In view of the shortage of human resources in private enterprises, this paper analyzes the reasons from the aspects of human resources planning, job analysis, employee recruitment, employee training and employee motivation, and puts forward some suggestions for improving the human resources management of David Company, which has played a certain reference role in the theoretical research and practical work of human resources management in private enterprises. Key words: human resource management of private enterprises David Auto Parts Co., Ltd. (hereinafter referred to as David Company) located in the Pearl River Delta region was established at the end of 2002. Is a private scientific and technological enterprise engaged in the research, development, production and sales of middle and high-grade automobile lamps, as well as designing and producing automobile parts such as front grille and bumper. The company has built its own brand with excellent products and perfect service, and established long-term cooperative relations with well-known automobile main engine plants such as Beiqi Futian, Chery and Great Wall. In recent ten years, China automobile industry has developed rapidly. The rapid development of automobile assembly plants will certainly drive the rapid development of related parts industries, and the automobile parts market will grow at a rate of more than 10% per year. David company is facing good development opportunities. However, with the continuous decline of automobile sales price, automobile main engine factory requires parts manufacturers to reduce prices every year, while the prices of some main raw materials continue to rise, and the company will bear greater cost pressure. At the same time, the competition is becoming more and more fierce, and domestic small and medium-sized enterprises are fighting price wars, and the profit space of enterprises is getting smaller and smaller. Facing the severe situation, David Company can only adapt to the needs of market development and competition by constantly carrying out management reform and innovation. As the key to enterprise management, what is the human resource status and human resource management level of David Company? Can you help the company seize development opportunities and achieve business goals? Therefore, it is necessary to study the human resources situation of David Company in order to find out the problems and think about the countermeasures. I. Analysis of the present situation of human resources in David Company Through consulting a large number of documents and statistical analysis, it is found that the human resources in David Company are greatly inadequate in terms of human resource structure distribution, human resource stability and human resource output level, which need to be improved urgently. 1. Distribution of human resources structure. 1. 1 professional structure. The ratio of managers in the company is relatively high, close to 15%, and the ratio of non-managers to managers is 6: 1. However, the proportion of technicians is low, only 8. 62%, and the proportion of technical personnel of T company, a leading enterprise in the same industry, has reached 15%, which reflects the shortage of technical human resources in the company and affects the company's product development. 1.2 Educational structure of employees. The proportion of employees with junior high school education or below is 44%, while the proportion of employees with junior college education or above is only 23. 28%, reflecting that the overall education level of the company's employees is not high, and the quality of human resources is low, which can not meet the technical requirements of the company's industry. 1.3 Length of service structure of employees. Because the company has not been established for a long time, the general service life of employees is short, especially the number of new employees with less than one year's service life is on the high side, reaching 62%, which reflects that the overall business proficiency of employees in the company is low and it is necessary to strengthen job skills training. 2. The stability of company employees. The stability of company employees is mainly described by employee turnover rate. In 2008, the company's average monthly employee turnover rate was 9. Far higher than the level of 6% of leading enterprises in the same industry. Judging from the turnover rate of all kinds of personnel, the turnover rate of technicians, assistants and operators is high, which reflects that the workforce is highly mobile and very unstable. 3. The output level of the company's human resources. According to the characteristics and specific conditions of the company, the output level of human resources in the company is mainly measured by per capita sales and new product development. In 2008, the company achieved a sales volume of 30.88 million yuan, with a per capita sales volume of 266,000 yuan, while the per capita sales volume of T Company, a leading enterprise in the same industry, was 400,000 yuan in 2008. The gap is very obvious. In 2008, the R&D department of the company completed three development projects of Alpha, SUV and FD, with 5 sets of lamps and front grille 1. Among them, FD lamps have many design problems and quality problems after mass production, and are often fined by the main engine factory because of unqualified products. Second, the analysis of the reasons for the shortage of human resources in David's company. In view of the serious shortage of human resources in David's company, methods such as questionnaire survey, data review, interview and group discussion were adopted. After in-depth research, it is found that there are five major problems in the human resource management of David Company: 1. Lack of scientific strategic planning of human resources. Due to the backward management concept, the company did not regard human resources as the most