Abstract: Talents play a key role in the development of small and medium-sized enterprises. At present, the problems existing in the human resource management of small and medium-sized enterprises in China restrict their development to a great extent. This paper analyzes the main problems existing in human resource management of small and medium-sized enterprises, and puts forward some countermeasures for implementing human resource management in small and medium-sized enterprises.

[Keywords:] SME human resources management measures

Human resource management is an integral part of enterprise management strategy, a key factor of enterprise development and success, and an important aspect of implementing enterprise management strategy. At present, a large number of small and medium-sized enterprises in China have many problems in human resources, which have become the bottleneck restricting their development and growth.

First, the human resources management of small and medium-sized enterprises to be solved urgently

1. The systematic concept of human resource management still needs to be established.

Human resources are important resources of enterprises. Effectively integrating human resources and mobilizing employees' enthusiasm, initiative and creativity is an important means for enterprises to gain competitive advantage and enhance competitiveness, which requires the efficient operation of human resources management departments. However, judging from the current management situation of small and medium-sized enterprises, although the leadership has attached importance to human resources, the status of human resources department in enterprise departments is still low. The human resource management of most small and medium-sized enterprises often pays attention to the matters related to employees within the company, such as recruitment, employee contract management, attendance, salary system, transfer, etc., but it pays insufficient attention to employee motivation, training and corporate culture construction, and human resource development. The people-oriented concept has not been really accepted and applied by small and medium-sized enterprises, which leads to employees' weak awareness of participating in enterprises, poor initiative and weak sense of identity with enterprises.

2. Human resource management has little contribution to the enterprise.

This mainly refers to the influence of human resource management activities on the long-term development of enterprises, employee performance or enterprise benefits, and the overall competitive advantage of enterprises. At present, the human resource management of many small and medium-sized enterprises still stays in the traditional personnel management stage, and their functions still stay in the transactional management such as file management, salary, labor insurance and welfare. It is a typical static personnel management centered on "things". As an internal management department, the human resources department, which does not undertake human resources management, provides services and support for business departments, lacks insight into the development strategy of enterprises and cannot be combined with enterprises. This management mode that lags behind practice also doomed that the human resources department could not become the axis department of an enterprise, thus inevitably becoming a department that could not be juxtaposed with the business department and had equal status.

3. Lack of effective incentive and restraint mechanism, high employee mobility.

In the aspect of human resource incentives, a considerable number of small and medium-sized enterprises simply focus on material incentives, and overemphasize the pragmatic concept that employees' incentives are to obtain material returns. Instead of combining material incentives with spiritual incentives, most small and medium-sized enterprises' evaluation of employees is mainly based on the degree of employees' obedience to work and the efficiency of completing tasks under the established goals of enterprises. Imperfect incentive mechanism leads to poor enthusiasm, initiative and creativity of employees, which is not conducive to employees to play their potential in enterprises. In addition, the evaluation power is concentrated in the hands of a few leaders, which leads to strong corporate governance. As the most driving and decisive link in human resource management, the establishment of talent evaluation system and standards and the lack of corresponding incentive and restraint mechanisms and measures lead to high employee mobility and high talent retention rate.

4. Lack of effective corporate culture

Corporate culture is the corporate values and spirit condensed and precipitated in long-term business practice, which will have a strong impact on employees' behaviors and habits. At present, most small and medium-sized enterprises do not attach importance to the establishment of corporate culture, nor do they really understand what corporate culture is. Most employees work for the enterprise with the idea of working instead of being masters, and they don't feel the relationship between their own development and the future of the enterprise, so that their personal values and corporate ideas are misplaced and they can't form a strong cohesion to attract and retain talents. This is also an important reason for the low efficiency of human resource management in enterprises.

With the gradual deepening of China's market opening, the seriousness of these problems in human resource management of small and medium-sized enterprises has become increasingly prominent, which has greatly affected the survival and healthy development of small and medium-sized enterprises. Under the premise of full attention, small and medium-sized enterprises should take decisive countermeasures from a new height and new perspective to create a new situation in human resource development and management.

