On how to manage human resources in small and medium-sized enterprises

SMEs generally refer to those enterprises with fixed assets less than 1 million yuan and less than 5 employees. Small and medium-sized enterprises play an increasingly important role in China's economic development, especially in promoting reform and alleviating employment pressure. But we should also, and have seen, because of historical reasons and the characteristics of small and medium-sized enterprises, there are many defects in the concept of employing people and management mechanism. However, these defects are fatal to small and medium-sized enterprises, which seriously hinder the pace of their development. This paper analyzes the reasons for the slow development of small and medium-sized enterprises from the aspect of human resources. The main reasons are as follows: first, the limited funds of enterprises make it difficult to attract talents; Second, other resources of the enterprise are limited and the enterprise itself is unattractive; Third, the personality charm of business owners is not enough to make talents work for them; Fourth, it is difficult to promote talented people in the concept of employing people; Fifth, talents cannot be retained in the management system. To this end, I propose the following solutions: first, establish a long-term goal of the enterprise; Second, pay attention to corporate culture; Third, establish a correct view of talents; Fourth, take incentive measures; Fifth, give enough trust; Sixth, pay attention to communication; Seventh, design a reasonable division of labor; Eighth, pay attention to the training of employees; Ninth, create a harmonious environment; Tenth, the charisma of the leader.

first, the misunderstanding of human resources management in small and medium-sized enterprises

As the source and carrier of knowledge, information, wisdom and innovation ability, talents have become the first resource of modern countries. How to continuously master talents, rationally use talents, scientifically manage talents and effectively develop talents is a major issue related to the success or failure of enterprises and even countries. Enterprises are governed by talents, and industries are prospered by people. The importance of human resource management in enterprises is particularly prominent. At the Central Talent Work Conference held in December 23, General Secretary Hu Jintao emphasized that the talent issue is a key issue related to the development of the cause of the Party and the country. In fact, the meeting put forward the "three new judgments" that human resources are the first resource, the strategy of strengthening the country through talents and the principle of managing talents by the party, which has great practical and far-reaching historical significance for the management of human resources in Chinese enterprises. However, judging from the current situation of human resource management, many small and medium-sized enterprises in China, especially private small and medium-sized enterprises, have been deficient in talents since their birth. In the course of development, many small and medium-sized enterprises have fallen into the misunderstanding of inefficient human resource management, which has become one of the important reasons for the decline of small and medium-sized enterprises. In order for enterprises to develop by leaps and bounds, the author thinks that the following nine misunderstandings in human resource management cannot be ignored: < P > (1) "Personnel management" or "human resource management"?

In the era of knowledge economy, the function of human resource management has shifted from the traditional "management" to the "people-oriented" development, but many enterprises still confuse "human resource management" with the traditional "personnel management". At present, many small and medium-sized enterprises either do not have independent human resource management departments, and even if they do, they still follow the past pure management restraint mechanisms such as attendance, rewards and punishments, and salary distribution. At the same time, small and medium-sized enterprises generally lack medium-and long-term plans to tap and cultivate enterprise talents, do not systematically carry out the work of cultivating and developing talents, and the talents are seriously out of touch, and have not transferred their management functions to the development and training of human resources at all. Real entrepreneurs must attach importance to human resource management from a fundamental strategy, from long-term development to supporting the reform of management system and the implementation of human resource work. For the personality of small and medium-sized enterprises, enterprises should improve their internal management system, raise human resource management to a position related to the fate of enterprises, attach importance to the investment in human capital, and form a benign mechanism to attract, unite and invigorate talents; For the enterprise, we can unite with other enterprises to complement each other and accelerate the cultivation of managers and new technical talents at all levels to adapt to international competition. Only when leaders truly realize "people-oriented", attach importance to talents, cultivate and develop talents, can human resource management get on the right track quickly.

(2) "family management" or "professional manager management"?

Family management mode is a huge obstacle for small and medium-sized enterprises, especially private small and medium-sized enterprises, which seriously restricts the human resource management of small and medium-sized enterprises, but those enterprises that do not engage in family management are faced with the hidden danger of brain drain and even the loss of corporate secrets. Establishing professional manager system is the only way for small and medium-sized enterprises to solve the current human resource management problems.

with the scale expansion of small and medium-sized enterprises and the complexity of technology and management process, capital owners, limited by their culture, knowledge and ability, cannot rely solely on themselves or within their families to achieve faster development of enterprises, and need an independent management class with systematic education-professional managers to undertake it. It is hard to imagine that relying solely on the original entrepreneurs can lead enterprises to intensive and modernization so quickly! A large number of practices have proved that the professional manager system is conducive to the separation of ownership and management rights of enterprises; It is more conducive to private enterprises to break through pure family management.

