随着互联网的发展，移动设配普及，支付工具逐渐成熟，众多依托互联网的经济模式出现。其中，共享经济逐步进入人们的视野，成为一股新潮流。共享经济模式下，非传统雇佣关系但属于人力资源管理范畴内的这一部分人群人数规模巨大、地点分散、工作自主性强、时间灵活、大部分拥有本职工作，这些问题问题逐渐浮出，传统人力资源管理人员配备与模式已无法胜任管理职能，人力资源管理模式急需迭代更新。本文以此为研究背景，以滴滴出行平台为例，探究了在互联网时代，共享经济平台在准入机制、培训机制、绩效考核机制、激励与惩罚措施与劳动保护方面的尝试与经验，结合当前国家政策，对政策与人力资源管理实践中的矛盾加以总结和概括，为符合我国国情的共享经济商业模式下人力资源管理模式改革提供典范和借鉴意义，也为互联网行业等人员流动性大、契约关系不强的企业人力资源管理模式改革提供借鉴。

With the development of the Internet, popularity of mobile equipment and gradual mature payment tools, many rely on the Internet's economic model. The shared economy of the all gradually enters into the people's vision, as a new trend. In the shared economic model, the scale of people in the non-traditional employment relationship but belonging to the human resources management is large, scattered, active and flexible, and most of them have their own work. These problems are gradually emerging. Managers in human resource with the traditional model have been unable to do the management functions, management mode in human resource are in urgent need and update. Based on a case of Didi platform of this paper, it explores the tryouts and experiences of the shared economic platform in the access mechanism, training mechanism, performance appraisal mechanism, incentive and punishment measures and labor protection in the Internet era. Combined with the current national policy, it is aimed to sum up the the contradiction in the practice of policy and human resources management to meet national conditions of the shared economic business model of human resources management model and reform to provide a model and reference, but also for the personnel mobility in the Internet and fragile contract relationship on the reform of management model in human resource.