1, what are the problems of human resource management in China's enterprises at present?

I, human resources is the existence of social wealth in people's creativity. It is also a reflection of the physical strength, skills and knowledge that human beings use to produce products or provide services. Now, the U.S. companies, especially successful large multinational corporations, its personnel management has developed into a full range of human resources management, the enterprise's personnel department has been transformed into a strategic role in human resources management and development. But in China's enterprises in the personnel department and its management is still very unadapted to the problem. Its main performance are four:

1. heavy management, light development of the phenomenon prevails

Some units in the development of human resources management work, many leaders tend to complain that foreign management experience does not work, the unit of workers can not manage, can not manage. The crux of the problem lies precisely in our neglect of the development process. At present, the overall quality of China's human resources compared with foreign developed countries have a big gap O from the development and utilization of the party hundred view, our country has a large number of labor resources, but the overall quality is really not high. A person's potential depends on the development, a large number of potential talents to be developed. People only develop good, speaking of management is easy to produce benefits, many multinational bosses attach great importance to staff training, they believe that investment in human resources can produce exponential economic benefits, the more investment back to the greater the loss. However, many of our companies are blindly emphasizing to the management of efficiency, but not to the staff of the early training and development work well, as a result, many of the work can not be carried out, and ultimately lead to low efficiency.

2. Only emphasize the development of employees and ignore the quality of managers at all levels to improve.

Foreign human resources development, the first emphasis on the development of managers, followed by the development of employees, our current enterprises only emphasize the development of employees and ignore the managers of their own concept of change and quality improvement. At present, our enterprises are not good, the key is the problem of managers. Because managers account for 5-10% of the total number of employees in the enterprise, but their role is far more than 90% of the employees in the role of business organizations. Therefore, the manager's good or bad, directly affects the enterprise human resources development and management, directly related to the survival and development of enterprises, "officials" do a good job, the staff will follow to do, if you do not do a good job, it is difficult to ask the staff, because the managers in the group's influence is obviously stronger than the average employee. If managers do not update the concept, only with the old to require employees, will lead to the enterprise's human resources development and management work in trouble. The success of the enterprise depends on the comprehensive quality of the leader, in the fierce market competition, the enterprise management work is good or bad, has become the enterprise can adapt to the market and win in the competition of important factors, and enterprise management is good or bad, to a large extent, depends on the comprehensive quality of the enterprise leader. According to the authoritative statistics: in 1997, the comprehensive quality level of Chinese entrepreneurs' innovation was ranked 41st among 46 major countries in the world, and the quality ability of competent senior management and market development was ranked 46th (the last one). It can be seen that the quality of Chinese entrepreneurs is poor, which also affects the competitiveness of Chinese enterprises in the international market to a certain extent. John Kotter, a famous professor of management at Harvard University, has pointed out in his book (The Power of Change: The Difference Between Leadership and Management) that modern entrepreneurs should be talented people who have the ability to sell modern technology, modern management, domestic and international business experience, and the ability to use inductive enviromental and statistical methods to observe, analyze and study the development strategy in a realistic way. "The incompetence of the commander-in-chief is related to the three armies", a good enterprise must have a good leader. A large number of facts have also proved that those who can bring bankrupt enterprises back to life are of high quality and high management level. Cultivate and select outstanding professional managers is to improve the whole enterprise management level of effective measures and necessary ways.

3. The enterprise human resource management and enterprise development strategy is seriously disconnected.

Since the reform and opening up, China's enterprises have carried out a series of reforms, but its human resource management is still in the traditional personnel management stage, its functions are mostly the development of wage distribution programs and staff deployment, promotion, training, etc., has not been fully in accordance with the needs of the enterprise development strategy of the staff, including the management of the unified planning, but also has not been formulated in line with the national policy of the selection, appointment, incentives and so on. The provisions of the selection, appointment, incentives and so on have not been formulated in line with national policies, in order to achieve the purpose of utilizing human creativity as much as possible and increasing the wealth of the enterprise and society. The traditional personnel management makes it difficult for Chinese enterprises to make personnel suitable for their staff, and the means of personnel allocation is weak, which does not form the optimized allocation mechanism of reasonable mobility. Enterprise personnel arrangements are often based on the person who sets the post, the situation is greater than the law of personnel management is still very common. In our country, enterprise training work is usually separated from the personnel department, generally by the business sector to organize short-term training courses. This training is limited to job training, often focusing on the immediate. This is common in the introduction of advanced equipment and ISO9OOO series of enterprises to meet the standards of acceptance and other emergency training. Enterprise personnel department has not been from the perspective of the development of human capacity, the development of training in line with the needs of the future development of enterprises, potential managers of the planning. On the current enterprise human resources status quo, the quality of their own employees do not adapt to the development needs of enterprises, talent can not be explored, the rise and fall of the enterprise is mostly on the main leaders, and the incentive role of wages can not be played. In the United States, the enterprise to the employee's salary is not a wind unchanged, but year by year changes. The same position have upper and lower limits of variable wages. Just entered the same position, regardless of ability, are at the lower limit of the wage level, rising every year, but the rate of increase is not necessarily the same. Good work of the rate of increase, and vice versa is small, the more in the upper, the rate of increase, to reach the upper limit of the need to promote the position may rise wages, which constantly motivate employees to the value of the challenge of high positions. In the employee salary category level, China's state-owned enterprises with more similarities, but in the staff promotion on the lack of incentives he as long as the enterprise has the benefit of the staff to do a good job or bad job can be upgraded. Performance appraisal of employees, it is the love of the high method, incentives can not play a due role.

4. The gap between the construction of enterprise culture and the comprehensive working ability of the staff is more prominent.

China's enterprise personnel department did not incorporate corporate culture into human resource management. Enterprise culture in an enterprise has the power function, orientation function, cohesion function, integration function, constraint function have not been well tapped, not as a kind of economic development itself as a scientific law to be summarized and applied, the sense of responsibility of the workers has become an empty word. It is not easy to form the consistency between the value orientation of individual workers and the management concept and development strategy of the enterprise. In this case, it is inevitable that the enterprise's goal and business rationale is difficult to reach the whole staff **** knowledge. The spirit of enterprise lacks distinctive characteristics, cohesion is obviously insufficient. At the same time, our enterprise personnel department staff, lack of comprehensive working ability. Currently, the key knowledge and abilities that professional human resource managers in large and medium-sized enterprises in China should have are: (1) sociable skills, the ability to listen to and understand the ideas and requirements of others; (2) a high level of verbal ability; (3) the ability to coordinate problem-solving (i.e., coordination of employee relations); (4) the ability to use statistical skills to articulate the labor and related conditions; (5) the ability to have a regulatory (5) Knowledge of laws and regulations (e.g., labor laws, employment standards laws, and related regulations); (6) Ability to lead by reasoning (i.e., ability to guide and train managers at all levels to do their jobs constructively); (7) Familiarity with the company's situation, knowledge of the company's strategic goals, and participation in the formulation of goals and objectives of the functional departments. Human resource is the most important resource of international competition and enterprise competition, which makes human resource become the most decisive content in terms of enterprise management, and the human resource department also rises to be a strategic department. The HR department in the new era needs to take a forward-looking strategic view to help enterprises improve their operational effectiveness and promote their growth and development. This requires human resources department 1 staff to have a high level of comprehensive quality.