China is rich in human resources, but it also lacks human resources, because China is rich in human resources and has not yet been developed. The following is my paper on human resources development. Welcome to reading.

As a basic industry in China, agriculture is rich in human resources, which is an indisputable fact. This paper focuses on the management of agricultural human resources, aiming at systematic and in-depth theoretical analysis and policy discussion, and providing certain theoretical guidance and decision-making reference for promoting the management and development of agricultural human resources in China.

First, the actual situation of China's agricultural human resources management

Domestic research on agricultural human resource management involves not only macro-strategic issues, but also many specific operational issues. The present situation of rural human resources is: the total amount is too large and the quality is not high; The regional distribution is unbalanced and the population composition is unreasonable; The trend of aging is obvious. There are less than 10 technicians per 10,000 people in rural areas in China, accounting for about 0.06% of the national population, which is far lower than 0.24% in the United States and 0.28% in Japan. With the increasingly extensive application of agricultural production technology and the increasing development of agricultural production, the difference of rural population's cultural quality has gradually evolved into the difference of income. The quality of rural population will directly affect the optimization of rural industrial structure and even the process of agricultural modernization. China has a population of1300 million, of which more than 900 million are in rural areas. With the development of commodity economy, the problem of low quality of rural human resources has formed a sharp contradiction with rural economic and social development. Rural areas in China are gradually shifting from long-term development of resources to development of human resources.

Second, the necessity of rural human resources development

As far as the present situation of rural human resources in China is concerned, human resources have not been well developed and cannot be transformed into human capital. If this continues, you will fall into the trap of poverty. Therefore, developing rural human resources is an effective way to change the mode of agricultural economic growth and drive farmers out of poverty and become rich.

1. On the development of rural human resources from the perspective of enhancing comprehensive national strength. Farmers in China account for about 70% of the population, and the vast majority of human resources development refers to rural human resources development. With the realization of modernization in the future, when the rural population drops to 30% of the national population, there will still be 400-500 million farmers, which is a huge productive force, a huge purchasing power group and a huge consumer market. What did China win in the international comprehensive national strength competition in 2 1 century? The core issues are talents and national quality. If these human resources are not put into development and allowed to develop naturally, then these human resources will not only fail to play a resource role in improving China's comprehensive national strength, on the contrary, they will greatly hinder China's modernization process.

2. Poverty eradication and enterprise development are inseparable from the development of rural human resources. Employment is the first step to get rid of poverty and become rich. If the employment problem is not solved, there will be no other problems. The development of human resources is to solve the employment problem of urban and rural people. If the employment problem in the past was mainly confined to towns and neglected the countryside, then today, with the emphasis on urban-rural integration and overall development, the employment problem of rural surplus labor force should become a basic problem that all levels should seriously consider and focus on solving.

3. The development of rural human resources endows education and training with richer connotations. Just as the problem of agriculture, countryside and farmers has its complexity and long-term, as one of the ways to solve the problem of agriculture, countryside and farmers, the development of rural human resources should also be a systematic project, which needs overall arrangement and unremitting efforts. The development of human resources depends on education and training. Education refers to the current general education, higher education and vocational and technical education. General education is mainly to train preparatory talents, higher education is mainly to train practical talents, vocational and technical education is mainly to train technical blue-collar workers, and adult education is mainly to do a good job in training. Training is the key to transforming human resources into human capital. Through training, we can improve the comprehensive quality of human resources and enhance the competitiveness of employment.

Third, the basic idea of developing rural human resources

1. Vigorously developing basic education, vocational and technical education and vocational and technical training is an important way to develop rural human resources and increase rural human capital. First, vigorously develop basic education. * * Increase investment in rural basic education, strictly implement nine-year compulsory education, and let farmers consciously have the awareness of basic education through guidance. Secondly, provide lifelong vocational and technical education and training for farmers. Attach importance to the establishment of vocational and technical training schools in rural areas, increase the intensity and persistence of science and technology going to the countryside, and enable farmers to master relevant vocational and technical knowledge and practical skills.

2. Strengthening the construction of grass-roots organizations is an important part of developing rural human resources. To strengthen the construction of grass-roots organizations, the focus should still be on strengthening the quality education of rural cadres. Without a certain culture, we can't deeply understand the spirit of superior leaders, we can't reflect the aspirations of farmers to leaders, and we can't be good cadres of the people.

