Since the reform and opening up, China's private enterprises have made great progress. However, with the improvement of China's market economy and the pace of global economic integration, the development of private enterprises in China has encountered some bottlenecks, the most critical of which is the talent problem, which has seriously hindered the development of enterprises. Therefore, how to strengthen and improve the human resource management of private enterprises has become an urgent problem for private enterprises in China.

2 problems in human resource management of private enterprises in China

First of all, enterprises do not pay enough attention to human resource management, or even have no human resource management. Continuing the management thought during the planned economy period, especially in human resource management and understanding of people, the problem is more serious, which is manifested in attaching importance to people and not attaching importance to them; Emphasis on production management, light on human resource management. Coupled with the large population in China, especially farmers and laid-off workers, it is particularly easy to recruit. The result is that you are in and out, and the talents are unstable, which is a vicious circle.

Secondly, the institutional setup is not in place. There is no special human resource management organization, and most of the functions are held by the general manager's office. Most private enterprise bosses think that the human resources department only increases the cost and cannot create value for the enterprise. The goal of maximizing profits forces them to try their best to reduce the department establishment. The director of the office focuses on administrative affairs in human resources management, and his work scope is limited to trivial personnel management such as personnel recruitment, selection, appointment, salary payment and file keeping.

Third, just use talents, regardless of the cultivation of talents. The boss doesn't want to work hard on employee training, and thinks that investing a lot of money in employee training doesn't count. If it is not good, it will also cultivate a "baiwenhang". If its wings are hard, it will leave. Therefore, enterprises will implement the utilitarian measures of "no need to recruit, now recruit, no longer recruit, only need not raise".

Fourthly, under the restriction of China people's traditional complex of "blood is thicker than water", the phenomenon of "cronyism" in private enterprises is extremely common. Most of the management at all levels of enterprises are relatives of the boss, and the contradictions in enterprise management often evolve into "housework" within large families. Managers must consider the closeness of "relationship" when dealing with problems in the management process.

3 Countermeasures to optimize human resource management in private enterprises

3. 1 Clarify the strategic planning of enterprise human resource management

(1) Realize the human resource management of the department and build a professional management team.

Private enterprises need to introduce and train professional human resource managers, set up special human resource management departments, exercise the responsibilities of human resource management and realize the scientific, standardized and professional operation of human resource management. At the same time, while strengthening the departmental and professional operation of human resources, enterprises should also strive to build a professional management team; Under the overall coordination and deployment of the human resources management department, we will improve the management ability of other departments and cultivate a compound talent team that knows both technology and management.

(2) Assess the human resource status of the enterprise and make a good human resource planning.

Private enterprises usually rely on a strong core team to complete the original accumulation of capital in the initial stage. When an enterprise takes shape, it must have a clear understanding of the development strategy of the enterprise and define the phased objectives and steps of the enterprise development. The existing core team of an enterprise has begun to undergo some substantial changes, and it is usually difficult to keep up with the pace of enterprise development. Enterprises should objectively investigate and evaluate the current situation of human resources, formulate corresponding human resources strategic planning in combination with the overall business strategy of enterprises, and realize the promotion, integration and utilization of various resources of enterprises, so as to maximize the benefits and realize the strategic objectives of enterprises.

(3) Strengthen the management and use of core employees and stabilize the professional team.

Core employees are most familiar with the actual situation of the enterprise, and their experience and technology can best adapt to the current development of the enterprise. Enterprises should strengthen the development and use of them, so that they can change their roles while doing their jobs well, and form internal "trainers" and "coaches" to ensure the sustainable development of normal business management of enterprises.

(4) Optimize the enterprise talent structure and build an enterprise talent echelon.

