���� With the rapid pace of reform and opening up, the competition among enterprises has become heated. How to ensure the competitive edge is the most important challenge that each enterprise faces. For each enterprise, human resources is the most critical factor.
���� First, human resources management itself is a complex management program, not a simple 1+-1=2 problem but a art of management that resolves problems relating to humans.Since the human resources industry in China started late, the staff, whether at human resources work or at the management level, cannot understand the role of the human resources management as clearly as t-hose in Western countries. Therefore, it is more challenging to establish and develop a good h-uman resource system.Secondly, with the change and development of markets, state policies and laws, internal aspects of enterprises and so on, the content and specific requirements of human resources have been undergoing changes. As a result, enterprises must develop the human resou��rces? strategy to keep pace with business expansion.
���� Activities of talent strategies vary at different management levels, which can be classi-fied as a strategic level, a management level and a operation level.The strategic level is res-ponsible for constituting the overall enterprise-level strategic goals and policies to effect-ively ensure the status of the enterprise in the environment. The management level is respons-ible for ensuring that resources can be used effectively and allocated in accordance with the requirements of the strategic plan.In the strategic plan, each business is clearly defined. The enterprise should keep an overall balance and ensure the supply of resources in accordance with each business�� requirements of capital, information, human resources and so on. The operation level is responsible for the organization of daily work management. Under the guidance of the management plan, the implementation of operations can be more desirable.
���� The human resources strategy mainly consists of development, training and use of human re-sources, which are interrelated and should not be totally separated.For example, training itse-lf is also one basic method of talent development, the process of using personnel is also the process of job training, and the three are completely and organically combined together.The fo-rmulation and implementation of human resources strategy is adopting certain means and methods to define and manifest a long-term master plan for the strategic objectives constituted by the above aspects and to serve for the strategic goal of enterprises .Enterprise human resources s-trategy is not to address personnel selection for individual posts or levels or to address per-sonnel arrangement for changes. Its basic point is to overall plan personnel development goals, formulate and gradually implement corresponding implementation programs and measures based on long-term development goals.
���� For enterprises, the human resources is not only an important resource but also a special one. Its good or bad use can be impacted by two factors.First, the quality of the resource, th-at is to say the quality of talents, is an important factor that determines the business and has the same characteristics as raw materials, equipments and other resources. Second, besides excellent talents, necessary are a series of external factors, which are the mechanism and env-ironment that helps talents fully realize their abilities. This is what human resources are di-fferent from other general resources.For human resources, both factors are needed to develop effective human resource inputs. It is just because this particularity of human resources that enterprises should pay more attention to human resources strategy, not only to the possession of talents but also to the realization of talents�� potentials.Enterprises should strengthen the development and training of human resources for the former necessity and improve the use and management of personnel for the latter.