Which of the following problems exists in the current human resource development and management of s

The degree of informatization is low. Personnel laws are not sound MEI

There are the following major problems in the development and management of human resources in China.

1) Problems in personnel recruitment and training.

China's enterprise personnel recruitment is not standardized, the recruitment cost is high, the recruitment method is single and backward, a considerable part of China's enterprises due to the lack of standardized recruitment procedures, there is no detailed and thorough recruitment plan when recruiting, its recruitment often presents the characteristics of "current recruitment", most enterprises in China often use the traditional interview method when recruiting, and rarely use the note-taking method Scenario simulation method and psychological test are sent to examine the candidate's ability to do Analysis and creation ability Organizational decision-making ability and interpersonal skills, In addition, the professional quality of human resource managers in China's enterprises is low, and when recruiting, they often rely on experience, pay more attention to academic qualifications than ability, pay attention to the words of candidates, do not pay attention to the actual examination, and even judge people by their appearance. Then there are two problems in training: one is the dislocation of training concepts, many enterprises do not really realize that personnel training is an important means of human resource development, and some enterprises do not engage in training at all; Second, the training system is not perfect, and it lacks systematization and scientificity.

2) Neglect of human resource planning.

A common problem in Chinese enterprises is that enterprises often ignore human resource planning when carrying out strategic planning, and the quality of human resources in China is low, and quality cannot be replaced by quantity. It has been reported that there is a considerable shortage of IT talents, biotechnology talents and senior management talents in China, and the models and styles of human resources may be very different in different businesses and even in different regions.

3) The performance evaluation system is incomplete.

For a long time, China's enterprises lack a set of systematic and objective evaluation standards for performance evaluation, and only consider the performance of employees in the specific evaluation process, without paying attention to all aspects of factors that affect performance, such as the working environment of employees, the chance of opportunities, etc. After the evaluation, the evaluation results are not combined with the training and development of employees, and even the evaluators are biased against the evaluators, or only the short-term work behavior of employees is used as the basis for evaluating long-term work performance.

4) Insufficient investment in human capital and inefficient use of human resources.

Investment in human capital is the primary link in the development and utilization of human resources. China's education investment is still in the latter position of the world, and human resources are a higher level of human resources, China's high-level talent fault phenomenon is serious, at the same time its use efficiency is also extremely low, in the professional and technical personnel, the ability to be fully exerted only accounted for about 16% of them, the main reason is that under the traditional management system, human resources are difficult to achieve reasonable allocation, the structure of human resources is unreasonable, and the distribution is unbalanced. Sectoral and inter-unit barriers make the allocation of human resources inefficient.

First of all, at present, the management personnel of state-owned enterprises are still administratively appointed. Most of the administratively appointed enterprise managers are not closely related to the interests of the enterprise and lack the most basic profit motive for running the enterprise well.

Secondly, the lack of strategic planning of human resources, enterprise development planning basically does not consider the development of human resources, assuming that the human resources required by the enterprise can be obtained from the human resources market at any time, but we do not know that this short-sighted behavior causes enterprises to employ people when there is no available person.

Third, state-owned enterprises only attach importance to employing people, lack the awareness of cultivating and developing people, and the investment in human capital is small.