Paper Keywords: SMEs; Human resources; Human resource management is an important topic faced by modern enterprises. How to effectively develop and manage human resources in enterprises is a strategic issue related to the survival and development of enterprises. At present, there are outstanding problems and contradictions in enterprise human resource management. In order to effectively solve these problems and contradictions, enterprises must adhere to the people-oriented thinking, establish a scientific employment mechanism, design employees' career and human resources planning, optimize personnel recruitment strategies, and strengthen organizational training. Create a harmonious corporate culture. With the advent of the era of knowledge economy, the competition among enterprises is highlighted as the competition for talents. American Business Weekly pointed out in its 2000 special issue Company in 2 1 century that "the economy in 2 1 century is a creative economy, and creativity is the source of wealth and growth". Where does creativity come from? Creativity comes from talents, and talents are the first resource of enterprises. The quality and morale of employees have become the basis for the survival and development of enterprises. Only by obtaining human resources superior to competitors and giving full play to their intellectual energy can enterprises win in the competition and maintain their advantages. Therefore, the development and management of human resources by enterprises has increasingly become the most important factor in the development of enterprises. I. Problems existing in human resource management of small and medium-sized enterprises 1 Although most enterprise leaders generally attach importance to talents, due to the limitation of professional background, they lack understanding of human resource management activities and their strategic value, and regard human resource management as a transactional activity without specialized knowledge. Due to the deviation of leaders' understanding, many enterprises do not attach importance to the construction of human resource management departments, which makes human resource management departments lack organizational guarantee for enterprise decision-making and effective activities from a strategic perspective. Many small and medium-sized enterprises do not even have human resources departments or positions, and the management of human resources is only held by other departments. Even if there is a human resources management department, the work content is limited to administrative affairs such as recruitment, salary distribution and file keeping. 2. The employment mechanism is not standardized. Small and medium-sized enterprises in China often attach importance to people's qualifications and despise people's ability in talent selection. Attach importance to people's stability and despise people's creativity. It is difficult for high-quality talents to stand out, resulting in a lot of idle human resources. In the use of cadres, it is not meritocracy, but cronyism, forming an employment mechanism of "being able to go up but not down". There are some defects in the selection, use and assessment objectives, methods and means of enterprise cadres, especially in small and medium-sized state-owned enterprises, which often select talents by administrative means. There are many subjective factors, and the boundary between competence and incompetence is blurred, which eventually leads to the flood of talents with high literacy and high innovation. 3. Not paying enough attention to human resource planning. Many small and medium-sized enterprises need talents mainly for the urgent needs of real business. Not the strategy of talent reserve. Due to the lack of effective planning, enterprises often have inventory backlog and talent shortage, and many tasks are difficult to carry out continuously and effectively. Because the formation of knowledge and ability has a special path, which has a great relationship with personal growth experience, educational background and mental model, it is difficult to copy the ability and creative spirit of employees, so the lack of high-quality talents in key positions often brings great losses to enterprises. According to relevant data. It takes at least two months for an enterprise to lose a core employee in an important position, four months' salary to find a new suitable candidate, and three to six months' training time to adapt to the work and play a role. Such a price may be fatal to fast-growing enterprises. Enterprise recruitment needs to be improved. Recruiting excellent and ideal employees can effectively reduce the management cost and difficulty of enterprises, which is a core work of human resource management. However, in reality, many small and medium-sized enterprises have processes and no methods in recruitment, especially the lack of theoretical guidance in recruitment and selection, which basically depends on the experience of recruiters and the lack of careful design in interviews. In the concept of recruitment, we mainly consider the qualifications, experience and qualifications of candidates, and less consider the motivation, attitude and organizational culture of candidates. This has brought great difficulties to the management of employees after leaving their posts. 