How small and medium-sized enterprises get out of the dilemma of human resource management

With the advent of the era of globalization of knowledge economy, enterprises need to attach importance to human resource management if they want to gain competitive advantage and maintain their market position, because human resource is one of the most important production resources in today's social conditions. However, there are many difficulties in the current human resource management of small and medium-sized enterprises. In order for enterprises to win, we need to face these problems correctly and solve them.

First, the plight of human resources management of SMEs

(a) The human resource planning of SMEs needs to be improved.

Planning is the starting point of human resource management in small and medium-sized enterprises. Through human resource management planning, the quantity and quality of each position in the enterprise will be reasonably supplemented in the medium and long term, and the required talents at all levels will be trained according to the future development of the enterprise. However, although domestic small and medium-sized enterprises have made unprecedented development, there is no corresponding human resource planning, and even some enterprises will not be well implemented for various reasons. In enterprises, there is a shortage of reserve talents, and key employees can't stay; Enterprises lack development motivation, and there is a mismatch between employees and enterprise development. For enterprises themselves, enterprises often take one step at a time, which leads to the passive state of training and recruitment. Wait until the position is vacant, and then start recruiting relevant talents; When employees are incompetent, they don't notice that they should be trained. Due to the lack of planned management in small and medium-sized enterprises, the business strategy of enterprises can not be effectively combined with human resource management, and the level of human resource management has seriously affected the development of enterprises.

Small and medium-sized enterprise recruitment procedures lack standardization.

Many small and medium-sized enterprises have a single recruitment method and lack recruitment evaluation and recruitment plan. Because the recruitment plan is not standardized enough, there is often a situation of "recruiting now, using now", and there is no guarantee that when there is a vacancy in the position, there will be personnel to fill it in time. When enterprises select talents, it is often through a single interview method, which can not meet the practical skills and comprehensive quality of personnel in all aspects. In the recruitment process, middle and senior staff only act according to the boss's feelings, rarely listen to the professional opinions of human resources, and rarely conduct necessary background checks. The recruitment of ordinary employees only depends on the recruiter's own experience, and "eye contact" is very important, while ignoring the applicant's recognition of corporate culture and comprehensive quality ability, which often leads to the mismatch between the recruited talents and positions and the inability to integrate into the development of corporate culture. Background investigation and evaluation are easily overlooked by many enterprises. When the talent is hired, the corresponding recruitment will be over. However, from a practical point of view, background investigation and evaluation are very important for enterprise recruitment, and they are also methods to improve recruitment efficiency. Only through background investigation can we fully understand the real working ability and comprehensive quality of candidates. Only by analyzing the quality and cost of recruitment can we find the shortcomings and leave experience for future recruitment.

(C) the lack of a sound training system

In the human resource management of small and medium-sized enterprises, training is one of the important contents, and it is also an important way to develop human resources in enterprises. However, many small and medium-sized enterprises cannot have a complete and sound training system. Many small and medium-sized enterprises think that training has a cost, but it is not called long-term investment. Only when employees are inexperienced will targeted training be carried out. Some enterprises do not even carry out training, or just carry out some fancy training that does not meet the needs of their own enterprises. Unwilling to spend money on real training, or in order to save and control training funds, this has also caused training difficulties for enterprises.

(D) unscientific salary management system

Most small and medium-sized enterprises have not established a reasonable salary structure system, or even if they have, they will move with the boss's will, so they cannot implement the established enterprise salary structure system well. The salary adjustment within the enterprise is too arbitrary (often the boss gives a salary structure in one sentence). The salary structure is single, which can not fully reflect the post value. Employees' own performance level can not be linked with salary, nor is it well linked with performance appraisal. In addition, the lack of openness and fairness in the standards, methods and contents of performance appraisal will also greatly dampen the enthusiasm of employees, make employees lack stability and lead to frequent turnover. For employees, the embodiment of their talent value is salary and welfare. Therefore, if small and medium-sized enterprises want to retain talents and introduce outstanding talents, they need to establish a competitive, fair, open, just and effective salary and welfare system to meet the future development needs of enterprises.

(E) ignoring the importance of corporate culture construction

The source and motivation of enterprise development lies in enterprise culture. For most small and medium-sized enterprises at this stage, corporate culture is the boss's culture and boss's hobby. The culture of small and medium-sized enterprises is just a form, which has no significance to the actual development of enterprises. Even without corporate culture, enterprises can still move forward and make money. But the real corporate culture should be the consistent values of employees, which has a strong cohesive function and is also the link between all employees. Corporate culture is the soul of an enterprise, and only excellent corporate culture can make employees have a sense of responsibility and identity with the enterprise. Therefore, we can't ignore the importance of corporate culture in retaining and attracting talents.

Second, SMEs out of the plight of human resources management countermeasures

(A) establish a people-oriented management concept, update the concept of human resources management.

The core of people-oriented management in small and medium-sized enterprises lies in "people-oriented". Judging from the current development of small and medium-sized enterprises, the first task is to update the concept of human resource management. Only by applying the traditional personnel management mode to modern human resource management to replace it, determining the concept of human resource management and looking at human resource problems from a strategic perspective, can it be beneficial to establish a people-oriented management concept. As managers of small and medium-sized enterprises, we should first change our ideas, base ourselves on the actual situation of human resources, adopt advanced management methods, integrate the people-oriented management concept into all aspects of human resources management, and establish a management system suitable for enterprise development. By establishing such a system, it is beneficial for enterprises to develop the core resource of employees, attract and retain talents, link the good use and development of talents, and realize scientific employment, careful education and high cohesion; The development of human resources will shift from emphasizing quantity to emphasizing quality, category and level, thus giving it a brand-new "quality" connotation.

(two) to develop forward-looking human resources planning, optimize the structure of human resources.

In view of the problems of overlapping functions of management institutions, unreasonable human resource structure and high mobility of personnel in small and medium-sized enterprises, enterprise managers need to optimize the allocation of human resources, strive to adjust the organizational structure of enterprises, and formulate planning schemes that meet the strategic objectives of enterprises and the self-goals of employees. To achieve the strategic objectives of enterprises, human resources are the most important guarantee and support, and strategic planning is the most important part of enterprise development strategy. Small and medium-sized enterprises need to track national policies and industrial policies at any time and place according to their own development, external competition and development goals, so as to make a reasonable prediction of human resources, and take necessary measures to balance the demand and supply of their own human resources, gradually improve the personnel structure, and ensure the realization of enterprise development goals.

(3) Enhance the core cohesion of enterprises and build the core culture of enterprises.

At present, a long-term task faced by small and medium-sized enterprises is to create a competitive and unique corporate culture. The success of corporate culture has a subtle influence on every employee in the enterprise, and even has a long-term and profound role than material incentives. The establishment of corporate culture can not only stimulate the enthusiasm of employees, but also make employees feel corporate honor and keep enterprising spirit, thus forming a unified goal and concept and working together for the development goals of enterprises, which is another important means to retain talents. Small and medium-sized enterprises should, according to their own conditions, use various measures to stimulate the creativity of employees under the principles of respecting material and spiritual incentives, seeking truth from facts, fairness and justice, so as to truly establish an incentive system suitable for the times and enterprises.

In short, for the current human resource management of small and medium-sized enterprises, only by constantly summing up experience, seriously studying and analyzing, and striving to change the concept of employing units, can a scientific and reasonable human resource management system be established, and enterprises can go further and be more stable and adapt to the needs of modern enterprise development.