Evaluation of the marketing of the personnel of the enterprise on the example of LLC TD "Avers. Analysis of personnel marketing on the example of a travel company Eurasia LLC Directions of personnel marketing on the example of an enterprise

02.09.2020

Short description

The purpose of the research in the course work is to study and analyze marketing activities in the field of personnel management and development of recommendations for its improvement at a particular enterprise.
To achieve the goal of the study, it seems appropriate to solve the following tasks:
1) reveal the theoretical aspects related to personnel marketing;
2) analyze the current activities in the field of personnel management in the enterprise under study;
3) develop recommendations for improving personnel marketing at a particular enterprise.

Introduction…………….…………….…………….…………….…….………...
5
1. Theoretical foundations of marketing activities in the field of personnel ………….……………………………………………………………

7
1.1. The essence and types of personnel marketing …………………………...
7

11
1.2.1. Information function…………………………………………
11
1.2.2. Communication function………………………………………
15
2. Organizational and economic characteristics of CITIservice LLC……………………………………………………………….

19

19
2.2. Economic indicators of activity of LLC "SITIservice"….
22

24

36
3. Recommendations and measures to improve marketing activities in the field of personnel in CITIservice LLC………………………………………………………………….

32
3.1. Improving marketing activities in the field of personnel in CITIservice LLC………………………………………...

32
3.2. Development of a personnel marketing plan at CITIservice LLC……………………………………………………………..

33
3.3. Economic and social efficiency of improving the personnel management system……………………………………………
36
Conclusion…………………………………………………………………...
49
List of used literature……………………………………..
41
Appendix 1

Annex 2

Appendix 3

Attached files: 1 file

MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION

INTERNATIONAL ACADEMY OF BUSINESS AND NEW TECHNOLOGIES /MUBINT/

Department of General and Special Management

COURSE PROJECT

in the discipline "Management decisions"

on the topic: "Personnel marketing, for example

SITIservice LLC

Completed by: student (ka) of group 234MN - 31

Kamenskaya Tatyana Vyacheslavovna ____________

(Name of the student)

Head: (position) Department____

Trofimov Evgeny Fedorovich______________

(Full name of the head)

Signature ______________________________ ___

Reviewer: (position) ___________________ _

______________________________ ___________

(Full name of the head)

The course project is defended with an assessment of ______________________________ ____

Yaroslavl. year 2012.

ESSAY

Coursework: 37 pages, 12 tables, 5 figures,

STAFF MARKETING, STAFF (HR), HR MANAGEMENT TECHNOLOGY, STAFF MOTIVATION, HR MANAGER, STAFF SELECTION, STAFF SELECTION, LABOR MARKET.

The object of the study is the activity (in the field of personnel management and direct personnel assessment) of the Limited Liability Company "CITYservice".

The purpose of the work is to study the theoretical aspects related to personnel marketing; analysis of marketing activities in the field of personnel and development of recommendations for improving activities in the field of personnel at a particular enterprise.

In the course of the work, organizational and regulatory documentation, documents of a local nature were analyzed; an analysis of the financial and economic activities of the organization, an analysis of the availability of labor resources of CITIservice LLC was carried out.

As a result of the work, measures are proposed for the introduction of the position of a personnel manager. Economic calculations were made on the costs of implementing the proposed measure.

Developed in the course of the course work activities can be applied to financial stabilization and improve the efficiency of the enterprise.

The thesis work was done in Microsoft Word 2003 text editor.

MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION

INTERNATIONAL UNIVERSITY OF BUSINESS AND NEW TECHNOLOGIES /INSTITUTE/

Department of General and Special Management

FOR COURSE WORK

Discipline Management decisions _______________________ _____________________

Student Kamenskaya Tatyana Vyacheslavovna ____________ group _РЯ136МН - 31_______

(Full Name)

Work theme

Personnel marketing on the example of a specific organization.__________________ ________

Text materials

Main part.

1. Theoretical foundations of marketing activities in the field of personnel

1.1. The essence and types of personnel marketing

1.2. Personnel Marketing Functions

1.2.1. Information function

1.2.2. Communication function

2. Organizational and economic characteristics of CITIservice LLC

2.1. Brief description of CITIservice LLC

2.2. Economic indicators of activity of CITIservice LLC

2.3. Organizational structure of CITIservice LLC

2.4. Analysis of labor resources LLC "CITYservice"

3.1. Improving marketing activities in the field of personnel in CITIservice LLC

3.2. Development of a personnel marketing plan at CITIservice LLC

3.3. Economic and social efficiency of improving the personnel management system.

Conclusion. List of used sources and literature. Applications.

Recommended reading
Gerchikova I.N. Management: Textbook / I.N. Gerchikov. – 2nd ed., _________________
Litvak B.G. Development of a management decision: Textbook / B.G. Litvak. – M.: Delo, 2000. – 392 p.____________________________ ______________________________ ______
Meskon M.Kh. Fundamentals of management: Per. from English/M.Kh. Meskon. - M .: Delo, 2002. -704 p.
Pugachev V.P. Personnel management of the organization. Textbook / V.P. Pugachev. – M.: Aspect Press, 1999. – 279 p. ___________________________ _____________________
Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremin. – M.: UNITI, 2000. – 423 p.____________________________ ____________________________
Tsypkin Yu.A. Personnel management: Textbook for universities / Yu.A. Tsypkin. - M.: UNITI-DANA, 2001. - 446 p.____________________________ _________________
Kuznetsov V.I. Personnel management: Educational and practical guide / V.I. Kuznetsov. - 2nd ed., add. and correct. – M.: MESI, 1997. – 102 p._______________________

Head __________________________ department ____________________________

(signature) (signature)

Student ______________________________ ____

(signature)
CONTENT

Introduction…………….…………….…………….………… ….…….………...
1. Theoretical foundations of marketing activities in the field of personnel ………….……………………………………………………………
1.1. The essence and types of personnel marketing …………………………...
1.2. Personnel marketing functions …………………………………….
1.2.1. Information function…………………… ……………………
1.2.2. Communication function………………………………………
2. Organizational and economic characteristics of CITIservice LLC……………………………………………………………….
2.1. Characteristics of CITIservice LLC.…………..…………
2.2. Economic indicators of activity of LLC "SITIservice"….
2.3. Organizational structure of CITIservice LLC………………….
2.4. Analysis of labor resources LLC "CITYservice"…………………..

3.1. Improving marketing activities in the field of personnel in CITIservice LLC………………………………………...
3.2. Development of a personnel marketing plan in CITIservice LLC……………………………………………………………..
3.3. Economic and social efficiency of improving the personnel management system……………………………………………
Conclusion…………………………………………………… ……………...
List of used literature……………………………………..
Appendix 1
Annex 2
Appendix 3

INTRODUCTION

Personnel management is recognized as one of the most important areas of an enterprise's life, capable of multiplying its efficiency, and the very concept of "personnel management at an enterprise" is considered in a fairly wide range: from economic and statistical to philosophical and psychological.

The personnel management system ensures continuous improvement of methods of working with personnel and the use of achievements of domestic and foreign science, the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influence on the interests, behavior and activities of employees in order to maximize their use.

In the conditions of a market economy in our country, the issues of practical application of modern forms of personnel management, which make it possible to increase the socio-economic efficiency of any production, are of particular importance.

The success of the enterprise (organization, firm) is ensured by the employees employed in it. That is why the modern concept of enterprise management involves the allocation of a large number of functional areas of management activity that is associated with the management of the personnel component of production - the personnel of the enterprise.

The relevance of the topic of the course work "Personnel marketing in the enterprise" is explained by the conditions of fierce competition in the labor market. It is known that the most important component of competitiveness directly depends on and is provided by the personnel of the company and the personnel management system.

The degree of development of the problem of course work on the topic "Personnel marketing in the enterprise" was investigated with the help of textbooks and manuals written in recent years by many authors, as well as research papers such as Kibanov A. Ya., Litvak B. G., Ivantsevich, J. M., Lobanov, A. A., Samygin S. I., Bazarova T. Yu., Desler, G., Egorshin A. P. and so on. The complex of this literature allows you to explore the topic of the course work "Personnel marketing in the enterprise" completely.

The purpose of the study in the course work is to study and analyze marketing activities in the field of personnel management and develop recommendations for its improvement in a particular enterprise.

To achieve the goal of the study, it seems appropriate to solve the following tasks:

1) reveal the theoretical aspects related to personnel marketing;

2) analyze the current activities in the field of personnel management in the enterprise under study;

The object of the study is the marketing of personnel in the enterprise.

The subject of the study is the organization of personnel management of CITIservice LLC.

Directions and methods for improving the personnel management of CITIservice LLC.

Research methods - collection, generalization and systematization of information were used in chapter 1, where theoretical basis organization marketing, analysis and synthesis were the main methods in chapter 2. Comparative method made it possible to identify the shortcomings of personnel marketing in a particular organization and, on this basis, to develop a proposal for improving personnel management.

The work contains an introduction (substantiation of the relevance of the chosen topic, setting goals and objectives of the study), the main part, a conclusion (containing conclusions and suggestions), as well as a list of sources used.

The first chapter of the course work reveals the essence, types and functions of staff marketing, reflects its regulatory and methodological norms.

The second chapter presents an analysis of the current marketing activities in the field of personnel management in the enterprise under study.

1. THEORETICAL FOUNDATIONS OF MARKETING ACTIVITIES IN THE FIELD OF STAFF

1.1. Essence and types of personnel marketing.

The most important resource of the organization is the team of people through whom economic activity is carried out. Achieving the goals of the organization and successfully solving the tasks set is possible only with the competent management of this team - the personnel of the organization, using a systematic approach, applying modern achievements in technology and science 1 .

Personnel policy of the organization in conjunction with the functions of its managers and employees structural divisions to create a productive and cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the organization's development strategy, forms a personnel management system. The organization's personnel management system includes general and line management, as well as a certain composition of functional subsystems.

Appendix 1 shows the composition of the functional subsystems (one of them includes personnel marketing) of the organization's personnel management system, combining homogeneous functions, the carriers of which are various HR departments. Depending on the size of the organization, the composition of the structural units that perform these functions can vary markedly: in small organizations, one unit can perform the functions of several subsystems, and in large organizations, the functions of each subsystem, as a rule, are performed by a separate unit. 2

Personnel marketing is a system for managing the market orientation of an enterprise, which makes it possible to ensure a balance between the supply and demand of labor and the profitable operation of enterprises.

Personnel marketing is a type of activity aimed at achieving an optimal balance between the demand and supply of labor in order to meet the needs of the subjects labor relations through exchange and ensuring the profitable operation of the enterprise and the effective development of society as a whole.

Marketing of the organization's personnel involves determining the organization's need for personnel, both in quantitative (number of staff units of a particular job position) and in qualitative (educational and qualification level, competencies, knowledge, skills and abilities of employees) aspects.

Personnel marketing becomes an integral part of personnel management in an enterprise. The use of marketing in the labor market can be viewed as a system that allows increasing the intensity of exchange processes occurring in the market and contributing to the opportunities to satisfy the interests of labor market participants. There are several approaches to the essence of personnel marketing

The combination of labor force with the means of production in a market economy is possible only through exchange. Employees offer the ability to work, employers offer jobs. The exchange is possible when meeting the needs expressed in the requirements for working conditions and wages on the part of employees, and the needs expressed in the requirements for the quantitative and qualitative composition of workers on the part of employers.