Second, SMEs to implement effective measures of human resource management

1. Strengthen the concept of "the first resource" and carry out conceptual innovation.

In the new economic era, human resources have become the first resource and the key resource for enterprises to gain competitive advantage. Business owners and senior managers must realize that the corporate culture in the era of knowledge economy regards people as cultural people, and it pays attention to exploring people's inner potential and initiative. Only by changing ideas and establishing a people-oriented management concept can we stimulate people's vitality and innovative spirit and realize people's all-round free development. We should conform to human nature, respect individuality, stimulate employees' initiative and creative potential, fully respect people's value, mobilize and give full play to people's enthusiasm to the maximum extent, combine the enterprise's goals with employees' personal goals, enhance people's value pursuit and demand level through effective management mechanism, and continuously enhance the vitality of enterprises.

2. Establish a scientific management structure and a diversified incentive mechanism.

Most small and medium-sized enterprises lack planning in human resource management, and the lack of clear planning means that human resource management is very arbitrary in recruitment and training, and personnel mobility is high. Therefore, in order to strengthen the position of human resources in enterprises, we must first do a good job in human resources management planning, that is, on the basis of evaluating the existing human resources stock and clarifying the core human resources of enterprises, formulate preparatory support manpower planning and formulate corresponding training plans. The goal is to equip the core personnel with middle-level support personnel as soon as possible when the enterprise is faced with the opportunity to expand its production or service capacity, so as to improve the organization's response ability.

The second is to establish a diversified incentive mechanism. Small and medium-sized enterprises should establish and improve the incentive mechanism and pay attention to the development of employees themselves. When employees themselves develop in the enterprise, they will have feelings for the enterprise and work harder to repay the enterprise, so that the enterprise can develop and attract and retain more talents. Small and medium-sized enterprises should also establish a democratic system in which employees participate in management decision-making in all directions and through multiple channels, encourage employees to make suggestions for enterprise development, communicate with each other, coordinate the feelings between operators and producers, and correctly handle the relationship between safeguarding employees' interests and developing production. Through the comprehensive effect of material reward and spiritual encouragement, employees and enterprises can truly form the same fate.

3. Establish an effective performance management evaluation system to accurately evaluate employees.

Establishing an objective and effective performance evaluation and improvement system can accurately evaluate employees' performance, and make personnel training and development plans accordingly, establish various corresponding incentive systems and form corresponding processes. At present, the performance management of most small and medium-sized enterprises still stays in the traditional performance evaluation mode, such as unreasonable evaluation standards, unreasonable evaluation methods and methods, single evaluation level, only focusing on evaluation results and not helping employees improve. In order to improve these problems, we must reform the performance evaluation management and establish an effective evaluation system. In practice, the commonly used performance evaluation methods of small and medium-sized enterprises are: production record method, score table method, target management method, forced distribution method, comment method and so on. Establishing an effective evaluation system can fully mobilize the enthusiasm and creativity of employees, form a mechanism and atmosphere of fair competition in enterprises, motivate employees to work hard and retain talents at the same time.

4. Establish a harmonious corporate culture and promote the construction of human resource management.

Corporate culture affects the choice of human resource management concept, mode and system. Corporate culture can closely link employees with the pursuit of the enterprise, so that every employee can have a sense of belonging and honor. Through the cultivation of enterprise culture and the promotion of management culture mode, employees can form the same values and the same code of conduct, so as to mobilize the enthusiasm and initiative of employees to the maximum extent. Corporate culture has a strong influence on employees' attitudes and behaviors, and a strong corporate culture will strongly affect employees' fundamental views on the enterprise, and affect leadership style, leadership style, organizational structure and its relationship, and the application of enterprise control functions. These are all important factors that affect the retention of talents. Small and medium-sized enterprises should improve the enterprise system construction and overcome the arbitrariness of management, especially in the development and construction of human resources, so as to promote the shaping and formation of corporate culture. Excellent corporate culture can bring harmonious and energetic working environment to employees, and make employees have strong internal needs and expectations, thus prompting employees to improve their own quality and ability, improve labor productivity and improve work behavior, which is extremely beneficial to organizations and individuals.

References:

[1] Chen Xinmin: research on human resource management mode of small and medium-sized enterprises [J]. China talents, 2002, (10)22-26.

[2] Luo Min. Modern management [M]. Chengdu: Southwestern University of Finance and Economics Press, 2004.