The Road Of Henan Garment Industry

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There are also worries in good deeds.

When enterprises develop to a certain period, they will encounter the bottleneck of talents in varying degrees.

In the clothing industry, the shortage of professionals and the frequent flow of talents among enterprises make it difficult to perfect the personnel mechanism and the long-term development of enterprises is impossible.

Not long ago, I met Mr. Yang, the chairman of a clothing company who had served before. I had been to the store for several times in Qian Tang's clothing city. The staff were always sparse and not enough.

This time, Yang told me that he was considering finding office office address for Zhengzhou Railway Station business district.

I laughed and joked, "Yang, you finally realized this?"

Yang said, "in Qian Tang's place, people can't be recruited, and they can't keep people. Their employees are missing, but they can't rush in."

This feeling is more than Yang's one person. It is common in garment manufacturing, a human resource intensive industry.

What I remember most is the two visit in a day.

The two bosses make clothes, but the management styles are quite different, and the results are quite different.

The first boss was busy, and the conversation was interrupted for less than an hour. No one was looking for a signature or answering the phone.

The second bosses seemed to have nothing to do, chatted with me all afternoon, and took me to various workshops in person.

The first enterprise is an old enterprise, but on the downhill road, the management situation is very worrying. Although the second enterprises are new enterprises, they are developing rapidly, and the brands are also getting louder and louder.

The same area, the same kind of products, the same technology, the latter is a young brand, but how come from behind? This is the difference in management. The second boss said, "I am relaxed because I understand the decentralization.

I can confidently hand over the work to the department managers.

Although the enterprise was founded by myself and started by one person, it has been the result of my long career.

By working with the boss, I have no need to worry about trivial matters.

Besides, I understand equity incentive.

If others earn one million yuan for me, I will only give ten thousand yuan a month's wages to the others.

So I will give them quite a share of the company's shares. Now they are all shareholders.

For example, our company's general manager, he has many shares, and I am a colleague, but no longer a simple relationship between the boss and employees, can do what he wants to do, money and earn a sense of accomplishment, I will definitely do my best, and I totally believe him.

In contrast, the first boss, though conscientious and conscientious, is strict with his subordinates, but lacks humanized management and motivation. His employees have no sense of achievement and sense of importance. The phenomenon of resignation is frequent and ultimately affects the development of enterprises.

But if we break away