3. There is a serious surplus of rural labor force in China, but the education level and vocational skills are relatively low. It is difficult to improve the quality of rural labor force in the short term. At present, the level of rural human resources is low, so it is obviously difficult to develop high-tech industries that require higher knowledge capital and economic capital. In contrast, labor-intensive industry is undoubtedly the industry that requires the least intelligence and absorbs the fastest labor force, and it is also the industry that is most suitable for the characteristics of rural human resources in China. Therefore, developing labor-intensive industries and promoting rural labor employment in labor-intensive industries can turn the disadvantages of rural human resources into advantages, thus directly promoting farmers' income and rural development.

4. Due to the influence of their own quality and environment, farmers can't get accurate and timely information about labor supply and demand and agriculture. Therefore, it is particularly important to establish an information service network for farmers. Relevant departments should increase computer network knowledge training for farmers; At the same time, it is necessary to cultivate labor market intermediary organizations that can promote the transfer of rural surplus labor. In short, gradually establish and improve information networks at all levels all over towns and villages, increase investment, and narrow the distance between China and foreign rural areas.

Paper on human resources development 2 1. Present situation and main problems of human resources development and management in railway enterprises.

With the increasing importance of talents in enterprises, railway enterprises attach great importance to the development and management of human resources and have achieved good results. However, the current situation of human resources development and management is not optimistic, and there are mainly the following problems;

The structure of human resources is unreasonable and the brain drain is serious. Due to the inflexible employment mechanism, low salary level and too much consideration of nepotism in railway enterprises, the railway industry is relatively less attractive to human resources, which is manifested in the unreasonable human resources structure of state-owned enterprises, too few high-quality talents, too many low-level personnel and a lot of low-level personnel, and serious waste of talents. At the same time, the serious brain drain, especially the loss of middle and senior managers, has become an important manifestation of the human resources crisis. Brain drain is mainly due to the lack of survival of the fittest and people's lack of sense of crisis; In enterprises, seniority, lack of competition, cronyism; Uneven distribution. The reward and punishment are unknown, and more work is less.

The investment in human resources development is small, and the training system is backward and unscientific. Human resources need investment and continuous training to adapt to the development of the times. At present, railway enterprises have not done enough in this regard. On the one hand, some enterprises with good benefits and the ability to invest in human resources are unwilling to invest in human capital because they only value immediate interests, and their human resources reserves are insufficient. Some enterprises only attach importance to high-level training and ignore the training of ordinary employees; On the other hand, some enterprises are unable to invest in human capital because of their low operating efficiency. At the same time, due to the imperfect training system and measures of enterprises, there is no systematic plan and clear goal for employee training, and the training is coping, random and temporary, and there is no detailed investigation and analysis of training needs, and there is no comprehensive and long-term training plan. Even if some enterprises have training plans, most of them are for inspection or window dressing, because they are divorced from reality and become a mere formality, and it is difficult to be effective. In addition, the content and form of railway enterprise training are monotonous. Training only teaches the technical skills necessary to engage in a specific job, but lacks extensive problem-solving skills training, communication skills, team spirit, corporate culture, professional ethics and other training, which are exactly what employees must have in today's fiercely competitive and rapidly changing world. Among the training forms, pre-job training is more, while on-the-job training, post-transfer training and off-job training are neglected.

Human resources lack an effective incentive mechanism. First of all, there is not enough incentive for excellent enterprise managers. The leaders of railway enterprises bear high responsibility for safety and management, but their income is out of proportion to their efforts, and the income gap with ordinary employees is far lower than that of managers and ordinary employees in developed countries with market economy. The incentive mechanism is unreasonable or imperfect. Secondly, there is insufficient incentive for ordinary employees. The phenomenon of "doing well but doing badly, doing more and doing less" is widespread. At the same time, with the development of society, the increase of wages can't keep up with the increase of CPI. In recent ten years, railway enterprises have been kicked out of the high-income ranks of monopoly enterprises, and employees are generally dissatisfied with wages, which has seriously affected their enthusiasm. Moreover, the incentive measures are single, and there is no incentive way to adapt to individual needs.

