Four Mechanisms To Promote Sustainable Development Of Garment Enterprises

< p > early 2012, a survey report of Tsinghua University showed that the current employment of migrant workers in China is generally facing the trend of "short working".

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< p > the report indicates that the new generation of migrant workers has a high frequency of changing jobs, and the short duration of each job is not only bad for their own improvement, but also a headache for the employment enterprises.

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Fu Ya, director of the office of Kangnai group, was deeply touched by this. He said, "the concept of employees after 85 and after 90 is very different from that of" P ".

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< p > "if the monthly salary is 1800 yuan now, if someone comes to 2000 yuan, many young people will pull away."

Hu Ying, the blue and blue personnel manager, said.

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< p > nowadays, the new generation of migrant workers like to go to Internet cafes to earn money, and even do not want to live in collective dormitories provided by enterprises for free. The reason is simply that management is too rigid. As long as they make a phone call to say hard work, their parents will let them go home.

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Qiao Jing, director of personnel affairs of P A, "_blank" href= "http://www.91se91.com/", "dress less than /a", said that employees with high loyalty are hard to find.

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< p > "now recruit people, resume written on a business for more than 3 years, we evaluated him as high loyalty, rush to recruit.

But in foreign countries, at least 8 years in a business will be considered high loyalty. "

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< p > Jinjiang Olympic gold knitting "a target=" _blank "href=" http://www.91se91.com/ "clothing" /a "before the company has also been troubled by it.

In 2011, the company donated shares to all employees, so that hundreds of employees became the owners of the company.

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< p > according to Ding Mingquan, chairman of Jinjiang Olympic gold a href= "http://www.91se91.com/news/index_c.asp" > knitted apparel < /a >, the company implemented equity reform for only half a year, the number of employees increased by 15% over the same period last year, the output value increased by 30% over the same period last year, and the company's efficiency and staff's average income increased by 15%.

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Ding Mingquan's move even attracted the attention of international venture capital companies. A venture capital company in Holland had promised to inject gold into the company by installments. The first capital was millions of yuan, and the second investment was up to 20 million yuan. P

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Similarly, Zhejiang popular a target= "_blank" href= "http://www.91se91.com/" > shoes /a > Industry Co., Ltd. also adopted this practice. "P"

Just after the Spring Festival of 2011, the employees of this enterprise have already returned to work.

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< p > "we returned to our company at the beginning of the month six. We are doing great work here."

Chen Guotao, from Nanchang, Jiangxi, said that he had worked in the company for two years. After the Spring Festival this year, he returned to the enterprise not only in time but also with 6 townships, who became new employees of the company.

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< p > besides ordinary employees, the enterprise also set up "enterprise efficiency stock" for enterprise management personnel, mainly dividing the annual net profit of the enterprise into 1000 shares, and distributing it to the enterprise management personnel according to the post benefit.

One executive said that some of them got 20 shares in 2010, with a bonus of up to 360 thousand yuan.

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< p > in fact, the distribution of shares to management staff has long been the "Convention" of listing a href= "http://www.91se91.com/news/" and garment enterprises < /a >.

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"P" over the Spring Festival in 2012, the king of September issued an equity incentive plan, involving a total of 13 million shares of the company's stock, accounting for 2.27% of the total share capital of the company.

The incentive plan grants a high proportion of equity to total equity, covering a total of 150 people, including directors, executives, middle managers and core business (Technology) personnel.

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Prior to 2010, the seven wolves announced the equity incentive plan in 2010. The number of incentive targets was 22. The total number of shares granted to the stock options was 3 million 700 thousand shares, accounting for 1.31% of the total share capital. The following year, the seven wolves completed second modifications of 18 incentive targets and 2 million 650 thousand equity incentives.

In 2011, the company also announced a 1 million 130 thousand share option granted to eligible employees.

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< p > in fact, at present, < a href= "http://www.91se91.com" > clothing industry < /a > listed companies, such as Smith Barney dress, wedding bird clothing, Semir clothing and so on, have launched the equity incentive plan.

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< p > "when Semir was listed, some managers of the company were motivated by equity, and many ministers received hundreds of thousands of shares.

For a long time, the brain drain rate of Semir has been below 3%. "

Xu Bo said.

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In 2011, Semir issued a "loyalty award" to 83 employees who worked for more than 10 years in the company. In addition, there were more than 160 senior managers in Semir who worked for 5 to 10 years in Semir.

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It is an important aspect of the enterprise to mold the talent mechanism that "P can get the world" and whether everyone can benefit from it.

Xia Guoxin, chairman of the company, suggested that enterprises should establish a sharing mechanism.