For the optimal connection of the labor force with the means of production, it is necessary to have a system of knowledge about the state of the labor market. Labor force marketing has a set of techniques, methods and tools to monitor the situation in the labor market.

To effectively connect the labor force with the means of production, knowledge about the state of the labor market is not enough; it is necessary to carry out a set of measures that contribute to the formation of the labor force and create conditions for its effective use.

1. The main principle of marketing activity - "meeting the needs of the labor market" - due to the fact that the labor market is a special kind of market, is considered from two sides:
- a) market activity in the labor market should be oriented towards consumers of the labor force - employers, this principle involves the identification potential consumers- employers of the labor force, their possibilities of actually hiring workers and an assessment of their requirements for the structure of the specialties and professions they need;
- b) market activity should also be focused on meeting the needs of employees, that is, take into account the formation of their qualification and professional composition; ability to adapt to changing demand conditions; the demands made by them to the level of wages, production conditions, work and rest.
2. Systems approach in marketing activities means that all types of marketing activities related to personnel management must be coordinated and function synchronously. This applies to issues of financing, training and retraining of personnel, stimulation of employment and promotion of employment, social support, regulatory measures, etc.
3. Unity of strategy and tactics in marketing activities. 4. Orientation of marketing activities for the long term. According to this principle, it is necessary to develop the most selective and effective ways personnel management, designed not only for success in the current situation, but also in the future.

State regulation of labor relations is purposeful processes carried out on the scale of the entire national economic complex of the country (primarily socio-economic and legal), ensuring the maintenance or change of labor relations and their ties. The regulation of labor relations, being a subsystem of economic regulation, is carried out in the following main forms: 1) directive planning; 2) indicative regulation; 3) market self-regulation. Various forms of regulation, in turn, imply socio-economic and legal control actions that are different in purpose and content. All personnel decisions, due to their close connection with the system state regulation labor relations are subject to various external and internal constraints. The former include, in particular, labor law(rules for hiring and dismissal from work, work and rest regimes, labor protection and safety standards, etc.), to the second - the norms established by the enterprise itself. The latter cover points, from the formulation of the principles of the enterprise to collective agreements, which reflect almost all essential aspects of personnel management.

In fact, everything is much simpler. Personnel marketing is a type of activity that is aimed at identifying the need for personnel, as well as meeting these needs, that is, covering the organization's need for personnel.

On the one hand, personnel marketing can be considered as the philosophy of the organization and the strategy of human resource management of the company, and on the other hand, personnel marketing is one of the functions of the organization's personnel service.

Marketing activities in the field of personnel management include:

-Analysis of external and internal factors
- Development of requirements for personnel
-Identification of staffing needs
-Calculation of personnel costs
- Development of measures necessary to cover the need for personnel. personnel labor force personnel

However, personnel marketing approaches the issue of determining and covering the need for personnel from the point of view of a market approach.

From the position of personnel marketing, a workplace in an organization is a product that is sold on the labor market. The company seeks to create such a workplace and such working conditions for its employees so that it can be sold profitably and attract more qualified specialists.

Therefore, personnel marketing can also be interpreted as a type of management activity aimed at attracting, retaining, training and motivating highly professional specialists who are able and willing to provide quality services to the organization's customers.

The philosophy of personnel marketing is quite simple: through the effective satisfaction of the needs of employees who interact with consumers, the organization increases its ability to effectively satisfy and, thereby, retain its customers, which ensures stable development in the market.

To achieve the goals of personnel marketing, the marketing mix should include several elements:

Introduction of corporate culture

Formation and development of a marketing approach to personnel

Spreading marketing information among employees

Introduction of the system of encouragement and rewarding

HR audit

To make it more clear to you, I will tell you about the functions that personnel marketing performs in an organization.

1. Information function

As part of this function, personnel marketing allows you to collect information for personnel planning. Personnel marketing explores information about the requirements that employees place on the labor market for positions, jobs, studies the external and internal environment of the organization, explores the labor market and the image of the company as an employer.

Sources of personnel information are:

Government programs and laws

Analytical materials and articles

Employment and employment services

Specialized printed editions

Interviews with candidates

Information of educational institutions

Conversations with representatives of other organizations

Surveys of company employees

Specialized TV shows

The information function of personnel marketing involves the study of the requirements that candidates for vacant positions impose on the profession, position and workplace.

The requirements include several parameters: abilities, knowledge, skills, work experience, personal qualities of a specialist, psychophysiological characteristics, motivation, personality orientation, area of interest, values, learning ability. The requirements for the position are studied with the help of qualification guides, classifiers, analytical materials. Based on the information received, personnel marketing specialists draw up internal documents that contain the necessary characteristics. Also, the subject of research is the external and internal environment of the enterprise. The first includes political, economic factors, technology and science, the content of labor, the legal framework, and the competitive environment. To the last - the features of the organization: goals, mission, strategy, financial capabilities, the scope of the company, personnel policy, etc. The fulfillment of the information function of personnel marketing is impossible without studying the labor market, the structure of personnel development, the motivational attitudes of employees, business processes, the culture of relationships, etc. An important step is to study the image of the enterprise as an employer from the point of view of other companies, internal employees of the company and potential employees.

The information function of personnel marketing allows you to highlight areas where problems with human resources may arise and take preventive measures in time.

2. Analytic function

With the help of this function, the marketing personnel processes all the information received and prepares new information for the development of measures necessary to increase the competitiveness of the company and its development.

Data analysis is carried out using special methods that are used in marketing.

3. Communicative function

The purpose of this function is to establish contact with the subjects of the labor market in such a way as to fully satisfy the need for the organization's personnel. Communication is being established both with the external labor market and with the employees of the organization.

The performance of this function includes the segmentation of the labor market according to various parameters: geographical, demographic, regional, economic, political, etc.

Segmentation of the labor market allows you to more efficiently allocate the resources of the organization in order to achieve the goals of the company.

Communication links are being established with the help of employment and employment services, in cooperation with educational centers and institutions, with the help of recruitment agencies, through its employees, through the means mass media, when interacting with other employers, etc.

Networking within the company also requires special attention and special events and work. The fundamental here is the development and promotion of corporate culture, the formation of a management style in the company, meetings and meetings with employees, non-working corporate events, staff training, publishing a corporate magazine or newspaper, organizing sports activities for employees, advising employees on their personal problems, etc. In order to meet the needs of employees in relation to the employer, it is necessary to establish strong ties between them, not only within production process but also outside business hours.

Personnel marketing uses methods that are a synthesis of marketing and personnel management methods. The main difference between personnel marketing and the classical methods of personnel planning generally accepted in our country is that personnel marketing considers the labor market precisely as a market, that is, a sphere operating according to market laws. This allows personnel marketing to increase the competitiveness of the enterprise.

List of used Internet resources

1. http://upravlencam.ruhttp://upravlencam.ru/page248/page283/index.html
2. http://www.grandars.ruhttp://www.grandars.ru/college/biznes/marketing-personala.html
3. http://akme.suhttp://akme.su/effuprpers/marketing_/54/60/54/blogid/264/

Personnel marketing is a complex function of the personnel management services of organizations or recruitment agencies, which involves a thorough and comprehensive study of the labor market, labor demand, preferences and needs of employers, planning and forecasting the range of professions in demand, developing measures to meet the demand for labor, identifying potential needs employers in rare or scarce professions, the formation of purchasing priorities in the search for highly qualified personnel, cooperation with employment services, labor exchanges, educational institutions and other sources of labor, the formation of the image of the employer.

Marketing considers labor from two sides: 1) as a commodity and 2) as a buyer. With this approach, we have, on the one hand, a labor market and, on the other, a job market. As a commodity, labor power is evaluated by the employer and depends on his choice, his decision. As a buyer, a labor force carrier evaluates and decides on the choice of a workplace, depending on how it is able to actualize his ability to work and meet expectations.

Many domestic organizations under personnel marketing mean only the work that precedes the hiring of a candidate for a vacancy (external marketing), not considering their own employees as the object of personnel marketing. In reality, the personnel market at any given moment operates in every enterprise. The meaning of internal personnel marketing comes down to the fact that each employee has qualities that allow him to leave the organization and win any competition for a new job, but does not do this, as he is kept by working conditions: the working climate, development opportunities, wages, etc. .P.

Thus, depending on the place of distribution (field of activity), external and internal marketing of personnel should be distinguished.

External marketing personnel means that the enterprise concentrates its efforts on the external labor market. The main task of personnel marketing is the external positioning of the enterprise, which means transferring to potential candidates for a vacancy a positive attitude towards the organization and providing it with the necessary, professionally suitable employees. To do this, you need to do the following:

demonstration of the special attractiveness of the organization as a place of work and bringing relevant information to target groups - potential employees;
selection and use of effective ways and measures to provide the organization with personnel, for example, professional consultations, personnel leasing, etc.;
determination and formulation of specific proposals for attracting new employees to the organization, depending on demand, target group and terms of covering staffing needs: development and placement of advertisements for vacancies, formation and development of special educational programs and other proposals;
analysis of application documents and selection of new, professionally fit employees.

Study foreign market workforce should also be directed to identifying new problems that may become significant in the future. For example, in the 1990s scientists noted as problems of the future the need for a greater international orientation of personnel marketing and systematic “innovation” of employees (replacing, replacement), which have now become very relevant for many organizations.

Internal staff marketing focuses on employees already employed in the organization, and involves taking into account and forming the following five most important factors of the attractiveness of the workplace: 1) the range of tasks and responsibilities of the employee in a particular workplace; 2) opportunity professional growth and realization of career aspirations; 3) the possibility of training, advanced training and retraining; 4) working climate in the team, organizational culture; 5) formation of a system of motivation and incentives labor activity.

One of the fundamental tasks facing the internal labor market is to optimize material and non-material incentives, as well as working conditions in such a way that each workplace in the organization is and remains competitive, so that the choice of the employee - to stay at the enterprise or not, to take part in solving his problems or not to accept, to do the job well or badly - was in favor of the organization. The decision made by the employee is as important to the organization as the choice of the consumer whether or not to use his goods or services.

Borrowed from the marketing of goods and services, personnel marketing technology includes the development of a marketing mix, or, as it is traditionally called in Western literature, marketing mix (marketing mix). This is a set of means of influencing consumers of the labor market in order to evoke the desired response from them. The means of such influence, or marketing means, are most often called four: (product), price (price), place (place) sales, promotion (promotion) sales. Due to the same first letters (in the English version) in the names of each of the listed components, the marketing mix is often called the "four pi" marketing. (AR). Each of these elements, in turn, also has a complex character.

Depending on the marketing tools used, various models of marketing-staff mix are possible. Shown in fig. 5.2, the model includes seven main blocks: research, selection of the personnel market, determination of the type of media, formation of the terms of an agreement with employees, determination of the characteristics of the place of work, assistance to a new employee, care for employed employees.

Rice. 5.2.

