Researches On The Human Resources Crisis For Foreign Trade Enterprises Under The Financial Crisis

As the global financial crisis, triggered by the U.S. sub-prime crisis spreads, national economies are subject to impact on varying degree. China's foreign trade enterprises are in a deep "winter": facing the threat of operational difficulties, cut downtime, loss or even closure on different degree. Almost all enterprises have chosen pay-cuts, layoffs, or both of the two. However, because of China's foreign trade enterprises'lack of related theoretical basis and practical experience, during the course of pay-cuts and layoffs something is improperly handled, which leads to a higher mobility of human resources. The quit by enterprise's key employees, aggravated the crisis, allowing companies bogged down.This paper studies crisis management at home and abroad, which takes advantage of literature analysis, theory studies, logical analysis and other research methods comprehensively to study crisis management,enterprise crisis management and human resources crisis management. and clarifies the status quo of research questions, which guides the study of the paper.In this paper, against the backdrop of the financial crisis, based on the analysis of China's foreign trades'operational features and foreign trade enterprises'employing mechanism, it has get characteristics of human resources in China's foreign trade enterprises and conditions on its human resource management:On one hand, foreign trade enterprises compound a serious shortage of qualified personnel, various types of professional talent gap is also great. On the other hand, the core employees leave the foreign trade enterprises, taking away customers, taking orders, setting up their own foreign trade companies are very common.With the spread of financial crisis and the deteriorating external environment, harms to the foreign trade enterprises as a result of the human resources crisis become more obvious and serious. The human resources crisis faced by foreign trade enterprises including:(1)Visible human resources crisis (brain drain, pay-cuts and layoffs), among them pay-cuts and layoffs will lead to a higher turnover rate, a lower morale, and then a decline in productivity. (2) Invisible human resources crisis (institutional crisis, the corporate crisis), as its mechanism of long-term, are often ignored, but the invisible human resources crisis is precisely the root causes of issues. It may come into brain drain, product crisis, crisis management and so on.To help the foreign trade enterprises overcome human resources crisis, fundamentally, in this paper, it puts forward the idea from the overall design, Crisis response, adaptation and operation Security.(1) Handle invisible human resources crisis with the overall design, that is, institutional reform and innovation of corporate culture. Only with the establishment of human capital and material capital co-exist, making human capital enter the property and the corporate governance structure, the intellectual used as a capital stake, can fully mobilize the enthusiasm of human capital and creativity. Through intangible corporate culture, enterprises can achieve a stable "psychological contract" with talents, and can solve problems as staff motivation and high turnover rate.(2) Handling of visible human resources crisis:Brain drain:establishing a sense of crisis of brain drain, strengthening knowledge management, establishing a scientific, reasonable and competitive compensation system, career planning, job rotation, talent pool, allowing employees to vent the export, interview and management of leave staff and so on.Pay-cuts:developing detailed plans in advance, open communication, establishing a "tide over the crisis" consciousness, managers taking the lead, the introduction of a third party counseling and so on.Layoffs:try not to dismiss, there are some alternative measures-pay-cuts from the beginning of executive, work-sharing, a leave without pay, employee pensions and benefits plans. During the process communication is the most important. In order to maintain the level of the company's performance, after layoffs there are something to do:training on the new team spirit to help surviving employees to adapt to new changes of the work environment.(3) Adaptation and operation Security:to improve the traditional organizational structure into directions of flat, flexible, virtual network, this can effectively promote human resources initiative, dynamism and the creation of their potential. Human resource management through flexible (number of employees flexible) organization is established to enhance the adaptability to changing environments.In the hope of provide reference and advices for China's foreign trade enterprises to solve human resources crisis and to run out of the predicament earlier.