Change the work hard for enterprises to make efforts

“Difficulty in employment” is not a problem but a phenomenon. Its appearance is determined by the law of supply and demand, and now it has some new features.

Tip 1 : Paying the Benefits to Improve People's Benefits

Photographed by: Nantong Dadong Co., Ltd. Keywords: Wage increase 22% Sell price increase 30%

“Looking for high-quality towels to find Dadong” has become a consensus for many foreign buyers to purchase towels in China. When many companies are plagued by problems such as reduced orders, rising raw material costs, shortages of employees, and hardships, Nantong Dadong Co., Ltd. has bucked the trend and has not been affected. This also met the industry’s general opinion that the future textile resources will be concentrated in a few strong companies, and Dadong Company is such a strong enterprise.

What makes Dadong Company unique? Gao Jun, general manager of the company, said: "We specialize in high-end towels, quality is the best, of course, the price is also the most expensive to sell, behind which is that we have a strong R & D capabilities." Currently the entire towel manufacturers in Nantong, the general sale of products The price is only half of Dadong.

When asked about corporate profits and circumstances, Gao Jun said solidly: “We are in good condition and our profits are good.” In fact, Dadong’s sales revenue increased by 47% last year, and exports increased by 34%. %, profits and taxes doubled. This result was achieved on the basis of a 21% increase in the cost of raw materials and a 22% increase in employee salaries. The most fundamental reason is that the product price has increased by 30%.

In order to meet the requirements of the international market for eco-environmental protection, Dadong invested heavily in technological breakthroughs such as raw material selection and technology matching. It took the lead in passing the European eco-textile certification in China, and eco-products have successfully opened up markets in Europe and America. Although prices have increased, The customer did not lose because of this. "Customers rarely negotiate because they value the quality and technological content of Dadong products."

In-depth implementation of the brand strategy, on the basis of "DD" brand towel "China Top Brand Products", Nantong Dadong Co., Ltd. won the title of "China Famous Brand" not long ago. The company also vigorously carried out structural adjustments, from the original single Japanese market to the optimization of the Japanese market as the basis, vigorously explore the domestic market, continue to consolidate the European and American markets, and form a market sales pattern where the troika went hand in hand.

For some textile companies in the Koxi Industrial Park in Shaoxing County, the Spring Festival has passed a month, but their days are still not good. Although many textile companies have set a monthly salary of 3,000 yuan, including salaries, but the recruitment is still no improvement, compared to the workforce before the Spring Festival, there is still a lot of manpower. Some company officials even said that orders are not a problem in the face of recruitment. As long as there are workers, they can begin immediately and production can quickly return to normal levels.

These conditions in the Kosi Industrial Park are only a microcosm of Shaoxing County. At present, the workers in Shaoxing County have a shortfall of tens of thousands. Of these tens of thousands of workers, enterprises in the textiles and printing, clothing, chemical fiber, and machinery industries accounted for more than 70%.

In Sichuan, Anhui, Henan, and other places, the monthly wages of front-line workers in textile enterprises have reached 1,000 to 2,000 yuan, and some are close to 2,200 to 2,700 yuan. The gap between the salary level and the eastern coastal areas is gradually narrowing. Under such circumstances, workers are more willing to choose to return to work in their hometowns, thereby triggering a “back tide”. Therefore, some people came to the conclusion that the phenomenon of “difficulty in employment” in the eastern coastal areas was caused by the rapid economic development in the central and western regions.

However, it is unreasonable to attribute the “difficulty in employment” in the eastern region to the “back tide”. The reality is that the majority of the returnees are older workers. The development, prosperity, and humanities of the eastern region are more attractive to young people. Moreover, the “difficulty in employment” phenomenon does not only occur in the eastern coastal areas. It is spreading from the southeastern coast of China to the central and western regions. In Anhui, Sichuan, and other large labor export provinces, textile companies also have the same problems. The increasing number of male workers in the factory's workshops and the older helpers who “have not stopped the fire line” on the operator's desk are all reminding people at the moment that the “difficulty in employment” phenomenon is a real problem that most Chinese textile companies have to face.

The reason for this is that we can easily find that textile workers have high labor intensity, high professional skills, and work in high temperature, high humidity, and noisy environments all year round. The salary level is lower than that of other manufacturing industries, which makes textile companies and other industries Compared with enterprises, they lost on the "starting line." Moreover, these ** who are about to embark on the work post are mostly 80, 90, a good growth environment, a high level of knowledge and culture, and a variety of choices. They are often reluctant to work in more difficult textile companies.

