Introduction: The development of human resource management becomes a vital key for enterprises, because we are in a rapidly changing, globally competitive and focused industrial environment on quality. No historical era has seen such a trend toward keen competition in almost every industry, spurring technological innovation and changes in management methods. Not surprisingly, the role of HRM is also evolving, to accommodate the change in structure and culture over the past decade. Over the past ten years, the different stages of HRM have changed, which will be described in the first part of the following content. . Unlike HRM, introduced ten years ago on a global scale, SHRM connects the strategic goals and objectives of HRM to achieve a higher level of performance and investigate organizational culture more deeply (Tan and Torrington, 2004). Compared with Western countries, the stage of HRM in China lags slightly behind the average level of HRM development internationally. China's human resource development environment and policy are so complicated that the reason for the lingering impact of the planned economic form was deeply rooted in the hearts of the people of that era. Chinese enterprise can be divided into two types of organizations with particular characteristics, which will be mentioned in the second part. A human resource is not from China, after all, China cannot directly apply the HRM model introduced by Western countries. In the last part, the challenges faced by HR managers in China are discussed. Question 1: Over the past ten-year period Over the past few years, the number of manufacturing workers has declined, while new jobs added in service industries, such as fast food, retail, consultancy, teaching and legal work, have led to the transformation of new HRM methods to manage new types of 'knowledge' workers. , and new types of jobs (Dessler, 2005). In short, the stage of the HR function over the last decade has shifted from HRM to SHRM. Dessler (2005) argued that its role shifted from protector and filter to strategic partner and change agent. Many companies refer to HRM as involving "relational practices", which indicates that HRM is the organizational function and strategic approach that deals with people-related issues. More and more HRM is considered a source of competitive advantage. Perhaps the most striking change in the role of HR today is its increasing involvement in the formulation and implementation of business strategies, which increasingly strengthens organizational competitiveness, building committed work teams, and these functions place HR in a central role..