AdiscussiononthepowerofcorporatehumanresourcesmanagementMisunderstandingsandCountermeasuresAbstract:Intoday’ssociety,thesocialisteconomyfromaplannedeconomyintoamarketeconomy,whichisnowthetrendofsocialdevelopment.Alongwith30yearsofChina’ssocialistreform,openingup,China’spowerenterprisesinhumanresourcemanagement,references,andmanyotherwontheverygoodresults.influencedbytraditionalhumanresourcemanagementsystem,butbecauseofChina’shumanresourcesmanagementsystem,humanresourcemanagementofChina’spowerenterprisesreferencetotheallocationofhumanresources,managementfunctionsandpersonnel,andmanyotheraspectsalsothereismisunderstandingonthehumanresourcemanagement,thesehavebecometheresistanceoftheprogressanddevelopmentofallofourstate-ownedenterpriseshowtogetustochangefundamentallythesocialistplannedeconomyleftthemanagementofhumanresourcespassiverole,themostagoodwaytointroducehigh-techtalent,training,high-1techtalentandscientificmethodstotheuseofhigh-techtalent,whichisChina’spowerenterprisesarefacingchallengingproblem.Keywords:electricity,humanresources;managementChina’spowerenterprisesmisunderstandingofhumanresourcesmanagementFirst,ignoringthehumanpostanalysis.Postsdonothaveasingleisolatedwork,itistheadjustmentofstaffpositions,theunitsectorrotationmobilizethelevelofwagesandthesizeofthecorrespondingsocialwelfarechangesareconsistentwithdependentandtherefore,inordertomakethecompany’semployeestodeveloptheirfullpotentialintheworkofthepositionwhichrequirestheleadertoconstantlyimprovethelevelofhumanresourcesmanagement,sothatitdoesnothavetheblindnessinhumanresourcesmanagement.leaderintheselectionofstaffpositionsfirstunderstandthejobnatureoftheperson,whichrequirestheworkoftheemployeeshaveafullandaccurateunderstanding.Second,theneglectoftheintroductionofthepowerofcorporatehumanresourcesandtrainingfor2high-techtalentinourexistingpowercompanies,theintroductionandtrainingofhumanresourcesstillexistmanyproblems,themostimportantare:lackofknowledgeorlackofmanagementsystem,inexistingpowercompaniesservingstafftrainingissimplynoscientificbasis,thereisnodetailedplanofspecificsystems,theydonothavetrainingprogramsforindividualability,accordingtodifferentpeople’spotentialtodeveloptherandomnessofthetrainingprogramisrelativelylarge,itisdifficulttoidealtrainingandminingeffect,duetothedifferentnatureofpowerunits,thecostoftheservicestafftrainingisdifferentintoday’ssociety,acostofemployeestoincreasethepotentialforthedevelopmentofprofessionalandtechnicaltrainingandpersonalspending,buttheyignorethehumanresourcesisaveryimportantstrategyforthefutureofaresourceessentialinvestmentinhumanresourcesinthefuturesocietywillbereflectedintheothercapitaloutofitsvalue,soastoenterprisescompeteforthemanybenefitsevenallowenterprisestoobtainaworkingknowledgeofmanyworkcloselyrelated,andstaffwithrelevantskillstoenrichtheviability3oftheenterprisecommunity,butsomecompaniesinvestinhumanresourcesmanagementeffortveryfew,theywerereluctanttoinvestinin-servicetrainingforstaffwasevensomeemployeestoworkattheirowninvestmentstoparticipateintraining,butthecompaniesdonotwantthemtomisswork,notimetoworkingemployeesshouldbeconvenientandsupport.Third,ignoretheelectricityenterprisestaffingautonomy.Configurationlimitsthestaffofthestateelectricityenterprises,themainsourceoftheexistingpowerconfigurationofthecorporateofficersarealsodifferentonnowthro...