Under the background of economic globalization and rapid development of science and technology, enterprises are facing increasingly fierce market competition. Based on the highly specialized division of labor in knowledge economy, enterprises can no longer rely on their own resources to cope with the fierce external market competition. In order to make enterprises stand out from the crowd, enterprises must actively use and try to integrate externally available resources to participate in market competition with the advantages of high quality, high efficiency and low cost. Based on this, business outsourcing came into being, and the decision-making content of human resource management outsourcing became the key issue for small and medium-sized enterprises.
1 Motivation of human resource outsourcing
From the external factors, some scholars believe that in order to improve the service quality of human resources, reduce the operating costs of enterprises, enable enterprises to achieve rapid growth, achieve business globalization, gain stronger competitiveness, and urge enterprises to outsource human resources; Some scholars have studied the R&D and investment of new technologies from the perspective of the influence of internal enterprises on outsourcing motivation, controlling management costs and improving management quality, and emphasized the important strategic position of human resource management departments in small and medium-sized enterprises. Generally speaking, small and medium-sized enterprises' human resource outsourcing decision is mainly based on the following five considerations: ① obtaining professional services to promote the management level of enterprises. ② Establish a win-win strategic partnership and realize benefit sharing. ③ Improve the efficiency of human resources on the basis of controlling management costs. ④ Concentrate resources, focus on core business, and make it give full play to its own advantages. ⑤ Accelerate the reorganization of human resource management functions and re-create business processes. Based on the above research results, the external motivation of human resource outsourcing of SMEs can be summarized as external environmental motivation and market motivation. The internal driving force of small and medium-sized enterprises outsourcing human resources is mainly based on cost saving, obtaining more specialized services, knowledge, management and technology, and promoting the core competitiveness of enterprises.
2. Selection of human resource outsourcing service providers
Judging from the current operating situation of small and medium-sized enterprises in China, the choice of outsourcing service providers has always been a difficult point in their outsourcing decision. The research of foreign scholars shows that the quality of service providers, their reputation in the industry, their financial situation and performance appraisal in the past stage are the most important indicators to examine service providers. In addition, when determining the service provider, it also includes secondary factors such as the geographical location and technical ability of the service provider enterprise. The research on human resource outsourcing service providers in China is still in its infancy. The research results generally focus on the comprehensive quality of outsourcing service providers, and the indicators for comprehensive investigation of outsourcing service providers generally include the strength of outsourcing providers (mainly composed of outsourcing scale, network technology, outsourcing brand awareness, outsourcing enterprise management strength, outsourcing personnel specialization level, etc.).
3 Human resource outsourcing risk research
3. 1 risk analysis
3. 1. 1 disclosure of business secrets. In the process of long-term cooperation, it is easy for outsourcing organizations to master a lot of enterprise information and secrets, which is easy to constrain enterprises and hinder enterprises from freely choosing service providers. In addition, some illegal intermediaries operate illegally and only seek immediate benefits, and will sell their secrets to competitors. Moreover, China has not yet formed perfect relevant laws and regulations, and it is easy to be exploited by outsourcers. 3. 1.2 The industry standards are different. At present, compared with other developed countries, China's human resources outsourcing service develops late, still in the initial growth stage, with a low degree of specialization and no unified industry standard, which directly leads to uneven service levels of companies in China's human resources outsourcing market and greater risks. 3. 1.3 Information asymmetry risk. In the process of choosing outsourcing service enterprises, small and medium-sized enterprises are likely to suffer losses due to the asymmetry of enterprise information between the two sides. On the one hand, there is a lack of trust between the enterprise and the outsourcer, and the enterprise controls the information transmission of the outsourcer for fear of insecurity and other factors, and the outsourcer will make a wrong decision response. On the other hand, the moral problems of outsourcers, their quality or professional ethics are not in place, and some information fed back by enterprises has not been reflected in time, which leads enterprises to be unable to compete with competitors.
3.2 Management strategies to deal with risks
3.2. 1 Strictly implement the standardized contract mechanism. Small and medium-sized enterprises have identified cooperative outsourcing companies when implementing human resources outsourcing services, and must sign contracts with them that can accurately and clearly express the requirements and expectations of both parties to ensure the safety of trade secrets. 3.2.2 Development of human resource outsourcing decision evaluation system. By perfecting the evaluation system of human resource outsourcing decision, we can not only put an end to blindly following the trend, but also establish whether enterprises really need human resource outsourcing services. 3.2.3 Supplier evaluation and management. As a major difficulty, supplier management can be achieved through strict management control, bidding management and other measures. Enterprises can measure the success of this human resource outsourcing itself according to pre-set evaluation indicators, such as cost saving. 3.2.4 Pay attention to the team building of employees. The development of human resources service industry bears the brunt of paying attention to the cultivation and use of talents in this industry. Practitioners are the backbone of the survival and development of service organizations, and their overall strength and image directly reflect the strength and image of service organizations themselves. In addition, in practice, we should constantly innovate on human resources issues, including service forms and service products. 3.2.5 Strengthen communication. When small and medium-sized enterprises outsource human resources, when sending employees into the enterprise, they need to explain clearly the purpose and related contents of outsourcing work, put an end to hidden dangers, do a good job of communication between employees inside and outside the enterprise, maintain the coordination and balance between employees inside the enterprise and dispatched personnel, and ensure work efficiency.
4 conclusion
In a word, the implementation of human resource outsourcing in small and medium-sized enterprises plays an important role in their development, but we should not ignore many things that need attention when making human resource outsourcing decisions, especially the outsourcing risks in the implementation process. Through the analysis of the related contents of human resource outsourcing, this paper puts forward effective decisions to deal with outsourcing risks and promotes the healthy, sustained and rapid development of small and medium-sized enterprises.
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