important resource, and the company basically did not consider the long-term planning of human resources. The company's resources tend to be R&D, production and sales, and are rarely used for human resources investment. At the same time, the company's human resources management department belongs to the administrative department, which is equivalent to the general affairs department. The human resources department basically does not participate in the formulation of the company's business plan. 2. The business ability of human resource management department is limited. The staff in the human resources department have a low professional level, do not understand the company's industry and products, and simply can't grasp the company's talent quality characteristics and employment requirements, which leads to the lack of human resources management. The operation mode of the company's human resource management still stays in the traditional personnel management stage, and can only complete the basic work such as personnel recruitment, new employee induction training, employee attendance, salary calculation, file management, etc., and even the basic human resource management process and working standards have not been established. 3. There are few recruitment channels for employees, and the recruitment cycle is long, so it is difficult to guarantee the quality of talents. 3. 1 There are few peer companies in the area where the company is located, which can not produce talent agglomeration effect and lacks relevant professional and technical personnel. However, the human resources department has not made efforts to broaden the recruitment channels, and the recruitment channels only rely on on on-site job fairs and online recruitment. Therefore, companies often can't recruit suitable talents, and even some positions have a "talent vacuum" phenomenon. 3.2 Due to the lack of human resources planning, the company's staff recruitment can only be carried out after the company's business departments apply, resulting in a long recruitment cycle and low recruitment efficiency. 3.3 The company lacks standardized job descriptions and employment standards, and it is difficult for the human resources department to grasp the characteristics of professional and technical personnel. The talent evaluation is unscientific, and it is impossible to correctly evaluate the quality and ability of candidates, resulting in a low qualified rate of talent recruitment. 4. The company's training system is not perfect and the training effect is poor. David Company has not established a perfect training system, and the staff training can not meet the actual needs of the post, and the training effect is poor, mainly in the following aspects: 4. 1 There is a serious lack of investment in staff training and training planning. In order to avoid the risk of training investment, the company only emphasizes the use of employees, not training. Judging from the training investment, the company spent only 63,000 yuan on employee job skills training in 2008, and the lack of resources seriously affected the training work. The company has not formed a multi-level and multi-type training system, nor has it defined the training division between the human resources department and various functional departments. Lack of annual training plan, no training around the company's goals, training activities are arbitrary. 4.2 Lack of scientific training demand analysis, training is not targeted. From the content point of view, there are many trainings focusing on concepts and consciousness, but the frequency of job skills training urgently needed by the company's development, such as operation training for production personnel, design standard training for designers and product technical training for sales personnel, is low. 4.3 It is impossible to carry out effective training evaluation, and the training effect is difficult to guarantee. The company lacks a scientific training evaluation system, and managers and trainers do not understand the professional skills of training evaluation, and are unwilling to invest time and energy in evaluation. Training usually goes through the motions and engages in formalism, which leads to poor training results. As a result, new employees are not qualified for their posts, and old employees cannot improve their professional level. 5. Lack of effective incentives for talents, employees' enthusiasm is blocked. Due to the lack of incentives for employees, the effect is not good, technicians, assistants and operators are not active in their work, and the employee turnover rate is high. The specific reasons are as follows: 5. 1 Salary grading and standards do not consider the value of each post and the individual differences of employees, and also lack correct evaluation standards, which are subjective and arbitrary, leading to unfairness and lack of incentives. 5.2 The evaluation scheme is unscientific, which is far from the expected effect. Employee assessment is not treated differently according to different departments and positions, but is simple and extensive. For example, technicians and engineers are assessed in exactly the same way. 5.3 The assessment targets are mostly qualitative indicators, and there are few quantitative indicators, which are not combined with the company's main business objectives. The purpose of evaluation is not to serve production and operation, but to be formalized. 