Introduction
Personnel policy is a set of works arising from the mission and strategy of the company in order to form and effectively use motivated and highly productive personnel capable of adequately responding to the impact of the external and internal environment.
Any organization develops and implements a personnel policy. This approach is typical for large private companies and public service systems: it is in these organizations that the principle of compliance with the personnel policy of the organization's development strategy is most consistently implemented.
The reasons for the increase in the value of personnel policy are:
from the point of view of the interests of the enterprise: an increase in the requirements for the quality of work performed by personnel, a reduction in the market for highly specialized labor, a continuous increase in the cost of maintaining enterprise personnel, and an increase in social pressure on personnel management.
from the point of view of the interests of the individual: a significant increase in the last decades of the standard of living, especially in developed countries, and as a result, an increase in the level and content of the population's requirements for professional activity.
The personnel policy substantiates the need to use in practice certain specific methods of recruitment, placement and use of personnel, but does not deal with a detailed analysis of their content and the specifics of their implementation. practical work with frames.
Currently, the personnel policy is beginning to cover areas that were previously not taken into account in personnel work. This is the sphere of labor conflicts and relationships with the administration, with new public organizations in the course of solving production problems, the role of social programs implemented by the organization in market conditions that affect the productivity of personnel, etc. Therefore, at present, special attention is paid to the development of the personnel policy of the organization. Personnel and political decisions permeate all functional areas of the organization.
The implementation of the goals and objectives of personnel management is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a workforce that would best contribute to the combination of the goals and priorities of the enterprise and its employees.
The main object of the personnel policy of the enterprise is the personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, constantly improving them. From the qualifications of workers, their professional training, business qualities production efficiency depends to a large extent.
The target task of personnel policy can be solved in different ways, and the choice of alternatives is quite wide:
dismiss employees or retain (transfer to reduced forms of employment, use them in unusual jobs, at other facilities, send them to long-term retraining, etc.);
train workers themselves or look for those who already have the necessary training;
recruit from outside or retrain workers to be released from the enterprise;
recruit additional workers or get by with the existing number, provided that it is used more rationally, etc.
When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:
production requirements, enterprise development strategy;
the financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;
quantitative and quality characteristics the existing staff and the direction of their change in the future, etc.;
the situation on the labor market (quantitative and qualitative characteristics of labor supply by profession of the enterprise, conditions of supply);
demand for labor from competitors, the emerging level wages;
the influence of trade unions, rigidity in defending the interests of workers;
requirements of labor legislation, the accepted culture of working with hired personnel, etc.
General requirements for personnel policy in modern conditions come down to the following:
personnel policy should be closely linked with the development strategy of the enterprise. In this respect, it represents the staffing of the implementation of this strategy;
personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Stable should be those aspects that are focused on taking into account the interests of the staff and are related to the organizational culture of the enterprise;
since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. proceed from its real financial capabilities;
personnel policy should provide an individual approach to its employees.
Thus, the personnel policy is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.
Alternatives are possible in the implementation of personnel policy. It can be fast, decisive (in some ways at first, perhaps not very humane in relation to employees), based on a formal approach, the priority of production interests, or, conversely, based on taking into account how its implementation will affect the labor collective, what social costs this may lead to for him.
The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of personnel, ensuring interaction between the employee and the organization. While the personnel policy is connected with the selection of long-term targets, the current personnel work is focused on the prompt solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between the strategy and tactics of achieving the goal.
Personnel policy is both general in nature, when it concerns the personnel of an enterprise as a whole, and private, selective, when it focuses on solving specific problems (within individual structural units, functional or professional groups workers, categories of personnel).
Personnel policy forms:
requirements for the labor force at the stage of its hiring (to education, gender, age, length of service, level of special training, etc.);
the attitude towards “investment” in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;
attitude to the stabilization of the team (of all or a certain part of it);
attitude to the nature of the training of new workers at the enterprise, its depth and breadth, as well as to the retraining of personnel;
attitude to the internal movement of personnel, etc.
