Recently, I participated in a seminar on auto parts. In a company exchange speech, a veteran from Zhejiang said that his company is currently the most needed talent, which has become a bottleneck restricting the development of enterprises, I hope everyone can help recommend. I can feel his urgent feelings, because now every company lacks professionals, but generally do not openly recruit people at meetings of their peers, for fear of suspicion. Of course, this illustrates a problem that is the urgency of China's SMEs demand for talent.
Recently, the Central Government is very concerned about the sound development of SMEs and proposed to improve the development environment for SMEs. I think that helping small and medium-sized enterprises to solve the problem of talented people is one of the most important aspects. It should attract the attention of governments at all levels and related parties and take effective measures to help solve them.
As most of China's small and medium-sized automobile parts and components enterprises are private, the starting base is relatively poor. In the early days of establishment, they were generally family-owned management companies and employed professionals who retired or resigned from state-owned enterprises to take charge of technical and production management. As the company develops to a certain scale, the company’s technological R&D, production, supply, and sales all form a complex and organic system. It is no longer possible to cope with one or two experts, but it requires a variety of aspects. The management team composed of experts conducts standardized and scientific management of the company. Today, many small and medium-sized enterprises in our country have passed the initial stage, and they are in a period of growth and expansion. The demand for talent is also extremely urgent.
However, the channels and mechanisms for providing talents to SMEs have not yet been established. The way in which SMEs seek talent is based on social recruitment and acquaintances, as well as high-salary hiring of personnel with experience and expertise from large companies. In addition, graduates with higher education generally prefer to work for foreign companies or large companies. This random and blind approach has many uncertainties for both talents and companies, resulting in a greater liquidity of talents.
As far as I know, some companies are now cautious about recruiting talented people in the community. The reason is that the two sides do not understand. If the cooperation is not good, it will also have a negative impact on the company. This situation has brought many problems to enterprises in the cultivation, use and management of talents.
In my opinion, to solve the problem of shortage of talent for SMEs, one must rely on the government and the other on the company itself. Many colleges and universities in the society are now keen to hold advanced training courses such as MBA and EMBA, and pay attention to cultivating veterans and senior management personnel. In fact, SMEs do not need so many veteran talents. Instead, they need a large number of highly skilled workers and middle managers with professional knowledge.
Therefore, I suggest that in the allocation of educational resources, local governments should vigorously focus on basic education and vocational education, and lean toward SMEs in light of the talent needs of SMEs. Given that Chinese SMEs employ a large number of migrant workers, their level of education varies. Local governments should organize vocational schools and training courses of various types and levels, and focus on technical training for those who have a certain foundation.
Of course, the need to solve the talents of SMEs must also be based on the company itself. Attract graduates from colleges and universities to work in enterprises, and prioritize the use of professional and technical training personnel. We must focus on the inside and be good at finding talented people from the ranks of the company's workforce to give priority to training, establish a mechanism for talent cultivation, use, and promotion, and gradually build up our own talent pool.
In order to create a learning environment for everyone and to study technology in an enterprise, we must formulate measures to encourage employees to learn technology, encourage employees to actively participate in various post-technical training courses organized by society or enterprises, and invest in their own vocational and technical education; Post technical assessments should be held on a regular basis. The assessment results must be linked to wage income, and the difference in income should be opened. With the improvement of skills, the income must be increased accordingly. In order to avoid brain drain and attract outstanding talents, companies should let every worker understand that the investment in learning technology will not only bring rewards for profit, but also have room for the development of one's own career, which will increase employee-to-business ratio. Loyalty and a sense of belonging not only recruit talent but also retain talent.
(The author of this article is Deputy Secretary-General of China Automobile Industry Association)
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