5. The training mechanism is not perfect. At present, the training of small and medium-sized enterprises is usually separated from the human resources management department, and short-term training courses are generally held by various business departments. This kind of training is limited to on-the-job training and often focuses on the present. The human resources department of the enterprise has not yet worked out a plan to train potential core technical personnel and managers who meet the future development needs of the enterprise from the perspective of developing people's ability. According to the present situation of human resource management in small and medium-sized enterprises, the quality of employees can not meet the development needs of enterprises, and talents can not be found. Not to mention the talent pool. 6 Lack of management of employee career planning At present, most small and medium-sized enterprises have not thought of career planning for individual employees, incorporated talent career planning into enterprise talent management, and have not realized the investment value of talent career management. There is obvious information asymmetry between employees and human resources management departments. It is impossible for employees to know all the positions in the enterprise, the conditions required for each position and what conditions need to be met in order to get promoted. This information asymmetry makes employees unable to see their future development in the enterprise. It directly leads to the lack of learning motivation of employees, stifles the potential of employees, and it is difficult to improve the overall quality of enterprises. 7 Lack of effective incentive mechanism Since the reform and opening up, great changes have taken place in the distribution system of small and medium-sized enterprises, but there are still many problems. At present, although enterprises have greater autonomy in distribution, due to the shackles of traditional concepts and the lack of scientific and systematic distribution methods and strict assessment implementation methods, the implementation of wage policies lacks vitality, especially for small and medium-sized state-owned enterprises, the problem of "eating the same pot of rice" is prominent and the treatment is not up. The quality of work is not obvious in salary distribution, and egalitarianism is serious. The lack of diversified and multi-level incentive design for some knowledge workers makes it difficult for enterprises to attract and retain high-level talents, and it is also difficult to give full play to the initiative and creativity of on-the-job employees. 8 The core content of corporate culture mainly refers to the unity of ideas, consciousness, spirit, beliefs and values within the enterprise. The management concept contained in corporate culture and the corporate personality formed by corporate core values play a vital role in the business behavior of enterprises. At present, the corporate culture construction of small and medium-sized enterprises in China stops at leaders shouting slogans, posting a few slogans and engaging in several cultural and sports activities, and that's all. The fundamental reason is that the human resources management department of an enterprise has not incorporated the construction of corporate culture into human resources management, which makes the power function, guiding function, cohesion function, incentive function, restraint function, revitalization function, coordination function and radiation function of corporate culture in an enterprise not well explored, and it has not been summarized and applied as the scientific law of economic development itself, which makes employees lack a sense of ownership and belonging, and it is difficult to exert their subjective initiative. Second, the countermeasures to strengthen the human resource management of small and medium-sized enterprises (1) adhere to the "people-oriented" management concept and respect the status of employees as masters. Modern management believes that people are the starting point and destination of management, and all management activities must be based on mobilizing people's enthusiasm and creativity. Under the background of increasing competition for talents, the survival of an organization depends to a great extent on the overall situation of the talent team. It is an important magic weapon for the sustainable growth of an organization to establish human resource advantages through human resource management and then maintain the competitive advantage of the organization. Therefore, enterprises should always put employees in the core position, regard employees as the main body of the enterprise, establish the leading position of employees in the enterprise, regard all members of the enterprise as resources to be developed and tap human potential. To establish a "people-oriented" management concept is to respect the labor, personality, democratic rights and creative spirit of workers, and to make good use of people and put them in the most suitable places. Formulate a suitable system, taking into account the interests of employees in different aspects. In particular, fair and just employee evaluation, encouragement and restraint, so as to truly achieve "capable people are superior, mediocre people are inferior", mobilize the enthusiasm of all kinds of employees, and give full play to their creative potential. For example, providing challenging and meaningful jobs for knowledge workers and providing more opportunities for learning and growth. We should enrich our work, give them more autonomy, create a good working platform for them, stimulate their vitality and innovative spirit, so as to realize the all-round and comfortable development of people and make the enterprise goals consistent with the development goals of employees. (2) Establish and improve a scientific employment mechanism, help employees design career plans, and establish a job promotion and demotion competition mechanism and a reasonable personnel flow mechanism. First of all, it is necessary to establish a fair, just and merit-based employee competition system, but only merit-based, regardless of academic qualifications and qualifications, the key is to look at performance; Secondly, it is necessary to establish a scientific and reasonable performance appraisal system, and take the performance of employees