Problems Facing Human Resource Management in Small and Medium-sized Enterprises

Problems faced by human resource management in small and medium-sized enterprises

Human resource management in enterprises is closely linked to the business strategy, organizational structure and cultural values. Excellent human resource management is often the most difficult to copy and imitate the management of other enterprises. Creating competitive advantage through human resource management has become an important part of an enterprise's competitive strategy. This paper mainly discusses the human resource management problems of small and medium-sized enterprises in China, and then puts forward corresponding countermeasures for these existing problems. The following is the knowledge I bring to you about the problems faced by human resource management in small and medium-sized enterprises, welcome to read.

First, China's small and medium-sized enterprises human resource management problems faced by the analysis

At present, in the context of global economic integration and the rapid development of science and technology, small and medium-sized enterprises human resource management problems have become a bottleneck restricting its development, China's small and medium-sized enterprises are large in number, the absolute number of very considerable, the national economy's Contribution to the national economy is also evident ****, but from the point of view of its management level, relative to large enterprises in a relatively weak position, in the reality of the management process has also exposed a lot of problems, so measures should be taken to promote the development of human resource management in small and medium-sized enterprises.

SMEs are divided according to the number of employees, sales, total assets and other indicators, combined with the characteristics of the industry to develop, the world's various countries on the definition of small and medium-sized enterprises did not reach *** knowledge, but basically the number of employees and industry as the benchmark for the division. For now, China's small and medium-sized enterprises are faced with many human resource management problems, which can be summarized into three major aspects:

1.

The main problems of human resource management in small and medium-sized enterprises, the current economic global integration and market integration today, small and medium-sized enterprises should be recognized at all levels of talent is the basis for the survival of enterprises, the source of development. Enterprises should establish a good mechanism of talent training, talent utilization and talent gathering as soon as possible, and introduce and cultivate high-quality talents to meet the needs of competition in order to meet the challenges and competition from all over the world. Most of the small and medium-sized enterprises are constrained by factors such as staff size and financial strength, resulting in the following aspects of the "inherent weakness". For most small and medium-sized enterprises, there is no sound human resources management department, for example, many enterprises by the manager of the Office of the implementation of personnel management functions; human resources management staff is small, generally not more than 2; this power to complete the regular personnel management functions on the good, the modern human resources management functions to play the basic possibilities. Personnel engaged in human resources management generally do not have the necessary management knowledge of the profession, experience is also relatively lack of; this leads to transactional work, such as file management, entry and exit procedures to carry out the work can be, management level work can not be carried out smoothly, which is also a small and medium-sized enterprise human resources management, "inherent shortcomings," one of the manifestations. The subjective factor of SME managers. The first is that it is not possible to get the best out of a company, but it is possible to get the best out of a company, and it is possible to get the best out of a company.

2. SMEs have not established a sound human resource management system.

Small and medium-sized enterprises in the human resources management system is not sound, first of all, the post management system is not perfect, other human resources management work such as recruitment, payroll management, performance management need to be built on the basis of sound post management. Lack of scientific and applicable human resource management methods and the various problems caused by the lack of scientific and applicable human resource management methods. The contradiction between job system management and unclear job definition. Small and medium-sized enterprises due to fewer personnel, the distinction between jobs is not very clear, the traditional . The methods and theories of job design used by large enterprises are not very suitable for small and medium-sized enterprises. This creates a contradiction between the establishment of job management system in SMEs and the inability to clearly define jobs. Most of the managers of small and medium-sized enterprises need to face the problem of shortage of funds, how to improve the effect of incentives under the existing salary payment capacity is a problem that needs to be considered in the human resource management of small and medium-sized enterprises. Performance management science, completeness and operability contradictory issues. Many large enterprises have asked the consulting company to do a good job of performance management program but put on the desk, can not make up their minds to implement. The reason is that the performance management program may not be suitable for the company's current situation or the implementation of performance management system does require a lot of manpower and resources; small and medium-sized enterprises, this contradiction is more prominent, how to solve this problem is the key to the implementation of small and medium-sized performance management. The low attractiveness of talent and the problem of talent acquisition contradictions.

