Employee Development Of Strategic Human Resources Management

In the age of the knowledge economy, the competition between enterprises is ultimately the competition of HR. Besides the profit derived from manufacture and marketing, greater profit is attributable to human's contribution as added value in various forms. As the employee play an increasingly important role in the enterprise activity, more emphasis is laid on the employee management, which is represented by the fact that, HR management, as a strategically important part, has entered the decision-making board of the enterprise.As a result, occurs the HR training & management. It is well known that the employee is not only a profit-maker, but, more importantly, a Human and has a different attribution from other production factors. More and more enterprises require the employee of passion, instead of discipline, in working, and knowledge and originality, instead of a physically sound body, which is often emphasized traditionally.The enterprising environment is ever-changing and adaptively is fundamental to the development of an enterprise. HR training and development is becoming a crucial function when the enterprise is adaptive to the increasingly complex environment. The training quality is directly influencing the enterprising activity and is also an index of the competition between enterprises in the 21 century. The enterprise is more competitive with a high-quality training group.With the aim to provide some revelation for HR management in China, this article strategically analyzes the role of employee training and development in the human resources management, analyzes the current situation of employee training and development in the human resources management in China, and induces some relevant advanced experiences from foreign and domestic enterprises. This paper consists of 5 parts. The 1st part discusses the significance of the research on thestrategic human resources management, and concludes that strategic human resources management rebuilds the value of HR. The 2nd part details the significance of employee training and development to Strategic Human Resources Management, which forms the theoretical basis for the following parts. The 3rd part analysis's the current situation of employee training and development in China and points out some problems. The 4th part is the "case study" and introduces some advanced experience of qualified enterprises. The final part concludes the whole content and provides some resolution to the problems pointed out in the 3rd part.