For the human resource management of water supply enterprises, the most important and difficult step is how to allocate personnel reasonably. Talent is the concrete embodiment of enterprise competitiveness. Only by putting every employee in the most suitable position can the enterprise get the fastest development.

With the rapid development of society, the personnel management of water supply enterprises has been paid more and more attention. Whether a water supply enterprise has a perfect human resource management system has a vital impact on its survival and future development. At present, there are still some problems in human resource management of water supply enterprises. These problems should be solved from the perspectives of strengthening the overall consciousness of human resource management, cultivating professional talents, improving the overall quality of employees and scientifically allocating talents. Only in this way can the human resource management of water supply enterprises be fundamentally improved.

Key words: water supply enterprises; Human resource management; measure

In the current competition of water supply enterprises, human resources have become one of the most important resources, and how to manage the human resources of enterprises has become the goal of continuous thinking and reform. What should be the human resource management of water supply enterprises? People-oriented? From the perspective of employees, we should create a platform for employees to realize their self-worth in the enterprise, thus promoting the benign development of the enterprise. In the process of solving problems, we must recognize the present situation of human resource management in water supply enterprises, and on this basis, give full play to the functions of human resource management and create conditions for the development of enterprises.

1 Problems in human resource management of water supply enterprises

At present, in the process of human resource management in various water supply enterprises, there will always be various problems, which generally include the following categories.

1. 1 Weak awareness of human resource management has weakened the spread of corporate culture.

For water supply enterprises, the basic work of employees is to create a good, harmonious and unique corporate image and let employees work in an environment full of corporate culture. Let the spirit and culture of the enterprise infect employees all the time, and gradually mobilize the enthusiasm of employees with the soft power of culture. In the market environment, the human resource management of enterprises must adapt to the development of enterprises, but in many water supply enterprises, human resource management is only a separate administrative department, and the understanding of human resource management is not profound. Many times, only the economic benefits of enterprises are emphasized, and the management level of employees is not high, the professionalism of personnel is not strong, and the post setting is unreasonable. The existence of these problems directly affects the normal development of enterprises and individuals.

1.2 The human resource management system of water supply enterprises is not perfect and the personnel allocation is unbalanced.

Different from other enterprises, water supply enterprises have special industrial nature, and human resource management within enterprises also belongs to the category of administrative management. However, in the actual situation, there are many loopholes in the human resource management system within enterprises. First of all, due to the lack of new forces within enterprises and the aging of employees, most employees in many water supply enterprises have low academic qualifications and relatively weak professional skills; Secondly, in the process of human resource management, enterprises did not consider setting more development space for employees, and the innovation of employees was limited, which hindered the development of enterprises.

1.3 The salary reward system is not flexible.

Because the water supply department belongs to the state-owned enterprise, the human resource management in the water supply enterprise follows the traditional concept of labor allocation, which leads many employees to enter a fixed state after entering the water supply enterprise. The innovative ability of employees does not correspond to the salary they deserve, and it is difficult for employees to find their own personal working ability. Over time, the enthusiasm of employees will decline, the mobility mechanism of enterprise personnel will not play its due role, and the development of enterprises will become slow.

1.4 employees lack professional innovation.

In many water supply enterprises, employees do not pay attention to the cultivation of their professional skills. Due to the unique industrial nature of water supply enterprises, the training mechanism of employees in relevant departments of human resource management is not perfect, human resource management itself cannot have substantial innovation, and employees themselves do not pay attention to the cultivation of professional creativity. Under the influence of two aspects, there will be loopholes in the innovation system of human resource management in water supply enterprises. The main reasons why employees are unwilling to improve their own strength are that the training content arranged by enterprises is low in innovation, the knowledge structure is scattered, the learning process is monotonous and does not contain innovation, and the work inspiration of employees is not fully stimulated, which has a very adverse impact on the cultivation of talents and the development of enterprises.

2 measures to improve the human resource management system of water conservancy enterprises

In order to fundamentally improve the problems existing in the human resource management system of water supply enterprises, relevant personnel should consider this problem from enterprises, employees, market and society.

