China's LED companies have been developing for so many years. So far, there are no big companies that can have a major impact on the industry. What is the reason behind this? Dr. Liang Bingwen, chairman of Suzhou Najing Optoelectronics Co., Ltd., said in his speech at the 5th China LED Industry Summit Forum. The concept and method of employing people is the root cause of the rapid development of China's LED industry. Numerous successful entrepreneurs have said that talent is the foundation of business success. What problems have arisen in the employment system of Chinese LED companies? After the meeting, Gao Gong LED interviewed Dr. Liang Bingwen.

Dr. Liang Bingwen, Chairman of Suzhou Najing Technology Co., Ltd.

Gaogong LED: You mentioned in the previous speech that the lack of talents in China's LED industry is very serious. Many people in the industry are also concerned about this issue. We want to know more about your views. You think that the talent problem is the most essential hinder to the development of China's LED industry. Obstacles?

Liang Bingwen: I just felt a bit in my speech and said a few more words on the talent issue. The reason why China's LED chips and even the entire LED industry are not well developed is that it is difficult to have a good team, technicians and management teams do not play their role well, and some individual LED business owners There are also problems with the concept and approach of employing people.

High-tech LED: What problems do you think China's bosses have in employing people?

Liang Bingwen: In fact, it is a question of employing people. Many bosses who enter the LED industry use the method of managing real estate, or simply processing the enterprise, and treating our scientific and technical personnel and management personnel with simple OEM methods, just like looking for workers. This kind of employment is not acceptable. In terms of philosophy, it is not what the scientific and technical personnel know. I will use him immediately, not the technology that he originally owned. It is enough to form a very good team, let them actively work hard, and constantly accept and develop new ones. The thing is to be a learning and passionate entrepreneurial team.

The boss should pay attention to cultivating employees. The incentive policy can use equity incentives, so that employees feel that I have a share of this matter, instead of spending money on buying your technology. Now that LED technology is still in the process of development, it is still immature, and the technology you have today may fall behind tomorrow.

Some Chinese bosses have a bad attitude, that is, I spend money to invite you to come over and master your technology and then drive you away. Therefore, when engineers come over, they have a lot of wariness. If they do less, they will do less. If they can deal with it, they will deal with it. They have different mentalities and it is difficult to cooperate for a long time. Labor and capital have become simple transactions, and engineers are reluctant to spend too much time on R&D and patents. It is difficult for companies to develop, especially in the field of LED chips, which are highly demanding.

I have been working in the LED industry for many years. I have seen too many phenomena. Some companies have two Taiwanese teams coming in and out within half a year. The general manager is also changing in two or three months. The boss and the technician are almost in opposition. On the stand.

High-tech LED: You just criticized the employment method of the Chinese LED business owner, and you are the owner of Suzhou Najing Technology Co., Ltd. How do you use it?

Liang Bingwen: We adopt the policy of equity incentives. The main employees have equity, and we cultivate them by hand, let them continue to improve, let them recognize the essence of things, and feel that promoting the company's development is their own business.

Now the key technical personnel of domestic chip companies have exchanged and replaced like a lantern. Many people only stay in a company for a year or two, or even less than a year. The flow of personnel has led to the homogenization of domestic chip companies. There is no stable technical team that can't talk about R&D, innovation and differentiation.

Gaogong LED: As far as I know, the problem you mentioned seems to be a common problem in China. The speed of personnel flow in Chinese companies has surprised many foreigners. Taiwan has the same cultural tradition as mainland China, and there are fewer people in the land, but the LED industry can develop at a high speed. How do they solve the talent problem?

Liang Bingwen: According to my understanding, the main personnel who started to work on high-brightness LED chips in Taiwan are more or less related to Hewlett-Packard. The chairman of Jingyuan Optoelectronics, Li Bingjie, has studied in HP and several other Taiwanese highs. The founder of the brightness LED is also related to HP. Later, they trained a lot of people and made the LED industry in Taiwan from generation to generation.

Taiwan's Jingyuan Optoelectronics was only started in 1996, not much earlier than mainland companies, but their volume and products far exceed the mainland enterprises. There are some real money makers in China's LED chip factories, which is the second or third year.

The return on investment is too long. Under normal circumstances, it should be flat for three years. It will start to make money in five years, while Chinese companies will spend 7-8 years. The human resource system and talent incentive policy of Chinese enterprises are the root cause. On the surface, technology is not good. In fact, the boss's philosophy and management methods are not good. The limited human resources can't be used normally. There is no way to improve the technology. Only low-end products can be made.

High-tech LED: Where are the current LED chip technology talents from mainland China?

Liang Bingwen: Some of them were invited from Taiwan, and some were from the United States. After the integration of Taiwan, many technicians left, and some of them came to the mainland to develop.

Gaogong LED: Just now you talked about the problem of technology homogenization. According to your understanding, what are the technical differences between major domestic chip companies such as Sanan, Silan Mingxin and Huacan? It seems that Jiangxi Jingneng Optoelectronic technology has some characteristics. Are you optimistic about their technology?

Liang Bingwen: The difference is very small. No company has said that his technology has not been done. I believe that under the constraints of talent factors, China's LED chip industry will not grow much in the short term. As for what you said, Jingneng Optoelectronics, I have always been optimistic about this company, but so far, although they have some sales, they have not brought a lot of shock and impact to the market. I thought they could do this. . They have ample funds, and the company's technology is also good, mainly due to industrialization issues.

High-tech LED: In 2009, many Taiwanese companies entered the Chinese mainland, such as Yuyuan, Huashang, Guangbao, etc. China also gave very favorable policies, such as a MOCVD subsidy of 10 million. Do you think their investment will bring Taiwan's technology to the mainland?

Liang Bingwen: I personally think that some reports have a large composition of hype. It is difficult to say whether it will really bring MOCVD. Maybe they will bring more processing and testing of LED chips later. CREE will only process chips. come.

Senior Engineer Reporter: Zeng Cong Zeng Hongping