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Sipac HR Official Meets GMs Face to Face 

Human resources and situation in supply and demand are mainly concerns of HR directors in SIP enterprises, and the general managers normally do not have to inquire into the matter. However, at the gathering of GM Club of SIP Semiconductor Industry last week, the GMs and CEOs showed strong desire to be informed of SIP development, especially in the supply and demand of human resource.The club is organized by GMs of some 30 foreign-invested companies like Fairchild Semiconductor, Spansion Semiconductor, AU Optronics, and Nokia, etc. to meet at bi-monthly meetings for exchange of ideas about development in their industry.   

The club sent a fax to Sipac in November, requesting a dialogue for information on HR situation in SIP, and steps to carry out their "mutual agreements", to obtain information on talents, and to ensure safe keeping and transfer of employees' files, etc.   

Sipac paid much attention to the fax and instructed the organization and personnel department to prepare bi-lingual CD Rom and written introductions to the status quo of SIP human resources for the meeting. It also invited responsible members of Dushu Lake Higher Education Zone and SIP Vocational Technology Institute to the exchange meeting to talk on the demand and supply of human resources in SIP. 

The meeting lasted two hours, with full attendance of the club members. In the discussion, the issue of common interest was how to keep the useful talents, avoid frequent flow of corporate personnel, and implement the "mutual agreements", which were intended as an ethic bond against picking employees from one another's companies. Gu Yukun, Member of SIP Party Working Committee and head of Sipac Bureau of Organization and Personnel, expressed his views by suggesting to the GMs at the meeting: 1. To give preference to the native residents in recruitment because they are relatively stable, and those from outside Suzhou make no discrimination as to where to work and therefore tend to flow from place to place; 2. To tell the HR managers to sign employment contract with the most needed personnel in production for a term of 3 to 5 years instead of one year commonly in practice so that the mainstay of workforce is more stable. 3. To respect the value of labor and the employees, which means to give full consideration to the benefits of employees instead of "trying all means to reduce the cost of labor" in the course of making profit for the company. Gu's answer was warmly applauded by the GMs present, who expressed thanks for SIP government in responding to their inquires. They all regarded the meeting a good precedent for communication with the government. In fact it was the first time for the club members who had worked in SIP for years to learn about the overall development plan of SIP, the planning in HR development, and the training of high-level talents at Dushu Lake Higher Education Zone, etc.

Dec. 7, 2005
 

   
 
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