The survival of the fittest of LED enterprises is getting worse and worse1

Recently, many senior executives of LED lighting enterprises have resigned one after another. Although it is related to many reasons, the wave of resignation has exploded. For LED enterprises that are in need of stable talent team to support their development, it will undoubtedly cause personnel turmoil and a domino effect. As we all know, talents have always been the foundation of the company's life and life. Without talents, it is difficult to use a good fist. The LED lighting industry, which is developing at a high speed, is facing various problems in the critical period of development, of which the headache is the shortage of talents. in particular, there is a lack of high-quality management talents, marketing talents and cutting-edge technical talents. Therefore, for the LED lighting industry with scarce talents, it is very important to cultivate a stable talent team. How should LED lighting enterprises retain talents? First, the development space is the basis for retaining people. The system of the enterprise is the basis for retaining people. The enterprise does not have a good system, and the workers recruited also spend a lot of time helping others to train employees. The enterprise does not have good development opportunities for employees, does not help them plan their lives, but only regards them as tools for production. After a long period of time, employees will lack the motivation to learn and enthusiasm, and their inertia will come out, thus they will feel that they have no room for career development. in this way, they usually choose to resign. Therefore, in order to retain employees, especially the core employees, enterprises should not only provide generous bonus treatment, but also continuously charge and pressurize employees. meeting their needs for continuous progress and realizing the fun of challenges and self-worth in their work are the real secrets of keeping people in modern enterprises. Second, motivation is the magic weapon to keep people. Motivation is divided into different levels, different positions and different assessment mechanisms. When employees enter the enterprise, there must be a clear incentive mechanism to let different levels of employees have different goals. Incentives should be practical, not a cake to fill the hunger. Nowadays, many large enterprises have no effective incentives for senior executives and middle-level cadres, which has a lot to do with the corporate culture and the boss of the enterprise. Sharing the development achievements of an enterprise means that excellent talents should be given certain treatment, including options, equity and dividend rights. They should not be motivated only by slogans and ideological work. it is unrealistic to talk about dedication. In an enterprise's distribution policy, employees should feel the balance between giving and returning, so as to realize the potential of the team. After adopting the incentive mechanism of Labor shareholding system, employees become one of the shareholders of the enterprise. If they leave the company, they will return their shares. Who is willing to give up the fat meat that has already reached their mouths? Third, a good corporate culture is the foundation of retaining people. For retaining people, enterprises must have standards. Enterprises provide platforms for employees and require employees to do so. at the same time, employees also have the same standards or requirements for you to cooperate. The selection of people should match the enterprise and the current situation, and cannot be divorced from reality. If you can give employees any space, they will have much return. The key to keeping people is the heart of the boss. How to have a good corporate culture and care to let managers stay is a problem that the boss must think about. Of course, the establishment of the core culture of the enterprise cannot be achieved overnight. In the process of development, an enterprise must implement the core culture construction throughout, so as to attract outstanding talents to stay. At present, the mobility of senior executives is too large, which is related to the hearts of business owners. It is mainly reflected in the standard of asymmetry. There is no balance between employees' expectations of the enterprise and no room for development. With the non-stop development of LED industry, the survival of the fittest of LED enterprises has also begun to intensify, which is the inevitable result of market development. Perhaps in the next five years, the phenomenon of industrial reshuffle will become more obvious, and enterprises will face a very severe situation. Under the market guidelines of LED industry, big fish eat small fish, fast fish eat slow fish, some smaller and weaker LED companies directly face the fate of being eliminated by the market, which will be the norm of the industry. As we all know, talents are the basis of competition, especially the current lighting industry is in a rapid transition period, and the application of talents is half of success.