In fact, the mobility of personnel in the furniture industry, especially mid- to high-level talents, is already a fact recognized by the industry. Many people are "jumping from the east to the west" and jumping between different companies in the furniture industry. ", Or simply work in other industries. According to the survey: 52.2% of people switched jobs within 1 to 2 years of work, and those who changed jobs within 1 year also accounted for 19% of the total. The stability of talents in the furniture industry is quite lacking, which is evident from this.
Conservative assessment of the main reasons for the frequent flow of single talents
According to the marketing director of a furniture company in Guangdong, he has been in a company for more than a year and has been in the furniture industry for 6 years. He has been constantly looking for a platform suitable for his development. According to statistics, the average life cycle of a professional manager in the furniture industry in an enterprise is only about two years, and this has a lot to do with the development status of the furniture industry: At present, small and medium-sized furniture companies are pursuing breakthroughs in product development and update speed. The boss is pursuing immediate benefits, often giving professional managers a hard target that must be completed. No matter how complicated the actual situation is, they need to be completed by professional managers as required, causing great pressure on professional managers, and small and medium-sized enterprises are in the market. Among them, the competitive ability is far from the norm of large enterprises, can not complete the indicators, can only choose "change the owner."
But in fact, the current competition in the furniture industry has got rid of the early era of product competition and entered the era of management competition. Both industries and enterprises need to use standardized systems to manage business owners. What they need is to help companies improve their management systems, Professional managers assisting enterprises to manage well. The conservative boss concept and the single evaluation index make it difficult to reach a consensus with professional managers on management concepts, which has become the main reason for professional managers to frequently change jobs.
Backward family management model squeezes out talents
As a typical traditional furniture industry, according to incomplete statistics, "Father and Son Factory", "Marriage Shop" and "Brotherhood" account for almost 90% of the total number of furniture companies. Undoubtedly, family-owned enterprises are very useful to enterprises in the early stages of development, but with the growth and development of enterprises, the disadvantages of family-owned enterprises are gradually exposed, and further development is facing severe challenges.
Paying too much attention to human relations, the rule of internal management over the rule of law is the biggest feature of family businesses. This has led to the disadvantage of replacing rules with family relations and relationships in families. The direct consequence is that the brain drain rate is too high. According to the survey, the brain drain rate of family companies has reached more than 50% in recent years, and some manufacturing companies have a brain drain rate of 70%. Among them, a large proportion of the lost personnel are middle and senior management personnel and professional and technical personnel. At present, middle- and high-level talents and scientific and technical personnel in family companies have a relatively short working period in the company, generally 2-3 years, and the longest is only 5 years. These people have unique expertise and management experience, which is the development of the company. The backbone. The massive loss of these talents not only means the diffusion of technology, the leakage of business secrets of the enterprise, the transfer of equipment, and the loss of customers, which causes the enterprise to suffer direct economic losses.
Therefore, from the traditional family system, how to transition to the shareholding system; from the father and son soldiers to the world to how to attract more foreign talents to create foundations; from the main core leadership are their relatives and friends, to how to dare to attract and trust the outside Appropriate talents have become the core layer of enterprise development. These problems are urgent problems that traditional family-owned furniture companies face.
Human resources are the number one resource in the furniture industry
During an interview with the "Chinese Furniture Academician's Line", the reporter Shen Guofang of the Chinese Academy of Sciences once proposed that without an international first-class talent, there can be no international enterprise, and human resources are the first resource. Academician Shen made it clear that although there are many unfavorable factors in the current furniture industry environment, the most serious problem is the talents facing, not lack of talents, but how to stimulate and tap the enthusiasm and creativity of existing talents, how to formulate effective systems Create an excellent environment for them to foster and develop talents. The turnover rate of good companies is obvious, some only have a turnover rate of about 5%, and these good companies can attract first-class high-level and middle-level white-collar talents and blue-collar talents with first-class skills.
Academician Shen believes that the talent mechanism of a good enterprise should first be the employment mechanism: is there an incentive mechanism? Is there a clear hierarchical management of responsibilities and rights? Is there a humanized system design? Is there an attractive welfare system? The problems of people, the problems of people's hearts, are not resolved, not mobilized, no matter how good the equipment, no matter how good the plant is to no avail. The problems of some people can be solved by equipment, but it is impossible to solve the fundamental problems. People are the root of the enterprise, and human resources are the first resource for the revival of furniture enterprises. Without talents, everything is empty talk; without international talents, going international is empty talk.
What is the most expensive in the 21st century? Talent! Talent chooses good wood to live, furniture companies should also change the traditional concept of employment, through system innovation, system innovation, and more humanized management to attract talent, retain talent, cultivate talent, use talent, encourage talent, rather than just Rely on the system to manage talents.
|
Chemical formula: |
|
|
Molecular weight: |
172.09 |
|
Standard executed: |
GB/T 28159-2011 GB3149-2004/FCC GB/T 2091-2008 |
|
Properties: |
Under normal temperature, Phosphoric acid is a colorless transparent viscous liquid, with a melting point of 21.1℃ and a boiling point of 158 ℃. As a tribasic acid with moderate acidity, it has all the common characteristics of an acid, including strong metal corrosion properties. |
|
Usage: |
1.Phosphoric acid Electronic Grade is widely used in the semiconductor industry in ultra large scale integrated circuits, electronic chips, liquid crystal display films and cleaning and etching of said products. It is also used in the preparation processes of high purity special phosphates and high purity organic phosphorus products. 2.Phosphoric Acid Food Grade is used as a clarifier in food and beverage industries, as an acid additive or a yeast nutrient, and in the production of food grade phosphates. 3.Mainly used as a metal surface treatment agent, as the phosphate in raw material products, as an organic reaction catalyst in the sugar industry and as a refractory additive or a activated carbon treatment agent in the compound fertilizer industry. |
|
Packaging and storage: |
Electronic Grade:Packaged in 200L HDPE drums(330Kg / drum), IBC ton barrels (1700 Kg /drum), or the ISO lorry lined in 316L stainless steel. Food grade:1000L IBC (1700KG/tank,IBC),200L drum (330KG/drum),25L drum(35KG/drum) and ISO-TANK. Store in a cool, dry, well-ventilated area away from toxic and hazardous Tech grade:1000L tank(1700KG/tank, IBC);200L plastic drum (330KG/drum);25L plastic drum(35KG/drum) and ISO-TANK. |
Phosphoric Acid CAS NO.7664-38-2
wc-reiniger,EVITs,H3PO4,PHOS ACID,MFCD00011340,Phosphoric,Marphos,Phosphorous acid,U.N. 1805,( 1527873,R)-VAPOL phosphoric acid,VAPOL hydrogenphosphate
Jinan Forever Chemical Co., Ltd. , https://www.jinanforever.com