When developing a marketing strategy, an organization can use mass or target her version. Mass Marketing Strategy implies a large potential market, in which, for example, mass promotion of certain marketing services is carried out equally for all consumers without distinction. Target marketing strategy involves servicing specific consumer groups belonging to one or more market segments, i.e. taking into account their characteristics. Compared with mass target marketing has a number of advantages. By focusing on carefully selected segments, tailoring the marketing mix to the needs of the consumers in a particular segment, the organization strengthens its position in a certain part of the market and, as a rule, faces fewer competitors.

Targeted personnel marketing focuses on a specific target group of employees, which may be a foreign contingent to attract to domestic enterprises, youth, women, etc. The actual direction of target marketing is replacement, or "innovation" of an employee in an organization. The innovation of an employee in the organization implies two directions: to work in the specialty received and to another profession.

Target marketing targets people long time who did not work or worked in a specialty (profession) in which they cannot or do not want to continue their activities. A typical replacement is, for example, attracting the unemployed through employment services. If traditional professional newcomers - meaning graduates of secondary and higher schools - are not enough in number and qualifications, then they turn to other target groups. In the latter, along with the unemployed, two categories are becoming increasingly important - women aged 30 to 45 who, after a long break for family reasons, again want to return to professional activity, and conscripts.

Most of the women in this group have an undeniably insufficient level of knowledge and skills - a gap that is rather easily filled through individually tailored educational or introductory programs, as well as through training in new specialties (retraining). The attractiveness of a return to professional activity should not be reduced by offering a job of a lower status than before (for example, in terms of pay or skill level). According to the experience of organizations implementing replacement strategies, a significant effect can be achieved: by appealing to the women of this target group, including former employees of this organization, the flexibility of creating job offers, a wide layer of well-motivated working potential is revealed. With the innovation of women, personnel managers, for example, can offer them to take the so-called male jobs, etc.

The Russian reality of recent years has exposed not only the female problem of employment, but also the male one, when, due to the need to reduce the Russian army, the military stood out as a special target group. In countries with a developed contract form of military service, the category of conscripts, which includes not only privates, but also junior officers, is traditionally the target group for organizational replacement. According to German statistics, about 85% of those demobilized after 2-15 years of service return to civilian activities in economic or public structures. Practice has shown that most of them during their service received a completed education or qualifications that allow them to work "in civilian life" as employees in the office work and sales departments, as skilled workers and craftsmen, and electronics specialists. Retired officers have a positive image for business entities and get a position without being the object of replacement. The demand for junior military personnel is much lower, their involvement in civilian activities is just possible through targeted marketing of personnel.

Recently, internationally oriented target marketing of personnel has been developed. For many enterprises in Western Europe, due to demographic problems, changing values of candidates for employment and employed personnel, the international scale of the labor market is no less interesting than the national one. The exit of marketing personnel of the organization beyond the borders of its state is also explained by the desire for greater convergence of member countries European Union. Models of targeted, internationalization-oriented marketing of personnel can be different. German enterprises have long used the option of inviting young people from demographically more prosperous countries for internships. The evolution of this process is such that if the first trainees from Portugal, Ireland, Spain and France were young people with a secondary technical education, then later advertisements about internships began to be addressed to specialists with higher education, now more and more often they are aimed at inviting young managers.

Introduction ……………………………………………………………………………….3

1. Theoretical foundations of marketing activities in the field of personnel ....5

1.1 The essence and types of personnel marketing ……………………………….5

1.2 Functions of staff marketing ………………………………………….12

1.3 Determination of requirements for personnel and the employer ……………16

2. Analysis of marketing activities in the field of personnel in Korsar LLC.22

2.1 Organizational and economic characteristics in Korsar LLC ..22

2.2 Analysis of staffing of OOO "Korsar" ………….………33

2.3 Study of marketing activities in the field of personnel in

LLC "Korsar" …………………………………………………………………38

3. Development of measures aimed at improving marketing activities in the field of personnel in LLC "Korsar"…………..41

3.1 Improving marketing activities in the field of personnel in Korsar LLC ……………………………………………………………………..41

3.2 Development of a personnel marketing plan in Korsar LLC………….. 48

3.3 Evaluation of the effectiveness of the proposed measures in Korsar LLC53

Conclusion…………………………………………………………………………. 57

References…………………………………………………………………… 61

Applications ………………………………………………………………………..64

Introduction

The relevance of the research topic is due to the fact that an integral part of enterprise management is personnel management, which should be aimed both at meeting the needs of the enterprise and at satisfying the interests of its employees and society as a whole.
Effective enterprise management is practically impossible without the effective use of the labor potential of human resources. In the activities of any enterprise, a special role belongs to the employees who implement the production process, the staff. The main feature of the staff is that in addition to performing production functions, the employees of the enterprise are an active component of the production process, they can actively contribute to the growth of production, they can be indifferent to the activities of the enterprise where they work, or they can resist innovations. Approximately 20-30% increase in labor productivity, provided by more productive work of staff in a tough competition, may be decisive for the survival of the enterprise, the conquest and strengthening of sales markets, successful business. Labor can be effective in combination with the organization of production and management. The enterprise faces the task of creating conditions that ensure the optimal use of human resources in the amount of balanced needs and interests of the enterprise and each employee.

Achieving this balance can be achieved by introducing marketing into personnel management. The use of marketing will help to find an agreement between market conditions, the capabilities of the enterprise and the interests of each of its employees. It will allow tracking changes in the professional and qualification structure of personnel, identifying trends in the development of the labor force in the labor market and timely determining the qualitative and quantitative requirements for it.

Marketing activity in the personnel management system is a complex of interrelated stages for the formation and implementation of tactical and strategic plans personnel - marketing.

The meaning of personnel marketing can be defined as a type of management activity aimed at determining and covering the need for personnel. The purpose of this type of management activity is to ensure effective and optimal employment, that is, the maximum coincidence of the interests of the employee and the employer.

The object of the course work is the company LLC "Corsair".

The subject of the course work is the study of marketing activities in the field of personnel.

The purpose of this work is to develop a plan for marketing activities in the field of personnel on the example of Korsar LLC.

In accordance with this goal, we single out the following tasks:

1. Consider the theoretical foundations of marketing activities in the field of personnel.

2. Conduct an analysis of marketing activities in the field of personnel in Korsar LLC.

3. To develop measures aimed at improving marketing activities in the field of personnel in Korsar LLC.

The structure of the course work. The course work consists of an introduction, three chapters, a conclusion, a list of references and applications.

The methods by which marketing research was carried out: an integrated approach, system analysis, questionnaires, interviews, SWOT analysis, observation and others.

1. Theoretical foundations of marketing activities in the field of personnel

1.1 Essence and types of personnel marketing

"Marketing is a kind of human activity aimed at satisfying needs and wants through exchange."

“Marketing is the formation of the idea of a particular product, its packaging and transfer to the public. It means preparing the product, getting it to market, and placing it there in such a way as to achieve the greatest possible distribution and the greatest possible response.

"Marketing does not exist."

Personnel marketing is a type of activity for studying the labor market in order to meet the organization's need for personnel, identifying a range of sources and ways to meet this need. Personnel marketing is a condition for the growth of the human resource of the organization through external sources.

Personnel marketing is a type of management activity aimed at determining and in personnel.

Marketing activities in the field of personnel represent interrelated stages in the formation and implementation of the personnel plan - (Fig. 1). The general methodology of personnel is based on the main provisions of the theory of "production".

Rice. 1. Stages for the formation and implementation of the personnel plan -

The initial information for determining the directions of marketing activities, the formation of a personnel marketing plan and measures for its implementation is provided by an analysis of external and internal factors. Such analysis is the starting point of marketing activities.

External factors are understood as conditions that the organization as a subject of management, as a rule, cannot change, but must take into account in order to correctly determine the qualitative and quantitative needs for personnel and the optimal sources for covering this need. The external factors that determine the content of personnel marketing include the following factors presented in Table 1.

Table 1 - External factors of marketing activity

Factor name	Factor characteristic
General economic situation and the state of the industry	The analysis of this factor shows the trends of economic development, the competitive situation, interaction with trade unions, the situation in the field of education
Technology Development	Determines the change in the nature and content of labor, its subject orientation, which forms a change in the requirements for specialties and jobs, training and retraining of personnel
Features of social needs	This factor allows us to present the structure of the needs of potential employees of the organization at a given point in time of social, industrial relations
Development of legislation	When addressing personnel marketing issues, one should take into account the issues of labor legislation, its possible changes over time, the peculiarities of legislation in the field of labor protection, employment, etc.
Personnel policy of competitor organizations	Studying the forms and methods of working with personnel in competing organizations in order to develop a behavior strategy aimed at changing personnel policy

Accounting for these factors allows you to avoid major mistakes in the development of marketing activities.

Internal factors are those that are largely under the control of the organization. The main internal factors are presented in Table 2.

Table 2 - Internal factors of marketing activity

	Factor characteristic
Organization goals	The clarity and specificity of the goal-setting system determines the strict direction of the long-term policy of the organization. Its goals and objectives shape the HR marketing strategy
Financial resources	An accurate assessment of the needs and possibilities of the organization in financing personnel management measures determines the choice of alternative or compromise options in the field of planning the need for personnel, its coverage, the use of personnel, their training
Personnel potential of the organization	This factor extends both to the marketing environment and to personnel management in general. It is associated with an assessment of the capabilities of HR specialists, with the correct distribution of responsibilities between them, which largely determines the success of the implementation of the personnel marketing plan.
Sources of coverage of staffing needs	This factor can be considered as internal in terms of the ability of organizations to choose those sources of covering staffing needs that correspond to the state of other internal and external factors: the goals of the organization, financial resources, technology development trends, etc.

Full and accurate consideration of all of the above factors determines the level and features of the implementation of marketing activities in the field of personnel. An analysis of the external and internal environment of the organization is necessary to clarify specific areas of labor market research.

In world practice, it is customary to distinguish the following main areas of personnel marketing:

– development of requirements for personnel;

– determination of the need for personnel;

– calculation of costs for the acquisition and further use of personnel;

– choice of ways to cover the need for personnel

The information function of personnel marketing is to create an information base, which provides the basis for planning in the field of market segmentation and communications by target groups (market segments). It can be differentiated into the following more specific functions: the study of the requirements for positions and jobs; research of the external and internal environment of the organization; labor market research; studying the image of the organization as an employer .

- conversations of marketing personnel specialists with potential employees of the organization, with external partners, with employees of their organization, etc.

Marketing considers labor power from two sides: 1) as a commodity, where the main thing is the consumer properties of workers; 2) as a buyer who buys a job in exchange for his labor.
With this approach, we have, on the one hand, a labor market and, on the other hand, a job market. As a commodity, labor power is evaluated by the employer and depends on his choice, his decision. As a buyer, a labor force carrier evaluates and decides on the choice of a workplace, depending on how it is able to actualize his ability to work and meet expectations.

Many domestic organizations under personnel marketing mean only the work that precedes the hiring of a candidate for a vacancy, that is, external marketing, not considering their own employees as the object of personnel marketing. In reality, the personnel market at any given moment operates in every enterprise. The meaning of internal marketing of personnel is that each employee has such qualities that he can leave the organization and win any competition for a new job, but does not do this, as he is kept by favorable working conditions (working climate, development opportunities, wages). etc.) .

