Interview With Long Yunze, General Manager Of Beijing Textile Holding Company

At the present moment science and technology Innovation and brand The era of innovation winning, the lack of effective professional and technical personnel for enterprises is nothing short of a prerequisite for winning. As the leader of the old textile enterprises, Long Yunze, general manager of Beijing textile holding limited liability company, has a deep view: "talent first development" is an important concept of enterprise development. Talent planning has become an important part of the enterprise's economic development strategy. On the occasion of the upcoming 2012 China Textile Science and technology talent development conference, Long Yunze briefed reporters on the successful experience and strategic thinking of Beijing textile control in talent development.

Personnel training to achieve gratifying changes

Long Yunze told reporters that through the adjustment of the "11th Five-Year" period, there have been some gratifying changes in the structure of Beijing's textile talent team: first, the structure of attracting talents is more reasonable. Before the "11th Five-Year", Beijing textile enterprises always adopted the channels of receiving secondary and technical secondary school graduates. During the "11th Five-Year" period, the number of social talents introduced increased year by year. In 2010, the total number of social talents introduced in the system (295) greatly exceeded the number of graduates accepted in the same period (129), which was 3 times the number of social talents introduced in the 2006 year (99), indicating that the attractiveness of Beijing textile to social talents is increasing. Two, the level of education is constantly improving. The whole system has 5 PhD students and 69 master's degree graduates. All the educational qualifications of the enterprise leaders are above the college level, and the professional and technical personnel with bachelor's degree or above account for 49.8% of the similar personnel. The three is to change the situation of outgoing talents. During the "11th Five-Year" period, 1579 talents were introduced into the whole system, and 574 people were spanferred from the same period.

Construction ideas still need improvement

While pleased with the gratifying changes in the construction of talent teams, Long Yunze also realized that the accelerated development of the group has put forward higher requirements for talent development. He believes that the current problem of talent is not suited to the requirements of spanformation and development. There are four problems:

First, the phenomenon of talent breaking is prominent. In the next 3 years, Beijing's textile industry is facing a new round of turnover of cadres and old people. About 50% of the top managers will reach the retirement age. The reserve talents are obviously insufficient, and the senior professional and technical personnel and technical leaders are seriously lacking.

Two, the mode of encouragement needs to be innovated. There are not many ways to encourage talents, but the incentive effect is not obvious, especially in the lack of innovation in R & D team's incentive. There is a big gap between the income distribution of key posts and the market price, which is not attractive to backbone talents.

The three is insufficient investment in personnel training and education and training. In the case of small profits in the main business, the investment of talent capital is insufficient, and the investment in education and training of some employees has not reached the ideal level. The average education and training investment of the whole system in 5 years is only 0.68% of the total wage.

The four is the unbalanced development of talent work. Few enterprises have little research on the strategy of giving priority to talent development, and have not implemented enough; considering more in the front and thinking less in the long run, more knowledge and less measures, more efforts in recruitment, fewer ways to keep people, and obvious gaps in talent work.

In order to solve these problems, Beijing textile control has set up the "12th Five-Year development plan" of Beijing textile holding limited liability company. According to Long Yunze, the overall goal of Beijing textile control "12th Five-Year" talent plan can be summarized as the "432" project, that is, to build 4 platforms (talents gathering platform conducive to the introduction of talents, accelerate the development platform for talent training, stimulate talents to advance the talent motivation platform, reserve talented people's talent reserve platform), and strengthen 3 teams (building innovative and innovative high-level management team, leading technology professional backbone team, and multi skilled and highly skilled personnel team), so as to achieve two improvement (improve the organic composition of talents and improve the ability and quality of talents).

　　 Long Yun Ze Told reporters that as of the end of 2011, the total number of Beijing textile control system staff was 14736, including 108 senior management personnel, 582 intermediate management personnel, 1402 professional and technical personnel, and 1362 skilled personnel. These professional and technical personnel have contributed to the development of enterprises, enabling enterprises to achieve new leaps during the "11th Five-Year" period. During the "12th Five-Year" period, enterprises will be committed to training 8~10 leading entrepreneurs with strategic vision and leading the development of industry. Through the combination of multi-channel introduction and self-cultivation, 30 professional managers with outstanding professional competence and excellent comprehensive quality will be gathered, so that the proportion of graduates with bachelor's degree or above will reach 90%. Around the spanformation of textile industry, we will build a high quality professional and technical personnel team with high technology level, strong innovation ability, representing the direction of industrial development, and mastering the industry's high-end or latest technology. Efforts should be made to train 20 technological leaders in enterprises, with at least one project leader in each key scientific and technological innovation project, and the proportion of professional and technical personnel will reach more than 12% of the total number of workers. With the emphasis on training compound high skilled talents, we should increase training efforts, broaden the promotion channels, and build a highly skilled personnel team with a large number of echelons, reasonable echelon, versatile skills and excellent skills. Manufacturing enterprises as the main backbone enterprises should have their own chief technicians, technicians and senior technician training of not less than 20.