Research On Enterprise Human Resource Risk Management Based On The BP Network

Great changes have taken place in enterprises’ survival and development environment since China joined the WTO, especially including the complexity of competitive environment, the multiplicity of management goals and the limitation of management level, which makes enterprises have to attach importance to the existence of risk in the operation and management, and risk management arises at the historic moment. At the same time, with the rapid development of economic globalization, enterprises begin to realize that "human resource is the first resource", and because human is complicated and diverse on the physical and psychological, so that each enterprise has to met different risk with different categories or degrees in the practice of human resource management. Therefore, how to identify and analysis the enterprise human resource risk and its causes correctly, how to improve the accuracy and objectivity of risk assessment results, and how to put forward the corresponding prevention and control measures, have become a race to the academic and industrial research topic.Based on the current economic situation in our country, this article starts from the analysis on general theory of enterprise human resource risk management, and then expatiates the classification, causes and status quo of human resource risk with using a variety of methods such as qualitative and quantitative analysis, questionnaire survey and interview. This article has also established a corporate human resource risk assessment model with the BP network, and then built a human resource risk management mechanism based on practical application. The main conclusions of this study are:①it’s not enough to use only one angle to identify the human resource risk, and it can commence from4perspectives, such as the human resource management process, the motivation of human resource risk, the risk level, and the place of human resource in the enterprise;②analyzing the causes of enterprise human resource risk should comprehensively consider2aspects of internal and external, and2perspectives from both static and dynamic;③at present, the enterprise human resource risk management in our country is still in the exploratory stage, the overall poor performance is embodied in4aspects:human resource risk management consciousness is not optimistic, and private enterprises are worst (risk consciousness level); human resource risk management level is uneven, and the foreign-invested enterprises are best (management practice level); human resource risk categories are varied and complex, and the legal risk is serious (risk classification level); human resource risk management team is still not common, and management talents are scarce (organizational structure level);④the principal component analysis of16groups of analog data through SPSS software has proved that the enterprise human resource risk assessment model based on BP network is feasible in practical application, and this model exclude qualitative factors which can make the evaluation results more accurate and objective;⑤constructing a enterprise human resource risk management mechanism needs the enterprise fully depend on the management practices, and starts from two aspects:first, construct a system from the "bone"(organization design), the "flesh"(system arrangement) and "soul"(culture construction); second, carry out the process management in the former, matter and afterwards. And all ultimately rest on the practical use.