1. Not paying enough attention to human resource management.

The concept of "people-oriented" has become an important means of enterprise development, but in fact, decision makers of small and medium-sized enterprises still believe that market share, sales, profits, new product development and production are the most important tasks, while human resource management is in a secondary position. Because enterprise decision makers can't fully realize the importance of human resource management, and they won't spend time and money to support the development of various human resource management activities in enterprises, the human resource management of small and medium-sized enterprises is very backward, and it is impossible to talk about the strategic human resource management implemented by modern enterprises at home and abroad at present, which leads to the failure to give full play to the potential ability of human resources.

2. The function of human resources department needs to be improved.

Because enterprise decision makers don't pay much attention to human resource management, human resource managers rarely have the opportunity to participate in the company's high-level decision-making, which makes human resources unable to serve the company's strategy. The staffing, division of labor and professional level of the human resources department are also unsatisfactory. Enterprises have not rationally allocated and divided the personnel in the human resources department according to their own strategic planning, and many human resources practitioners have not received systematic human resources management training, which has hindered human resources management from playing its strategic role to some extent.

3. The establishment of strategic human resource management system is still in the initial and exploratory stage.

At present, most small and medium-sized enterprises in China have not yet formed a complete set of strategic human resource management ideas and management models, and have not really realized the transformation from traditional personnel management to strategic human resource management. For example, when making a recruitment plan, the human resources department does not consider the long-term development strategy of the enterprise, and only recruits employees who lack positions. In a short time, the recruited employees can meet the company's current business development needs. In fact, the employees recruited may not meet the long-term development needs of the company.

4. The functions of human resource management in small and medium-sized enterprises need to be planned, systematic and scientific.

At present, the human resource management of small and medium-sized enterprises blindly learns the experience and model of large Chinese and foreign enterprises, without in-depth analysis of the enterprises themselves, which objectively increases the cost of human resource development and use. From the perspective of enterprise decision makers, the problems to be solved are often the result of the interaction of various functions.

Second, measures to improve the human resource management level of SMEs

1. Adhere to the "people-oriented" management concept.

Managers of small and medium-sized enterprises should first fully understand the importance of human resource management, emphasize the basic position of human resource management in the whole enterprise management system, truly establish the management idea of "people-oriented" and adopt humanized management methods. We should pay more attention to the multi-level needs of employees, respect their culture, attach importance to their personal development, and fully recognize their work achievements. At the same time, strengthen communication with employees, encourage employees to actively participate in enterprise management, establish challenging working environment and special project opportunities, and improve employees' work enthusiasm and sense of accomplishment.

2. Establish a strategic human resource management system

In order to maintain and improve their competitiveness in the market, small and medium-sized enterprises must use advanced concepts and scientific methods to manage human resources and gradually establish a strategic human resources management system. On the one hand, according to the requirements of the overall strategic objectives of enterprises, the overall objectives, implementation steps and total budget arrangements of enterprise human resource management in a certain period of time should be determined; On the other hand, enterprises need to formulate a set of perfect human resource management function system. Therefore, in the process of enterprise strategy formulation, human resource managers need to take human resource management theory and practical experience as professional basis, establish corresponding human resource management system according to the formulated strategic plan, and fully support the realization of the strategy.

3. Improve and perfect the evaluation system. To establish a scientific and effective evaluation system, we should pay attention to:

(1) Define the responsibilities, work standards and target management system of different positions;

(2) adopting different assessment index systems for employees in different positions;

③ Establish a scientific evaluation index system and index values, and quantify the work as much as possible. Determining the appropriate evaluation index system and index value can not only stimulate employees' internal potential and strive to achieve their goals, but also recognize their personal abilities;

④ The assessment must adhere to the principles of fairness, impartiality and openness, and be objective and strict.

⑤ Announce the assessment results in time, honor rewards and punishments, affirm the work performance of the assessed, find out the gaps and improvement directions, which will play a vital role in the personal development of employees and the completion of enterprise goals.

4. Establish and improve the human resource incentive mechanism.

To give full play to people's enthusiasm, it is necessary to increase the research on incentive mechanism. Incentive mechanism usually includes the following three types of incentives: first, incentives. The second is the incentive of rights and status. The third is the incentive of corporate culture. Among them, incentive is a commonly used incentive method. It is necessary to establish a wage distribution system that is compatible with the modern enterprise system and maintain a unified and transparent job evaluation and wage structure. Work ability and contribution are the only criteria to measure the amount of remuneration, and flexible and diverse forms of distribution can be adopted. In addition to cash distribution, we can also combine equity, options, dividends, project benefit commission and other cash methods to better play the' incentive role' of wage distribution, thus activating human resources. The key work of the distribution system should start from the following four aspects: first, the exploration of the annual salary system for senior managers; Second, the post contribution salary system for marketing personnel and material purchasing personnel; Third, the project salary system of professional and technical personnel; Fourth, actively carry out the shareholding system reform, and allow employees to participate in distribution through investment and shareholding on the basis of standardized operation in accordance with relevant laws and policies; Fifth, market research on "ideal salary" is often conducted among employees at all levels.

5. Focus on long-term planning

Schuler (1993) once pointed out that the company's development strategy will affect the composition of the human resources system, because different employees can obtain different information and knowledge to complete the company's development strategy. Therefore, in order to maintain a reasonable quantity and quality of human resources, we should pay attention to the company's long-term strategic planning, organize experts to conduct sufficient research, demonstration and prediction, and determine the required total number of employees and a reasonable culture, age and professional structure to meet the needs of current and future business development. For example, provide clear career development plans for talents in senior management positions, so that they are interdependent with the development of enterprises. Focus on predicting the special talents needed for the development of new business, and introduce and train them in advance so that the normal development of enterprises will not be affected by the lack of talents.