There is no strict assessment system and the assessment criteria are not clear. The railway assessment system is not standardized, and most of them have the following problems: First, the assessment goes through the motions. Nothing serious. By the end of the year. A few advanced employees will be selected at the meeting, and some leaders will finalize them directly by impression. There is no specific basis. In order to achieve a balance, the phenomenon of "advanced rotation" appeared, and the exemplary role of advanced models was not brought into play. Second, there is no objective and clear assessment criteria. The assessment criteria are too general and the quantitative criteria are too few to measure. The assessment is mainly based on subjective impressions and feelings, and it is easily influenced by the examiner's personal prejudice and emotions, so it is impossible to get objective performance appraisal results. For example, we often use four aspects to evaluate work performance, such as "virtue", "ability", "diligence" and "success", which has many shortcomings and cannot meet the needs of modern enterprise competition. Third, the feedback of assessment results is not smooth. Most enterprises didn't feedback the assessment results to employees, and gave the direction of correcting shortcomings and future efforts. Fourth, all units generally attach importance to the assessment of cadres and pay less attention to the assessment of workers.

Second, the reasons for the development and management of human resources in the railway gold industry are analyzed.

Because the railway is a state-owned enterprise, in a sense, it has not been divorced from the planned economic system, so the level of human resources development and management can not keep up with the requirements of the times, and there are still many problems. The specific reasons are:

The reform of railway enterprises in system of human resource management lags behind the reform of economic system. For a long time, railway human resource management actually bears the obvious brand of planned economy. "Cadres can't go up and down, workers can't go in and out, and wages can't be high or low", which can't arouse the enthusiasm of cadres and workers and give play to their intelligence and creativity. In recent years, the railway has developed by leaps and bounds and has undergone major reforms. Great changes have taken place in the management mode of enterprises, and great progress has been made in the development of human resources and the reform of management system, but there are still some places that are not suitable for the operation of market economy. Mainly manifested in: there is a general lack of a unified human resource management system that matches the development strategy and objectives of enterprises. Most of the energy is still engaged in traditional personnel management, and the work is limited to the formulation of salary distribution plan and personnel deployment, promotion and training. The backward state of passive management of personnel department and unified planning of personnel work according to the needs of enterprise development strategy has not been completely reversed. Many human resource managers don't have the required knowledge and skills, master the basic theory and operation practice of human resource development and management in modern enterprises, and don't know much about the actual working principles, methods and skills of employee recruitment, planning, selection, performance appraisal and incentive methods, salary and welfare system design, employee training and development, and improving labor relations. , seriously restricting the function of human resources, it is difficult to mobilize the enthusiasm, initiative and creativity of employees.

The concept of human resources development and management is backward. The function is not perfect. At present, influenced by the traditional personnel management system, railway enterprises lack the concept of developing and managing human resources. The performance is as follows: First of all, the thought of valuing things over people is serious. One-sidedly regards wealth and material as important resources, and fails to give full play to people's utility with people as the core, which makes people, the most precious resource, fail to give full play. Secondly, the concept of "investing in people" is weak. Influenced by traditional ideas, enterprises have insufficient understanding of the importance of improving the quality of labor force. They usually regard people as a kind of cost, and seldom invest people as a kind of resource and human capital. Some enterprises think that human resources can be used for a lifetime at a time, ignoring the continuous input and training of human resources.

The management level of railway enterprise leaders does not meet the requirements of market economy. Excellent leaders can effectively motivate their subordinates, improve their work enthusiasm and win their voluntary obedience. Leaders can also design and maintain a good working environment, promote the coordination and unity among departments, institutions and personnel, and make them work rhythmically and efficiently. At present, railway enterprises lack a team of professional managers with rich management knowledge and experience, modern scientific knowledge of human resource development and management, and a complete set of human resource management experience cannot be formed within the enterprise, which leads to imperfect human resource management functions, chaotic internal management, unfair distribution, unclear rewards and punishments, weakening employees' sense of belonging and honor, inhibiting employees' care and initiative for the enterprise, and invalidation of the internal dynamic mechanism of the enterprise.

Third, the basic countermeasures for the development and management of human resources in railway enterprises

With the rapid development of railway, it is very necessary for enterprises to establish a scientific human resource management system to ensure the appreciation of human capital and improve the competitiveness of enterprises. To solve the problems existing in enterprise human resource management, we should start from the following aspects:

Fully understand the importance of human resources development and management;

Strengthen human resource planning and optimize human resource structure;

Increase capital investment and systematically develop human resources;

Create conditions and strengthen training;

Strengthen performance appraisal;

Strongly build execution.