(3) a "modern enterprise system" is a "modern enterprise"?

at present, many small and medium-sized enterprises have come up with a set of perfect and standardized rules and regulations and restructuring plans, thinking that the establishment of a modern enterprise system can get rid of their inherent shortcomings and ensure the sustainable development of enterprises. However, this formalistic system often stays on paper and can't really be implemented at all. This system construction, which pays attention to form and ignores effectiveness, is very unfavorable to the formation of professional management and the exertion of its expertise, and also brings great difficulties to the recruitment, training and evaluation of personnel, making it difficult to carry out human resources work.

to establish a modern enterprise system, we should focus on the reality from the beginning, establish a scientific and rational system, and then gradually adapt and flexibly apply it according to the specific environment of the enterprise to "activate" this system and create value for the enterprise. It requires gradually popularizing the business model of separating ownership from management right, giving full play to the enthusiasm of operators and production employees, and transforming the business objectives of enterprises into the conscious actions and efforts of all employees, thus enhancing the vitality of enterprises and pushing the development of enterprises to a newer level as a whole.

(4) "salary retention" or "career retention and emotional retention"?

Human resources are the first resource. Without talents, there will be no enterprise's prosperity. However, many small and medium-sized enterprises, especially private small and medium-sized enterprises, do not have this understanding. In their view, as long as there is money, any talent can be introduced; As long as they are paid, they should do whatever they are asked to do. To put it simply, the idea that I give you money and you have to do a good job for me is at work. Therefore, many small and medium-sized enterprises can't stay because they can't use them even if they hire talents with high salaries.

(5) "working for the enterprise" or "sharing mutual benefits"?

At present, many small and medium-sized enterprises have bright planning prospects and corporate culture, but they are often not accepted and recognized by talents, because many things just stay in writing and are not really implemented, and the problem of cracking the property right structure has become a key issue for enterprise development. Small and medium-sized enterprises should face up to the demand for talents and take the form of joint-stock system and option system to guarantee it. In this way, small and medium-sized enterprises are in the same boat with talents, sharing the same joy of success. Although there is the problem of the size of interests, after all, talents are truly involved in enterprise management and benefit sharing, instead of "working for enterprises" but "enjoying each other's interests". The development of small and medium-sized enterprises is also the development of talents' interests, so it will be easy to work hard for the same desire.

(6) Are people "costs" or "resources"?

according to relevant surveys, some small and medium-sized enterprises have the problem of overtime or excessive intensity of labor, and piecework workers are paid according to the workload, while employees in some technical and management positions often pay overtime symbolically or not. Some managers of key technologies in small and medium-sized enterprises often keep their mobile phones on for 24 hours and are on call. No matter whether overtime pay is paid or not, there is no doubt that even if there is some economic compensation, in the long run, employees will be unbearable physically and mentally and will inevitably choose to leave. Small and medium-sized entrepreneurs should realize that the most important asset of a company is not money or other things, but human resources composed of every employee, so "people are resources, not costs". In this sense, small and medium-sized enterprises should give employees more active cooperation than pure utilization, which can not be ignored by any enterprise, and some small and medium-sized enterprises have great misunderstandings here. Too much neglect of human nature is a great failure of management. "Respecting individuals" should be the premise of treating human resources well. Respecting talents means that entrepreneurs and employees are equal in personality; It also means that work itself is not forcing people to obey. The human resource management policy of small and medium-sized enterprises should consider the needs of employees, win their recognition and approval, and choose appropriate incentive measures to ensure their enthusiasm and creativity.

(7) Are talents "candles" or "batteries"?

Talent is a dynamic concept, and its knowledge structure needs to be constantly updated and supplemented. Small and medium-sized enterprises should not regard talents as a burning candle, but as a battery, which should be constantly charged while discharging. Many foreign enterprises also regard the training of employees and workers as the main means to develop human resources. The reason why American General Electric has become an excellent enterprise is inseparable from its consistent emphasis on human resource development and management. Therefore, training is one of the best ways to grow talents, and it is an important means to make talents full of vitality and enable enterprises to obtain sustainable development strength. Small and medium-sized enterprises in China should make a sustainable training plan, implement on-the-job training and professional training from the long-term interests of enterprises, and make talents acquire new knowledge continuously through teaching, overseas study and horizontal exchange, and strive to create a learning enterprise.