5.4 The salary level of employees is not competitive. The salary level of technical posts and production posts is not only lower than the industry average, but also lower than the average level of similar local posts. The salary level of front-line operators is even lower than the local minimum wage. 5.5 incentives are single, only material incentives, basically no spiritual incentives; After the implementation of the incentive model, there are only short-term incentives, lacking long-term incentive mechanism, and employees' enthusiasm for work is very poor. Three. Countermeasures and Suggestions on Human Resource Management in David Company To change the present situation of human resources and improve the level of human resource management, David Company must re-plan and implement human resource management according to modern human resource management theories and methods. Considering the development stage and actual management ability of the company, we should focus on the key points in the early stage, and start with the pilot management of key tasks, key positions and key personnel, and gradually improve and improve them. Never covet perfection and get quick success. Five improvements can be considered: 1. Raise the position of human resource management department to a strategic level. The company should reposition the human resources department and put it in the position of strategy department, directly accept the guidance of the general manager of the company, and cooperate with R&D, production, marketing, finance and other departments to carry out work around the company's strategy. In addition to basic work such as job analysis, job evaluation, rules and regulations, human resources departments should also cooperate with various departments to carry out core work (such as manpower planning, talent selection, employee training, employee motivation, etc.). ), but also to assist decision makers to develop human resources strategic planning. 2. Hire human resources management experts to improve the work of the human resources department. 2. 1 Hire senior talents with solid human resource management theory and rich human resource management practice to lead the company's human resource management. This person should be familiar with the company's industries and products and accurately grasp the quality characteristics of the company's professional and technical personnel. 2.2 To equip the human resources department with professionals, and it is best to have management consulting institutions to participate in the early stage, so as to systematically plan human resources management and comprehensively and deeply implement management reform. 2.3 Adopt a three-dimensional human resource management model, that is, the company's decision-makers, human resources departments and department heads share the business of human resource management scientifically and cooperate closely. 3. Improve personnel recruitment and enhance the "blood transfusion" function of human resources. 3. 1 Organize professional appraisers to comprehensively analyze important positions, determine their key quality characteristics, and formulate post employment standards. 3.2 Do a good job in human resources planning, keep abreast of the company's human resources needs, and emphasize the forward-looking recruitment work. At the same time, broaden the channels of talent recruitment and actively recruit professional and technical talents. 3.3 According to the characteristics of different positions, we should adopt appropriate talent selection methods and strictly follow the standards of post employment to ensure that the quality of new employees meets the requirements of the company and provide a basis for future job training. 4. Improve the company's training system and enhance the "hematopoietic" function of human resources. 4. 1 Attach importance to staff training and increase the input of training resources, including the budget of training expenses, the layout of training venues and facilities, and the external training of teachers. 4.2 Implement SATE training management mode, and establish leadership support mechanism, demand analysis mechanism, achievement transformation mechanism and effect evaluation mechanism to ensure that the company's training is targeted and achieves good training results. 4.3 Strengthen the incentive and restraint mechanism for trainers, not only to mobilize the enthusiasm of employees to participate in training through material encouragement and personal development, but also to bind employees in signing labor contracts and issuing wages and bonuses, so as to reduce the unnecessary training investment risk of the company. 5. Establish a scientific incentive mechanism to mobilize the enthusiasm of employees. 5. 1 Redesign the company's salary system to ensure internal and external fairness. The professional evaluation team uses the point factor method to evaluate key positions, and its intrinsic value is clear. According to the company's profitability and cost control requirements, and referring to the industry and local wage levels, the absolute salary of key positions should be increased. In addition, it is also necessary to appropriately increase employee welfare investment and enhance the cohesion of the company. 5.2. On the basis of improving management by objectives, gradually implement the key performance management model. Starting with key tasks, key positions and key personnel, we will design appropriate assessment indicators and performance standards, conduct scientific assessment, and continuously promote the improvement of employees' performance level. 5.3 For key employees, such as R&D engineers, middle-level and above managers, consider long-term incentive measures such as stock options and pension plans to stabilize important employees and provide guarantee for the company's development and growth. Due to the systematic requirements of human resource management, the improvement of human resource management in David Company will encounter great difficulties and resistance in the early stage, which requires more understanding, support and patience from the company's top management. With the improvement of basic work and the maturity of management means, it can be gradually promoted throughout the company, and then give full play to the role of human resource management. 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