Development Of Textile Enterprises: Human Resource Is The First Point.

< p > enterprises have a problem of attracting people both inside and outside the country. They are known as "human resource management" and "customer satisfaction".

In short, the resources related to "human" are the absolute first resource.

The current industry employment situation makes retaining talents more prominent than recruitment talents. It is not only a test of enterprise management culture, but also an efficient utilization of enterprise management cost.

The implementation effect of many management systems not only stays at the top management concept, but also needs the unity of the internal staff.

And all these externalization should be reflected in the leader position of the market share of enterprises.

After all, management is meant to be heard by ourselves, and products are the ultimate weapon to win benefits.

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< p > < strong > the employees of the two star group are responsible for their duties. < /strong > /p >

< p > If enterprises want to be a century old shop, we must regard sustainable development as a strategic plan for enterprises, and rationally deploy and utilize talents.

The double star group with 60 thousand employees has been in the market for more than 30 years, and has always regarded employees as the first creators of corporate wealth, so that employees can truly become masters, so that the two stars have formed a gratifying polymerization effect under the current situation that enterprises are generally difficult to recruit workers. It has promoted the coordinated development of enterprises' production, operation and technology, and has become the basis and power for enterprises to be invincible in the < a href= "http://www.91se91.com/news/index_s.asp" > market < /a >.

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< p > "a href=" http://www.91se91.com/pioneer/ "> Wang Hai < /a > believes that people who win the hearts of the people can get the world. If they really think about their employees, they can get those employees who have rich knowledge, ability and enthusiasm, so that they can contribute to enterprise development, continuous improvement and business success.

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Less than 20 years ago, Wang Hai put forward the concept of "people-oriented, people-oriented management" and other people-oriented management concepts. It raised human resources management to one of the core management of enterprises, putting personnel and logistics management in the same important position as production and quality. In the first place in Qingdao enterprises, it launched the 3 special holidays, such as Lantern Festival, Mid Autumn Festival and workers' birthday, and so on. P

Wang Hai said that in the 4 major resources of human resources, material resources, financial resources and information, human resources are the first resources. Only by continuously doing well the management of family ties, can employees feel comfortable in work and life, so that the human resources of enterprises can be guaranteed and the enterprises will continue to develop.

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< p > it is the direction of efforts of the two stars to build an enterprise into an employee's home.

Now there are many "couple workers" and "sister workers" in different units.

Double star also attaches great importance to the staff's accommodation, learning and training.

In order to make the "responsible" staff better "take charge of the family", Binxing also held a training course of compound management backbone every year at the "Double Star Education Institute", and constantly increased the training of skilled workers. It not only effectively alleviated the unfavorable situation of the shortage of skilled personnel, but also trained a group of loyal and loyal generals loyal to enterprises and loving enterprises.

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< p > < strong > Busen dress and desalination family is the only thing that is /strong > /p >

For more than a few years, Busen has persisted in the talent concept of "wide gathering", "retention and development", and formed a set of service talents, caring talents and retaining talents mechanism. P

The next step will be to create the second batch of municipal enterprise talent demonstration sites as an opportunity to create a high-quality talent team to provide strong talent protection and intellectual support for the development of enterprises.

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< p > Busen constantly dilute the family atmosphere in the management of enterprises, set up the talent evaluation standard that is "useful is talent" and "have innovation is high-level talent", which highlights the innovative ability and innovative performance of talents, and get rid of the constraints of traditional talent standards.

We should attract talents through many ways, cultivate talents in many ways, make good use of talents, and build a new way of attracting talents.

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"P >" P > to introduce all kinds of talents with the annual growth rate of not less than 15%. At the same time, the senior management staff in the organization are studying the regular MBA or EMBA, and cultivating the higher management talents with broader vision. In 2011, the group has 9 senior middle and senior managers to take part in the MBA national one test and be accepted.

The company also introduces the policy of tuition reimbursement and educational background (skills) to improve the incentive policy and improve the comprehensive quality of the staff.

In cooperation with colleges and universities, a double upgrading course of skills and academic qualifications is set up within the enterprise to ensure training and further training of talents.

We should encourage staff to become successful, strengthen cooperation with vocational skills appraisal departments, and actively organize vocational skills training and appraisal for skilled personnel.

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< p > the company optimizes the service by creating excellent employer brand, improving the salary and welfare level, building the environment of suppository and retaining people, and creating a new height for talent development.

