Andrew Carnegie, the American steel king once said, "Take away my employees and leave the factory, it will soon be overgrown with weeds; take away my factory and leave my employees behind, we will soon have a better factory." As one of the three giants who once influenced the US economy, Carnegie's understanding of the importance of talent is evident. Whether in the steel industry or the rosewood furniture industry, any industry that wants to form a complete industrial chain and seek sustainable development must establish and improve the talent training mechanism to ensure a continuous supply of talents. Only in this way can the industry continue to grow and develop; otherwise, it will become a water without a source, a tree without roots, and eventually disappear in the tide of the market economy.
In recent years, the problem of "labor shortage" in traditional industries in our country has been severe, and the "blue-collar bottleneck" is difficult to break through. The rosewood industry is also difficult to remain unscathed. Many companies have taken various measures to try to retain talent and attract process engineers to the maximum extent possible. However, from the perspective of the entire rosewood industry development, companies not only need to learn how to retain people, but also to cultivate talent.
Talent is the foundation of the rosewood furniture industry, and more importantly, it is the original driving force for promoting the sustainable development of the rosewood furniture industry. Cultivating talent is like installing a powerful motor for the rosewood furniture industry.
Haier Group CEO Zhang Ruimin said, "The main task of corporate leaders is not to find talent, but to establish a mechanism that can produce talent." However, the talent cultivation mechanism in the rosewood furniture industry is still very imperfect. On January 12, 2011, the first domestic "Yuanhengli Furniture School" invested and established by Beijing Yuanhengli Hardwood Furniture Co., Ltd. was officially inaugurated in Dacheng, Hebei. The special establishment of a school by Yuanhengli provides a learning approach for the entire rosewood furniture industry's talent cultivation. However, in other manufacturing industries such as the automobile industry and the clothing industry, such school-enterprise cooperation models have long been commonplace. For the rosewood industry, this is still worth media coverage as "news." It can be seen that such school-enterprise cooperation practices, like establishing schools and training institutions, should be vigorously promoted in the rosewood industry. When it is no longer novel, perhaps that day there won't be a labor shortage, and companies won't have to panic anymore.
"Process design is a very important part of rosewood furniture production, but it is often overlooked by many companies. This year, I want to cultivate a group of rosewood furniture design talents. Currently, I am looking for furniture design schools to cooperate with, and the graduates can intern at our Zhuomuwang for a year. If both parties recognize each other during this year, they can continue working in our factory, or I can recommend them to work in other large rosewood furniture enterprises in Dongyang," Du Changjiang, General Manager of Zhejiang Zhuomuwang Rosewood Furniture Co., Ltd., said when talking about the cultivation of design talents. When asked if he was worried that the talents he cultivated would be poached, Du Changjiang smiled and said, "Even if I'm worried, there's nothing I can do. I just know that in today's era where rosewood furniture designs are highly homogenized, without unique design concepts, we will forever only imitate others and find it hard to surpass. Sometimes cultivating talent also requires taking risks." It seems that cultivating talent not only needs effective methods, but also determination and adventurous spirit.
Establishing schools and training institutions aims to continuously provide new talents to the industry. However, cultivating talent not only involves introducing new talents, but also how to further "polish" existing talents, further explore their potential, and enhance their development space. Establish mechanisms to absorb and stabilize talents, improve the promotion and incentive mechanisms for talents, and regularly or irregularly provide employees with training and other learning opportunities to encourage employee learning and recharging. Train soldiers to become lieutenants, train lieutenants to become colonels, and promote colonels to become generals. Only by continuously improving the quality of internal employees can employees grow with the enterprise. When the enterprise achieves the success of its employees, the enterprise succeeds too. At that time, will you still rack your brains on how to retain workers?
Cultivating talent is like installing a powerful motor for the rosewood furniture industry. On the one hand, enterprises can seek school-enterprise cooperation externally to establish a large warehouse of talent reserves; on the other hand, they must also learn to "polish" talents, achieve talents, retain and make good use of existing talents. By doing these well, the talent issue in the rosewood furniture industry will no longer be an issue. (Source: China Classical Furniture Network, reporter Crystal)