[Source: LED Engineering's "LED lighting channel" 2013 the fourth period (total of 40) Reporter / Zhang Geng]
The frequent flow of talents in the LED industry has always plagued enterprises. The industry has attributed the frequent flow of talents to the fact that the number of LED companies has increased too fast, making domestic LED talents unable to keep up with the needs of enterprises, leading to the phenomenon that LED enterprise talents are hard to find.
Ai Zhihua, general manager of Dongguan Caiku Enterprise Management Consulting Co., Ltd. (abbreviation: Caiku Consulting) said, "The external cause is part of the main reason for the lack of a scientific employment system for domestic LED companies."
“Enterprises need to retain talents, belief and a good employment system are the key. Corporate belief is the 'soul' built at the beginning of the establishment of the company. It is the code of conduct that all employees follow, which is also lacking in domestic LED companies. There is no scientific and reasonable employment system, which leads to frequent turnover of talents in enterprises.†Ai Zhihua said.
High salary lure
Chip manufacturing and manufacturing talents are the most scarce talents in China, and they are basically obtained by digging foreign companies. Ai Zhihua said, "75% of domestic enterprise chip manufacturing and manufacturing talents are dug up from Taiwan-funded enterprises. Domestic LED companies that do not dig channels from foreign companies can only dig each other among domestic enterprises, resulting in more talent introduction prices. The more expensive it is."
In addition, marketing directors, R&D directors and other talents, the demand for LEDs in the middle and lower reaches is more vigorous, and companies are often entangled in each other. According to its own talent pool research, the marketing director and marketing directors received an average of 7-8 LED companies to dig the wall every month, and the salary increase was above 30%.
How can such a fascinating salary condition not be dazzling, and frequent job-hopping has naturally become a common phenomenon in the industry.
When the company develops to a certain stage, the earnings will be relatively slow, and even there will be stagnation. When the professional managers can't see the hope, they will start to change their minds, so that the professional managers can enjoy it every time. Higher income.
Therefore, the flow of talents under the stimulation of high salary makes it easy for professional managers to develop a mentality. Ai Zhihua said, "especially in the LED industry, the same salary, the salary difference between their own salary and their peers is too large, so that professional managers feel that their efforts have not received a corresponding return, and thus seek another high."
Business frustrated
The frequent flow of talents has caused many projects of the company to not always be consistent.
Especially in the decision-making, research and development, marketing programs, the enterprise development strategy formulated at the beginning of the year, the implementation of a period of change for individuals and adjustments, often lead to the implementation of the strategy is not in place.
The substitution of the R&D department will lead to the systematic replacement of the product. Ai Zhihua said, “The newcomers come up and repair most of the products, and there is no substantial update in product development. One product has The breakthrough of 'quality' often requires precipitation in the early stage, and frequent substitutions will lead to 'quality' taste."
In addition, in the marketing plan, the change personnel will lead to frequent adjustment of the marketing plan, the company's commitment to the agent often changes, and the instability of the sales channel is intensified.
TLC lighting is an example. Before 2008, TCL Lighting was led by General Manager Liao Wei. TCL developed rapidly. It has won the top ten brands in the lighting industry, and the terminal market dealers are also vying for agents. Since Li Yimin succeeded Liao Yucheng as the general manager of TCL Lighting, the policy mistakes and changes in the terminal sales plan have caused the agents to run counter to TCL lighting. The new products have not been groundbreaking upgrades, making TCL lighting worse.
Until now, TCL lighting has faded out of the top ten lighting brands. The reason is that Li Yimin took over the replacement of the main employees. Many projects have not been consistently implemented, causing public opinion and causing dissatisfaction from agents.
Reference foreign company
Relatively speaking, the flow of personnel in foreign companies is much smaller. The difference between foreign companies and domestic enterprises is that the organizational structure and position design of foreign companies are more reasonable. What kind of people foreign companies want to recruit have a clear recruitment process and design. Through several rounds of interviews, the people who are finally left are more suitable for the requirements of the post in terms of overall quality.
Ai Zhihua said, "At the beginning of the establishment of a large foreign company, the core culture of the company's vision and practice, and the integration into the company system to form a permanent creed, refers to the soul of the enterprise."
