Keywords: higher vocational colleges, enterprises, school-enterprise cooperation, talent cohesion
Among all kinds of resources in an enterprise, human resources are the most important. The reduction of enterprise cost, the increase of benefit and the improvement of competitiveness all depend on the human resources of enterprises. It can be said that human resources are the key factor of economic growth and core competitiveness of enterprises. The situation of human resources in enterprises is related to the survival and development of enterprises. Higher vocational colleges are the main channel for the allocation of human resources in enterprises. Realizing the docking between the allocation of human resources in enterprises and the training of talents in higher vocational colleges is beneficial to both sides and is a win-win situation. However, in real economic life, on the one hand, enterprises often complain that they can't find suitable talents when allocating human resources, and the quality of graduates trained by higher vocational colleges is not high. On the other hand, higher vocational colleges often complain that enterprises unilaterally pursue high consumption of talents and it is difficult for graduates to find jobs. It can be seen that the docking between talent training in vocational colleges and enterprise demand needs to be solved urgently.
First, the problems in the allocation of human resources in enterprises
Talent is the foundation of an enterprise and a symbol of its strength. Many enterprises have realized the importance of talents and implemented various preferential conditions to attract talents. A large number of talents in enterprises should be high-quality senior professional and technical talents with good professional post ability trained by higher vocational colleges. However, enterprises often have the following problems in the allocation of human resources.
1. Enterprises unilaterally pursue high-quality talents.
Today, with the popularization of higher education in China, some enterprises unilaterally pursue high-quality talents in the allocation of human resources, raise the threshold for talent access, and set talent standards higher than actual needs. What higher vocational students can do must be done by undergraduates, and what undergraduates can do must be done by master students or even doctoral students. Some enterprises introduce undergraduate, master and doctoral students in human resource allocation mainly to decorate the facade and beautify the corporate image. This will lead to an increase in the utilization cost of human resources in enterprises. In addition, undergraduates and master students who lack practical ability may not be competent for front-line work. Moreover, these highly educated talents require high treatment. Once these highly educated talents are useless or the treatment requirements are not sufficient, it is difficult for enterprises to retain these talents. The final result is to recruit and walk again and again, which also affects the normal operation of the enterprise. Facts have proved that the higher the education, the better, but the more suitable the enterprise should be in the allocation of human resources. Therefore, enterprises should correctly determine the standards of required talents and allocate talents that are most suitable for enterprise development.
2. Enterprises lack long-term planning in the allocation of human resources and pursue once and for all.
Contemporary enterprises should combine their own development strategies, formulate long-term plans for enterprise human resources, rationally allocate, use and develop human resources, provide sufficient talent guarantee for the implementation of various strategies of enterprises, and make enterprises grow and develop. However, some enterprises lack long-term planning of human resources, which is embodied in recruiting people with work experience in the allocation of human resources. As a result, many talents in higher vocational colleges come from these enterprises. People with practical experience are of course easy to use. They are quick to get started, and enterprises can save initial training costs, but at the same time they are often highly mobile and have low loyalty to enterprises. This will lead to frequent recruitment and increase costs. The goal of talent training in higher vocational colleges is to train high-tech applied talents who are the front line of production, construction, management and service, and they will be the main force for enterprises to transform science and technology into productivity. They have strong plasticity and high loyalty, and can serve enterprises for a long time. In fact, the allocation and use of human resources cannot be done once and for all. With the continuous development of science and technology and the acceleration of industrial structure adjustment, new knowledge and technology are constantly emerging. Enterprises must cultivate and develop talents in order to be invincible in the fierce market competition. Talents with high academic qualifications and low academic qualifications must establish a lifelong learning mechanism.
Second, the problems in personnel training in higher vocational colleges
1. The continuous expansion of undergraduate enrollment has caused a decline in the quality of students in vocational schools.
With the continuous expansion of undergraduate enrollment, the admission scores of higher vocational colleges are declining. In addition, the social recognition of higher vocational education needs to be improved, and students and parents are bent on undergraduate courses, even if there are three, which greatly affects the quality of students in some higher vocational colleges. The decline in the quality of students increases the difficulty of training talents in vocational colleges, which makes some talents trained in vocational colleges of low quality.
2. Some vocational colleges are backward in school-running concepts and management methods, and their practice facilities are seriously inadequate.
Most of the vocational colleges in China are upgraded from the original secondary schools, and some vocational colleges have been following the school-running philosophy and management methods of secondary schools, which greatly reduces the quality of personnel training. Training facilities are an important guarantee for higher vocational education to cultivate talents with strong practical ability and practical operation ability. However, due to insufficient investment and serious shortage of training facilities in some vocational colleges, the quality of trained talents can not meet the requirements of enterprises.
3. The professional structure of vocational colleges lags behind the adjustment of enterprise industrial structure and the change of talent demand.
Since the reform and opening up, China's science and technology have developed rapidly, and the transformation of scientific and technological achievements into productive forces has been accelerating. At the same time, many industries in developed countries are accelerating their transfer to China. In this context, some vocational colleges, as the main positions to transport high-skilled talents to enterprises, have failed to adapt well to this change. Influenced by teachers and training facilities, the specialty setting of vocational colleges lags behind the adjustment of industrial structure and the change of talent demand.
In today's society, a large number of traditional industries are transforming into modern industries, and new jobs are emerging one after another. However, some vocational colleges need a lot of investment to set up new majors that meet the needs of industrial restructuring, stick to the old majors that they are already familiar with, or just set up some liberal arts majors with little investment, which makes it difficult for some graduates to find jobs and enterprises can't find suitable talents.
4. Some vocational colleges have weak teachers.
Because many vocational colleges have not been transformed from secondary vocational schools for a long time, some teachers have not had time to change their concepts and update their concepts, and have not yet established a correct concept of higher vocational education. They still follow the "teaching mode" of secondary vocational schools, so it is difficult for the students to meet the needs of enterprises for higher vocational talents. Higher vocational education is to train higher applied talents who serve the front line of production, but some teachers are looking forward to teaching at school and have never been exposed to actual production, so it is impossible to train talents who serve the front line of production. Although vocational colleges have developed rapidly in recent years and introduced a large number of teachers, most of them are young teachers who have just graduated from school. They lack teaching experience, let alone first-line production experience, and their teaching ability needs to be further improved. The other part is the talents with production experience introduced from enterprises. Although these talents are very suitable for higher vocational education, they are a minority after all. In short, on the whole, the teachers in higher vocational colleges are weak, so higher vocational colleges should continue to work hard and shoulder the heavy responsibility of cultivating high-quality talents. 5. Some higher vocational students have poor professional foundation and low comprehensive quality.