Thus, depending on the place of distribution (field of activity), external and internal marketing of personnel should be distinguished.
External personnel marketing means that the enterprise concentrates its efforts on the external labor market. The main task of personnel marketing is the external profiling of the enterprise, which, first of all, means conveying to potential candidates for a vacancy a positive attitude towards the organization and providing it with the necessary, professionally suitable employees.

1.2 Personnel Marketing Functions

AT As part of this function, personnel marketing allows you to collect information for personnel planning. Personnel marketing explores information about the requirements that employees place on the labor market for positions, jobs, studies the external and internal environment of the organization, explores the labor market and the image of the company as an employer.

And sources of personnel information are:

· Government programs and laws

· Analytical materials and articles

Employment and employment services

· Specialized printed editions

· Interviews with candidates

Information of educational institutions

Interviews with representatives of other organizations

· Surveys of employees of the company

Specialized TV shows

And The information function of personnel marketing involves the study of the requirements that candidates for vacant positions impose on the profession, position and workplace.

T The requirements include several parameters: abilities, knowledge, skills, work experience, personal qualities of a specialist, psychophysiological characteristics, motivation, personality orientation, area of interest, values, learning ability.

T requirements for the position are studied with the help of qualification reference books, classifiers, analytical materials. Based on the information received, personnel marketing specialists draw up internal documents that contain the necessary characteristics.

T The subject of research is also the external and internal environment of the enterprise. The first includes political, economic factors, technology and science, the content of labor, the legal framework, and the competitive environment. To the last - the features of the organization: goals, mission, strategy, financial capabilities, the scope of the company, personnel policy, etc.

AT fulfillment of the information function of personnel marketing is impossible without studying the labor market, the structure of personnel development, motivational attitudes of employees, business processes, culture of relationships, etc.

AT An important step is to study the image of the enterprise as an employer from the point of view of other companies, internal employees of the company and potential employees.

And The information function of personnel marketing allows you to highlight areas where problems with human resources may arise and take preventive measures in time.

Analytic function

P With the help of this function, the marketing staff processes all the information received, and prepares new information for the development of measures necessary to improve the competitiveness of the company and its development.

BUT Data analysis is carried out using special methods that are used in marketing.

Communicative function(organization of the communication system at the enterprise)

C spruce communication activities- to establish contact with the subjects of the labor market in such a way as to fully satisfy the need for the organization's personnel. Communication is being established both with the external labor market and with the employees of the organization.

And the fulfillment of this function includes the segmentation of the labor market according to various parameters: geographical, demographic, regional, economic, political, etc.

With Segmentation of the labor market makes it possible to allocate the organization's resources more efficiently in order to achieve the company's goals.

To communication links are established with the help of employment and employment services, in cooperation with educational centers and institutions, with the help of recruitment agencies, through their employees, through the media, in interaction with other employers, etc.

H networking within the company also requires special attention and special events and work. The fundamental here is the development and promotion of corporate culture, the formation of a management style in the company, meetings and conferences with employees, extra-working corporate events, staff training, the publication of a corporate magazine or newspaper, organizing sports activities for employees, advising employees on their personal problems, etc. In order to meet the needs of employees in relation to the employer, it is necessary to establish strong ties between them, not only within the production process, but also outside of working hours.

M personnel marketing uses methods that are a synthesis of marketing and personnel management methods. The main difference between personnel marketing and the classical methods of personnel planning generally accepted in our country is that personnel marketing considers the labor market precisely as a market, that is, a sphere operating according to market laws. This allows personnel marketing to increase the competitiveness of the enterprise.

Marketing Information system in personnel management is a system of information exchange that allows personnel marketers to analyze, plan and implement marketing activities. The basis of the marketing information system for personnel is the sources of this information, namely:

– learning programs and plans for the release of specialists in educational institutions;

– training programs for additional training in commercial training centers and for retraining courses at labor exchanges;

– analytical materials published government bodies on labor and employment (such materials can be prepared at the request of organizations);

- information messages of employment services (labor exchanges);

- specialized magazines and special editions devoted to employment issues, as well as general problems of personnel management;

1.3 Determination of requirements for personnel and the employer

Requirements for personnel on the part of the employer are formed in the process of determining the organization's need for human resources. In turn, the determination of the need for personnel should begin with the consistent development of a number of documents. They will allow expressing the need for such qualitative categories as: the composition of professions, specialties, positions and jobs in their structural relationship, as well as the content of labor at each workplace. The description of the content of labor is the basis for the final formation of the composition of the requirements for personnel. When hiring an employee, the employer wants to be sure that his work will have a certain result. The direct measurement of the result of an employee's activity is expressed, as a rule, in the quality and timeliness of his performance of his duties.

The quality parameters in this case can be the suitability of the results of labor for use by adjacent links, the thoroughness of completing tasks, the accuracy, rationality and reliability of the implementation of a holistic organizational and technological process and its individual elements. It is clear that when hiring, the employer is unlikely to be able to reliably assess these parameters. In the process of personnel selection, the organization evaluates such a group of parameters as the ability of the candidate. They can be considered as conditions conducive to the achievement of certain results of labor. Such conditions include, for example, the level of education, the amount of basic and additional knowledge, practical skills and work experience in a particular field of activity. As additional conditions for ensuring labor productivity, one can consider the personal properties of the employee and his motivational attitudes (for example, the desire for self-realization, interest in working in a particular organization).

Modern conditions, in which any production or management process takes place, place increased demands on the professional role performed by each employee, regardless of the position he occupies. An employee of an organization is in a rather tough production socialization, in which a significant impact on the overall efficiency of the labor process is exerted by the relationship of any link in the organizational structure. Because of this, the employer places increased demands on the professional behavior of employees. It can be expressed, for example, in the personal initiative or readiness of the employee to perform the tasks assigned to him.

It is difficult to assess the level of compliance of a potential employee with individual requirements of the employer at the stages of personnel selection, since the nature of the fulfillment of these requirements can be reliably revealed only in the process of direct professional activity. Conclusions about the level of compliance with such requirements can be drawn during periodic business evaluation. regular staff or its certification. Partly help in solving this problem can be a probationary period when applying for a job, but its normative time frame may not be sufficient for a reliable assessment.

So, it should be emphasized once again that a number of requirements that the employer imposes on candidates for a position are difficult to reliably assess in the process of personnel selection. These include the personal qualities of an employee necessary to perform certain activities, the ability to learn, the quality of the performance of official duties, the completion of tasks on time, personal initiative, etc.

As already noted, personnel marketing works to meet the requirements of both sides of the employment relationship, which means that it is necessary to study the requirements that potential employees place on the employer. Taking these requirements into account when conducting the personnel policy of the organization will allow it to form and maintain its own image at the proper level, both in the external and in the internal labor market. As a result - positive image the employer will provide efficient process recruitment, as well as reducing turnover and increasing the level of job satisfaction among the organization's own workforce. Hence, it becomes necessary to develop a fairly complete list of potential requests to employers, from which the circle of possible applicants can form the composition and content of their expectations and preferences. To solve this problem, it is necessary to formulate an answer to the question: what are the main functions of labor in terms of meeting the needs of participants in the labor process.

Analyzing the content of existing theories of motivation, as well as the experience of their practical application by leading domestic and foreign firms, we can say that there are two large classes of incentive subsystems in the work motivation management system: monetary and non-monetary. Accordingly, we can say that any employee expects from his employer to ensure the fulfillment of both monetary and non-monetary incentive functions of labor. Relatively separate from the above is the function of self-realization in work, which includes such significant motivators as the career chances of an employee, the dynamics of his professional development, reasonable freedom to realize his own ideas, etc.

An important role of labor relations for an individual is that he gets an additional opportunity (compared to everyday non-productive life) to enter a certain society, communicate in it, and realize the need for a certain social status. In other words, labor performs a social function in relation to its participants. And finally, when looking for a job, a person assumes that the employer will provide for his need for legal, social and psychological security.

The employing organization should consider how it can identify requests from potential and staff members. Moreover, these requests should be considered from two positions: as significant in relation to a particular organization and as prevailing in general on the labor market. The practical experience of some firms suggests that there are several ways in which it is possible to identify the requests of potential and regular employees.

An analysis of the requirements for jobs forms a system of requirements that the employing organization imposes on personnel applying for certain vacancies. Requirements for personnel are expressed, as a rule, in groups of parameters:

Capabilities

The level of education received;

necessary knowledge(basic and additional);

practical skills in a certain area of professional activity;

experience in certain positions;

skills of cooperation and mutual assistance.

Personal qualities necessary for a certain type of activity;

Ability to perceive professional loads; The ability to concentrate memory, attention, effort, etc.

Sphere of professional interests;

The desire for self-expression and self-realization;

Ability to learn;

Interest in work in a particular position, certainty professional prospects.

These qualitative parameters are determined by the nature of work in a particular position or at a particular workplace. In turn, the nature of work determines the requirements that apply to the workplace. The study of job requirements should reflect the state of the present and the future (requirements forecast).

The subject of analysis and forecasting, in addition to the requirements for the workplace, is the associated qualification of the employee, expressed through the parameters of the requirements for personnel. Measures for its development are based on the interaction of analytical information about the requirements for the workplace and the actual qualifications of the personnel.

The study of requirements for positions and jobs should be based on regulatory documents, such as:

All-Russian classifier professions of workers, positions of employees and tariff categories;

tariff-qualification characteristics of industry-wide positions of employees and industry-wide professions of workers.

The requirements for the position should find their specific expression in the internal regulatory documents:

description of the job or position (job description), including the organizational status of the position, professional duties, rights, relationships of the position or workplace;

job specification reflecting personal characteristics necessary for work;

a qualification card, including information about general and special education, work skills;

a competency map (“profile” of an ideal employee), which describes personal characteristics, abilities to perform certain functions, types of behavior and social roles, etc.

Undoubtedly, human resource management is one of the most important aspects of the theory and practice of management. Without people, there is no organization. Without the right people no organization can achieve the desired goals and survive. The initial stage in the process of personnel management is the recruitment and selection of personnel. How the selection is made, and which people are selected for the work of the organization, all subsequent activities in the process of human resource management depend. Therefore, in order not to create additional difficulties, you should take this stage very seriously.

When selecting personnel, employers deal with people who seek to realize their goals by choosing one organization or another. Similarly, managers seek to realize their goals by choosing a candidate. In addition, it must be borne in mind that people are looking not just for any kind of work, but for the one that suits them. Incorrect choice work, can have irreparable consequences, both for the employee, the manager, and for the organization as a whole.

Recruitment is a series of actions taken by an organization to attract candidates who have the qualities necessary to achieve the goals set by the organization.

2. Analysis of marketing activities in the field of personnel in Korsar LLC

2.1 Organizational and economic characteristics in Korsar LLC

Currently, the travel company "Corsair" LLC operates in Europe, Asia, Africa, South America, Australia and Oceania.