3. Small investment in human resources development and training.

Talent's motivation for choosing a job is not only to focus on pay and benefits, they are more concerned about whether the enterprise can create training opportunities for employees and their own career planning. Many candidates choose to work, in the consideration of pay and welfare treatment at the same time more important to the enterprise's training. It is difficult for small and medium-sized enterprises to establish an all-round training system, and they often fail to create development and promotion opportunities for talents. This is likely to form a vicious circle. Without financial and policy support, it is difficult for small enterprises to have large sums of money to invest in human resources development and introduction. In foreign countries, the expenditure on human resources development and training by small and medium-sized enterprises generally accounts for about 7% of the total profits of the enterprises, while in China, the expenditure is less than 1%. The investment in small and medium-sized enterprises is even less.

Third, improve China's enterprise human resource management program analysis

1. Establish a new concept of enterprise talent management, pay attention to the cultivation and selection of talents.

The first priority is to develop management measures to retain talent. The effective implementation of this point depends on the enterprise to establish a new concept of human resources management, create a new environment for enterprise development, only in such a suitable environment for human resources management to show their strengths, the measures to retain talent can be effectively formulated and implemented, measures to retain talent include: the establishment of a reasonable and competitive distribution mechanism, the role of competition and incentives is obvious, the assessment of reasonable and effective, in order to really retain the talent. Establish a scientific management system, create an environment conducive to the growth of talent. People-oriented enterprise management needs to make each employee to the best of their ability to achieve the maximum development of employees and get the maximum benefit, which requires a scientific and complete system environment, in the recruitment, training, use, selection, assessment, pay, rewards, elimination and other aspects of the system can be relied upon, so that employees have a place to use, in the development of their own at the same time to achieve a win-win situation with the enterprise. Create advanced enterprise culture environment. People's satisfaction is not only expressed in the material aspects, but also in the spiritual world of satisfaction, corporate culture environment can restrain people, motivate people, inspire people, attract people and retain people, can enhance the cohesion of enterprises, enhance the sense of belonging to the talent.

2. Enterprises should actively establish a perfect incentive mechanism.

The incentives here are not necessarily material stimulus, such as salary and welfare increases. Because many modern enterprises are facing the same problem, the staff's salaries and benefits in the increasing, but the enthusiasm of the staff but on the contrary, in the decline. Therefore, effective incentives for employees to enhance the internal drive of employees is an effective means of motivating employees to actively contribute. Where does the internal drive of employees come from? Based on Maslow's theory of needs to analyze, social needs, respect needs, self-realization needs are relative to physiological needs and safety needs of a higher level of needs, but also to play a decisive role in the behavior of the advantageous needs, if you can satisfy the advantageous needs of the staff, it will enable the staff to maintain a higher level of motivation. And advantageous needs are purely material stimulation can not meet. Therefore, effective human resource management in enterprise management, but also need to examine the human nature, around the human needs of the full satisfaction of the development of relevant policies and systems, the real development of people, realize the people, and thus bring the sustainable development of enterprises.

3. Enterprises should establish a guarantee system for human resource development.

To ensure the smooth progress of human resources development planning must establish a human resources development security system. This requires the enterprise to set up a human resources development department, specifically responsible for human resources development and management, the development of human resources into the development of the enterprise, so as to fundamentally ensure the effective development of human resources, thereby enhancing the cohesion of the enterprise, is conducive to the long-term development of the enterprise. Only in this way, the enterprise can form a complete set of talent development system, truly conducive to the development and construction of enterprise human resources.

4. Enterprises should focus on the construction of corporate culture.

Corporate culture is formed in the long-term business process. It mainly includes the enterprise's *** with ideals, basic values, work style, traditional habits, behavioral norms. Good corporate culture is the key to attracting talent, retaining talent, cultivating talent, but also to a certain extent to increase the overall competitiveness of the enterprise, so that the enterprise to the whole society to show their good management style and positive mental outlook, so that the staff have a sense of belonging and a sense of achievement, so as to maximize the stimulation of the staff's teamwork and innovation, and to promote the development of innovation in the enterprise.