The core contradiction of working in Jiangsu: being busy, which stems from lack of people
I've been working in Jiangsu for several months. Since I started my job on New Year's Day, I've adapted to the working environment and the collaboration rhythm. However, the most straightforward feeling is just one thing - being busy. Moreover, this kind of busyness is a passive response caused by "having no one available", rather than an efficient output brought about by business growth.
The essence of being busy: passive filling of positions, rather than efficient advancement
Since New Year's Day, my daily routine has basically been working non - stop from 8 a.m. to 8 p.m., and I often work overtime on weekends. It's not about catching up on the progress, but about filling the "manpower" gap: There is a shortage of operators in the workshop, so a production line can only run at half - capacity. We are staring at the orders but can't fulfill them. There is a shortage of (document clerks) in the office. The contract approval process is delayed by three days, causing us to miss the client's signing window. Even there is a shortage of administrative staff, so I have to handle basic processes such as reimbursement and attendance myself. This kind of busyness is a passive way of "plugging the holes wherever they appear", and there is no talk of efficiency at all. I can only barely keep the business running.
The chain reaction of the labor shortage: No workers = No economy
For businesses that rely on human power, people are the underlying logic of productivity. For example, in the manufacturing process, if there is one less skilled operator, a production line will produce 50 fewer products per day, which means 1,500 fewer products per month, directly leading to delayed customer deliveries. If there is one delay, the customer may switch orders. Another example is the quality inspection process. A shortage of staff leads to skipped inspection procedures, an increase in the defective product rate, and a flood of customer complaints. Losing orders is an inevitable result. More directly, without enough people, new business cannot be taken on. Even if there are orders, they have to be turned down because "there is no manpower to do it." This is not only an immediate loss but also a long - term loss of business opportunities. Without people, the chain of "business→production capacity→revenue" is directly cut off. It is no exaggeration to say that "no people means no economy."
Pressure of system review: Shortage of personnel = Risk of "failing to pass the review"
To make matters worse, a system review needs to be carried out in the near future. One of the core requirements of the system review is that the personnel allocation must meet the standards - key positions should be fully staffed, employees should hold relevant certificates, and there should be dedicated personnel to supervise the process execution. However, the current situation is as follows: There is a shortage of staff in key positions. For example, the position of the quality manager has been vacant for half a month. Employees with certificates have to take on three positions at the same time. For instance, a quality inspector has to measure products, fill in records, and communicate with customers. There is even a lack of process supervision because no one has the time to keep an eye on it. If the review fails, it will directly affect the enterprise's qualification. Without the qualification, the enterprise cannot undertake business that requires certification, which is equivalent to cutting off half of the business line. This kind of risk is more anxiety - inducing than being "busy".
The "old problems" of long - serving employees: Staff shortages magnify the issues
Worse still, the "old problems" of the original staff have recurred. They are not new issues but ones that were rectified before but not completely eradicated. For example, some old employees find the records in the new system troublesome and directly skip the "three - time inspection" step. Another example is that they don't operate according to the SOP (Standard Operating Procedure). Last week, they almost produced defective products because they missed checking a parameter. Also, communication still relies on "oral information transmission" without filling in process forms, which makes it impossible to trace responsibilities later. When there was no shortage of staff, these problems could be supervised and compensated for by new employees. However, now that there is a shortage of staff, no one is in charge or filling in the gaps, and small problems have directly turned into major hidden dangers. The missing records will lead to a breakdown in the review process. Operating without following the SOP can trigger quality accidents. Oral communication will make responsibilities unclear. The shortage of staff has turned the old problems from "minor annoyances" into "major risks".
To sum up, the current situation is as follows: no staff → being busy → business being affected → risk in the re-review → old problems being magnified. All these are interlinked, and every step is stuck on the issue of "personnel".