"For example, the Johnson & Johnson company in the medical industry emphasizes that the purpose of the company's existence is to 'reduce the pain.' The level of responsibility is clear: customer first, employee second, the whole society third, shareholder fourth, etc., Johnson & Johnson turns belief into action, How to implement the organizational structure, internal planning procedures, welfare systems, strategic business decisions, and tangible guidelines in times of crisis. To form a Johnson & Johnson culture, only talents who can stand out and recognize Johnson & Johnson values ​​can be promoted, thus forming a Johnson & Johnson employer. system."
Any organization that wants to survive and succeed must have a sound belief as a prerequisite for all policies and actions. If policies, practices, and goals violate fundamental beliefs, they must change. This is the century-old foreign enterprise, which continues to flourish and maintain the unique corporate culture.
Establishing a system
Domestic LED small and medium-sized enterprises lack such a system of employment, and more are decisions made by CEOs, so the risk of recruitment is high.
In order to retain good talents, the usual practice of domestic companies is to raise salaries, but this does not solve the root cause. Ai Zhihua said, "Domestic enterprises lack a systematic institutional framework. In the recruitment system, domestic LED companies like to recruit people who are perfect, we often hear such words when hunting high-end talents for enterprises. 'The ability of that person Very strong, but still can't meet my requirements', the CEOs expect the recruited people to organize the framework, the marketing strategy, the trainer, the sales master, etc., so that people are more scarce."
"Therefore, for the long-term development of enterprises, the first thing for domestic LED companies to do is to set the company's initial vision, combine the corporate culture summarized in the practice process, integrate into the enterprise system, establish a more scientific employment system, clarify job responsibilities, and establish The scientific job recruitment process is to identify whether the recruited person is suitable for the position, establish a talent pool, and form a virtuous circle, thus reducing the loss caused by the loss of personnel."
The frequent flow of talents in the LED industry has always plagued enterprises. The industry has attributed the frequent flow of talents to the fact that the number of LED companies has increased too fast, making domestic LED talents unable to keep up with the needs of enterprises, leading to the phenomenon that LED enterprise talents are hard to find.
Ai Zhihua, general manager of Dongguan Caiku Enterprise Management Consulting Co., Ltd. (abbreviation: Caiku Consulting) said, "The external cause is part of the main reason for the lack of a scientific employment system for domestic LED companies."
“Enterprises need to retain talents, belief and a good employment system are the key. Corporate belief is the 'soul' built at the beginning of the establishment of the company. It is the code of conduct that all employees follow, which is also lacking in domestic LED companies. There is no scientific and reasonable employment system, which leads to frequent turnover of talents in enterprises.†Ai Zhihua said.
High salary lure
Chip manufacturing and manufacturing talents are the most scarce talents in China, and they are basically obtained by digging foreign companies. Ai Zhihua said, "75% of domestic enterprise chip manufacturing and manufacturing talents are dug up from Taiwan-funded enterprises. Domestic LED companies that do not dig channels from foreign companies can only dig each other among domestic enterprises, resulting in more talent introduction prices. The more expensive it is."
In addition, marketing directors, R&D directors and other talents, the demand for LEDs in the middle and lower reaches is more vigorous, and companies are often entangled in each other. According to its own talent pool research, the marketing director and marketing directors received an average of 7-8 LED companies to dig the wall every month, and the salary increase was above 30%.
How can such a fascinating salary condition not be dazzling, and frequent job-hopping has naturally become a common phenomenon in the industry.
When the company develops to a certain stage, the earnings will be relatively slow, and even there will be stagnation. When the professional managers can't see the hope, they will start to change their minds, so that the professional managers can enjoy it every time. Higher income.
Therefore, the flow of talents under the stimulation of high salary makes it easy for professional managers to develop a mentality. Ai Zhihua said, "especially in the LED industry, the same salary, the salary difference between their own salary and their peers is too large, so that professional managers feel that their efforts have not received a corresponding return, and thus seek another high."
Business frustrated
The frequent flow of talents has caused many projects of the company to not always be consistent.
Especially in the decision-making, research and development, marketing programs, the enterprise development strategy formulated at the beginning of the year, the implementation of a period of change for individuals and adjustments, often lead to the implementation of the strategy is not in place.