LLC "Korsar" offers wide range services: study abroad, vacations for children and students, beach holidays, exotic tours, bus tours in Europe, treatment and rehabilitation in Russia and abroad, honeymoon tours, ski tours, corporate tours, shopping tours, visas, city tours CMS, Kabardino-Balkaria, Karachay-Cherkessia, Sev. Ossetia, treatment in sanatoriums of the CMS, hotel reservations, transfer services, reception of organized groups on the CMS, hot tours are always available.

The approaches of LLC “Korsar” to work with clients and the services offered are new and most effective. Travel agents work quickly and accurately. Each client's trip is arranged to the maximum short time.

The main types (subject) of activity of Korsar LLC are:

Provision of tourist services;

Organization of excursion development;

Rental of tourist equipment, equipment, household appliances, equipment and vehicles;

Organization business meetings, business tours, cruises and business trips both in Russia and abroad (with the participation of Russian and foreign citizens);

Organization and management of hotel business;

Provision of services for visa processing for Russian and foreign citizens and companies;

Foreign economic activity.

In accordance with the areas of work, the organizational structure of the enterprise is as follows:

Fig.2. Organizational structure of Korsar LLC

The organizational structure implies, first of all, the establishment of clear relationships between the individual divisions of the company, the distribution of rights and responsibilities between them. It implements various requirements for improving management systems, expressed in various management principles.

A set of specialized functional, constituent parts, interconnected in the process of development, justification, adoption and implementation.

When designing an organizational structure, it is necessary to clearly define the methodological principles for forming the structure of an enterprise, especially the management system.

The management system can be viewed as a dynamic set of interrelated management processes.

Analysis of the organizational structure - analysis of the structure of personnel and their stimulation, management structure, cash planning and management systems, work style on different levels enterprise, as well as the effectiveness of the organizational structure.

The main task of the analysis of the organizational structure in Korsar LLC is to determine the degree of compliance of the organizational structure with the strategic objectives of the enterprise and the possibility of restructuring its structure in the appropriate directions. Currently, the process of transformation of the management system of Korsar LLC is underway. This is one of the main tasks of the reform.

Analysis of the state of the study of the functional type of the organizational structure of Korsar LLC, in that the management has the opportunity to make the necessary clarifications in the previously planned production plans, as well as:

1) to carry out a clear centralization of management from top to bottom, which made it possible to ensure the unity of actions of all structures subordinate to the center;

2) to concentrate the necessary material, human and financial resources and reserves to solve the main strategic goals and objectives, to ensure effective current and operational management;

3) introduce a strict system of control over the work of all sections, brigades, workshops, departments, etc., and over individual workers. Determine the norms and standards of their activities;

4) to form managerial personnel corresponding to the functions performed by various parts of the organization - production management, supply and marketing, finance, etc.

The advantages of analyzing the organized structure of Korsar LLC include: reduction of coordination links, reduction of duplication of work, strengthening of vertical ties and increased control over the activities of lower levels, high competence of specialists responsible for performing specific functions. The process of functioning of any system is the interaction of its elements in time and space, ensuring the fulfillment of the intended goals under the influence of external disturbances, taking into account the available resources.

The analysis of the organizational structure assumes the specialization of departments at Korsar LLC for individual management functions at all levels. Such an analysis significantly improves the quality of management due to the specialization of managers; instead of universal managers, there are specialists who are competent in their fields.

The activities of Korsar LLC can be viewed as a combination of various functional areas. The activity of these areas is reflected in the functional processes.

Disadvantages of the organizational structure of Korsar LLC:

First of all, this is a bad morale and weak motivation of work. This was the result of the following structural weaknesses: individual employees are subject to competitive pressure from other employees due to the fact that there are no standard rules for prioritization; there are employees who have too much workload due to the fact that they do work that should be done by others;

The emergence of conflicts due to disagreement with directives, as each functional leader puts his questions first

Analysis of labor resources is carried out according to following directions:

Assessment of the enterprise's availability of labor resources and the movement of labor;

Evaluation of the effectiveness of the use of working time;

Study of labor productivity;

Study of payroll costs.

The administrative and managerial staff organizes the main production activities well.

The main structural unit for personnel management of Korsar LLC is CEO.

A special place in the work of any personnel department is occupied by the work of hiring. The success of the recruitment of new employees ensures that the enterprise can meet its needs for human resources.

The company can carry out this work independently or entrust it to consulting firms.

The recruitment process consists of matching the employer's requirements to the candidate's qualifications. Since the employer offers a job that guarantees remuneration, it is necessary that the candidate meet certain requirements. Most employers try to select workers based largely on their education. The employer also looks at the experience, physical, medical and personal characteristics of the candidate.

During the period of filling the labor market with a labor force, there are no great difficulties in recruiting jobs.

The main form of employment at the enterprise is contract.

The contract for employees of Korsar LLC includes the main provisions of labor legislation. The contract with the employee is initially concluded for 2 months, after passing probationary period the contract is concluded for a longer period by agreement between the administration of the enterprise and the employee.

The transition to a contractual system of hiring makes it possible to increase the responsibility of employees for the performance of the assigned work area and, at the same time, by tightening the requirements, makes it possible to encourage the most valuable specialists for production.

Employment is necessarily accompanied by a study of previous work activities, business and moral qualities. Inquiries are made in the organization where the candidate previously worked, and attention is drawn to both professional and moral qualities.

Initially, the interview is conducted by the secretary: being interested in what the candidate wants to do, his profession, qualifications. Then the candidate is sent directly to the manager for a subsequent interview and performance of a certain type of work. After their implementation, the immediate supervisor makes a decision on hiring.

After the conclusion of the contract, an order is issued, which, after signing by the general director, is registered, a personnel number is assigned to the employee, and the order goes to the accounting department.

Let's consider the system of certification, training and retraining of personnel, advanced training of employees of Korsar LLC.

Certification of the personnel of the enterprise services is carried out regularly and aims to establish the compliance of the employee with the position held, which is determined by the results of his activities, skill level and personal qualities.

Certification has a positive effect on increasing responsibility in the performance of official duties, strengthening labor and production discipline, and also gives a positive impetus to advanced training, the development of creativity and social activity.

Certification is carried out by the General Director. The results of certification and are taken into account in the further movement of the employee.

In LLC "Korsar" employment is carried out in the presence of sufficient qualifications. With the existing fullness of the labor market, there is no need to organize primary training for the enterprise. The educational institutions of the city of Kursk and the region completely cover the need for young specialists.

The basis for planning advanced training is the regulatory and administrative documents that determine the forms, frequency and duration of training.

Specialists improve their skills with and without interruption from work.

Raising the qualifications of employees of the management apparatus at the enterprise has now lost its planned nature. In recent years, the number of employees who have been trained has significantly decreased.

Practically there is no referral to 1-1.5 monthly courses with a break from work. The only acceptable form of training was sending employees to short-term courses and seminars. In 2011, 3 people were trained in such courses: travel agents and managers. The limiting factor in this work is the lack of sufficient funds.

Let us consider the accepted system of social benefits and motivation of the personnel of Korsar LLC.

The list of social benefits is determined at the meeting of the team and depends on the income of the enterprise. Minimum List social benefits is the same for all employees and is reflected in collective agreement.

The list of social benefits includes:

Payment of monetary compensation or a valuable gift in the amount of the employee's salary on anniversaries: at 55 years old for women and 60 years old for men;

Payment of travel expenses according to the norms of the enterprise.

Each employee of Korsar LLC is guaranteed the following social rights:

Payment sick leave in case of temporary disability or injuries in the amount established by the Labor Code of the Russian Federation;

Payment of benefits in the event of the death of an employee or his close relatives (father, mother, children).

Motivation of personnel in LLC "Korsar" is carried out as follows.

Corsar LLC applies time-bonus and piece-bonus wages, which are regulated by the Regulations on wages. It was created in order to increase the material interest of employees in the implementation of product sales plans, contractual obligations to increase production profitability.

The remuneration of employees of Korsar LLC depends on the final results of labor (sales of products, contractual obligations, etc.).

The formation of funds for wages is made for actually produced marketable products in billing period cumulatively since the beginning of the year.

The calculation is made according to the residual principle.

The following are deducted from the volume of marketable products: the cost of materials, workshop expenses, expenses for the maintenance of general factory and administrative services, 10% of the actual volume of marketable products (reserve), 35% of the reserved amount of income tax.

The rest of the money is the payroll. There is a distribution of funds between the main and auxiliary services and the management apparatus.

The remuneration of each employee depends on his personal labor contribution and the quality of labor and is not limited to the maximum size.

The size wages heads of structural subdivisions is approved by the General Director.

Wages are calculated within the funds created by the structural divisions for wages.

The payment of wages to the company's employees is made within the limits of the amounts received by the subdivision from the sale of services.

Physical working conditions in general can be considered satisfactory. Sufficiently favorable situation develops with the content of labor. Most of the workers consider their work interesting, containing elements of creativity, therefore, with a rational organization of labor, this should lead to the highest labor efficiency. The level of labor organization at the enterprise, as well as the rhythm of the survey is at a fairly low level. Consequently, the management is not able to organize the team and ensure the normal functioning of all departments. The work-stimulating atmosphere is also extremely unsatisfactory, with 88.8% of employees reporting this.

The calculation of the index of satisfaction with the work of the members of the team is defined as 3.4%. This indicates that, in general, there is job satisfaction, but there are factors that hinder the activities of the entire team.

Let's consider the Economic potential of the enterprise LLC "Korsar" in table 3.

Table 3 - Production potential of the enterprise LLC "Korsar"

Name of indicator				Deviations 2011 to 2009
Total capital: incl. Equity
% to total capital
Borrowed capital
% to total capital incl.
Long-term liabilities
in % to borrowed capital
Short-term credits and loans
in % debt capital
Accounts payable in % to borrowed capital

Conclusion: in 2009, the largest share in the structure of borrowings was occupied by short-term loans and borrowings - 68.7%, then in 2011 their share decreased by 42.7 percentage points. Therefore, the largest share in the composition of borrowed sources in 2011 falls on long-term loans and borrowings. In addition, the share of accounts payable in borrowed capital decreased by 15.1 percentage points. Therefore, it should be noted that there have been positive changes in the composition and structure of borrowed sources. However, the decrease in the share of own sources of financing is a negative trend, as the company's dependence on external sources of financing increases, it is a negative trend, as the company's dependence on external sources of financing increases, and therefore the financial risk increases.

The largest share in borrowed sources was occupied by short-term liabilities - 68.7%, and accounts payable occupied 31.3%.

Table 4- Composition and structure of the property of the enterprise LLC "Korsar"

Sections and articles of the asset balance				Deviations 2011 to 2009 %
Property, total:
outside current assets
in % to all property
current assets
in % to all property

in % to current assets
Cash
in % to current assets
Receivables
in % to current assets

During the same period, the property of the enterprise increased by 2.5 times. At the same time, it should be noted that the increase was due to an increase in receivables. So in 2011 compared to 2009. increased by 3.6 times accounts receivable. Therefore, the current assets of the enterprise increased by 2.8 times. As a result, their share in the company's property increased by 5.6 percentage points, which consequently led to a decrease in the share of non-current assets. A significant increase in receivables is a negative trend, as it indicates the imperfection of the organization of settlements and relationships with buyers of products.