Wang Tiankai, president of the China National Textile and Apparel Industry Federation, once stated that “employment difficulties reflect the urgency of accelerating the transformation of enterprises’ development methods, and the meager state of survival needs to be achieved through adjustment and upgrading; at the same time, the government should further create conditions for this. And optimize the environment."

Just as Wang Tiankai said, in the face of the “difficulty in finding jobs”, the government should work hard to build a harmonious atmosphere and introduce policies that are conducive to corporate retention. But at the same time, companies should also study retention as a major task. Simply expanding the production capacity of textile enterprises by means of continuous recruitment is tantamount to a positive result. With the rising cost of labor, textile companies can fundamentally solve the problem of “employment difficulties” only by improving the labor environment and human cultural management, removing ineffective labor, simplifying work processes, and increasing production efficiency.

Tip Two: Improve Efficiency "Reduce People"

The use of advanced equipment to reduce the employment of enterprises: Changle City Jinyuan Textile Co., Ltd. Keywords: million spindles 45 advanced equipment Chinese and foreign training as a rising star in the textile industry in Fujian Province, was established in March 2010 Changle Jinyuan Textile Co., Ltd. Only a few months after the first phase of the project was put into operation, it set a record of more than 1 billion yuan in output value, ranking among the forefront of the textile industry in Fujian Province. Faced with the outstanding employment difficulties in the coastal areas of China in recent years, Jinyuan also has its own solution to this problem: By introducing the most advanced equipment at home and abroad, Jinyuan has reduced the number of workers and has also reduced it to some extent. The risks caused by employment difficulties.

Equipment is the basis for start-up and is the guarantee of production. Since its inception, Jin has realized the importance of equipment for the production and profitability of the company. Chen Minxiu, general manager of the company, told reporters that Jinyuan's investment in equipment was about 20 million yuan per million ingots. The protection of hardware facilities played a major role in the company's production. Jinyuan currently employs approximately 50,000 people per 10,000 in-house workers. The number of workers used is far lower than competitors in the same industry. This reduces the company's costs while also reducing the risks associated with employment difficulties. The high level of such an industry with 45 million in-kind employees is closely related to the skilled workers. Now Jinyuan's employees are basically skilled workers. Standardization and humane management have also attracted many technicians. For these new employees, Jinyuan will organize and arrange a series of related training as soon as possible to help new employees grow as soon as possible.

“If there is a problem with the equipment, there will be professional technicians to repair it; if the equipment is upgraded, there will also be professional engineers who will train the use of the new equipment. When we introduced a batch of equipment in Italy, We will cooperate with the workers in this area to provide professional training to help workers adapt to these facilities as soon as possible,” said Chen Minxiu. At the same time, he also stated that the current batch of equipment is still very advanced compared with similar domestic companies, so it is unlikely that they will be replaced within 6 to 10 years. But in the future, Jinyuan will further improve it according to the situation so as to guarantee production output and product quality.

Improve the efficiency and reduce the employment of enterprises Photograph: Jiangsu Shenli Industry Co., Ltd. Keywords: Production efficiency increased by 50%, labor labor decreased by 30%

Jiangyin, as an important textile base in China, is also a labor-intensive region. According to Ma Jianzhong, chairman of Jiangsu Shenli Industrial Co., Ltd., “Jiangyin has the advantage of useful labor, but the increase in labor costs also forces us to find ways to reduce employment.” This approach is to increase the level of automation and continuous equipment.

Shenli Textile is a company specializing in the production of colored spinning, fleece, and outdoor clothing. Its products are exported to Europe, the United States, and Japan. The quality level of products is the first-class in China, and it also has a high reputation overseas. In the sluggish industry last year, the company completed a sales revenue of more than 1.3 billion yuan and an export value of 70 million US dollars, setting a record high. "We have not been affected by the crisis. The number of orders this year is still better than last year," said Ma Jianzhong.

Why do companies have such good performance? Ma Jianzhong mentioned that the control of costs is an important aspect of company management. Although there is no shortage of labor in Jiangyin, the increase in labor costs has increased production costs. In order to cope with the increase in labor costs, Shenli Textile invested heavily in updating its production equipment and adopted the world's most advanced equipment to ensure the automation and continuous production. This measure not only ensures product quality, but also reduces the number of employees. Ma Jianzhong explained that “the adoption of advanced equipment has reduced labor labor by 30% while production efficiency has increased by 50%”.