The substitution of the R&D department will lead to the systematic replacement of the product. Ai Zhihua said, “The newcomers come up and repair most of the products, and there is no substantial update in product development. One product has The breakthrough of 'quality' often requires precipitation in the early stage, and frequent substitutions will lead to 'quality' taste."
In addition, in the marketing plan, the change personnel will lead to frequent adjustment of the marketing plan, the company's commitment to the agent often changes, and the instability of the sales channel is intensified.
TLC lighting is an example. Before 2008, TCL Lighting was led by General Manager Liao Wei. TCL developed rapidly. It has won the top ten brands in the lighting industry, and the terminal market dealers are also vying for agents. Since Li Yimin succeeded Liao Yucheng as the general manager of TCL Lighting, the policy mistakes and changes in the terminal sales plan have caused the agents to run counter to TCL lighting. The new products have not been groundbreaking upgrades, making TCL lighting worse.
Until now, TCL lighting has faded out of the top ten lighting brands. The reason is that Li Yimin took over the replacement of the main employees. Many projects have not been consistently implemented, causing public opinion and causing dissatisfaction from agents.
Reference foreign company
Relatively speaking, the flow of personnel in foreign companies is much smaller. The difference between foreign companies and domestic enterprises is that the organizational structure and position design of foreign companies are more reasonable. What kind of people foreign companies want to recruit have a clear recruitment process and design. Through several rounds of interviews, the people who are finally left are more suitable for the requirements of the post in terms of overall quality.
Ai Zhihua said, "At the beginning of the establishment of a large foreign company, the core culture of the company's vision and practice, and the integration into the company system to form a permanent creed, refers to the soul of the enterprise."
"For example, the Johnson & Johnson company in the medical industry emphasizes that the purpose of the company's existence is to 'reduce the pain.' The level of responsibility is clear: customer first, employee second, the whole society third, shareholder fourth, etc., Johnson & Johnson turns belief into action, How to implement the organizational structure, internal planning procedures, welfare systems, strategic business decisions, and tangible guidelines in times of crisis. To form a Johnson & Johnson culture, only talents who can stand out and recognize Johnson & Johnson values ​​can be promoted, thus forming a Johnson & Johnson employer. system."
Any organization that wants to survive and succeed must have a sound belief as a prerequisite for all policies and actions. If policies, practices, and goals violate fundamental beliefs, they must change. This is the century-old foreign enterprise, which continues to flourish and maintain the unique corporate culture.
Establishing a system
Domestic LED small and medium-sized enterprises lack such a system of employment, and more are decisions made by CEOs, so the risk of recruitment is high.
In order to retain good talents, the usual practice of domestic companies is to raise salaries, but this does not solve the root cause. Ai Zhihua said, "Domestic enterprises lack a systematic institutional framework. In the recruitment system, domestic LED companies like to recruit people who are perfect, we often hear such words when hunting high-end talents for enterprises. 'The ability of that person Very strong, but still can't meet my requirements', the CEOs expect the recruited people to organize the framework, the marketing strategy, the trainer, the sales master, etc., so that people are more scarce."
"Therefore, for the long-term development of enterprises, the first thing for domestic LED companies to do is to set the company's initial vision, combine the corporate culture summarized in the practice process, integrate into the enterprise system, establish a more scientific employment system, clarify job responsibilities, and establish The scientific job recruitment process is to identify whether the recruited person is suitable for the position, establish a talent pool, and form a virtuous circle, thus reducing the loss caused by the loss of personnel."
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Technical parameters
|
Power source |
AC85~260V/50~60Hz |
|
Power |
60W-120W |
|
LED junction temperature |
＜60℃ |
|
LED luminous efficiency |
＞100 Im/W |
|
The initial light flux |
6000Lm-12000Lm |
|
Light output efficiency of light |
＞90% |
|
Color temperature |
4000K-6500K |
|
Color rendering |
Ra＞75 |
|
Power factor |
＞0.95 |
|
Protection class |
IP65 |
|
Operating temperature |
-40℃~+50℃ |
|
Wind Index |
12 level |
|
Lamp life |
>50000h |
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