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DF Import and Export Company, formerly as trading company in Shenzhen. Guangdong Provincial People’s Government approved the establishment in December 1981. Company mainly engaged in import and export business, compensation business, set up joint ventures, cooperative enterprises and other businesses. With China’s accession to WTO, the gradual lifting of the right to operate a quota reduction, a gradual decline in export tax rebates and other macroeconomic environment, policy changes, making the state-owned foreign trade enterprises operating at a suffering, while others have restructured or even closed down. By the end of 2002, the company also faced many difficulties; In recent years, DF company faces the changes in market, policy, major changes, and actively respond to the deployment of strategic transformation of the Group.However, as a traditional state-owned enterprises, DF company’s human resource management is relatively backward and did not establish the appropriate human resource management system of modern enterprise, the company’s human resources management can not meet the needs of development of the company, and even become a stumbling block to further development of the company.DF companies realize that in the face of severe macroeconomic environment industry, the reform only through the appropriate re-adapt to be able to make the company competitive. During the reform process, the most important part is the human resources management reform. Based on the DF corporate research and analysis of Human Resources found that DF in human resources management issues and related human resources management with the theory DF companies to help solve these problems, a relatively scientific and human resources management system.In such a context, the article first analysis the status of the company’s human resources, including the company’s organizational structure, personnel structure, basic human resources systems and corporate culture, and found that the existing human resource management problems.Then in the context of human resources management and human resources related to strategic management theory, establish a strategic-oriented human resource management mechanisms, including the improvement of organizational structure, conduct strategic planning for human resources, improve the three aspects of human resource systems. Finally, by strengthening the construction of enterprise culture to complement the company’s human resources management, and shaping the spirit of integration with the power of corporate culture, enhance the company’s cohesion.
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