The number of employees in the production line decreased, and the company began to increase the number of university employees in trade services. These college students understand English and can communicate directly with overseas peers. This has broken the pattern of relying on intermediate companies and foreign parties. This measure has saved 30% to 50% of funds.

Today, Shenli Textile has become an internationally renowned production base for polar fleece fabrics. Talking about the future development, Ma Jianzhong stated that it is necessary to maintain its unwavering commitment to the main business. While continuing to maintain export sales, it also strives to open up the domestic market, and to be stronger at the same time as it grows.

Tip 3: Management "out of people"

True Gold really keeps people out of the mirror Business: Rongsheng Petrochemical Co., Ltd. Key words: True Gold staff development channel rotation competition for posts, 400,000 tons of annual production capacity, with a complete industry of petrochemical, polyester, spinning, and shotcreting chain. As a large-scale enterprise that has won the honorary titles of “China Famous Brand”, “China Famous Brand” and “National Mianjian Product”, it is not prominent here although the problem of hardship is not prominent here, but it faces the whole country. In this contradiction between "hard to stay" and "difficult to move," Rong Sheng still spent a lot of thought. Zhu Taiqiu, general manager of the company's human resources department, told reporters that in the face of these difficulties, Rongsheng focused on "staying" to make a fuss, through the true gold way, so that the company's employees followed their hearts and settled down.

True gold, gold is money. For employees, the salary levels are as large as the workshop work environment, accommodation environment, canteen meals, and work schedules. These welfare benefits are their greatest concern. Therefore, Rongsheng has created a good working and living environment for its employees and has also graded employees' positions. Zhu Taiqi introduced to the reporter that the first-line positions were divided into three categories: A, B, and C in Rongsheng. The technical content of Class A was high, Class B was a general position, and Class C was a position that could be replaced more strongly. Each category was also different. Grades, such as Class A, are divided into 7 levels. Through the company’s professional team assessment, employees are rated and different levels of allowances are different, which inspires employees' enthusiasm for work.

Most of the current employees are 80 and 90. Compared with their parents, they value not only immediate interests but also future developments. The repetitiveness of work makes them feel boring. Over time, the mobility of employees will also increase. In order to avoid the flow of employees to the outside, Rongsheng has established an internal mobility system for employees and has launched the "First-line employee development channel." Zhu Taiqiu told reporters that through internal competition, front-line employees can become management and technical cadres. This change satisfies the requirements of employees for development.

True, heart is care. Li Shengrong, chairman of Rongsheng, will pay out his own pockets every year and pay 2,000 yuan to 100 to 200 disabled employees, which affects the entire Rongsheng. Zhu Taiqi told reporters that in order to allow employees to appreciate the care of the company, the Party and Group Work Department has established the 8123 trade union hotline. The employees' work and life difficulties can call the hotline and have special personnel to solve these problems; for employees to have comprehensive capabilities As a result, Rongsheng cooperated with the school and sent employees to the university free of charge. In 2008, Rongsheng built a "Matea-Teacher pairing" to equip new employees with a master teacher to help them grow as quickly as possible in the company. “We hope to impress employees with details and show Rongsheng’s humane care with details. It gives employees a general feeling.” Zhu Taiqiu said.

It is not a person but a hard-to-work problem. It is a problem. It is not a problem. In the final analysis, it is a question and phenomenon that has caused people's concern. In the course of the interview, a writer told reporters in this interview that people who are media should not exaggerate this phenomenon. This kind of exaggeration has a negative impact on the whole society. We should give those who want to think about it. There are some scopes and dreams for those who are steadfast in their work and who want to find safe work.

In fact, after listening to the manager's words, the author felt a lot of emotion. Difficulties in employment are not people but hardships. Although this phenomenon does exist, and it can be seen in all walks of life, it is actually not as much as people think it is. It is relatively prominent in the coastal areas and has eased in the Mainland; it is more prominent in small enterprises and not obvious in large enterprises. This also proves that this phenomenon is directly related to the size of the region and the enterprise. This phenomenon cannot be solved, and it should be able to be well resolved with time.

When faced with difficulties in employment, when companies retain talents and recruit people, whether they are giving material rewards, trying to buy people’s hearts, or spiritually giving care to keep people’s hearts, these practices will make us more or less Looking forward to the future. Regardless of whether or not these practices are scientific and reasonable, these practices are in fact a change in attitudes of enterprises. The attitude is exactly the turning point toward another world. This will only provide some lessons for us, and we hope that the textile industry will be even better tomorrow.