Small and medium-sized pharmaceutical enterprises retain people dilemma

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Looking at the surrounding pharmaceutical companies, from companies with less than 50 employees to groups with thousands of employees, job-hopping and resignation seem to be the norm.


Some graduates who have just been recruited for a year or two have their majors and are young. It is time to lay the foundation for their careers, but they suddenly leave, which is very regrettable.


Frequent personnel flow, not only affect the normal production and operation of enterprises, but also to a certain extent, the development of the individual industry. I have seen a new quality manager recruited by an enterprise. He is less than 40 years old, but he has already experienced many battles. He has worked in dozens of pharmaceutical companies, from Zhejiang to Jiangsu to Anhui, from warehousing to quality control to administration. He has a wide geographical scope, rich work experience and frequent job-hopping. I can't help but sigh that he is young and promising! At the same time, it is hard to avoid suspicion: such people, enterprises also dare to use!


At that time, I made a conclusion to the head of the human resources department. This person will not work long. Don't hope too much. Sure enough, within ten months, this person changed jobs again.


Colleagues often complain that their staff cannot stay. Today this one left and tomorrow the other left. Why can't the pharmaceutical industry keep people, especially young people? This question is worth thinking about. According to the traditional human management methods, there are three kinds of treatment to retain people, career to retain people, feelings to retain people. Looking at domestic enterprises, these three seem to be difficult.


1. treatment retention takes time.


In the pharmaceutical-related industries, technology is supreme. Generally speaking, the older the person, the longer he has been in the industry, and the higher the technology, the more he can gain a foothold and the higher the salary.


However, it is difficult to enter the pharmaceutical industry and the threshold is high. Even if you have a bachelor's degree in pharmaceutical engineering, if you can't study and think more, it is difficult to master key technologies in a short period of time.


Young college graduates, applied to pharmaceutical companies, are mostly assigned to management or inspection positions, it is difficult to have the opportunity to engage in front-line production operations. "I feel shallow when I get it on paper, and I absolutely know that I have to do it myself". It is difficult to understand the meaning of process parameters and the core of the production process without personally experiencing the processes of ingredients, canning and granulation. And not as soon as possible to master the key technology can not be alone, the enterprise does not have enough reason for promotion and salary increase. You can't be given a raise just because you have a high degree, can you? These newcomers in the pharmaceutical industry can't afford a house or a car because their short-term salary is far from the expected value, so they change jobs, change jobs or resign.


As far as I know, some have directly transferred to other high-paying industries, such as Internet-related industries and beauty-related industries, while others have directly changed jobs to become medical representatives and are no longer engaged in production. There are also some postgraduate entrance examinations or public institutions and civil servants. The loss of these new talents is regrettable.


2. career retention needs opportunities.


Career retention is originally the most win-win way, which is not only conducive to the development of the enterprise but also can realize the self-worth of employees, but it is easier said than done. Because the cause of retaining people need time, more need to work hard.


Pharmaceutical companies are now facing many opportunities. Today, when the consistency evaluation of generic drugs is in full swing, the state encourages drug research and development innovation, and the pharmaceutical industry is in urgent need of transformation and upgrading, pharmaceutical companies too need a group of people who have the responsibility to study policies, systems and technologies. Young people!


However, graduates who have just entered the workplace are faced with problems such as the handling of interpersonal relationships and the need to adapt to the living environment. It is difficult to settle down on research work, let alone make a difference in their careers.


If you don't meet a patient and tolerant leader again, it is also likely that blame is more than guidance, and picky is more than cultivation. So career retention is one of the most difficult ways.


3. emotional retention requires accumulation.


Thirty years ago, in the pharmaceutical companies, everyone was eating, drinking, living and traveling together, just like a big family. I have seen many old employees of pharmaceutical companies in their fifties who entered the company from the first graduation. They have been diligent and selfless for a lifetime. Even their wives are found in the company.


Today, more people only look at the immediate interests and don't give money? Leave! No promotion? Leave! Emotional retention has become a luxury in today's fast-paced society.


Even those young people who have been in for three or five years and have really grown up 1.1 under the leadership of their masters will not stay because of human feelings once they find better opportunities and higher treatment. Therefore, I have heard the complaints of enterprises more than once: the little one, who has been here for three years, has just been trained and left again!


