Changing the business model of the enterprise is the core
For a long time, many flooring companies have adopted a labor-intensive enterprise model, which has no technical advantages and no value advantages in products, relying on low prices to obtain market and profit. After the employment environment changes, enterprises must work hard to change their business model to survive. Change the traditional labor enterprise pricing to market pricing, and change the source of corporate profits. The original corporate profits come from employees' overtime, social insurance, and welfare fees rather than the product value and technological innovation of the company. Change low-cost, homogeneous competition. We must work hard on product research and development, technological innovation, and management innovation, and change from traditional workshops to modern enterprise operations and management.
Establish "human-oriented humanity management"
There is no specific operation strategy for the micro-level human resource management of flooring companies, and the best concept is just a concept. Different businesses and different forms of enterprise organization determine that the specific operational strategies of human resource management in these areas are different and cannot be copied blindly. Too neglecting human nature is a major failure of management. Respecting employment means that employment is not only a work partner, but also a friend in life, and each other is equal in personality; for labor, it is no longer simply used. Rather, on the basis of voluntary consultations between the two parties, choose work projects and problem-solving solutions that are more conducive to the growth of employment. In this way, managers and employees are no longer simply command issuers, passive recipients, and implementers, but will easily become business partners in their careers, and work will become a value platform for employees to pursue self-realization.
Strengthen incentives
Flooring companies must strengthen incentives in human resource management to stimulate the potential and creativity of employees. (1) Pay attention to material incentives. Material incentives are the most basic and direct incentives. (2) Pay attention to emotional stimulation. Through meticulous care for employees, increase their sense of responsibility and loyalty. (3) Implement work and target incentives. Encourage employees to realize their own value in work and show themselves. (4) Implement diversified distribution forms such as fixed salary, post benefit salary, annual salary, etc., widen the salary gap of different positions, appropriately tilt to key positions, and establish a performance salary system linked to the economic benefits of the unit. (5) Form an effective performance guidance, performance evaluation and performance guidance improvement system, as well as establish a compensation incentive system, personnel advancement and retreat promotion system, and corresponding work processes.
Human resources and marketization docking contract
Without a market, it is impossible to establish a competition mechanism and achieve efficiency. Including the company's internal human resources market and external human resources market. The requirement of standardization is to allow enterprises to regard market selection as the way to solve the "import" and "export" of enterprise personnel. Although the employment mechanism of the enterprise has been marketized, the labor value of the enterprise has not been truly marketized, and some companies have low remuneration, which does not reflect the treatment of retention, career retention, emotional retention, which affects the enthusiasm of employees. .
Enterprises must also establish rules for how personnel within the system "enter and exit" within the enterprise's human resources market, otherwise how can those "out-of-system" personnel mentally balance? Or establish a unified contract to break the constraints of systems and concepts In the industrialized employment method industry, comprehensively adopt various restraint methods, such as the hard means of signing contracts and the soft means of strengthening emotional communication and building good interpersonal relationships, to establish an effective restraint mechanism.
Increase employee skills training
Strengthen employee skill training and development management, implement enterprise employee career planning, design and management purposes are for the long-term strategic development of the enterprise, and seek consistency between enterprise development goals and employee personal development goals. Set personal goals on the premise of taking into account the interests of the enterprise and the personal interests of employees, so that the employees and the enterprise have the same goals, consistent behavior, joint entrepreneurship, shared success, and a career based on their own specific circumstances.
Moreover, the fiercely competitive labor market has already made job seekers feel that continuous improvement of their skills and abilities is the foundation of their foothold in society. When choosing a company, employees will not only look at the salary and benefits in front of them, but also to see The degree of importance the enterprise attaches to personnel training and development. Training and development has become one of the most important factors for private enterprises to attract labor. Standardized construction requires that enterprises must establish a series of enterprise training and development systems, especially the continuous development of key labor and the cultivation of backup workers as the top priority.
Refining the corporate culture of identity
The new generation of employees pay more attention to themselves, establish a corporate culture that truly respects employees, and values ​​employees ’ideas and values, rather than simply treating them as labor costs or human resources. In order to shape their own cultural image, some enterprises have summed up a set of business philosophy or entrepreneurial spirit in the absence of actual business management. Since these ideas or spirits are not recognized by employees at all, this corporate culture has actually become an empty talk that deviates from the reality of the company.
Although it may have a temporary packaging effect for external uninformed persons, for the enterprise itself, it is purely a beautiful vase, and its role can be imagined. The lack of cohesion and identity research in enterprises shows that a set of values ​​that everyone accepts is very important to the enterprise. It can help employees establish common ideals and beliefs and work hard for a common goal. At the same time, it is the foundation of unity and harmonious interpersonal relationships.
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