The outbreak of financial crisis made it difficult for a large number of small-and-medium-sized enterprises (SMEs) to operate. At the beginning of the crisis, these enterprises made passive adjustment on their human resource management strategies for the purpose of survival. Though the execution of such measures as layoff, pay cuts, hiring freeze, reduction of the investment in training achieved some effects, in the later period of the crisis it also set some obstacles for the recovery of these SMEs in terms of difficulty in recruitment, the increase of the cost on manpower, the decrease of salary competition, the tension between labor and capital, and the absence of incentive mechanism. Plus with these enterprises' indifference to human resource management and their management instability, the innovation of human resource management had to be carried out. Based on this reality, the thesis proposes that in the post financial crisis period, SMEs increase their human resource management capability through such strategies as emphasis on human resource programming, construction of salary incentive mechanism, reinforcement on the effective domination on human resource cost, optimization of enterprises' performance management, and emphasis on employees' consecutive training.
