1. The choice of human resource management strategy ignores environmental factors, and the construction of human resource management system lacks competitiveness. The choice of enterprise human resource management strategy is generally based on the different pressures faced by enterprises, mainly including global competition strategy, total quality management strategy and performance improvement strategy, which are often completed through induction, investment and participation. Now, some companies, such as Haier, General Motors, Procter & Gamble and so on. , successfully realized the construction and implementation of human resource management strategy, and achieved remarkable results. As a result, some enterprises that started the reform late and need to be improved urgently imitated the gourd painting gourd ladle, but ignored the important role of environmental factors. The result can be imagined. In the process of reform, some enterprises still follow the old ideas, system construction and the principle of employing people. And there is a chaotic situation of "one official benefits everyone" and "the masses regard it as a wolf, tiger and leopard, and you regard it as a class enemy", ignoring the needs and construction of talents, abilities and environment, resulting in a huge waste of talents and resources, lack of extensive information exchange and communication, and the construction of human resource management system is like a marine city.
2. The staffing plan lacks comprehensiveness and there is misunderstanding about the training mechanism. Whether the selection, allocation and use of personnel are reasonable is a major event related to the success or failure of enterprise development. Many successful companies at home and abroad, such as Haier, Procter & Gamble and Toyota, have made great efforts in the rational allocation of personnel. In the global economic tide environment, if enterprises want to have a longer-term development on the basis of the existing market and scale, they must adapt to the environment and further inject new strength into enterprises. Some enterprises have misunderstandings about training:
(1) think that training fees are time-consuming and useless, or think that training is a subordinate's own business, so they are perfunctory, and the goals and results are quite different;
(2) The training plan is not perfect, and there are some problems such as the selection of training methods, poor communication in the training process, and lack of training effect evaluation mechanism.
(3) Inappropriate training contents, time, personnel selection, and improper target setting, which leads to the unhealthy operation of training.
3. The incentive mechanism is insufficient, and the performance appraisal mechanism needs to be improved. As an important part of human resource management, motivation directly affects the productivity and development of enterprises. At present, some enterprises lack the corresponding flexibility in the design and implementation of incentive system, which leads to the failure to improve the enthusiasm of employees and the lack of competitiveness of enterprises. Performance evaluation is an important part of human resource management and an important management control tool for managers. Some enterprises have some problems in the evaluation process due to imperfect systems and improper operation methods:
(1) Lack of necessary communication leads to poor communication between superiors and subordinates, divergent opinions and intensified contradictions;
(2) Lack of training leads to the evaluation subject's impersonality in judging the evaluation content;
(3) Lack of corresponding information feedback and complaint system, which leads to the evaluation result losing its expected function;
(4) The selection of evaluation criteria and methods is incomplete, inaccurate and inappropriate, depending on the specific evaluation contents and needs of the enterprise, otherwise the evaluation results are not objective and fair enough to reach satisfactory results;
(5) The person in charge has insufficient understanding of the function, significance and definition of evaluation success, which leads to the superficial evaluation process and fails to play an important role in the evaluation system.
4. The legitimacy of salary and welfare management needs to be improved. Salary and welfare is the source and guarantee of employees' labor income and living expenses, and it is an important tool to promote the realization of enterprise strategic goals. Its design and related institutional arrangements have always been one of the most concerned issues in human resource management. However, some problems exposed in specific operations have seriously infringed on personal interests and national interests, further deepening the degree of polarization. For example, in terms of wages, the two-point system or three-point system is generally adopted now, that is, part of the salary is punched as the basic insurance certificate and part is paid in cash. This reduces the insurance expenses and tax expenses of enterprises, increases the personal burden of employees, and thus reduces the corresponding welfare insurance amount of employees. Furthermore, employees have a poor sense of self-protection and are satisfied with solving the problem of food and clothing, while ignoring the basic welfare guarantee provided by laws and enterprises according to the environment.
5. The rational development and utilization of information resources need to be strengthened. As a medium, information is an important part of the enterprise's living environment. For enterprises, it is very important to master, digest, absorb, utilize and transform it quickly and comprehensively, making it an important force for enterprise development. In the modern human resource management system, information is integrated into all links and plays an important role, which is embodied in the capture, collection, acquisition, analysis, utilization and feedback of information. However, some enterprises often ignore the role of one aspect in their operations and think that its role can be ignored compared with other aspects. For example, not paying attention to information feedback in performance appraisal is easy to cause unfairness and impersonality, which will affect the realization of enterprise goals. Moreover, the lack of corresponding information collection, investigation and analysis in terms of talent demand will easily lead to the increase of production costs, the loss and waste of talents, and also lead to the deepening of internal contradictions in enterprises.