Analysis of the Cause of Talent Shortage in Instrumentation Industry

The current development bottleneck of the instrument and meter industry has a considerable relationship with the shortage of talents. The urgent need for talent has almost become the answer to the talent problem of the instrument and instrumental SMEs. However, such a senseless sigh of “manpower shortage” can not really have positive significance for the practical development of instrument and meter companies. To improve the current talent situation of small and medium-sized enterprises, it is necessary to start from the source of talent shortage and perhaps get some inspiration.

Instrumentation industry system is weak

First of all, the integrated system, policies, and policies of production, learning, and research in the country as a whole have not been formed. The rate of conversion of innovation results is low, and the application of technology is poor. In the early period of reform and opening up, the instrumentation industry and foreign countries had a wide gap, and companies generally sought technology sources outward. Although there have been changes in recent years, some companies have come to the fore, but overall, the combination of independent innovation technology achievements and applications is not much. Big business growth is difficult.

China's scientific research institutions involved in measurement and control technology and related instruments have many scientific research achievements, but their practicality is poor. The depth and intensity of research on related manufacturing technologies, especially the core process technologies, are insufficient, and the amount of secondary development work is very large. The conversion rate of the results is low. High and mid-range instrument products and systems involve application technologies with a certain depth in different fields. Foreign companies have specialized departments and have experienced application talents. China’s instrument and meter companies are often unfamiliar with large-scale engineering processes and lack the integration capabilities of application technologies. . Therefore, it is difficult to produce high-end products.

Second, there is a lack of a strong national research support system. The instrumentation industry has many varieties and small batches, and it requires long-term, unremitting investment. However, at present, the country’s investment channels are scattered and it is difficult to focus on the focus. Businesses can neither compete in accordance with the rules of market economy like foreign companies, but also lack strategic investment in research resources. At the same time, the market environment needed for the marketization of new technologies has not yet been perfected.

Because the institutional mechanism is not straightened out, it naturally causes the lack of high-level compound talents in the instrument and meter industry in our country, and lacks comprehensive talents who are familiar with and proficient in cross-disciplines. Instrument science and technology not only covers a wide range of disciplines, but also only those who can discover, use, and integrate new scientific and technological achievements such as new principles, new concepts, new technologies, new materials, and new technologies as soon as possible can design and manufacture world-class technologies. Measurement control and instrumentation products. The shortage of talent naturally affects the development of the industry. This is undoubtedly an important reason for the gap between domestic instrumentation and imported products.

Cultivate unfavorable talents for millions of years

In the newly released demand situation of graduates from colleges and universities in the country, the majors in machinery and instrumentation ranked first in demand, and the demand was far ahead of the second largest marketing professional. This shows that for a long time in the future, the demand for such talents in China is still very large. However, there is a serious shortage of high-end elite talents, and the talent market even presents a unique situation in which millions of people are unable to earn enough salary.

With the continuous development of enterprises, the demand and shortage of related high-end professionals will become more severe. Judging from the status quo of the instrumentation industry, the reasons for the shortage of high-skilled talents mainly include the following:

1. People's neglect of vocational and technical education Although the concept of respecting knowledge and respecting talents in society today has been recognized by the society, the current education system emphasizes academic education and light skill training as the main reasons for the shortage of skilled workers. On the other hand, technical schools, which are important transportation bases for skilled workers, also have great difficulties in running schools: The training of manufacturing talents requires high equipment prices and low utilization rates; there are few students, and the enthusiasm for running schools is not high.

2. The training of talents for enterprises is not enough. The training period for highly skilled personnel is relatively long. The training of highly skilled personnel not only requires the training of schools, but also requires a large amount of work experience and skills to be accumulated in practical work. Learn continuous practice.

3. The evaluation, incentive, and mobility mechanisms for high-skilled talents have not been formed. There are proportions, ages, qualifications, and identities in the evaluation methods of skilled talents. There is no professional ability-oriented orientation, and job performance is the focus. A new system of evaluation of skilled talents at the level of ethics and professional knowledge.

In this regard, first of all, it is necessary to change people's understanding and positioning of technical work. Only when people's understanding of technological talents changes, the technical talent market can be prosperous. Finding and nurturing high-tech talent has only a place to stay. At the same time, it is necessary to increase the training capacity and training level of the training institutions so that it can truly become the cradle of skilled workers.

There are mistakes in the company’s talent introduction policy

1. Underestimating Reserve Talent Reserve According to a survey conducted by the Human Resources website, 90% of managers believe that their companies lack talent pools. In the past, China's state-owned instrumentation companies, as the main buyer's market for talents, gathered a large number of college graduates, and on this basis, they have formed a ladder-like corporate talent team on a planned basis. However, with the restructuring of state-owned enterprises, the intrusion of foreign-funded enterprises, and the rise of private enterprises, the reserve talents of state-owned enterprises have been largely lost, and the motivation for enterprises to cultivate reserve talents has been insufficient. The state-owned enterprise talents have begun to appear irrelevant. However, the employment mechanism of private enterprises is more eager for quick success, and their eyes are more focused on experienced practical talents. Talent development of enterprises is often based on introduction.

2. The value and treatment of key talents do not match Many enterprises have more serious egalitarianism, and they pay less attention to the development of key talents. First, in terms of the talent distribution mechanism, the value of many key talents and high-level talents in enterprises cannot be fully reflected. Second, in terms of investment in talent development, China’s enterprises’ talent investment in capital development, especially the training of high-level talents, is seriously insufficient. The Labor Law stipulates that the investment in employee education and training should reach 1.5% of the employee's total salary, but many companies cannot achieve this baseline. At the same time, the vast majority of limited corporate talent development funds are used for the development of popular middle and low-level talents, such as talent recruitment, induction training, and training, and high-level talents occupy less corporate training resources.

3. Talent management "Man rule" emphasizes "rule of law"

In terms of talent management mechanisms, many companies tend to "rule by people" more than "rule of law." The modern management system of most state-owned enterprises is still not perfect, and the rules and regulations of enterprises often change with the needs of management. The characteristics of “governance by people” in private enterprises are even more pronounced. Family rule and nepotism still have a large proportion in private enterprises in China. "Man ruled" management has enabled the personnel in management positions to have more rights and benefits than other positions. As a result, a large number of excellent talents in China's enterprises are reluctant to engage in engineering and technical work and rush to the "management positions". The overall function of the enterprise talent team is affected. Serious impact. On the other hand, "ruling by people" has also led to a lack of a fair competition environment for enterprises, causing brain drain. According to surveys, 80% of the managers who resigned from state-owned instrument and meter companies to foreign-funded enterprises or established private companies in Xiahai believe that the first reason for their departure was the lack of a level playing field for the original company.

In summary, the shortage of senior talents in the instrumentation industry has caused the attention of all relevant departments in various regions, and has taken corresponding measures. For enterprises, it is true that high salaries may find excellent high-tech personnel, but they cannot fundamentally solve the problem of talent shortage. The shortage of high-tech talent involves a fault in talents and resolves this issue. There is a long way to go.