What are the problems in the development and management of human resources in China at present?

At present, there are the following problems in the development and management of human resources in China:

Strong administrative color, imperfect system, insufficient talent development and training, unscientific salary distribution system, serious brain drain, immature human resource management technology, and general lack of human resource planning and related strategies. There are many reasons for these problems, including external factors, such as policy environment, cultural environment and the quality of workers. There are also internal factors, such as organizational structure, institutional framework, management concepts and so on. The main reasons for the above problems are as follows:

(A) the concept is lagging behind, and the understanding of human resources is not in place.

Due to the influence of the old management mode formed by the traditional planned economy and the cultural accumulation in China, the method of relying on the rule of man and irrational management consciousness are still very common in China enterprises. In management, it prefers a high degree of centralization, sees "things" but ignores "people", regards "people" as "cost" and ignores people's real feelings and needs; In terms of income distribution, it is simple and rude, accustomed to "one size fits all" and does not pay attention to the role of the salary system; Being keen on the "control-command" mode in work arrangement, ignoring the development of democracy and fully mobilizing people's enthusiasm has seriously restricted the play of human resources potential.

(B) the theory lags behind, lacking the foundation of people-oriented management.

After World War II, in order to adapt to the rapid development of productive forces, western industrial countries gradually accepted the view that people are "social people" and began to shift the center of management to the management of people, thus forming a new stage of management development-behavioral science stage. Unfortunately, after China entered the feudal society, the policy of "emphasizing agriculture and restraining commerce" was implemented in successive dynasties, which hindered the development of industry and commerce, and the business management thought did not form an independent system. With the gradual development of Chinese national capitalism, it has changed, but the management thought is always in the stage of accumulating experience and has not achieved leap-forward development. Until today's reform and opening up and the implementation of the socialist market economy, management thought has achieved rapid development. However, it is still "introducing" foreign advanced management ideas, and it is carried out in accordance with the principle of establishing a socialist enterprise management system with China characteristics, failing to form an independent management theory system. Due to the lag of management theory, concept, management technology and management system, the wide application of modern human resource management theory, technology and methods in enterprises has been restricted, which has caused many enterprises to violate the basic principles of human resource management, such as people-oriented principle, system principle and development principle, which are manifested in the strong administrative color in the actual management process, the general lack of human resource planning and related strategies, the reluctance to invest in human resource development and the lack of scientific salary distribution system, resulting in serious brain drain.

(C) mechanism lags behind, resulting in a waste of human resources

Due to the lack of modern human resources development and management mechanism suitable for the characteristics of China, people's interests and subjective needs are ignored, which seriously affects the work enthusiasm of employees, especially excellent employees, inhibits the potential of human resources and forms a serious waste and loss of resources. For example, in terms of employing people, there is a lack of scientific performance appraisal mechanism, and the value of talents is often determined by the "impression score" of managers, while real talents are largely buried because of this employment system. Enterprises often formulate human resources planning to deal with the temporary shortage of talents, and do not pay attention to the strategic development of human resources and consider the long-term development needs of enterprises, so it is impossible to make reasonable career planning for imported talents that develop synchronously with enterprises.

(D) Insufficient investment has weakened the competitiveness of human resources.

Managers of many enterprises in China often worship information technology, but ignore the owners who use it. They think that the huge benefits brought by technology are so clear and direct, but the cultivation of human resources needs a lot of long-term investment. Moreover, the stereotype of "man struggles upwards" may make his carefully trained employees climb other "high skills" after repairing one stunt, and finally draw water with a sieve. This kind of quick success and instant benefit behavior, which only sees the trees but not the forest, will inevitably lead to insufficient investment in human resources and insufficient training of employees, resulting in generally low quality of personnel, weakening the competitiveness of human resources and becoming the bottleneck for enterprises to enhance their vitality and competitiveness.

(e) The positioning is too low for the human resources department to make a difference.

Limited by its authority, it is difficult for the human resources department to communicate with other business departments. As an internal department, human resources department provides services and support for business departments, but it lacks the opportunity to deeply understand the business operated by enterprises and gain insight into enterprises. Therefore, the management methods adopted in human resource management can only be remedial measures afterwards, and the real human resource planning has become an imagination, which can not be effectively implemented at all. The actual work of the human resources department stays below the supervisor level, which leads to problems such as imperfect assessment system, imperfect incentive mechanism and imperfect succession plan.