as the basis for post adjustment through fair, just and open assessment; Thirdly, create an environment in which talents can exert their effectiveness, entrust people with ability, expertise and outstanding performance with important tasks, and put them in suitable positions to give full play to their intelligence. Through the scientific employment mechanism, we can not only make full use of talents, but also make talents develop their expertise, stimulate their interest in work and enhance their confidence in work, so that they can work with a positive and enthusiastic attitude, achieve enterprise goals with high quality and meet the needs of employees to realize their self-worth. The so-called employee career refers to the personal career development process of employees, including the way, content and stage of their career, which is a continuous and long-term development process. Every new employee will have a certain desire for future career development, and set the ultimate goal and phased goal for himself. At the same time, he will actively create conditions for realizing his wishes and goals. Only when personal goals are consistent with organizational goals can personal potential be brought into full play. In the process of selecting and employing people, small and medium-sized enterprises should pay attention to the practical ability, psychological quality and good working attitude of talents, help employees design career development plans and establish flexible employment mechanism. Create all necessary conditions for employees, form a situation that employees' career development and entrepreneurial development match and promote each other, and make the cultivation and utilization of human resources become the fundamental driving force for the sustainable development of enterprises. Only by determining the career ideas of employees can we fully tap the potential of each employee. Therefore, enterprises should build a stage for employees to display their talents and realize their self-worth, and be good at guiding them to find a development path in the enterprise and provide them with room and choices for growth within the enterprise. The human resource management department should design the employee's career planning table, draw the table of various positions and human resources in the enterprise, provide clear paths for employees, let employees clearly know the job description and job analysis, and understand what conditions and abilities are needed to do this position. Enterprises should also provide employees with two promotion channels: management line and expert line. Employees should choose different development routes according to their personal abilities and interests, and make clear their career development direction. (3) Strengthening enterprise human resource planning; For the vigorous development and sustainable development of small and medium-sized enterprises, human resource management must be planned from a strategic perspective. Due to the expansion of enterprise scale, the flow of personnel, the increase of new business, the improvement of technology, the update of products and other reasons, the personnel demand within the enterprise is constantly changing. We should regularly review the internal human resource demand and the existing human resource capacity of enterprises and make a good human resource plan. According to James McPhew's classification, employees are generally divided into four categories: (1) core employees. For example, researchers and experienced managers with project research results. (2) personnel who can be replaced by the huge cost of the enterprise. For example, marketers with good customer relationships. (3) Replaceable personnel. (4) Personnel can be replaced at any time. For the scarce resources of the first and second types of employees, enterprises should strengthen risk management irretrievably, and establish a talent pool and a reserve talent echelon when there are no vacancies. This can effectively avoid the passive situation caused by job hopping. (IV) Optimizing personnel recruitment strategies In order to obtain excellent and suitable talents, enterprises must improve personnel recruitment. First of all, we should improve the recruitment methods and attach importance to the design of interviews and other links. The selection of recruitment methods must be based on the actual situation of the enterprise, not only the cost of recruiting talents, but also how to recruit talents suitable for the development of the enterprise. Interview is an important part of talent recruitment. In the interview, we should not blindly emphasize the work experience and the number of years we have been engaged in this job, but should comprehensively consider the experience and potential, education and ability, position and talent. Recruit talents at different levels to posts at different levels to avoid being overqualified and wasting talents. Second, pay attention to the matching between talents and enterprise needs, and avoid blindly pursuing high academic qualifications. We should pay attention to the values of employees, professional interests, comprehensive quality, potential, moral responsibility and other factors and the cultural values of enterprises. Third, in terms of recruitment methods, we should pay attention to the recommendation of internal personnel. Because internal employees know the company's culture and needs best and know the candidates better, this method is not only low in cost, but also very reliable. For example, uT Starcom has a tradition of "full headhunting", and 50% of its employees are recommended by internal employees, especially among R&D personnel. For referees, the company has material rewards such as Bole List and Information Award. (5) Effectively organize training to help employees improve their career development ability. For