1, lack of human resources strategic planning

Faced with the increasingly complex and rapidly changing economic situation, many small and medium-sized enterprises in China tend to pay more attention to short-term economic benefits and ignore the design of long-term development strategies. The human resource management department can only passively meet the human resource demand put forward by the enterprise, but can't make an appropriate forecast of the human resource demand in the future according to the overall development strategy and development reality of the enterprise, and make preparations in advance, so it is difficult to provide timely and efficient services for the development of the enterprise, which often brings serious losses to the enterprise.

2. Insufficient investment in human resources and imperfect training mechanism.

Managers of many small and medium-sized enterprises in China have not really realized that personnel training is an important means of human resources development, and often regard training funds as only the cost of enterprises rather than long-term investment. Staff training funds are very small, and a few small and medium-sized enterprises have no training funds at all.

The training mechanism is not perfect, which is mainly manifested in the following aspects: First, there is no training planner, and even if there is, it is only considered as a surplus person integrated by important departments. Second, there is no complete and comprehensive training plan, or cramming, or the training course is not suitable for training personnel, or only training senior personnel, ignoring grassroots personnel. It shows obvious passivity, temporality and one-sidedness, and lacks systematicness, scientificity and foresight. Third, in the process of employee training and development, it is difficult to achieve the expected results without taking corresponding management measures such as supervision and assessment.

3. Personnel recruitment and selection mechanism is unscientific.

Obviously, recruitment itself should be planned, programmed and scientific. However, due to the lack of standardized recruitment procedures, a considerable number of small and medium-sized enterprises in China do not have detailed and thorough recruitment plans, and their recruitment often presents the characteristics of "recruiting now". As a result, recruiters often go to the local or cross-regional talent market repeatedly to find the talents needed by enterprises, which is time-consuming and laborious, resulting in high recruitment costs and it is difficult for enterprises to recruit satisfactory talents.

There is a single backward problem in the method of selecting talents. The methods of written test, scenario simulation, interview, psychological test and background investigation should be comprehensively used to select talents scientifically. However, most small and medium-sized enterprises still only use traditional interview methods in recruitment, and rarely use scientific test methods such as written test, scenario simulation, interview and psychological test to comprehensively examine candidates' writing ability, organizational decision-making ability, analytical and creative ability and interpersonal skills. In the recruitment process, we often only rely on experience, pay attention to academic qualifications rather than ability, pay attention to candidates' conversation, pay less attention to candidates' performance, pay less attention to candidates' motivation, attitude and recognition of organizational culture, so it is difficult to ensure the entry of talents.

4. Ignoring the establishment and perfection of effective incentive mechanism.

Many small and medium-sized enterprises cannot analyze the different needs of employees according to scientific theoretical analysis tools, let alone design different incentive measures for employees with different needs. They simply stimulate employees' work passion by increasing salary, ignoring non-material incentives (such as ideal incentives, goal incentives, role models, training incentives and self-realization incentives). However, the cultivation of a good organizational environment is neglected, which makes enterprises lack cohesion and employees lack a sense of belonging, which affects the morale and loyalty of employees to a certain extent.

5. Lack of management of employee career planning.

At present, most small and medium-sized enterprises don't have the concept of career planning for employees, don't incorporate talent career planning into enterprise talent management, and don't realize the investment value of talent career management, which makes it difficult for employees to be promoted and has little room for development, which directly leads to employees' lack of learning motivation, stifles their potential and makes it difficult to improve the overall quality of enterprises.

6. The construction of corporate culture lags behind.

At present, the awareness of cultural construction of small and medium-sized enterprises in China is still very weak, and corporate culture construction has not been incorporated into human resource management, so that the power function, guiding function, cohesion function, incentive function, restraint function, revitalization function, coordination function and radiation function of corporate culture in an enterprise have not been well explored.