The high mobility of talents is the inevitable result of social development and the only way to liberate talents and develop economy. But for pharmaceutical companies, what is more needed is people who can stay in the company for a long time and work steadily. Only employees who concentrate on researching technology and are familiar with the company's products and processes can take root and grow in this industry.


For employees, each person's situation is different, it is not convenient to state one by one.


For the survival of enterprises and the sustainable development of the pharmaceutical industry, the following recommendations are made to the executives of various enterprises:


1. talents need to be evaluated and identified.


How to distinguish talents and evaluate talents is the primary task. As the saying goes, people cannot judge by appearance, and talents and mediocrity cannot be distinguished only by appearance. Talents are not the word "talents" written on their faces. Some people's potential is deeply buried, and some people's talents need opportunities to show. If they cannot be effectively identified, more opportunities are given, and multi-faceted excavation will cause the waste of talents. And dislocation.


Some people have the word talent written on their faces. In fact, they are fishing for fame and boasting and love to show off. They rush to do jobs that are easy to achieve results, and push things that are not good. Some people immerse themselves in hard work, but never publicize and strive for merit.


In pharmaceutical companies, the evaluation criteria for talents in various positions cannot be generalized. For example, production positions, it is impossible to have any obvious results at all, as long as the production process is carried out in strict accordance with the process procedures, no pollution and cross-contamination occurs, and the products are inspected and qualified, even if they are very conscientious.


Besides, in the inspection process, is the problem found in the inspection an achievement? Or is the problem not found in the inspection an achievement? If the product itself is qualified, there will be no problem in the inspection at all. In this case, can you say that the inspector is incompetent?


2. talents need to be collected and cultivated.


Talents are distributed in various departments and posts. As managers, they need to be patient and meticulous, observe more, inspect more and test more. Scientific evaluation and selection can make talents stand out.


Positions are not static. It is suggested that personnel in production, inspection and storage positions should be allowed to rotate in due course and be familiar with each other's business.


You can also use two-way selection, knowledge competition, technical competition and other ways to select outstanding talents to stimulate the skills and creativity of employees.


As for the topic of training talents, we should not stop training them just because some people have changed jobs. That is called abandoning food for fear of choking. When training, it is necessary to have targeted training. Some old employees who can be retained have a down-to-earth style, which may not be worth training.


It is necessary to select the training content for the post and adopt the training method, so that the training can really promote the production and improve the quality of drugs, instead of just focusing on the form.


If there is a chance to go out to study, it is suggested that the whole factory should notify and sign up for the audition. Don't leave the chance to the management personnel of the quality assurance department. It can be stipulated that any learner who goes out must bring back what he has learned, give lectures in the factory and teach the whole factory. You can also set up lecture hall activities to encourage grass-roots employees to go to the podium and explain what they have learned and done, which is conducive to the integration of knowledge exchange and technology and the cultivation of comprehensive hands of enterprises.


3. people need protection and training.


Some young people's IQ is higher than EQ, technology is stronger than character, make people love and gas, they are also easy to offend some people. If managers cannot display their wisdom and spread their wings to protect them, I am afraid that these people will be like new shoots in the wind and rain, and they will be suppressed before they germinate, and there will be no vitality to display their talents.


Pharmaceutical companies want to keep people emotionally. People with low EQ who concentrate on technology are actually the easiest to stay emotionally. Of course, protection is an expedient measure. After all, it is only a temporary rather than a lifetime. Real talents need to be exercised to grow their wings, and eventually grow into towering trees and become pillars. This requires managers to train and guide them under the premise of correctly selecting and employing people, and provide more opportunities for them to grow.


The above is my personal opinion on the problem of retaining people in pharmaceutical companies. Because of my lack of knowledge, it is inevitable that there are some shortcomings. I hope you can give more opinions and criticize more.


I sincerely hope that the talents of pharmaceutical companies will continue to spring up like bamboo shoots after a spring rain, and I hope that many young people can pass on their hard work and create more new and good drugs for our country.


May China's pharmaceutical industry flourish!