2. 1 Strengthen the innovative understanding of human resources

In order to realize the human-oriented goal of enterprise human resource management, water supply enterprises must complete the overall construction of human resource management from the macro level. From the perspective of controlling the talent selection mechanism at a higher level by market means, it is necessary to allocate corresponding personnel at the initial stage of personnel selection and rationally select human resources according to the current situation of enterprises. Improve the overall career planning and actively integrate corporate culture into the human resource management process. For the post setting within the enterprise, we should proceed from reality and consider the post demand that is most conducive to the development of the enterprise from the perspective of the enterprise, so that every employee of the enterprise has his own responsibilities and posts that should be adhered to.

2.2 the construction of corporate culture

Corporate culture is the most important soft power for enterprises to successfully complete market competition and win key victories. Whether employees are creative or not depends largely on whether corporate culture has a far-reaching impact on them. The strong cultural atmosphere within the enterprise can make employees imperceptibly integrate into the development process of the enterprise. Employees' sense of responsibility and enthusiasm for their posts will be fully mobilized, enterprises will create a good working atmosphere for employees, and employees' innovation will be stimulated. A healthy water supply enterprise resource management system should make employees feel corporate culture no matter where they are in the enterprise, so that the soft power of corporate culture can really affect every employee. This is the most important thing to establish and improve the human resource management system.

2.3 Optimize the allocation of talents

For the human resource management of water supply enterprises, the most important and difficult step is how to allocate personnel reasonably. Talent is the concrete embodiment of enterprise competitiveness. Only by putting every employee in the most suitable position can the enterprise get the fastest development. Simply put, right? Since God has given talents, let them be used! ? Then, for the management of human resources, their job is to rationally divide talents. On the one hand, they vigorously introduce, absorb and cultivate outstanding talents, and at the same time rationally allocate them, so that the resource advantage of talents gradually becomes the competitive advantage of enterprises, and on the basis of manpower, they add assistance to enterprises to ensure that the collective advantage plays its due role.

2.4 Perfect assessment and reward system

In order to stimulate the creativity and enthusiasm of employees to the maximum extent, enterprises need a perfect and dynamic salary system. The establishment of this system must break the original mechanism and follow? People-oriented? Reasonable salary distribution is carried out according to the actual contribution of employees to the enterprise, and effective practical rewards are carried out according to the innovation and work enthusiasm of employees. So that employees can fully realize that there is more than one water supply enterprise? Iron rice bowl? Only by working hard can people who have made practical contributions to the enterprise get more. Using this dynamic mechanism, employees' contribution is directly proportional to their income, and their enthusiasm and innovation are fully mobilized from the perspective of their own interests. Using this method can manage human resources more effectively than other hard and fast rules.

2.5 employees establish a sense of self-reinforcement.

From the enterprise's point of view, to improve the human resource management mechanism is to try our best to create a reasonable, orderly and benign working environment for employees, so as to motivate employees to work under external conditions; But in addition to this effort, employees' own attitude towards work is also the focus of human resource management. Dealing with existing employees of water supply enterprises? Innovate by doing nothing? Enterprises can solve this problem from two aspects. (1) Enterprises need to establish innovative talent training programs. In this scheme, how to train employees in a fixed period and the changes of training content due to changes in the market should be elaborated in detail. When employees participate in this kind of training, they must feel that they can really improve their professional quality through this kind of training, not just a formality. (2) Employees should always be aware of improving their professional skills. Every employee should be fully aware that with the development of the market, his professional knowledge will become more and more inapplicable. Constant and complacent can only be eliminated by the market. With this kind of psychological encouragement, employees can actively seize the opportunity to strengthen themselves, maximize their own value into enterprise value, and stimulate the subjective initiative and creativity of their work.

3 Conclusion

Under the background of fierce market competition, the human resource management system of water supply enterprises needs to be reformed to solve some existing problems. The breakthrough of these reforms can be from the perspective of enterprise management system, enterprise culture construction, upper-level personnel distribution, and also from the perspective of employees, to create room for employees to rise to the maximum extent, to stimulate employees' own ability to strengthen their awareness, and to take a multi-pronged approach from different angles to give full play to human resource management.

References:

[1] Cai Pingli. Discussion on measures to strengthen human resources development and management capacity of water conservancy enterprises [J]. Building Materials and Decoration, 20 14( 12):92-93.

[2] Cong Hong. On the Incentive Mechanism in Human Resource Management of Modern Water Conservancy Enterprises [J]. Shaanxi Water Conservancy, 20 13(6):52-53.

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