In the establishment of a joint stock company, Busen directly offered about 10000000 shares to the core talents with more than 60 imported and in-house nurseries at the net asset price, so that talents and enterprises could become a community of interests, sharing the fruits of enterprise development, and ensuring that the annual turnover rate of core talents was less than 3%.

In terms of housing that people care more about, Busen actively uses the advantages of subordinate property companies to provide housing subsidies or direct relief and other support to talented people, and appropriately provide first aid and so on.

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< p > < strong > Hua Hua 3509 "double satisfaction" is the golden key < /strong > < /p >.

< p > professor Huang Tieying, a professor at Peking University Guanghua School of management, has written a new round of upsurge in "case study of seafloor fishing".

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< p > covering up and thinking deeply, it seems that we have realized some secrets of the success of "seabed fishing" enterprises: we have a well functioning system of employee satisfaction and customer satisfaction.

This dual degree of satisfaction management system appropriately fits the operation rule of the catering chain industry, namely labor-intensive input and service output.

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< p > in marketing, there is a professional term called "customer delivered value", which refers to the difference between the total value of the customer and the total cost of the customer.

That is to say, the benefit that customers consume from a product is deducted from the difference in the cost of all the costs paid by the customer to the product.

The higher the delivered value of customers is, the higher their satisfaction is.

This will also establish customer loyalty to enterprises.

The customer satisfaction of seafloor fishing is high, which has resulted in the word-of-mouth effect of "viral marketing".

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< p > frankly speaking, at present, China's < a href= "http://www.91se91.com/news/index_c.asp" > textile > /a > industry is still labor-intensive, and whether the adequacy of human resources and the rationality of human resources structure directly determine the success or failure of enterprises.

3509, the market development of the company is moving towards a new era. The organization of the market department of the future enterprise will have an adjustment to adapt to the development of the times, the product structure will be further optimized, the proportion of high-tech products will increase, and some of the military products market will be reoccupied.

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< p > regardless of employee satisfaction or customer satisfaction, it is from the perspective of survival and development of enterprises to consider problems.

Employee satisfaction, labor enthusiasm will also be greatly improved, enterprise development will be more dynamic; at the same time, customer satisfaction, enterprise market share will be in a leading position, enterprise development can be long.

The establishment of an enterprise's "double satisfaction management system" is a golden key to the success of seabed fishing. We should draw lessons from this management experience and wisdom to provide a strong guarantee for the 3509 companies to become the first class textile enterprises in China.

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< p > < strong > Xianyang Jingwei Textile machine keeps people more important than recruitment. < /strong > < /p >

< p > the basic requirement of human resource management is to retain useful talents, bring in excellent talents, train qualified talents, and weed out undesirable talents.

At present, many enterprises have a misunderstanding in human resources management, and think that the primary task of human resource development is to introduce excellent talents, but neglect how to retain useful talents.

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< p > in fact, "retaining talents" is a scientific move for the sustainable development of enterprises, especially for textile machinery enterprises.

Retaining talents can reduce the cost of personnel training, improve work efficiency, increase the cohesion and centripetal force of enterprises, and create a stable and United atmosphere, which is conducive to the rapid development of enterprises and effective control of risks.

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< p > and in reality, many enterprises put too much energy on how to recruit talents. As a result, enterprises continue to invest and train new employees, and employees run away with their skills.

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< p > how to retain talents? First, we must know why people leave.

There are two kinds of factors related to the talent to go: first, he does not like this enterprise; two, he likes it very much, but the enterprise does not provide him with better protection.

As an enterprise, it is necessary to integrate employees into the big family through different channels, and try to eliminate the negative factors that lead to the employee leaving.

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Whether P can retain talents, managers of enterprises play a vital role.

It is the ability to organize, play the role of subordinates, be good at organizing human, financial and material resources. Four, it is good at organizing human power, financial resources and material resources. Four, it is good at empowerment, decentralization, small power decentralization, self importance, small matters to subordinates, and five is good at reform, not stick to rules, and actively enterprising; six is courage to be responsible, high responsibility for superiors, subordinates, customers and society as a whole; seven is the courage to seek new things, the keen sense of new things, new environment and new concepts; eight is the courage and risk to face the crisis in the development of enterprises, and the ambition and confidence to create new situations. As a manager, we should have certain qualities. First, the spirit of cooperation is not to suppress people but to persuade them; two, to make decisions, to make decisions based on fact rather than imagination, with foresight ability; three

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