Talking about the "Three-Three Laws" of Talent Cultivation in China's Printing Industry
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“What is the most important thing in the 21st century? Talent!”
This film, which was directed by Feng Xiaogang's film "The World Without Thieves", is regarded as a classic line. It can be said that the hearts of thousands of entrepreneurs in China and the world. The talent problem in the printing industry is even more urgent, and it has become a huge obstacle to the development of the industry.
An international brand that makes people feel ashamed
China needs to realize the transformation from a printing country to a printing country. The blank filling and research and development of high-tech products and the creation of influential brand enterprises are two major issues that cannot be circumvented.
China's "Printing Machinery Industry's Twelfth Five-Year Development Plan" mentions a contrast value, which makes the printing people feel shame: the sales of 600 printing machinery companies in China are only equivalent to 50% of the sales of Heidelberg Printing Machinery Co., Ltd. . This is one of Heidelberg's amazing achievements as one of the most influential printing equipment brands in the world. Behind the brand, investment in scientific research and talent cultivation above the world average is inevitably an indispensable factor.
The Heidelberg School of Print Media, a global provider of advanced print media professionals, has established branches in 18 cities in 15 countries around the world to provide training courses and seminars for practitioners and decision makers in the print media industry. The Print Media Academy Building (“PMA Building”) has become a landmark building in Heidelberg, Germany since its inception.
If China wants to be an international brand enterprise, talent cultivation should not only be urgent, but should not be tasted.
What is worthy of recognition is that in recent years, domestic companies have begun to realize the importance of talent cultivation and have begun to make efforts. For example, Haiguanghua Printing Machinery Co., Ltd. established the “Guanghua Printing Institute” in early 2011, which opened the first place for domestic Indian companies to establish their own formal and professional colleges.
Three types of people who are lacking in Chinese printing
Starting from reality, the talents that the Chinese printing industry needs to focus on are mainly in the following three categories:
First, the leader in printing technology. To become a brand enterprise, it is necessary to have unique technological achievements and products, and high-end technology research and development personnel are obviously indispensable. The leader of printing technology is not only a guide for enterprise technology, but also a developer of industry technology. With such talents, the development of the company is reliable. Such as domestic well-known printing equipment suppliers, such as Qiao Junwei, chief engineer of Shanghai Guanghua Printing Machinery Co., Ltd.; Shi Jianping, deputy chief engineer of Shanghai Ziguang Machinery Co., Ltd.; Duan Yajun, senior engineer of Beiren Group, etc., are quite successful in their enterprises and even in the industry. The leader in printing technology.
Second, the company's senior management talents. To develop a distinctive development path, enterprises need a group of management talents with strong leadership and strength. Management talents need to make reasonable planning and deployment of enterprise development, and lead the company to move forward in a planned manner. The development of corporate brands will, to a large extent, leave a “brand” of managers. For example, the printing machinery of Dazu Guanhua Printing Technology Co., Ltd. is like its general manager Liu Xuezhi, an outstanding leader with literati, delicate and rigorous behavior, incorporating delicate design concepts and strict technical requirements.
Third, senior technicians and technicians. Printing equipment is the soul of the printing process. Whether it is the development or production of equipment or the use of control, it requires advanced technical personnel with experience and experience. The report that "the printing talent gap is large and the monthly salary is 10,000 yuan to seek the captain" has long been a new issue. The long-standing printing technicians, known as the “Golden Grey Collar”, are an important foundation for the development of enterprises and an important reserve for cultivating the former two talents.
Three Ways for Indian Enterprises to Expand Talents
At present, there are three main sources of expansion of the talent team in domestic printing enterprises:
First, the introduction of professional managers with high salaries. Leading professional managers with high salaries from well-known companies or foreign companies through headhunters or other means. This method is mainly for the simple and direct introduction of talents adopted by some enterprises of a certain scale for the purpose of transformation, development of new business, rectification of management, reversal of the direction of enterprises, etc., and can quickly receive results, but the drawback lies in It is costly. And because of the differences in the internal structure, development history, and importance of each company, enterprises may face the end of spending a lot of money but "bad results."
Second, recruit talents with certain skill and experience, and instill them through corporate culture, development concepts, etc., and “reform” as the key talents of the company. This is the common method adopted by printing companies at present. The cost of talent input will not be too large, and it can better avoid the "educational talents" who have no theory but no time. It is the biggest advantage of this way. However, such talents tend to be highly mobile, and they are often valued by the development space and career planning that the company can give. If there is disapproval of ideas, it is easy to switch to his home.
Third, the enterprise self-cultivation, in terms of the long-term development of the enterprise, this method is the most operational. The talents cultivated by the enterprise have a high degree of understanding and recognition of the enterprise. It can be said that it is a large reserve for the company to select talents to enter the management and senior technical team. The relatively long training period for employees is a flaw in this approach. Many companies are very easy to “three minutes of heat” in talent training. They are very excited when they first enter the company, but after a period of time, they let themselves go. Training courses such as operational skills, management skills, communication skills, and mentality adjustments have been tried. But in fact, self-cultivation of technical and managerial talents should be the only way for mature enterprises.