2.2 Analysis of staffing of Korsar LLC

We will analyze the number of workers in Korsar LLC in
2010-2011 (Table 5).

Table 5-Analysis of the number of employees in Korsar LLC in 2010-2011 , in %

As of January 1, 2012, the number of employees working in Korsar LLC was 10 people, and all of them are permanent employees of the enterprise. In 2010, there were also 12 permanent employees and 1 employee worked temporarily.

The main reason is the policy of the management, before hiring a person for a permanent job, he is hired temporarily, based on the results of his activities, a decision is made on his further stay at the enterprise.

Compared to the same period in 2010, the number of workers increased by 2 people.

A comparative analysis of women and men among employees is presented by the following data:

The number of working men as of January 1, 2011 amounted to 76% of the total number of employees and women 24% or 3 people. In 2011, the number of women changed, and men - increased by 2 people. The structural composition has practically not changed.

Table 6 - The structure of the personnel of Korsar LLC by gender for 2010-2011, in %

The age characteristics of the personnel of Korsar LLC are presented in Table 7.

Table 7- Age structure of Korsar LLC

The age composition of the employees of Korsar LLC has changed: a working pensioner has appeared, and the active part of the employees has increased by 1 person. In fact, the labor force is being rejuvenated.

A whole list of indicators is used to characterize the movement of the labor force. We calculate and analyze them according to the initial data.

Table 8 - Initial data on the analysis of the movement of labor resources of the enterprise LLC "Korsar"

The turnover ratio for the reception of workers (Kpr):

Retirement turnover ratio (Kv):

Staff turnover rate (Kt):

Enterprise Persistence Coefficients (Kp.s):

It is necessary to study the reasons for the dismissal of employees (of their own free will, staff reduction, violation of labor discipline).

The tension in providing the enterprise with labor resources can be somewhat relieved by more full use the available workforce, the growth of labor productivity of workers, the intensification of production, the comprehensive mechanization and automation of production processes, the introduction of new, more productive equipment, the improvement of technology and the organization of production. In the process of analysis, reserves should be identified to reduce the need for labor resources as a result of the above activities.

If the company expands its activities, increases production capacity, creates new jobs, then it is necessary to determine the additional need for labor resources by category and profession and the sources of their attraction.

Indicators characterizing the movement of the labor force are given in table 9.

Table 9 - Indicators characterizing the movement of the labor force of Korsar LLC for 2010-2011.

An analysis of the labor force movement coefficients shows the following: the turnover coefficient for hiring workers is higher than the coefficient for leaving both in 2010 and 2011, which indicates an additional attraction of additional resources.

In 2010, 1 person was hired at the enterprise, and 1 person was fired.

During 2011, 6 people were hired by Korsar LLC and 4 people were fired.

The composition of the company's staff is unstable, which can adversely affect the work of the enterprise.

Productivity is a source of prosperity for any organization and its employees, so any management must pay increased attention to change and control the dynamics of productivity. The indicators of labor productivity used for analysis should reflect the specifics of the organization's production activities. To analyze the labor productivity of Korsar LLC, we will take the 2 most extended indicators:

The volume of sales per employee, which is calculated as the ratio of the volume of sales of products for the period to the number of employees.

The amount of profit per employee. This indicator characterizes the efficiency of the company - how much profit each employee brings, and is calculated as the amount of profit divided by the number of employees. The amount of profit per employee is an important indicator of the company's performance, since making a profit is one of the main goals of the functioning of most organizations.

These indicators are calculated for the enterprise Korsar LLC and are shown in Table 10.

Table 10 - Performance indicators of the personnel of Korsar LLC

Accordingly, both indicators tend to increase. The volume of sales per 1 employee increased by 14.7%, the volume of profit per 1 employee increased by 104.5%.

In general, it is necessary to note the efficiency of the work of labor resources: an increase in production volume, profit from sales.

2.3 Research of marketing activities in the field of personnel in Korsar LLC

Personnel management at the enterprise LLC "Korsar" is carried out by the personnel service.

Thus, the personnel department is the main structural division of the Korsar LLC for personnel management, which is entrusted with the functions of hiring and dismissing employees, as well as organizing their training, advanced training and retraining.

When determining the range of tasks for personnel management, the main and additional tasks are conditionally distinguished.

Among its main tasks are the following:

socio-psychological diagnostics;

analysis and regulation of group and interpersonal relationships, relations between the leader and subordinates;

management of industrial and social conflicts and stresses;

Information Support personnel management;

employment management;

evaluation and selection of candidates for vacant positions;

analysis of human resources and staffing needs;

personnel marketing;

business career planning and control;

professional and socio-psychological adaptation of employees;

control work motivation; regulation of legal issues of labor relations;

compliance with the requirements of psychophysiology, ergonomics and aesthetics of labor.

Additional tasks should include tasks that can be performed jointly with the main ones, but, as a rule, they are managed by external (in relation to the personnel service) units.

Such tasks include:

1. Occupational health and safety

2. calculation and payment of wages

3. provision of various kinds of services (for example, organization of information communication, services in the field of social infrastructure).

HR Functions:

Since at present the number of management employees reaches 30% of the organization, one of the most important problems solved by personnel services is the formation of an optimal managerial apparatus, determining the long-term and current needs for managers.

Their other important function is personnel control. Its tasks are: to study the impact that the existing distribution of employees across jobs has on the results of the organization; analysis of the social and economic efficiency of the application of certain management methods; coordination of personnel planning with the planning of other areas of the organization, especially in connection with cardinal changes in it; creation of personnel information base.

Another modern function of personnel services is the implementation of personnel marketing. , the main task of which is to provide the organization with highly qualified employees. It is a set of measures to: study the internal and external labor market; analysis of the expectations of employees in the field of official movements; distribution within the organization of information about the need for personnel, opportunities to improve or change their qualifications.

The next function is the activity of the personnel service - monitoring - constant special monitoring of the state of personnel, their dynamics, including turnover; balance of labor resources; stimulation; job satisfaction; recruitment, training, professional development, promotion processes; the state of labor discipline; trauma and so on.

Personnel planning is one of the most important areas of personnel planning and is defined as the process of providing an enterprise with the necessary number of qualified personnel for a certain period.

The main goal of planning the personnel needs is to search for reserves that allow reaching such a level of personnel costs that would be lower than the level achieved by competitors, would allow meeting the wage fund of each division established by the standards and the unified wage fund of the enterprise and would not allow overspending .

The need for personnel can be of two types: qualitative and quantitative.

Qualitative need for personnel - the need for the number of personnel by categories, professions, specialties and levels of qualification requirements. That's why we recommend that you look at the data on additional skills of employees in order to get an idea of the level of professionalism.

Quantitative need - the need for personnel without taking into account the qualification requirements and characteristics of the organization.

The forecast of personnel needs is carried out using a number of methods and techniques (complex or separately). Recently, methods based on the use of mathematics have become popular. But the method of expert assessments, which does not require complex research, is also used in organizations.

3. Development of measures aimed at improving marketing activities in the field of personnel in Korsar LLC

3.1 Improving marketing activities in the field of personnel in Korsar LLC

In LLC "Korsar", the work of hiring personnel, along with the main work, is performed by the director. At the same time, he spends up to 15% of the useful. It was established by expert way that the share of the director in is 30%. The director of Korsar LLC believes that the introduction of the position of a hiring specialist will allow him to save time that he spends on hiring and focus on solving the main tasks.

To improve motivation in Korsar LLC, the following incentive methods can be recommended:

Additional payments to forwarders for expanding service areas or increasing the scope of work in the amount of 50% of the salary;

For the performance of the duties of a temporarily absent employee in the amount of 40% of the salary;

Employees of the enterprise are rewarded for the results of work according to the results of the year, quarter, at the expense of the material incentive fund. The bonus is paid upon fulfillment and overfulfillment of the plan in terms of economic and fund-forming indicators.

The minimum period of continuous work for the payment of remuneration is 1 year.

The most promising employees of the enterprise should be sent to refresher courses, additional training or retraining, with payment at the expense of the enterprise (table 11).

The introduction of the proposed measures to motivate the work of personnel will increase the interest of employees in the results of labor and, therefore, increase the efficiency of the work of personnel through the growth of labor productivity, which will improve the efficiency of the enterprise.

Improving the methods of economic incentives for personnel in Korsar LLC should be based on establishing a relationship between wages and the level of income of the enterprise, as well as the labor efficiency of the employee himself.

The existing bonus system at the enterprise does not make the amount of remuneration dependent on the direct performance of the personnel, focusing on the production plans of the departments. It is intended only to prevent violations of labor discipline. For a more effective impact of material incentives on personnel, it is necessary to introduce a more differentiated system of bonuses to the basic wage fund for all employees. Those components that have a significant impact on increasing labor productivity in the existing system continue to be used in the newly created motivation system.

Table 11 - Costs of the enterprise for personnel training of Korsar LLC

In modern management, there are two basic forms of wages - piecework and time. In the first case, the amount of monetary remuneration is determined in proportion to the amount of work performed. In the second, the level of payment is associated with the length of time spent on work. Based on these forms, various options and combinations of remuneration are constructed.

The payment system should create a sense of confidence and security among people, include effective means of stimulation and motivation, and ensure the process of reproducing the expended energy (restoring workers).

In order for the chosen payment system to increase the motivation of the company's employees, personnel management experts suggest designing in the following sequence:

Determine the goals and principles of the remuneration system (focus on individual or group results, whether this system allows you to find and retain the right specialists, reduce staff turnover, etc.);

Collect information about payment systems in competing firms;

Analyze the conditions under which the payment system of interest operates;

Consider asking questions about proposed changes to the payment system;

Analyze the effectiveness of the payment system by comparing the results achieved with its objectives.

The remuneration system currently existing in Korsar LLC combines several of the listed forms of remuneration, which are implemented for certain groups of personnel. An analysis of the possible forms of organization of the remuneration system at the enterprise according to the proposed technology, based on the goal of changing the current economic situation, showed that the existing system should be supplemented by a system of employees' participation in the profits of the organization and the construction of personnel management according to goals, based on the achievement of which the efficiency of each worker will be evaluated. worker.

Under the systems of participation of workers in the profits of the company is understood as the division between them and the company of additional profit, which was obtained as a result of increased productivity or quality. At the same time, the productivity of the entire enterprise or production site is considered, that is, group or collective efficiency, and bonuses for all employees, and not for the chosen ones. It should be noted that all these systems are focused on workers receiving hourly wages, whose individual labor efforts are not always directly related to the final result. These are employees and time workers.

The following systems of participation of employees in the profits of the organization are most common today: the Scanlon system, the Rucker system, the Iproshear system.

To introduce a system of employee participation in profits in Korsar LLC, it is possible to propose a calculation of the bonus fund based on the Rucker system, as a percentage of the increase in the company's revenue in the analyzed period. The percentage allocated for the formation of the bonus fund should be determined based on the proportion of labor costs in the cost of the enterprise's products in recent years. The calculation of the indicator is presented in Table 12.