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< p > he cited the example of HUAWEI, "HUAWEI Ren Zhengfei started from the borrowed twenty thousand yuan, in less than 20 years, the net profit reached 20 billion.

In such a short time, HUAWEI can achieve today's success by relying on three words - "enough for it."

Ren Zhengfei from the original absolute control, to now only one percent points of shares, is because he constantly shared with employees, only to achieve HUAWEI's today.

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P, however, has a set of human retention mechanisms in Guangdong.

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In 2006 P, Wiseman launched the "Wiseman incentive mode". The core of the stimulation mode is that regional managers and independent directors have absolute management rights, personnel rights and financial rights, so as to give full play to their initiative and creativity.

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< p > this incentive mode has not only given heavy incentives and luxury incentives to outstanding technical elites and management elites, but also introduced many innovative initiatives to retain talents. For example, in view of the situation of high housing prices, the company implemented "Xinyuan project home" plan, and interest free loans to excellent employees.

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< p > in red beans, the pformation and upgrading of the brand has gone through 4 years. Zhou Hongjiang, chairman of the red bean industrial Limited by Share Ltd, said, "the company will continue to do a good job around the store, and the key to the store is the store manager."

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This year, red beans implemented the responsibility system of the store contract. By stimulating the potential of employees, the employees and enterprises were bundled together to achieve the benefit sharing and risk sharing between the company and its employees, and strive to truly retain people and use p.

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< p > in fact, the retention of talents is closely related to the practice of selecting talents, using talents and educating talents.

The same values, the platform for full empowerment, the rising space to be seen, and the reasonable remuneration and rewards are the keys to retain talents.

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< p > in the 2012 China a href= "http://www.91se91.com" > clothing convention < /a >, the annual view released by Xia Guoxin has comprehensively expounded the talent mechanism of enterprises.

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< p > "horse racing mechanism, echelon mechanism, stage mechanism and sharing mechanism, I think these four mechanisms are the guarantee for the success of enterprise talents, and also the important guarantee for enterprises to continuously generate talents, develop talents continuously and retain talents."

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< p > however, retaining talents not only depends on the efforts of enterprises, but also needs the government to create a favorable environment for talents to take root.

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< p > Zhejiang Gao Shi Jie company responsible person thinks, "on the one hand, enterprises themselves have to create conditions, such as the establishment of standardized, humanized enterprise internal management mechanism, increasing employees' salary and welfare benefits, caring for employees' lives, strengthening staff skills training, creating a harmonious working environment, etc. the other depends on governments at all levels, creating a good recruitment platform and urban environment for enterprises."

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< p > in Jinjiang, the local government is trying to create a "talent supply chain".

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In the recruitment aspect, while encouraging enterprises to absorb the employment of local rural labor force, the local government also strongly encourages enterprises to introduce foreign labor force. The number of units with more than 20 workers in the field of migrant workers is rewarded according to the standard of 100 yuan per person, and the incentive standard for the imported personnel to obtain vocational and technical school certificates can be raised to 400 yuan per person. P

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< p > in the service of migrant workers, the local government put forward the idea of "new Jinjiang people". "Never let a child of a migrant worker go to school. He will never let a wage laborer get wages because of malicious wages. He will never let a migrant worker go away."

This is the "three no" commitments made by the new Jinjiang people who have been working for the Jinjiang municipal Party committee and municipal government.

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< p > it is understood that in Jinjiang, the local government built 11 primary schools for migrant workers, and implemented compulsory education for migrant workers' children in the same city, providing affordable housing and low rent housing for migrant workers, and bringing migrant workers into the mutual medical assistance activities of workers.

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The government of Jinjiang has spared no effort in introducing p to high-end talents.

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< p > nowadays, in Jinjiang, high level talents can enjoy the personal allowance of up to 10 thousand yuan per month, and they can also enjoy preferential policies such as housing rent concessions, business support, research funding, family members recommendation employment, children's school free school choice and garden fee.

In addition, enterprises in Jinjiang that meet the relevant standards prescribed by the government can also apply for the purchase of talent housing for their employees. Although these houses are independent property houses, they are sold on the standard of affordable housing.

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< p > "we have already fulfilled the policy that children attend school free from school choice and garden fee". Eligible children can also enjoy the treatment of graduates from Jinjiang graduates in the open recruitment of public institutions.

Jinjiang municipal government responsible person said, "in 2011, 393 high-end talents were entitled to subsidies and subsidies, involving a total of 3 million 460 thousand, we also raised the first batch of more than 400 sets of housing sources in the city center for enterprises to apply for the purchase of talent housing."

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