For many cabinet companies, the introduction and storage of talent has become more and more important to management. With the continuous development of the cabinet market, talent demand has become a great weapon for the strength of the enterprise. Therefore, in the development planning of cabinet enterprises, talent training plans are often added.

However, observing the current cabinet industry, most cabinet companies still have some bottlenecks in personnel cultivation. Some enterprise managers even lament that talents are difficult to recruit now. Why? In fact, for cabinet companies, "People are not as good as "education". The best way to retain better talent is to cultivate yourself.

Cabinet companies are keen to introduce talent

Most cabinet business owners are looking outwards and recruiting managers everywhere. The so-called "far monks will recite the scriptures"; the far-off "monks", especially the "monks" who quit everywhere and "reform", often do not have much "truth" "There is only a general understanding of various enterprises and corresponding positions. There are many people who spend their time, and they have more requirements for treatment and welfare.

There can be no talent in the talent market, but the management talents that meet the needs of their own businesses are minimal. Because truly powerful talents are never likely to sell themselves to the "market", most of them work diligently in existing positions. When existing jobs cannot realize their own value, they are also "diggered" by other companies. People who often sell themselves on the "market" are often people who are arrogant and arrogant as "capable people". They are familiar with market prices, have high expectations of income, and increase their own value through job-hopping. This kind of person has weak feelings and loyalty. low. In terms of capacity structure, there are many insights but poor system knowledge; some are self-satisfied, not good at getting along with others, and even more paranoid.

A cabinet executive believes that there is no talent in the market, and it is impossible to find talents that can be used. It is difficult to have top talents. If he is a top-notch talent, he will not let him go easily; if he is allowed to leave, he will not be top-notch and he will recognize himself; or "dao" will not work, and it will be difficult to get along with others; or the price is too high, the family only Can bear the pain of cutting love.

Focus on internal training to retain real talents

"Children are still good for themselves." The employees of this company know their own situation best, are familiar with business processes and products, have a good network of contacts, have mixed values, and recognize the culture of the company. Therefore, it is necessary to cultivate and use "home children". In fact, if you change your thinking and strengthen your training, you can cultivate excellent management talents from your own employees. "Own children", although there are such shortcomings, but better communication, it is easier to carry out targeted help, often not too much treatment, because "cultivation, use" is the biggest welfare for the company. !

Strengthening teaching and training, so that your children can grow up quickly, need to solve the problem of understanding: don't be too quick and quick, and always feel that training talents to suffer losses, want to directly introduce direct benefits. It is necessary to know that talents are not trained by others, but they are cultivated in practice. "There is no free lunch in the world." If you want to use ready-made talents, no one will cultivate talents, there will never be talents available! You don't train, others are rarely cultivated for you. The result is that it is not only difficult to meet the requirements, but more important loyalty. Low, just adapted to work, maybe find a new owner. Although the talents cultivated by oneself need to be trained for one or two years, they can often serve in the company for a long time. As long as the basic conditions are met, the possibility of job-hopping is much smaller.

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