Table 12 - Calculation of the parameters of the system of employee participation in profits
OOO "Korsar"

The analysis shows that the share of labor costs in the company's revenue decreased in 2011 by 0.9%.

There is a trend towards a decrease in the share of labor costs in Korsar LLC, which is associated with the development of a bonus system at the enterprise in 2011. Therefore, in order to form a fund for the participation of employees in the profits of the enterprise, it is proposed to establish a deduction standard of 30% of the increase in gross profit, which, according to the profitability of production for 2010, will be. will be % of the company's revenue (net) (Table 13).

This indicator will take into account both the impact on the results of the enterprise, both an increase in labor productivity, and an increase in the amount of time worked by employees.

Table 13 - Calculation of the rate of deductions for the system of employee participation in the profits of Korsar LLC

Thus, total percentage the increase in profits directed to the formation of a bonus fund for remuneration of personnel under the project will amount to 3.5% of the volume of products sold. The distribution of this profit should take place on the basis of the calculation of the coefficient of participation of employees in the activities of the enterprise.

When introducing the proposed system, one should be guided by the methods and conditions developed in management for the use of employee participation systems in profits. The main conditions for the effectiveness of the application of employee participation systems in profits:

1. Participation in profits is ineffective if it is not supplemented by the involvement of employees in management, in the decision-making process, in finding and solving production problems, ways to improve production.

The main thing is to understand that profit-sharing systems are not so much a way to pay employees, but a way to manage the labor process, control it in such a way as to constantly stimulate the improvement of production through the rationalization activities of people.

2. The determination of the amount of bonuses should be based on indicators that employees can have a real impact on, that is, what they can influence (primarily in better side), control at their workplaces, production sites.

3. It is imperative that workers themselves participate in the development of profit sharing systems or the sharing of benefits from increased productivity. Such systems should not be developed by a narrow circle of specialists or managers.

The initial basis for creating a system of employee participation in profits can be the proposed parameters for the formation of an additional bonus fund. The division of the created bonus fund should be carried out according to the standards developed with the participation of employees. It would be rational to form the distribution of the received fund in two directions: bonuses to employees based on the results of the enterprise as a whole and based on the results of the individual contribution of employees. Detailed parameters for the distribution of the bonus fund should be established with the participation of employees in order to be understandable to them.

Combining all the proposed and already existing economic incentive measures at the enterprise, we can offer the following list of forms of obtaining economic income by employees, designed to stimulate their labor activity:

1. Salary (basic salary and additional: bonuses and allowances).

2. Bonuses (one-time payments from the organization's profits (remunerations and bonuses).

3. Participation in profits (a fixed share of the proceeds from which an incentive fund is formed).

4. Participation in share capital (purchase of shares and receipt of dividends, purchase of shares at preferential prices).

5. Plans additional payments(subsidizing business and personal expenses depending on the result of work).

6. Savings funds (organization of savings funds for employees of the organization with the payment of interest).

7. Contributions to a pension fund (an own, alternative to the state pension fund is created, where contributions are made).

8. Association for obtaining loans (installation of preferential loans).

All these forms of incentives should be used to determine material remuneration, while personnel costs will not be of a sharply growing nature. The introduction of such must be carried out gradually, while one form may be a source for another (for example, savings funds - sources of loans).

3.2 Development of a marketing plan for the personnel of Korsar LLC

In order to solve problems at Korsar LLC, it can be recommended to introduce a new staffing unit in the staffing table - a personnel marketing specialist whose activity is to plan and implement the personnel requirements procedure, as well as recruitment by placing ads in the personnel press and other MEDIA. We have developed a job description.

To facilitate the search for applicants, you can develop a personnel-marketing plan.

To draw up a marketing plan, you should:

Determine the goals and objectives of the department. The main goal is to ensure full and timely satisfaction of the current and future needs of the enterprise in personnel through the acquisition of structural units with the necessary number of employees of the required specialties and qualifications. Selection of missing specialists in the personnel management service.

The financial condition of the organization is an important factor in the implementation of the activities of the personnel management system. favorable financial position, evidence of which is the receipt of income, allows you to allocate the necessary funds for the implementation of goals. To achieve the goals set, funds were allocated from the gross proceeds of the organization. The budget of the department is distributed as follows:

Other contingencies;

Factors in the emergence of additional staff needs are associated with the reorganization of the department. The expansion of the department implies the emergence of new functions.

From the above goals, the need for personnel is determined. When analyzing the problem in Korsar LLC, it was revealed that the personnel department needs a personnel marketing specialist to function after the reorganization. Thus, the personnel management service will consist of two specialists; a training inspector and a personnel marketing specialist.

Requirements for personnel are drawn up for each position. Requirements are based on job descriptions. Job descriptions are presented in the appendices.

Sources of obtaining the necessary information about potential employees can be a list of organizations providing information and consulting services, as well as conducting qualified training and selection of appropriate specialists.

Ways to cover the additional need for staff indicates the degree of participation of the organization in the selection of the right workers. The coverage paths are divided into:

Active: the exit of representatives of the organization to higher educational institutions for the selection of managers; search for organizations capable of providing highly qualified services for the selection of the necessary personnel, conclusion of contracts with organizations that suit us for the selection of the required personnel. Work with labor exchanges on the selection of the head of the management service.

Passive: posting ads about vacancies through advertisements in employment newspapers.

Private employment agencies are the main source of clerks for clean work and management personnel. Such agencies receive a fee for each worker they employ. One of the main advantages of an employment agency is the pre-work. But this advantage also has a negative side - the employment agency may miss a number of questions necessary for a particular enterprise during a preliminary interview. As a result, the organization may receive a not quite qualified applicant. In the same way, the most suitable applicants for a particular enterprise may be accidentally skipped.

To avoid such problems, do the following:

1. Give the agency an accurate job description.

2. Determine the signs by which the agency should select applicants.

3. If possible, periodically review the data regarding accepted and rejected candidates.

4. If possible, it is recommended to enter into long-term contracts with one or two agencies. You can also choose a special person to maintain communication between the firm and the agency. Or even try to establish some kind of contact with an agency employee in order to coordinate the needs of the enterprise in replenishment of personnel.

The costs of marketing activities in the field of personnel include:

Payment for services to find suitable workers;

One-time - related to the equipment of new places and professional adaptation;

Current (external) - associated with the periodic involvement of external consultants, entertainment expenses, information collection;

Current (internal) - related to the training and improvement of working conditions for employees; wages for new employees.

When hiring a new employee, it is necessary to take into account the amount of expenses for its maintenance. Approximate employee costs are as follows:

Salary (starting salary);

- bonuses and cash rewards;

Social security costs (social security payments, programs covering old age, disability and loss of a breadwinner, sickness, maternity, work injuries, unemployment, etc.);

– payments on non-state pension fund and medical support fund;

Advertising as a way to find candidates. In order for a job ad to be successful, it must be placed correctly. Generally, there are two possibilities: media and bulletin boards. In the press, the ad is best placed in a local newspaper or technical magazine, depending on the specialty for which the applicant is being selected. When selecting clerical and administrative employees, it is better to resort to the services of a local newspaper. Jobs for specialists can be advertised in trade and professional magazines.

Many jobs are filled through the recruitment of employees within the organization itself, here a lot of attention is paid to bulletin boards and circulars.

In addition to the right choice of advertising media, it is very important to present your ad correctly. The advertisement must contain the name of the enterprise inviting to work, unless there is any reason not to do so. Salary should also be listed because this is one of the best indications of the scale and level of work.

First you need to draw attention to the ad. This takes into account the following - ads printed with a small interval are lost, while those using wide pages or empty spaces are highlighted. For the same reason keywords stand out in the ad so they don't get lost among the ad columns.

Then you need to awaken interest in the work. For example: "You will prosper after getting this job." The location of the enterprise and other aspects can be used to arouse interest.

Further, interest intensifies, emphasis is placed on certain factors - “desires”. For example, job satisfaction. Career development, travel and other benefits. It also makes sense to write ads that appeal to a specific audience. For example, directly to school graduates, engineers and professionals in any field.

Finally, the ad should prompt action. For example, the use of phrases such as: “call today”, “for more information, write today”, etc. in an ad.

The developed plan involves simplifying the search for specialists for newly formed positions.

3.3 Evaluation of the effectiveness of the proposed activities

After analyzing the current situation and developing recommendations, it is also necessary to calculate the amount of costs for their implementation.

The cost estimate for the new department implementation project includes:

1. search for a candidate for the position of HR marketing specialist, development of cost estimates for:

- conducting an interview;

- selection of candidates.

2. Organization of the workplace, which will entail a new expense item:

- Personal Computer;

- Desktop;

- office chair

- stationery.

3. Remuneration of personnel:

- HR marketing specialist - 10,000 rubles.

So, if you introduce a personnel service, then you can develop a marketing plan to attract personnel to positions for which, based on statistical observations, there is the greatest turnover of personnel. The personnel marketing specialist will be directly involved in the selection of personnel, as this is part of his duties. However, with mandatory approval and a final interview with the head of the organization.

Marketing plan includes:

In order to avoid an increase in staff turnover, the introduced HR department will implement programs to stimulate employees and secure them in the organization for a long time. One of the possible options is to attract staff by introducing discounts on the products sold, namely on consumer goods. Since the organization has a bakery in its structure, this option will not be a factor that significantly reduces profits, but will increase the rating of the company among employees.

Efficiency, in the general concept, means obtaining a certain effect, that is, the effectiveness of the result.

Economic efficiency is a management process, the result of which is expressed by a certain benefit achieved at certain costs of monetary, material, information resources and labor.

From the previous paragraph of this chapter, based on the identified necessary activities, you can calculate the costs using formulas.

In order to solve the problems at Korsar LLC, we recommended introducing a new staff unit in the staff list - a personnel marketing specialist whose activity is to plan and implement the procedure for hiring, transferring and firing employees, as well as planning the development and organization of staff training, organization of performance appraisal of employees.

At the moment, the director was involved in hiring, transferring, dismissing the organization of training and certification of personnel, along with the main activity. At the same time, he spends 15% of his working time on this function. It was established by expert examination that the director's share is 30% of the company's income. According to the director, the introduction of the position of a personnel manager will save him the time he spends on performing the function of recruiting and selecting personnel and focus on solving the organization's urgent problems.

To calculate the economic effect of the introduction of this position, it is necessary to calculate the initial data.

The useful working time fund of the director is 1920 hours. The one-time costs for organizing the workplace of the personnel manager consist of the following:

Purchase of a computer - 13,000 rubles;

Table - 3000 rubles;

3 chairs -1000 rubles;

Stationery - 800 rubles;

The total costs for the design of the workplace amounted to:

13000+3000+1000 +800= 17800 rubles.

Let's calculate the cost of the marketing plan. In view of the short time of advertising placement, it is possible to place an advertising block in newspapers, magazines, as well as on the radio of the local network, which incurs additional advertising costs. Having established that active ways to search for personnel are not expensive, we will use them, but, having no expenses, you can resort to passive ways. Advertisements in newspapers must be placed for at least three months, advertising campaign on attracting personnel to conduct once a month. Personnel search costs include payment for placing ads in newspapers, worth 700 rubles. per week, which means that the total costs for the month will be (4? 700) \u003d 2,800 rubles. The total cost will be (2,800 + 5,000) = 7,800 rubles.

