Importance Of Developing A Perfect Talent Strategy For Textile And Garment Enterprises

< p > talent competition is still a key obstacle to the development of a href= "//www.sjfzxm.com" > Company < /a >. The company needs to formulate development plans for its top talents, provide them with relevant global experience, but at the same time, the company needs to have the ability of quick response so as to be able to win the right talent in the right place when the opportunity arises.

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< p > companies that are able to take strategic approaches to global talent deployment are more likely to make good use of development opportunities, because their professional knowledge and leadership can focus on the correct location, products and industry.

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< p > in the next three to five years, the deployment of global talent will become more and more important because of the complexity of business and the growing importance of emerging markets worldwide.

Human resources leaders and executives agree that global talent flow needs to be integrated with the core processes of human resources and should play a role as a strategic partner in the business to support strategic business objectives and talent planning.

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P > world class companies need to develop a clear talent flow strategy to adapt talent flow to the needs of talent and improve the value of the talent flow function.

In our view, in order to make the flow of talents re adapt to the company's broader business and talent objectives, the company needs to focus on the above three objectives and to flexibly handle talents and business needs in order to succeed.

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< p > < strong > the importance of personnel flow strategy < /strong > /p >

< p > global talent flow is an increasingly important strategic development engine. It should be consistent with the core business objectives of the company.

3/4 of the surveyed companies expect the total number of employees to move globally will grow or increase significantly in the next three to five years.

In addition, over 80% of companies expect that global mobility will become more important or particularly important at this time.

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< p > the coordination of global talent flow strategy and business strategy is important or very important.

The most important strategic business problem of the company is the emerging market.

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Business pressures (emerging markets' rapid development, globalization and competition) force companies to reassess their talent mobility strategy, not just as an expedient human resource mobilization, but as a more deliberate approach to P.

The top talent is rapidly undertaking the pioneering task of the new business. It reflects the fact that the company expects the change in the proportion of talent flow itself to be strategic.

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< p > at present, about 26% of the turnover of talent is for strategic talent or leadership development, but the company expects this proportion to grow.

This shows that TNCs have realized the importance of strategic globalization deployment, even though they have not yet implemented the new model.

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The development of global talent mobility to the next level will require careful planning, targeted investment and the development of advanced new skills, which will be incorporated into the company's formal P strategy.

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< p > global talent flow is a huge investment which can easily reach 25 million to 30 million pounds per one hundred mobile workers.

Companies need to know that their priorities are focused on critical priorities and that their investments will benefit.

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< p > < strong > the need for integration of personnel flow < /strong > /p >

< p > many companies clearly estimate that more efforts should be put on talents and a href= "//www.sjfzxm.com/news/index_c.asp" > talent flow /a strategy, which aims to achieve more effective recruitment, contact and management of global employees.

In the face of a more globalized market, companies now emphasize the search for talent in the global market and emerging markets. Only in this way can they get the right people at the right place to do the right job.

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< p > many executives realize that the emerging markets before the recession have become catalysts for future development. They urgently need talent development managers to search for new talents and engage in new jobs in new locations.

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They found that the focus must be on global talent flow and talent management. They have focused their attention on recruitment of skilled talents who are hard to find, and have begun to formulate career development plans and create challenging opportunities to retain key employees. P

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The development of new leaders and the experience of developing new markets are extremely important. However, the lack of combination of talent development planning and talent strategy means that many companies are unable to find global leaders for future development to fill their p repositories.

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< p > survey results show that global mobility is important or important for satisfying talent planning.

Global mobility is becoming more and more important.

This shows that the company is increasingly aware that, from a short-term perspective or a talent development perspective, it is very important for the development of enterprises to get the right talents at the right time and at the right place.

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< p > the global leadership and talent pool in the flow of talents is the key to the success of the company.

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< p > support < a href= "//www.sjfzxm.com" > textile clothing > /a > enterprise business means supporting the company's overall talents and mobile planning.

This requires a comprehensive understanding of the company's business objectives and talent development goals, and helps to integrate international experience into the development of globalization.

Only in this way can they find the right person in the right place and do the right job.

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< p > < strong > improving the value of global mobility < /strong > /p >

< p > the development of global talent flow function has always been passive. The responsibilities of different fields of talent management, operation, human resources sharing service center and professional knowledge of mobile professionals are usually separated. The company lacks overall strategic direction, or does not realize that the global talent flow can promote the realization of the company's business objectives.

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