Personnel policy properties:
link to strategy;
orientation to long-term planning;
the importance of the role of personnel;
a range of interrelated functions and procedures for working with personnel.
Personnel policy should create not only favorable conditions work, but to ensure the possibility of promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in the daily personnel work.
Personnel management within the enterprise has strategic and operational aspects. The organization of personnel management is developed on the basis of the concept of enterprise development, which consists of three parts:
industrial;
financial and economic;
social (personnel policy).
The personnel policy defines the goals related to the attitude of the enterprise to the external environment (labor market, relationships with government bodies), as well as goals related to the attitude of the enterprise towards its staff. Personnel policy is carried out by strategic and operational management systems. The tasks of the personnel strategy include:
raising the prestige of the enterprise;
study of the atmosphere inside the enterprise;
analysis of the prospects for the development of labor force potentials;
generalization and prevention of the reasons for dismissal from work.
The day-to-day implementation of the personnel strategy, as well as at the same time assisting the management in carrying out the tasks of managing the enterprise, lie in the operational area of personnel management.
The personnel policy of an enterprise is a holistic personnel strategy that combines various forms personnel work, the style of its implementation in the organization and plans for the use of labor.
The personnel policy should increase the capabilities of the enterprise, respond to the changing requirements of technology and the market in the near future.
Personnel policy is an integral part of all management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce.
In education, as in a specific branch of the national economy, personnel play a crucial role. “Cadres decide everything”, but cadres can also be the main reason for failures. There are four key problems in the management of the teaching staff of the university. These are age, qualification and job structures and remuneration. Each of these problems requires control by the administration and the development of principles for solving, prospective and current management.
The effectiveness of the educational process, the prestige and prospects of the university depend on the state of the teaching staff of the university. The age composition of the staff determines the continuity of knowledge in the scientific and pedagogical school, the activity of mastering new areas of knowledge. It should be borne in mind that the age of teachers should not and cannot be a goal in personnel policy. Moreover, the teaching and research experience of a university employee appears after 10-15 years of work, and the retention of the most outstanding professors and associate professors is the key to high scientific and pedagogical prestige. However, any department, faculty and university as a whole should plan the internal process of self-reproduction of personnel and take the necessary measures to cultivate and attract the most qualified specialists.
As a rule, the basic principles of personnel policy are developed by the Academic Council and the administration of the university, but in reality, the selection of personnel is carried out by each department independently.
Types of personnel policy
The classification of the types of personnel policy of the organization is based on the direct influence of the administrative apparatus on the personnel situation. On this basis, the following types of personnel policy are distinguished: passive; reactive; preventive; active.
The degree of openness of the organization in relation to the external environment during the formation personnel, principled orientation to own or external personnel. There are two types of personnel policy: open; closed.
Let's consider them in more detail.
A passive personnel policy is characterized by the fact that the organization's management has a clearly defined program of actions in relation to personnel, and personnel work is reduced, at best, to the elimination of negative consequences. The personnel service does not have a forecast of the needs for personnel, does not have the means of assessing personnel. In financial plans, personnel issues are usually reflected at the level information note on personnel without an appropriate analysis of personnel problems and their causes. There is no diagnostics of the personnel situation as a whole. The leadership works in emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, without making attempts to understand the causes and their possible consequences.
Reactive personnel policy is typical for enterprises whose management monitors the symptoms of a crisis situation in working with personnel (the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the tasks facing the organization, lack of motivation for highly productive work) and entrepreneurship. takes steps to resolve problems that arise. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises have the means of diagnosing the existing situation and adequate emergency assistance. In enterprise development programs, personnel problems are singled out and considered specifically, ways to solve them are outlined, however, the main difficulties arise in medium-term forecasting.
Preventive personnel policy - implies that the management of the organization has reasonable forecasts for the development of the situation, while at the same time there is a lack of funds to influence the personnel situation. The personnel department of such enterprises has not only the means of diagnosing personnel, but also predicting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel (qualitative and quantitative), tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.
