China's SMEs After several decades of development, China's market economy has occupied an increasingly heavy weight, However, enterprises supporting management did not timely follow-up, in particular the majority of human resource management, In some areas, or even on a blind spot, some enterprises with the pandemic. have a high profile such as the introduction of HR theory and paid employment "airborne" to be implemented but often spent money and effort to reform nor effectiveness eventually dropped. What is the reason for China's SMEs HR work widespread suffering? We believe that no simple theory itself from the issue of HR, not toward the implementation of those that workers in HR capacity or entrepreneurs, employees of the cultural quality link. China's special economic development curve, SMEs in the history of Europe and the United States on the doomed HR theories in China must be done on the implementation of the amendment, China must be made to the staff and the business owners can accept and understand. To address their human resource management issues is, of course, not to say a few words clearly, is not a short period of time and making a gradual process. SME human resource management, there is no ready-made model for reference, everything is "grope their way across the river." Our priority is to find out the root cause of trouble-their analysis, and then had to grapple with progress. SME human resource management issues, in general, there are four aspects. that theory with the reality of China with the issue of business owners who funded the planning problems HR workers in the implementation and operation of the job quality issue. Specific professional perspective, from 7 to describe the area. 1. Lack of human resources management planning. SMEs lack of human resources management planning, as a general lack of SMEs more clear development strategy in the area of human resources management it is impossible to have a clear plan, we will go one step further and look at further. In the absence of qualified staff, it will consider the recruitment, not in the quality of personnel and enterprise development needs, it will consider training. Companies often recruit Iowa talent, arbitrary adjustment of the company's remuneration system, and raise the level of pay to attract talent. Idle when people are looking for an excuse to arbitrarily reduce the pay and reduce operational risks. Due to the lack of planning led to human resources management are fairly arbitrary, making greater staff mobility, ultimately affected the enterprise's normal production and operation. 2. In the age structure and knowledge constitute unreasonable. Many SMEs rely on the staff are introduced to a friend, there is a circle of people, knowledge structure, are closer to the world, and some companies, but all of them were a professional. As for the age, because many SME bosses are realistic, so they asked staff Daogang must immediately capable of performing the work. Most of the ages are relatively large, the lack of vigor and vitality. 3. Job responsibilities is not clear, a person multiple roles, a sense of the phenomenon. Owing to lack of screen positions, job descriptions are not in place or not. The result is often out of such things only temporary arrangements were stalling, it is often not clear who was responsible, caused either Everyone is involved, Whether or anyone else, there are the so-called star of enterprises, bosses do everything themselves from the people to get near. For example, I have in the company, to the boss drivers often do more for the bosses private matter, the boss quite easy to manage the final development of what he should say, the same as deputy chief. 4. Staff recruitment process arbitrarily, without systemic and unscientific. As SMEs lack their duties clearly defined, in the end he will not be able to clear the need to recruit what kind of staff; `In addition due to the lack of human resources planning, recruitment is not fully prepared and procedures. Secondly, the recruitment process is not strictly unscientific, leading to recruitment prone to mistakes, For personnel departments when direct hiring decisions, directly or general manager, personnel departments not to participate in the recruitment process, such as frequent occurrence. SMEs employ human resources does the lack of a clear plan, but also go one step further and look at further. With the introduction of an all up with the lack of systems, often with personal preferences and personal decides everything, The non-human relationship talents can not stay here long. 5. Lack of a system for training, staff development without personal goals. Because every employee of the SME business a greater workload, the participation in their own without retraining time and energy SMEs lack of human resources strategic planning. Arranging training arbitrary manner, SMEs lack the staff to improve opportunities. 6. No staff appraisal system is not standardized. Due to the duties, rights and benefits of staff is not clear duties is not clear-cut. thus measuring subordinates enterprises lack a clear performance standards, assessment difficult to enforce and implement. Secondly there is no clear standardized assessment system to test people for effective evaluation forms as appraisals, not play a role. Most SMEs staff performance depends on the merits of the competent leadership of the impressions and subjective evaluation, the resulting staff dissatisfaction. 7. The lack of incentives for scientific norm. SMEs incentives or, more often based on arbitrary boss mood or feeling do. Often confused subordinate staff more confusion and encourage acts did not achieve the desired objective. Another internal wage structure can not reflect the value of jobs. Performance of wage income and performance convergence unreasonable, it is often the big phenomenon, so employees do not feel fair, After the implementation of incentive measures, achieving the desired effects, and sometimes counterproductive. Often finds expression in the staff of the lack of a good income, and the anticipated lack of initiative, poor staff stability. These SMEs existing chronic disease, it is necessary to make at this stage SME HR work, we must do : to correct the overall strategic planning guide to the correct idea of laying the foundation for personnel in the correct measures to improve the quality of training, with the correct incentives right support. Tashi fallen Medley of the field to do the actual work, we can begin to explore HR in the development of SMEs fight this "SMEs" human resources battle.