LED companies play a "human defense battle"

With the continuous recovery of the Yangtze River Delta and the inland economy, the labor force in the Pearl River Delta region was severely drained in 2014, and the lighting industry has also been labelled as the “difficult to recruit industry”. What is happening in the talent market is no longer a trick for companies to pick talents. It is the role of talented companies to reverse the drama. Many LED brand-name companies are thirsty for help, some of them are talented, some are digging at the corners of their peers, and some use money to hire a headhunting company. In order to unveil the mystery of “recruitment difficulties”, this reporter made a surprise visit to Lampu’s talent market. At the scene, the reporter found out that more people came out looking for jobs than before, but the number of people who actually came to hire was very small. Most people are embracing the mindset of "comparing goods, goods, and goods" in the talent market, leading some recruiting companies to remain "hard-to-zero" for a whole day. A company official told reporters: "Recruitment is not recruiting people, but people!" Faced with the renewed strife in the lighting industry labor shortage, how should companies play a "war of talent defense"?

Enterprises must attract people by relying on ideas

This year's opening of the year, Juke Lighting's employee rework rate is as high as 90% after the year, and this is thanks to Juke lighting's employment concept, which makes the stability of the employees so high. When employees come out to work, they hope that they will return home and have a dream of being a boss. This requires a good platform for development. If the company can provide a good platform for development, so that everyone has a place to display their talents, this is crucial for retaining employees, so we call it “Gaijin Hui Energy”. .

In summary, the recruitment of enterprises is "what kind of cause you have to plant what kind of fruit." Enterprises can not start from the cost point of view in employing people. Enterprises certainly hope that the lower the cost of staff costs, the better, but it is certainly difficult to retain employees. Regarding wages, regardless of profitability in the previous year, employees of Poly Lighting have an annual growth target. However, it is suggested that lighting companies do not have to pay for the wage cards while recruiting. After all, for traditional lighting companies, the range of wages they can afford is limited. The key lies in the concept of employing people rather than simply higher than others. One hundred or two hundred dollars are paid.

In addition, the operating specifications of the lighting company: in the company, employees can see hope; work environment is good, the workshop environment is better than the office; good salary, all employees buy five insurance and one gold so that the stability of the staff is extremely high.

Low attractiveness of talent in the lighting industry

At present, there are many reasons for the emergence of recruitment in the lighting industry: First, the influence of environmental factors. With the development of the economy in various parts of the country, many older generations of migrant workers are reluctant to come out. After all, the wages at home are not low, and they are close to home to take care of the family. This diverts a large part of the migrant workers; The lighting industry has a low attractiveness of talents. Now a new generation of migrant workers will pay more attention to the industry and the company’s visibility and development space. This is very uncompetitive for the lighting industry. The lighting industry is mostly small businesses and new. A generation of migrant workers are reluctant to enter such a small factory.

But the industry characteristic of the lighting industry is that product characteristics determine that it must rely on a lot of labor development. In the middle of the LED can also use modern machinery and equipment, but in the downstream application market basically only by people, only part of the link can rely on the machine to replace.

Currently, Jinling Lighting still lacks 20% of its employees, of whom the majority are first-line production employees. In order to welcome the next peak of orders, the company also sent several groups of recruiters to recruit. At the same time, the company has also strengthened welfare measures, such as increasing the number of spouses.

There is a deviation between talent and job matching

Looking at the domestic talent market, there is no shortage of job seekers. Especially in the Yangtze River Delta and Pearl River Delta regions, their unique economic advantages have attracted a large number of job seekers. However, “recruitment difficulties” are still continuing. The main reason is that the There is a deviation in the degree of matching of company positions. When a company is employed, it often sets a threshold similar to “work experience is preferred”. It virtually eliminates many job seekers. In addition to valued work experience, companies place greater emphasis on job seekers' ability to work and respond to changes. When job seekers work across companies, industries, and professions and come to new businesses, they often find it hard to resist.

