huijin's Xiangxing Company is a well-known enterprise in the textile industry. Like many local peers, the company highly praises Taiwanese technology and actively introduces Taiwanese technical talents. Based on the good cooperation with Xu Huijin over the past four years, while deciding to launch a new dyeing and finishing project, Xingjiu plans to introduce Taiwanese talents simultaneously. Today, four Taiwanese talents are gradually on the job. In addition to Xu Huijin, Xiang Xing's Taiwan five person team holds key positions, such as the vice president of the weaving business department, the vice president of the dyeing and finishing business department, the director of the production plant, and the manager of the technology department.

"Taiwan's textile industry has developed earlier than the mainland, and there are many things worth learning from enterprises here in terms of technology, production, management, etc. Our boss has been working in the textile industry for many years, and attaches great importance to the participation of Taiwan's technicians," said Lu Hanbiao, deputy general manager of Xiang Xing.

"Gage has cooperated with Taiwan for more than ten years Huaqi environmental protection printing (Cold transfer printing technology) is a successful case of the docking of production, learning and research achievements of textile and clothing across the Taiwan Straits. At present, Huaqi has set up a company with its partner in Taiwan: Fujian Huaqi Energy Saving Technology Co., Ltd., which can be understood as a platform for information exchange. Its main function is to provide technical assistance to enterprises and find enterprises for scientific research projects. " Wang Yanzhu, chairman of Gage, told reporters that Taiwan has many outstanding talents in material research and development, design and marketing, which is what Quanzhou textile and clothing industry lacks.

According to Xu Huijin, more and more textile enterprises in Yinglin and Jinjing have begun to hire Taiwanese talents.

　 Advantages: "experienced and skilled"

"Experienced, skilled, good at communication, and easy to get close to." This is the evaluation of Xiang Xing's staff to the vice president surnamed Xu. According to the employees, Xu Huijin will give a task goal and event when assigning work, and then let the employees play freely without intervention. During this period, if employees encounter difficulties, they can propose to discuss and solve them together. Xu Huijin will also take the initiative to ask if there are any problems that need to be coordinated and solved from time to time.

　　 "Because Vice President Xu knows the enterprises in the mainland of China very well, he has no problem communicating with the leadership and employees. On this basis, he also has his own management model: trust the employees, let them do it freely, and guide them when they encounter difficulties. This practice has mobilized the thinking ability and enthusiasm of employees to the greatest extent. Over the past few years, the whole team has formed a good team Good atmosphere for technology discussion and obvious improvement of technical level. " Lu Hanbiao concluded.

It is also clear that Taiwanese executives attach importance to technology from the new Vice President Xiang Xing You Shuitou. This Taiwanese compatriot who has worked in the textile industry for many years joined Xiangxing and became the head of Xiangxing's dyeing and finishing business department. After joining the company, its first task was to suggest the recruitment of more than 30 textile students from colleges and universities in the province to reorganize the technical team.

"He believes that high-end dyeing and finishing is particularly important in technology, especially after finishing technology, so he advocates introducing talents and strengthening the team building of laboratories and testing rooms, so that quality research and development can be guaranteed. This is a good thing for our enterprise and has led to the quality improvement of the entire technical team." Lu Hanbiao said.

Wang Yanzhu said that in addition to Taiwan's industrial advantages, an important reason for the company to recruit Taiwanese talents is that the professional ethics of Taiwanese talents are very high, and they take their work seriously and in principle. At the same time, the loyalty of Taiwanese talents is also high.

　 Shortcomings: differences between ideas and cultures

It can be said that the working status of the five Taiwanese talents working in Xiangxing is the epitome of the majority of Taiwanese talents working in the mainland, but there are also a few Taiwanese talents working in Quanzhou unsatisfactory.

For example, in 2008, there was a family in Jinjiang Textile enterprises Hired a famous Taiwanese high technology engineer in the industry. However, due to different cultural concepts, the senior engineer is quite self-centered in his work and often conflicts with his employees, so he cannot integrate into the enterprise.

"Taiwanese people pay more attention to the steps of doing things. What they do first and then is more standardized, while mainland talents are more flexible in their way of doing things, and usually do not do things completely according to the standard." Liu Jinfu, secretary-general of the Jinjiang Taiwan Association Friendship Association of Quanzhou City, Fujian Province, said that the working methods, ideas There are some differences between thinking logic and mainland talents.

"When I first came here, I often heard employees say 'basically completed' when they reported their work, and I wondered, what is' basically completed '? Is it completed or not? Later, I found that it was the idiom of mainland employees. There are also languages such as' almost', which we will not use." Xu Huijin introduced.

Wang Qingming, deputy general manager of Jinjiang Xinhefa Plastic Printing Co., Ltd., once served in Taiwan funded enterprises, and he had a deep understanding of the "competition" of Taiwanese talents. He said that there are indeed some cultural differences. Taiwan's talent work is more professional, and they go to and from work on time. They work efficiently during working hours. They leave work at the end of the day. They don't like working overtime very much. Especially at weekends, they usually have all kinds of relaxing entertainment and don't like being disturbed. Comparatively speaking, local talents are less emphasized on this point.

　 Suggestion: play the "family card" to stabilize talents

A series of advantages, such as rich experience, excellent technology and serious work, make local textile enterprises favor Taiwanese talents. However, the differences in talent culture and ideas between the two sides of the Taiwan Straits do give many textile enterprises who are interested in recruiting Taiwanese talents a headache. Just like Gage, who is actively recruiting Taiwanese talents through various channels, once recruited, he will immediately face the problem of how to promote the landing of Taiwanese talents in enterprises.

"Personally, I think that enterprises should follow SOP, namely standard operating procedures, which is more in line with the way Taiwanese talents do things. They are also better able to lead people in work, and the work efficiency of enterprises will be higher." Liu Jinfu said that local enterprises still need to continue to improve their standardized operations.

Wang Qingming believes that in order to achieve a good integration between mainland enterprises and Taiwanese talents and achieve a win-win result, enterprises should consider from two aspects. One is communication. The boss of an enterprise should have good communication with talents, so that he can understand the boss's real ideas and the vision of enterprise development, so that they may be interested in the enterprise, and then really stay in the enterprise.

On the other hand, it is the problem of family members. Taiwanese people attach great importance to their families. They want not only work but also life. They hope to take good care of their families when their work is satisfactory. "Many of them have to go back once a month because of their families' concerns. If their families and children can go to school and find jobs, then people will be more stable. If this cannot be solved, then they can also be given more benefits, such as home leave and other family related benefits."