The position and role of small and medium-sized enterprises in the national economy is very important. At present, China's small and medium-sized enterprises account for about 60% of the total industrial output value and 40% of the profits and taxes, and also provide more than 70% of urban employment opportunities. In order to maintain the healthy and rapid development of China's national economy and expand the social employment rate, it is of great significance to vigorously develop small and medium-sized enterprises. Under the condition of knowledge economy, human resources play an important role in the development of small and medium-sized enterprises, and human resource management is the guarantee for the healthy and rapid development of organizations. At present, China's small and medium-sized enterprises have not yet formed a scientific and reasonable human resource management system. No matter what type of small and medium-sized enterprises, there are some problems in their human resource management, so it is necessary to analyze and study them and find out the countermeasures to solve them. The current situation of human resource management in small and medium-sized enterprises is a general lack of strategic planning of human resources. Most small and medium-sized enterprises have not formulated human resources plans that are interrelated and matched with the development strategy of enterprises, and generally lack foresight, foresight and planning in talent development, which leads to many short-sighted behaviors. In the process of rapid development of enterprises, human resources are often stretched, and the lack of middle and senior managers and technical backbone personnel leads to a serious shortage of development stamina of enterprises. The main reasons for this situation are: first, the top managers of enterprises lack the knowledge of modern human resource management and the concept of human resource planning; Second, the concept of enterprise managers is backward, still limited to the management concept of saving labor costs, and there is no will to develop and plan human resources; Third, although managers have ideas and consciousness, it is difficult to implement them for various reasons. Lack of long-term effective incentive mechanism and restraint mechanism At present, most small and medium-sized enterprises' performance appraisal of employees is mainly based on their obedience to work and the efficiency of completing tasks under the established goals of enterprises. Therefore, incentives based on job promotion, year-end bonus and sales commission have become the main incentive methods for employees. Due to the single and incomplete performance appraisal, it is difficult for enterprises to motivate employees in all directions according to the scientific appraisal results, which dampens the enthusiasm, initiative and creativity of employees and is not conducive to their greater potential in enterprises. However, the supporting restraint mechanism is not perfect, which makes enterprises unable to retain talents and also causes the brain drain. Lack of training and development opportunities In employee training, small and medium-sized enterprises generally lack systematic and continuous training, which makes the improvement of employees' ability obviously lag behind the growth of corporate profits. On the one hand, the training content of employees in enterprises is limited to the mastery of general vocational skills, and the training method is also limited to mentoring, which makes the only training a short-term behavior and greatly restricts the improvement of the overall quality of employees. On the other hand, because enterprises pay more attention to short-term economic goals, training can not bring short-term economic returns to enterprises, and may even leave enterprises after employees are fully trained, resulting in the loss of talents and resources, which makes small and medium-sized enterprises continuously reduce or even cancel training investment to avoid the consequences of making ends meet. Under the influence of this management concept, the training of small and medium-sized enterprises is not in place, and the overall quality of employees cannot be improved as soon as possible. There is no doubt that the new salary and welfare policy is unreasonable. For most people, getting paid is the main consideration in their work. Salary can affect employee loyalty from two aspects, one is the amount of salary, and the other is people's feelings about whether their salary is fair compared with others. Research shows that the latter has a much greater impact on employee satisfaction than the former. At present, the absolute new salary of employees in small and medium-sized enterprises, especially high-tech enterprises, is still at the upper-middle level in the local area, but employees in enterprises lack a sense of fairness in obtaining salary. If the income of different employees is unfair, if the income of similar employees is unfair, and if there is a big gap between the income and welfare of our employees and those of other enterprises, it will become a factor of employee turnover. Measures to strengthen human resource management of small and medium-sized enterprises (1) Do a good job in human resource planning of enterprises. Human resource planning refers to the analysis of the possible differences between the demand and supply of future personnel by enterprises, or the estimation of their human demand and supply by enterprises, and how small and medium-sized enterprises design human resource strategies according to their own actual conditions. Human resource planning is divided into long-term, medium-term and short-term plans. Generally speaking, more than 5 years is a long-term plan, 1-5 years is a medium-term plan, and the plan of that year is a short-term plan. The human resource planning of small and medium-sized enterprises includes: post plan, manpower distribution plan, education and training plan, personnel supplement plan, etc. (2) Establishing an effective incentive mechanism With the advent of the process of global economic integration, the shortage of talents in enterprises has intensified, and the competition for talents among enterprises has become increasingly fierce. In order to attract, motivate and retain talents, many enterprises take a multi-pronged approach in terms of treatment, conditions and equity. Faced with the pressure of brain drain, the traditional rigid measures to prevent brain drain in small and medium-sized enterprises have little effect. Therefore, small and medium-sized enterprises should respect knowledge and talents to the maximum extent, and should strive to establish a scientific salary system and incentive system. Enterprises should also give timely and appropriate incentives according to the different characteristics of talents, pay attention to the effectiveness, fairness, hierarchy and durability of incentives, and adopt the methods of combining material incentives with spiritual incentives, combining positive incentives with negative incentives, and unifying internal incentives with external incentives to effectively play the effectiveness of the incentive mechanism. (3) Establish a systematic education and training system. From the perspective of demand hierarchy theory, employees, especially core employees, have urgent needs for high levels. They have strong requirements for self-realization at work and are more likely to be self-motivated. In many companies, employees think that education and training are the best benefits provided by the company, because education and training are often prerequisites for promotion in this company or other companies. Therefore, small and medium-sized enterprises give employees opportunities for further study, job promotion and professional and technical research in combination with their own characteristics. , so as to mobilize their enthusiasm and initiative to master knowledge and technical ability. The combination of internal and external factors is an important way to improve employees' ability to update knowledge and technology and improve their own quality.