At 3:15 in the afternoon, in the office of the HR Director on the 12th floor of the Hengyi Leather Headquarters Building, Zan Lanbo had just hung up the third complaint call from Production Director Zhao Wei, and the warmth of the mobile phone screen was still on his fingertips. On the desk, a "Report on the Abnormal Employee Turnover Rate of the Southwest Production Base" marked "Urgent" is spread out with dense red annotations - in the past month alone, the employee turnover rate in the core tanning workshop of the Southwest Base has exceeded 28%, of which 67% are old cobblers with more than 5 years of experience. For Hengyi Leather Goods, which has "inheritance of handmade leather arts" as its core competitiveness, it is tantamount to a broken muscle.
Zan Lanbo stood up and walked to the floor-to-ceiling window, overlooking the busy street downstairs. The 32-year-old man is wearing a tailor-made dark gray suit. The cuffs are rolled up in two, revealing a low-key handmade leather strap watch on his wrist - which he hand-sewn three years ago using the leftover first-layer cowhide in the workshop. The stitches are fine and the edges have been repeatedly polished, giving it the unique warm texture of handmade leather goods. As the youngest HR director of Hengyi Leather Goods, he is not an HR person who "sits in an office and reads reports" in the traditional sense. From being a grassroots recruitment specialist to coordinating the company's human resources strategy, he has almost stepped on Hengyi's 12 production bases, 8 R&D centers and more than 300 stores across the country. He is well aware of the pain points of each position, especially the special group of cobblers.