Thus, one-time costs will amount to 17800 +7800 = 25600 rubles

The estimated salary of the introduced specialist is 10,000 rubles per month. The unified social tax on wages is 26.2%. Thus, the initial data can be presented in the following table 14.

Table 14 - Initial data

Let's determine the annual time savings of the director due to the introduction of the position of personnel manager: 1920 ? 0.15 = 288 hours

Income brought by the director for the year: 19772.4 ? 0.3 \u003d 5931.72 rubles

Income brought by the director for one hour of work: 5931.72 / 1920 = 3.0894 rubles / hour

Then the additional income that the director will bring in the event of the introduction of the position of a personnel manager will be: 3.0894? 288 = 889.758 rubles.

In connection with the introduction of a new position, the organization will increase operating costs by the amount of wages of a personnel marketing specialist and tax on it. They will be: 10000 ? 12 + 11000 / 12? 0.356 \u003d 367212.3 rubles

The profitability of the project is the ratio of total income to total costs - the index of return on investment (ROI):

ID = (19772.4 + 889758.0) / (14274.9 + 25600 +267212.3) = 909530.4 / 307087.2 = 2.9

Conclusion: since the yield is greater than 1, the project can be considered cost-effective. The cost of introducing the position of a personnel manager will not exceed the additional income brought from the activities of the director.

Conclusion

A qualitatively new level of economic development cannot be achieved without the effective use of the personnel of enterprises and firms of all forms of ownership.

Personnel marketing is becoming one of the most important factors for the survival of enterprises in the conditions of market relations. Sometimes minimum investment and the maximum use of "human resources" allow the company to win in the competition.

HR centers are needed in every more or less large enterprise, and the role of the head of this service is growing. He becomes one of the main leaders of a modern enterprise or firm.

Personnel marketing as a tool for purposeful and effective work with personnel is an integral part of the strategy and tactics for the survival and development of an enterprise in market relations. As the personality of the employee develops, it is increasingly necessary to coordinate market conditions and the interests of the employees of the enterprise. The development of production is increasingly in need of planning for its staffing.

The effective use of "human resources" is preceded by the selection and selection of personnel of the enterprise. This issue is usually given most attention in the work of personnel control centers. An error in the selection of personnel entails a chain of unforeseen complications in the work of the company associated with the possible relocation and sometimes dismissal of an employee.

In a market economy, the problem of overcoming the crisis of labor activity of workers in many enterprises of the country is becoming increasingly important. The development and improvement of incentives and motives for work go beyond the scope of scientific and cognitive problems and are increasingly put into practice as a means of fighting competitors and surviving in the market.

Human resource managers should have integrated system knowledge in the field of sociology, psychology and law. Only under these conditions can a manager move from a simple extra into the category of a manager in the true sense of the word.

In existing approaches to personnel marketing, two main principles can be distinguished:

1) focus on the consideration of the tasks and functions of personnel - marketing in the broadest sense;

2) the desire to interpret personnel marketing in a narrower sense, that is, as a special function of the personnel management service.

Directions of marketing activity in the field of personnel include:

development of professional and qualification requirements for personnel;

determination of the qualitative and quantitative need for personnel;

calculation of costs for attracting and further use of personnel;

selection of sources and ways to cover the needs for personnel.

The investigated Korsar LLC occupies a significant niche in the market transport services Vladivostok. According to the analysis, it is financially successful and holds a certain stable position in the city's market. During the study period, the volume of sales of the enterprise increased. Gross profit growth of LLC "Korsar" for the study period reached 1745 thousand rubles.

In general, the efficiency of the production activity of Korsar LLC has increased, as evidenced by the growth in sales profitability in 2011 compared to 2010 by 9.5%, amounting to 513.0%; overall profitability increased by 4.59%.

LLC "Korsar" is a profitable enterprise, but there are negative aspects in management, which, ultimately, affect the result of the organization's activities. The main drawback in the work of the enterprise is associated with the lack of a personnel service, which results in the low efficiency of personnel work at the enterprise.

Is absent personnel work as such. Only the current activity is executed. Personnel policy is not developed at the level of the personnel department. The absence of a coordinating and controlling center for personnel management leads to an increase in staff turnover and, accordingly, to economic damage associated with a low level of efficiency in the use of the enterprise's personnel potential.

The main direction of improving the efficiency of the personnel management system are:

Introduction of the position of an office manager, whose functions will also include work on the implementation of personnel policy;

Improving the personnel motivation system through the introduction of new forms of remuneration and additional payments, as well as the use of socio-psychological methods of motivation.

Determining the need for personnel is one of the most important areas of personnel marketing, which makes it possible to establish the qualitative and quantitative composition of personnel for a given period of time.

With the help of a good material base, it is possible to introduce a specialist in the selection of specialists in the labor market into the staffing table. Its deficiency jeopardizes the achievement of the organization's tasks, and its excess causes unnecessary costs, worsens the organization's position in competitive environment and thereby threaten its existence.

Also, with funding, you can develop a personnel marketing plan, which in turn will reduce staff turnover at the enterprise and increase production growth rates.

In connection with the above conclusions, the following can be suggested:

1. The recommendations developed by the author on the reorganization of the personnel department into a personnel service in connection with the introduction of a new staff unit - a personnel marketing specialist - should be used in work, distributed and consolidated the main functions among the employees of this service and prescribed in job descriptions.

2. Implement the developed marketing plan, because the return on investment index (ROI) is 2.9, which indicates its economic efficiency.

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"Personnel Marketing in a Modern Enterprise"
Moscow - 2016
CONTENT

INTRODUCTION 2
1. THEORETICAL FOUNDATIONS OF THE CONCEPT MARKETING STAFF 5
1.1. Consideration of the concept of personnel marketing and its goals 5
1.2. Types and stages of development of personnel marketing 10
1.3. Personnel marketing technology 12
2. RESEARCH OF MARKETING OF THE PERSONNEL OF THE COMPANY LLC “UK “PARTNER” 16
2.1. Characteristics of the company LLC "UK" Partner ". sixteen
2.2. Analysis of marketing activities in the field of personnel in LLC "UK" Partner "31
CONCLUSION 34
REFERENCES 36

INTRODUCTION
The marketing concept of personnel management (personnel marketing) assumes that the organization in which personnel management is carried out is in the process of constant interaction with the environment, which is characterized by special, market (competition, finding the balance of supply and demand), characteristics. Recently, an entrepreneurial-market approach has begun to prevail in work with personnel, in which labor, its conditions and jobs are considered as products of marketing.
Human Resources employees who are involved in personnel marketing usually have to deal with practical task creating an attractive image of the company in the labor market, namely: how, on the one hand, to create requirements for staff and take into account the potential and characteristics of work in the organization, on the other hand, to show the requests (requirements) of the employer sent to potential and regular employees.
Effective management of an enterprise is impossible without the effective use of the labor potential of human resources. In the operations of any enterprise, a huge role belongs to the workers who implement the production process, i.e. staff. The main feature of the staff is that in addition to performing production functions, the employees of the enterprise are an active component of the production process, they can actively contribute to the increase in production, they can be indifferent to the operations of the enterprise in which they work and can resist innovation. Work can be effective in combination with the production organization and management with the right approach.
Before the enterprise copes with the task of creating conditions that provide the optimal use of human resources in the amount of balanced requirements and interests of the enterprise and each employee. Achieving this balance can be achieved through a marketing approach to personnel management. The use of marketing will help to find coordination between market conditions, the capabilities of the organization and the interests of each of its employees.
Based on the foregoing, the topic of the course work "Personnel marketing in a modern enterprise" is one of the most relevant.
The purpose of the work is to study marketing activities in the field of personnel management on the basis of the material presented on LLC "UK" Partner ". To achieve this goal, it is necessary to solve the following tasks:
In the first chapter, reveal the theoretical aspects related to personnel marketing;
In the second chapter, analyze the current marketing activities in the field of personnel management in the enterprise under study.
One of the current problems in the organization is the need to attract qualified personnel in the most effective ways.
The object of the study is an enterprise in Moscow - Limited Liability Company "UK "Partner"".
The subject of the study is the personnel marketing process operating in this organization.

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1. THEORETICAL FOUNDATIONS OF THE STAFF MARKETING CONCEPT
1.1. Consideration of the concept of personnel marketing and its goals
Personnel marketing is a type of management activity aimed at long-term provision of an organization with human resources. These resources form a strategic potential, with the help of which it is possible to solve specific target tasks.
Personnel marketing means a meaningful expansion of the function of production marketing into the field of human resource management. It includes the following conceptual elements:
Marketing as a basic principle of market-oriented management;
Marketing as a method of systematic search for solutions. Through use modern methods market research database is formed, both for strategic and operational decisions;
Marketing as a means of achieving competitive advantages. ...

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CONCLUSION
Personnel marketing is becoming one of the most important factors for the survival of enterprises in the conditions of market relations. Sometimes minimal investment and maximum use of "human resources" allow the company to win in the competition. Human resource management centers are needed in every more or less large enterprise.
Personnel marketing as a tool for purposeful and effective work with personnel is an integral part of the strategy and tactics for the survival and development of an enterprise in market relations. As the personality of the employee develops, it is increasingly necessary to coordinate market conditions and the interests of the employees of the enterprise. The development of production is increasingly in need of planning for its staffing.
In the course work, the following tasks were set: to study the theoretical foundations of personnel marketing; analyze the current marketing activities in the field of personnel management in the enterprise under study.
As a result of the analysis carried out in the company "UK" Partner "LLC, the following conclusions were obtained.
During the study period, the proceeds from the sale of the company's services at current prices increased in 2014 by 21% compared to 2013 and amounted to 3,937,064 rubles.
The number of employees has also increased every year: since 2013, the organization has 51 employees, in 2015 there were already 58 employees. The reason for this is the increase in the volume of work, which indicates the growth and development of the company.
Law Firm Partner LLC is developing every year, the range of services provided is growing, there are more customers, and accordingly the volume is increasing. A large number, almost 75% of employees are lawyers and accountants, this is due to the activities of the company, which deals with legal and accounting issues.
The management of the organization is more focused on "young" workers who are in their working age. Therefore, in 2014, the organization has 50% (28 people) of personnel aged 25 to 30 years and 34% (19 people) under the age of 25 years.
The managers - general director, deputy director and chief accountant - have been working at the company for more than 5 years, that is, almost from its very foundation. At the same time, according to the data for 2015, there is a group of employees who came to the enterprise relatively recently: for example, 55.31% of employees work at the company for up to 3 years, 31.74% - from 3 to 5 years. The company employs relatively young professionals. Nevertheless, the educational level in the company can be considered quite high: according to a study in 2015, 36.21% of the staff have higher and 31.03% secondary vocational education.
The organization is profitable, it grows and develops every year, but there are some flaws in management. Namely, there is a lack of a HR director who could resolve the issue of a shortage of qualified personnel, extra costs for staff training.
Thus, we can conclude that UC Partner LLC is a successfully developing organization with favorable working conditions.
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BIBLIOGRAPHY
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