Talents play a key role in the survival and development of small and medium-sized enterprises. Large enterprises can attract all kinds of talents by virtue of their fame and strong strength. Small and medium-sized enterprises are difficult to compare with large multinational enterprises in brand, standardized management, training and employee welfare, and the disadvantage of attracting talents is obvious. The role of talents, especially leading talents, is often more decisive for SMEs. How to attract talents has become a very concerned issue for small and medium-sized enterprise operators. In order to obtain the motivation and ability for long-term survival and sustainable development, it is a serious problem faced by small and medium-sized enterprises in the competition. Although the success of small and medium-sized enterprises depends on many factors, talent strategy is the core of the whole enterprise development strategy. So, what are the shortcomings of SMEs in attracting and retaining talents? Advantages and disadvantages of attracting talents for small and medium-sized enterprises (1) disadvantages 1, and the scale is small. No matter the scale of production, personnel, assets and influence, it is smaller than that of large enterprises. This makes it difficult for most small and medium-sized enterprises to provide high salaries and benefits to attract talents. And generally speaking, the stability of small and medium-sized enterprises is worse than that of large enterprises. No matter the change of internal and external environment, the impact on small and medium-sized enterprises is far greater than that of large enterprises, so for talents, the risk of development in small and medium-sized enterprises is higher than that of large enterprises. 2. The industry is widely distributed, but it is regional. Small and medium-sized enterprises are distributed in all walks of life, from manual workshop-style processing industry to high-tech industry, including some fields that are not suitable for large-scale capital operation. Therefore, the demand for talents of small and medium-sized enterprises is more diverse and complex. Small and medium-sized enterprises tend to have narrow activities and strong regionality, especially the personnel composition is more obvious, which sometimes tends to form an exclusive corporate atmosphere, which is not conducive to the introduction of new talents. Some enterprises are located in small and medium-sized cities, towns and even remote places, so it is difficult to attract talents. 3. Individuals make great contributions to the enterprise and have great influence. Whether it is the operator or every employee, it is very important for the stable production and operation activities of the enterprise. The sustained and normal operation of large enterprises must rely on perfect systems, while small and medium-sized enterprises often rely more on personal strength. In other words, the development of enterprises depends more on everyone's initiative, and there is often no systematic and perfect management system and no continuous and complete human resource management system, which is not conducive to the targeted and planned introduction of talents by small and medium-sized enterprises. 4. Lack of good corporate culture. Most small and medium-sized enterprises do not pay attention to the construction of corporate culture, employees lack the same values, and their sense of identity with enterprises is not strong, which often leads to the dislocation of personal values and corporate ideas, which is also an important reason why small and medium-sized enterprises are difficult to attract and retain talents. (2) Advantages Although small and medium-sized enterprises have many troubles in attracting talents, some of them are inevitable, compared with large enterprises, small and medium-sized enterprises have the advantages of being sensitive to the environment and having great development potential; There are many opportunities for talents to develop in enterprises, and it is easy to give full play to their personal advantages and reflect their own abilities. Therefore, small and medium-sized enterprises should foster strengths and avoid weaknesses, and establish an effective mechanism to attract talents. (1) The basic work of enterprise human resource management is weak, and most small and medium-sized enterprises lack medium-and long-term human resource planning. Most small and medium-sized enterprises adopt the method of "recruiting now", so it is impossible to predict the demand for personnel in the future development of enterprises, and even lower the employment standard in the case of tight time. Undoubtedly, this recruitment method cannot achieve satisfactory results, let alone find and reserve talents for the sustainable development of enterprises. (2) Lack of an efficient recruitment system The establishment of an effective recruitment system requires the principles of foresight, strategy, pragmatism and lowest cost. At present, the recruitment process of many institutions is that managers of various departments contact the human resources department when there is a vacancy or need to increase the staffing, and they often hope to get manpower in the shortest time. Therefore, recruiters in the human resources department began to adopt various recruitment methods through various recruitment channels. Because of the screening of a large number of resumes, the interview process and the qualified candidates themselves, this process may last for several months. In this way, recruiters may be tired of filling vacancies throughout the process. The results of recruitment may be useful, but the recruitment process is inefficient. (3) Misunderstanding of employing people in SMEs; High consumption of talents causes waste of resources. No matter what position, enterprises like to recruit highly educated people, thinking that this can show the high quality of enterprise personnel. For example, enterprises recruit computer operators, and job advertisements also require bachelor degree or above. This has caused a high consumption of talents. This kind of recruitment, on the surface, enterprises don't need to pay more for high education. Applicants are willing to be hired because of the grim employment situation or because they agree with this enterprise. But in fact, it lost to individuals, enterprises and society. After working for a period of time (relative to the post standard), highly educated people will feel overqualified and incompetent, which will affect their work enthusiasm. At this time, the flow of talents is inevitable. Enterprises will pay for the high turnover rate, such as replacement cost and opportunity cost. Due to the improper allocation of human resources, human capital investment can not get high return, resulting in huge losses. (D) Labor relations of small and medium-sized enterprises. There are inequality, injustice and disharmony in the labor relations of small and medium-sized enterprises, which are mainly manifested in the following aspects: the labor relations are not standardized, and the interests of employees are not protected by relevant laws; In violation of the provisions of the labor law, extend the working hours of employees without authorization, and often deduct and default on employees' wages; Poor working conditions and working environment; Workers lack the necessary labor security, and invest less in major labor security such as pension, unemployment and medical care.