"Shortage Of Migrant Workers" Reflects The Way Of Enterprise Management

The financial crisis that broke out in the second half of 2008 caused many domestic textile and garment enterprises to lay off workers in different degrees because of the shrinking orders, which led to the "shortage of migrant workers" in the industry.

A large number of workers left the garment enterprises and went back to their hometown to find another way out.

However, by the 8 and September of 2009, the business situation was rising, but it could not attract people.

By the end of 2009, there were frequent reports of "shortage of migrant workers".

There are many opinions about the employment of garment enterprises. I want to express some opinions here.

Viewpoint 1: no shortage of general practitioners

Ordinary workers are often referred to as migrant workers. These workers usually do not need any academic qualifications, nor do they need experience.

On the surface, we are unable to recruit workers. In fact, if we divide the labor needed by enterprises, we can see that clothing enterprises are not simply unable to find general practitioners. For China with abundant human resources, as long as the improvement of the employment environment and the increase of wages and salaries can be generally solved, the recruitment of general practitioners is easy to solve.

Enterprises can not recruit skilled workers who are qualified for their skills.

The so-called thousand armed forces are easy to get, and one will be hard to find.

Although skilled workers grow up from general practitioners, but because of their long working hours, skilled skills and certain skills, they can bring good benefits to enterprises, so salaries and benefits are higher in all aspects.

However, skilled workers need time to develop and pay for training.

Most enterprises are unwilling to bear the cost, which leads to the lack of "skilled craftsman" in the industry, so it is very difficult to recruit the people who need it.

For a long time, because the mobility and arbitrariness of Chinese clothing enterprises are too large, it is not only difficult to recruit workers, but also more difficult to stay and work, resulting in workers' lack of sense of responsibility resulting in low labor efficiency and even damage to equipment.

Due to the low wage level in the garment industry for many years, the labor intensity of workers such as truck drivers and sewing workers in the industry has become more serious.

If enterprises can strengthen the training of skilled workers, and through optimizing the public environment, earnestly safeguarding the legitimate rights and interests of workers, and creating a sound system and cultural environment, this problem can be solved.

Viewpoint two: the employment mode is not perfect.

Under normal circumstances, we only think that the process of migrant workers' panic to the shortage of migrant workers is the process of the shrinkage and recovery of China's textile and garment industry, but this is only a superficial understanding.

When we go deep into thinking, we will find that our enterprises have not yet established a perfect human resource training mechanism, at least not in the long run.

For example, in 2008, textile and garment enterprises should consider whether they will be short of manpower when the production is restored.

I agree that enterprises can have a complete set of personnel training mechanism.

Some garment enterprises in China have made breakthroughs in this respect.

Take the red bean group as an example, since 2004, the upgrading of industries and the maturity of industrial clusters have greatly improved the threshold for employment.

Red beans, which are actively pforming and upgrading, are in urgent need of high-quality workers.

So red beans turned into recruiting workers, and founded the first business secondary vocational school in Xishan District, Wuxi red bean vocational school.

However, these skilled workers are far from meeting the needs of pformation and upgrading of red beans.

In order to speed up the three major pformations of the group from production management to creation and operation, from asset management to integration of production and finance, and from domestic enterprises to multinational enterprises, the red bean vocational school has been upgraded to the red bean Institute, and is trying to train innovative talents with high quality application, market, compound, professionalism, specialization and internationalization for the group.

This directional talent training mode is one of the solutions for enterprises to reserve talents and improve employment patterns.

In fact, as long as enterprises focus on talent training, they will always find a suitable way of talent management.