As the development time of the LED industry is not long, technical personnel are relatively lacking, and it is difficult to recruit relevant talents in the talent market. From the beginning of the year to the present, Liang A Lighting has been recruiting, including placing job advertisements in industry media, posting employment information on employment websites, participating in large-scale employment fairs in the Pearl River Delta, and hiring headhunters to hunt talents. Although the salary offered by Liang A Lighting is high in the entire lighting industry, it is difficult to find talents that match the positions.

For LED companies, retaining people is more important than recruiting people. This requires companies to strengthen their own internal hardware and software construction, improve the working environment, strengthen the corporate culture; establish a sound talent echelon training, through the enterprise training, internal promotion and other systems to solve recruitment problems, so that talent and post match .

Developing a company as a platform that allows employees to develop themselves. When many companies are troubled by not recruiting employees, Jinqiang maintains 70% of the old staff's presence rate, enabling them to operate at the beginning of the year. On track.

Enterprises want to retain employees, we must let employees see hope, including two aspects: First, the company's development prospects, the company's development prospects determine the vital interests of employees; Second, the company can give employees what, this It is not only limited to the benefits of money, but more what employees can learn from you and can help future development.

This year, the recruitment targets for production-oriented enterprises are mainly concentrated on general workers, and advancement is no exception. However, compared with many other companies, aggressive recruiting is not so passive. The reason why we recruit more easily is that the main reason is that the geographical location is convenient. The flow of people from day to day is relatively large. For the candidates of the Pugong project, we will receive the intention of finding jobs for 78 people every day. This allows us to filter us out. Needed staff. Another point is that we advocate humane management, and everything starts with me first and drives the entire team from top to bottom, so the atmosphere of our company becomes very good. People are willing to come to our company. ”

Let employees regard the company as the second "home"

The top Pearl recruited dozens of employees this year, and this part of the staff is mainly based on general and technical workers. Until now, the employment gap at the top of the Pearl has been fully filled. In addition, there are few changes in our management and key personnel, because a large part of it has been with the top of the Pearl since the establishment of the company, and has established a deep feeling. At the same time, the remuneration package on top of the bright pearls and the usual benefits are also good, so these old employees are willing to stay on top of the pearl.

In general work, we also have many old employees. I think the reason why our employees are willing to stay on top is that their feelings about the top pearls are bigger than their salary. We have always emphasized that we must make the company a second home for our employees. Therefore, the relationship between our management and ordinary employees is well maintained. The working atmosphere of the entire company makes our employees feel at home.

In absorbing new employees, the top Pearl has done a lot of preparation in all aspects. In food and accommodation, our leaders and employees eat the same food, which not only guarantees the quality of food for employees, but also promotes the feelings between the two parties and retains new employees for us. In terms of accommodation, we also provided a series of supporting facilities such as washing machines, televisions, and broadband to our employees in addition to basic accommodation for employees. In terms of remuneration, we have added 20 points on the original basis.

Retaining talent requires a combination of forces

To ease the "labor shortage," our talent market has also done a lot of related work: On the one hand, we have continued to increase our propaganda through publicity channels through radio, newspapers, talent market, and various media channels of the Center's website to attract job seekers to the general public. Guzhen job search; on the other hand, we plan to organize two comprehensive job fairs each month to try our best to solve their own needs for companies and job seekers.

However, the retention of talent cannot be solved by unilateral efforts. Businesses need to improve their working environment and improve the treatment of workers. While undertaking industrial upgrading, employers should also increase employee compensation, improve the working environment, improve the welfare system, give them more protection, and enhance the corporate culture; the city where the company is located needs to improve the facilities of the city, especially the spirit. Cultural facilities should allow young people to feel the real quality of cultural life; the relevant departments must also strengthen the training of employees' skills and concepts, and increase their ability to “eat”; for top management personnel, it should adopt an incentive mechanism.

In addition, government departments should optimize the employment environment and further conform to the transformation of migrant workers from seeking a living type to seeking a development type. For example, the introduction of relevant special policies, the company executives who have bought a house for many years in the construction site should relax the household registration policy and provide the same services for their children's education and medical care; provide enough low-rent housing for general workers and open more education institutions to solve the problem of migrant children reading Difficult problems, enhance the sense of belonging, security, and stability of migrant workers' employment in ancient towns.