(8) enterprises can't afford to wait for talents?

some small and medium-sized enterprises often have such a requirement when recruiting talents: those with more than 3 years of work experience are preferred. Why? Many enterprises say that shopping malls are like battlefields. What enterprises need is practical talents, and it is best to recruit them to take the lead. Small and medium-sized enterprises have no time to train talents. Some small and medium-sized enterprises in China show the phenomenon of "can't wait" in talent training. To put it bluntly, enterprises are unwilling to train talents. They always think that they spend a lot of people and property to train talents. What if talents change jobs? Wouldn't it be both human and financial? In fact, this talent concept of quick success and instant benefit is the fatal weakness of these enterprises. The discovery and use of talents can not be separated from training. The so-called "no training, no talents" is precisely the truth. It can be said that there are many kinds of talents in China, but few talents really meet the needs of enterprises in China. Because the "combat weapons" used by enterprises in the competition are different, and the mechanisms, systems and environments of enterprises are even more different. Small and medium-sized enterprises do not provide talents with various opportunities for learning and exercise, but require talents to be proficient in all kinds of martial arts. How can they find talents? Today, with the development of modern science and technology, even if there are talents who specialize in a certain field, they will only consume knowledge and have no chance to recharge, and their professional advantages will gradually lose.

(9) "human resource management talents" are not the "core talents" of enterprises?

Only when talents are truly regarded as the most valuable resources and business development partners of an enterprise, and the value of talents to the enterprise is realized from the heart, more, better and more comprehensive consideration is given to talents, and heart-to-heart exchanges are made, and practical measures are taken, can talents be conscientious and loyal to the end. Small and medium-sized enterprises should always alert themselves: the loyalty of talents is bought by enterprises with "heart"; Only by using "heart" can people have peace of mind. For enterprises, winning talent loyalty is not only the innovation of management behavior, but also the innovation of management concept.

Second, how should enterprises manage human resources

Nowadays, people increasingly realize that small enterprises are a force that cannot be ignored in China's economic development. Small enterprises often give people the impression that they are flexible and can respond quickly to market changes, at least some of them have survived the market competition and their business is booming. However, the development of small enterprises is by no means smooth, and the complex external environment makes the growth of small enterprises full of hardships. However, the author believes that the real bottleneck of the development of small enterprises is their own shortcomings-they often lack an effective human resource management method. Human resources are the largest resource in the 21st century. If human resources management is neglected, the prosperity of small enterprises will only be superficial, and its development and growth will be beyond our reach.

in my opinion, attracting talents, retaining talents and stimulating talents' potential can be said to be the top priority of enterprise development in the 21st century, especially for intelligence-intensive industries such as market research companies and consulting industries. In order to realize the effective management of human resources, small enterprises must start from the following ten aspects.

(1) establishing the long-term goal of the enterprise

Many small companies are immersed in developing their business, but they never calm down and think, "What is our mission? What is our long-term goal? " Maybe the boss will think that the company takes it one step at a time, because no one knows where it will eventually develop. However, he forgot that without a grand and feasible strategic goal, how can the employees of the company work together towards this long-term goal in Qi Xin? How can excellent employees be willing to devote themselves to this enterprise that has not yet grown? The enthusiasm for work first comes from full confidence in the enterprise and full of hope for the future. An ambitious but by no means out of reach long-term goal will attract a group of people who are passionate about their careers. After all, it is a great temptation for talents to make an unknown small enterprise grow into a well-known large enterprise in the industry through their own cultivation.

the long-term goal is not a simple slogan, but should be a well-thought-out goal. For example, an enterprise once set its vision as "striving for a world-class communication enterprise", which gives people a somewhat slogan-"striving for success" is not necessarily necessary. If it is changed to "become a world-class communication enterprise", such a vision will obviously give people greater incentive effect.

(2) Pay attention to corporate culture

Many small enterprises have no corporate culture at all. Some people think that this is something that big enterprises need to consider; Some people know the importance of corporate culture, but they don't know what kind of corporate culture their company should have or how to establish it. Although some companies have written their corporate culture in the employee handbook, they have never reflected this culture in actual management, and at best they just flaunt and keep up with the management trend. However, corporate culture is the basis for enterprises to gain competitive advantage, both for large and small enterprises. For example, it is difficult for competitors of American DuPont to introduce DuPont's effective safety education system, because "in this company that started from manufacturing explosives, safety awareness has long been deeply engraved in the hearts of every employee". China's Haier Group has also become the leader of China's home appliance industry because of its corporate culture which can create special internal resources of value ability, and the importance of corporate culture can be seen.

every enterprise should establish its own unique corporate culture, which is difficult for competitors to imitate, but one thing should be the core of modern corporate culture, that is, "people-oriented". Management in the 21st century is "people-centered" management. Enterprises are people, enterprises are people and enterprises depend on them.