enterprises, enterprises should realize that the investment in employee training is not only a cost, but also an investment in developing human resources. It is an investment that can bring greater returns. For employees, enterprise employees must also treat training correctly. As an organization, enterprises provide living space for employees, and enterprise development also provides development space for employees. At the same time, the development of enterprises also needs the improvement of employees' quality and skills to support. This requires employees to handle the relationship between personal growth and organizational development, and the relationship between enterprise training and self-learning. In the organization and implementation of training, we should be regular and institutionalized, and pay attention to combining the needs of enterprises with the needs of employees' career development. External training is mainly for senior managers and core employees, which can be sent out for further study and exchange, update knowledge, improve professional level and help broaden horizons; On-the-job training is the main training for ordinary employees, such as encouraging employees to participate in self-study or correspondence university or night university study, and hiring university scholars and business management experts to give counseling lectures to reduce training costs. Small and medium-sized enterprises should also attach importance to the training function of "learning by doing" and employee exchange, and promote the knowledge exchange and ability improvement of employees by establishing an open and interactive learning culture. A "tutorial system" can be established for new employees, and through the subtle influence of tutors, new employees' understanding of corporate culture, sense of identity and belonging can be strengthened. Enhance their confidence in the future development of the enterprise. (six) improve the enterprise salary and welfare system, the implementation of differentiated incentive mechanism, the implementation of differentiated salary system. Implement a wage system that combines benefit wages with post wages. At the same time, bonuses, training and other incentives will be included in the salary system, and a differentiated salary system will be established to appropriately widen the gap. Employee compensation mainly depends on position, performance level and enterprise benefit. At the level of meeting different needs, the reward methods such as welfare and paid training are organically incorporated into the salary system, so that employees, managers and operators have their own needs, and the salary system has greater flexibility. 2. Implement a differentiated promotion system. Herzberg's "two-factor" theory holds that top managers need more challenges from their work, the core of which lies in the degree of achievement and self-realization. With the improvement of management level, the demand for power is more intense, so the need for promotion is still an important incentive factor for managers. Therefore, establishing a smooth differentiated promotion system is an important guarantee for retaining outstanding talents and core employees. 3. Implement a differentiated bonus system. The distribution base and proportion of bonuses must be institutionalized, and the distribution of bonuses should be based on a strict assessment system. The scope of incentive should not be too narrow, and we should not only pay attention to the incentive of talents in short supply and core talents in enterprises, but also pay attention to the incentive of ordinary employees with outstanding work performance. Should also be rewarded. Bonus distribution changes with the economic benefits of enterprises, total wages, post adjustment of employees and changes in work performance. 4. Implement the stock option incentive system. Stock option refers to a right granted by an enterprise to senior managers or core technicians. They can use this right to buy a certain number of shares of enterprises at a predetermined price at a certain time in a certain period of time (for example, three to five years) and throw them out at the price they think fit. This value distribution system fully embodies the important contribution of knowledge possessed by outstanding talents to enterprise value creation. Encouraged by the stock option system, newly established companies can also attract outstanding talents to compete with large companies. (VII) Creating a harmonious corporate culture A good corporate culture is conducive to realizing the "* * * common vision" of enterprises. Peter Shengji, a famous management thinker, thinks in his Fifth Discipline that vision is an inspiring force in people's hearts. If this vision is recognized by the members of the organization, its power is unimaginable. A certain corporate culture. It shows the management mode and employment strategy of the enterprise. In today's market competition with human resources as the core, it can be used as a supplement to salary to attract high-intelligence individuals needed by enterprises and improve the competitiveness of human resources. Therefore, the construction of corporate culture is not just empty talk. The human resource management department should create and promote "cultural management" by means of incentives, so that employees of enterprises can be motivated and have the influence of interest convergence, reduce or eliminate conflicts among enterprise members, and better promote the consistency of rights, responsibilities and interests among enterprise members. When the different needs of employees at all levels of the enterprise are met, they will closely link their own development with the goals of the enterprise, devote themselves wholeheartedly to the work and career of the enterprise, and realize the harmony of the enterprise.