The key to the allocation of talents in enterprises lies in the rational allocation of human resources. Talents complement each other in knowledge structure, age structure and gender structure, adapt to the production and operation of enterprises, give play to their overall synergistic effect, and improve the overall allocation efficiency of human resources. While optimizing the talent structure, enterprises should pay attention to the construction of talent echelon, so as to clarify the growth ladder of enterprise talents, set the growth goals of employees, improve the enthusiasm of employees, and provide a steady stream of talent resources for the sustainable development of enterprises.

3.2 Do a good job analysis and clarify the responsibilities and rights of employees.

(1) Do a good job analysis and keep the work instruction dynamically adjusted.

Job analysis is the basic work of human resource management. Only by doing a good job analysis can we carry out the work of various departments related to human resource management, such as recruitment, training, performance management and salary management. The only thing that remains unchanged in the world is change, and work runs in dynamic changes, so the dynamic adjustment of job description is particularly important. The harmfulness of static job description to human resource management is widespread in the management of private enterprises and often becomes the initiator of informal management.

(2) Establish and improve rules and regulations and implement standardized management.

With the continuous development of enterprises, private enterprises must carry out reasonable organizational structure design, scientific division of labor, establish and improve various rules and regulations, and implement standardized management. This requires enterprises to break through the shackles of blood relationship and geographical relationship, establish a modern contractual relationship with clear responsibilities and rights, and clarify the rights and obligations of both employers and employees. It is necessary to ensure that everyone in the organization strictly abides by various rules and regulations, so that the enterprise can completely get rid of "rule by man" and realize "rule by law", thus protecting and promoting the enthusiasm of employees and making them strive to achieve the goals of all parties in the enterprise in an equal and harmonious enterprise environment.

(3) Improve the multi-channel incentive mechanism to improve the enthusiasm of employees.

Employees have not only economic and material pursuits, but also social and psychological needs. This requires enterprises to constantly create conditions, improve the multi-channel incentive mechanism, meet their various needs in material interests and social psychology according to different types of employees, create a good working, living and growing environment, improve the enthusiasm of employees, enable them to actively play their respective talents, seek the maximization of personal value, and become a powerful driving force for the continuous development and growth of enterprises.

3.3 shaping corporate culture and enhancing corporate cohesion

(1) Change the concept of employing people and re-recognize the fundamentals of human resource management.

The basis of enterprise human resource management lies in fully developing and utilizing the value of "people". Enterprises should shift from the traditional emphasis on "management" to "development and use" of people. Managers of private enterprises should completely abandon the employment mode of "cronyism" and replace it with "meritocracy". On the other hand, managers of private enterprises should redefine their assumptions about human nature and believe that employees of enterprises are willing to take responsibility, be proactive, willing and able to lead and control themselves. (2) Strengthen enterprise communication management and promote a harmonious working atmosphere.

Enterprise managers should establish multi-directional and three-dimensional communication channels such as upward communication, downward communication and parallel communication to form an open information circulation environment. Managers should pay attention to frequent communication with employees, understand their ideological trends, and listen carefully to employees' suggestions on the management of companies and departments, so as to improve the participation consciousness of ordinary employees in the development of enterprises. At the same time, we should pay attention to the feedback of information to ensure the actual effect and result of communication. Through all-round and multi-form communication channels, the existing problems are exposed, and at the same time, the ways to solve the problems are discussed, so as to eliminate misunderstandings and barriers between employers and employees in communication and narrow the distance between enterprises and employees.

(3) Cultivate the core values of both enterprises and employees to achieve "win-win" between enterprises and employees.

Only when employees share weal and woe with the enterprise psychologically and in action, and spare no effort to contribute to the enterprise, can they ensure their current and future stable economic income, various benefits and social security, and realize the "win-win" between enterprises and individuals.

4 conclusion

In short, private enterprises must attach importance to human resource management from a fundamental strategy, establish and improve a scientific and standardized modern enterprise human resource management system from the perspective of long-term development, and form a benign mechanism for talent introduction, talent training and talent use, so as to ensure the development and growth of private enterprises and make their trees evergreen.