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Rely on Transformation and Upgrade to Achieve Wage-raising Peasant Workers to Enter Jiangsu Province's Textile Enterprises
After the Spring Festival, manufacturing industries across China's Pearl River Delta, Yangtze River Delta, and even western regions faced a widespread "recruitment crisis." This trend highlights that China's demographic dividend has faded, putting immense pressure on textile companies. In Jiangsu, in addition to offering higher wages, firms are making every effort to both attract and retain workers.
Many companies report that this year’s hiring situation is more challenging than in previous years. Front-line operators, in particular, are the hardest to recruit. One recruiter from a local firm noted, “The issue isn’t finding talent—it’s that front-line workers are more hesitant than before.â€
To address this, Huafang Group launched its “Spring Festival Transportation†initiative, helping employees return home for the holiday and bringing them back to work afterward. This strategy proved effective, with over 2,000 new hires brought in through the “Laodaixin†program. The company started recruitment efforts as early as November last year, coordinating with labor-rich areas and sending out recruiters during the festival period. According to Huafang’s HR head, the group focuses not only on salary and benefits but also on corporate culture and employee growth.
Similarly, Shenghong Group struggled with a shortage of front-line staff but managed to keep skilled workers stable by implementing regular internal evaluations tied to salary increases. To meet future needs, the company pre-hired and trained a group of workers to fill in when needed. They also encouraged existing employees to refer new hires, offering rewards to those who successfully introduced others.
Red Bean Group began construction just eight days after the Lunar New Year, with most employees returning to work by the second day of the Lantern Festival. With new product lines launching, including expansion into underwear and pharmaceuticals, the company hired over 2,000 workers, many of whom were referred by current employees.
At Zhangjiagang Jinling Textile Co., Ltd., employees gradually returned to their positions after the festival. The logistics team ensured smooth food and accommodation for workers, and even helped newlywed employees find suitable housing. The company emphasized creating a learning-friendly environment, systematically training new hires to build a sense of belonging and understanding of the company’s values.
Huafang Group also published a 12-page special edition in its internal newspaper, “Huafang Daily,†highlighting the company and involving employees in the recruitment process. By focusing on emotional engagement and guidance, the company helped new hires adapt quickly. The HR department assigned dedicated personnel to assist new employees with procedures, housing, and daily life, ensuring they had a positive first impression of the company.
Red Bean Group recently awarded front-line workers a generous New Year bonus package, with skilled workers earning over 40,000 yuan annually. The group set clear income targets and rewarded or penalized companies based on performance. Front-line staff also benefited from a star system, with top performers receiving additional benefits, such as free college opportunities and leadership roles.
While salary increases are common, they come with rising costs. To manage this, many companies are focusing on upgrading operations, improving productivity, and increasing product value. Implementing efficient management practices has become essential for long-term sustainability.