Active personnel policy - is characterized by the fact that the management of the organization has reasonable forecasts of its development and the corresponding methods and means of influencing the personnel. The personnel department is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation for the medium and long term. It seems that an active personnel policy will be much more effective if not only the main goals and values are proclaimed, but it will also be clearly shown how (by what means and methods) it is possible to achieve the optimal state of personnel potential and what will give each employee application of these innovations.
An active personnel policy focuses on strategic success factors:
Proximity to the market through focus on the field of activity and customer requests;
necessary maintenance using appropriate technical means;
high quality products;
use of the achievements of scientific and technological progress and the latest technologies;
a sense of economic responsibility and the observance of economic balance;
qualified personnel potential;
adaptive and flexible organizational structures.
The mechanisms that management can use when analyzing the situation lead to the fact that the grounds for the forecast and programs can be both rational (conscious) and non-rational (hardly amenable to algorithmization and description). In accordance with this, two subspecies of active personnel policy are distinguished: rational and adventurous.
With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also the means of predicting the personnel situation for the medium and long term.
The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.
With an adventurous personnel policy, management does not have a qualitative diagnosis, a reasonable forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel. However, the programs for the development of the enterprise include plans for personnel work, often focused on achieving goals that are important for the development of the enterprise, but do not take into account changes in the situation. In this case, the plan for working with personnel is based on a rather emotional, poorly reasoned, but perhaps correct idea of the goals of working with personnel. With the strengthening of the influence of factors that were not previously included in the consideration, problems may arise in the implementation of such a personnel policy. This will lead to a sharp change in the situation, for example, with a significant change in the market, the emergence of a new product that can displace the company's current one. From the point of view of personnel work, it will be necessary to retrain the staff. However, a quick and effective retraining can be successfully carried out, for example, in an enterprise with rather young personnel than in an enterprise with very qualified elderly personnel.
An open personnel policy is characterized by the transparency of the organization for potential employees at any level of the hierarchy and the willingness to hire any specialist if he has the appropriate qualifications, regardless of whether he previously worked in this or related organizations. This type of personnel policy may be appropriate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.
A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the subsequent replacement occurs only from among the employees of the organization. The middle and upper levels of management are impenetrable to new personnel taken from outside. Personnel policy of this type is typical for organizations focused on creating a certain corporate atmosphere and organizational culture.
To build a personnel policy, it is necessary to develop an understanding of the goals, norms and methods for implementing personnel activities.
Personnel activities - actions aimed at achieving compliance of the personnel with the tasks of the organization's work, carried out taking into account a specific stage in the development of the organization.
The personnel policy as a whole provides for the implementation of the following main activities:
regular provision of information to employees about the strategy and activities of the organization;
quantitative and qualitative personnel planning;
structuring and planning personnel costs;
comparison of existing and prospective requirements for vacant positions and staffing;
introduction to the specialty of newly hired young professionals;
professional and personnel monitoring in educational institutions;
personnel development and professional development of employees;
flexible salary structures and bonus system.
When drawing up a specific personnel policy, specialists rely on these provisions, but we must not forget that we live in an ever-changing world, where all the rules are somewhat abstract and are not always applied in practice.
endure competition and, consequently, only that organization (enterprise) can develop effectively, which will form a personnel policy built on democratic principles, on deep analysis external environment and accurately reflecting the limitations and conditions of the functioning of the firm.
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PETERSBURG STATE UNIVERSITY
WAYS OF COMMUNICATION
Department of Management and Marketing
Test
in the discipline "Personnel Management"
on the topic: "Personnel policy of the enterprise"
St. Petersburg, 2010
INTRODUCTION
2.3 Functions of HR departments
2.4 Workforce planning
CONCLUSION
BIBLIOGRAPHY
INTRODUCTION
Theme of my control work: "Personnel policy of the enterprise". This topic is relevant for a number of reasons: Firstly, the prerequisites have now been created for revising the traditional attitude to human resource management. In connection with the rejection of strict regulation labor relations the focus of this work is shifting directly to the enterprises. Therefore, each enterprise must determine its own personnel policy. It should be aimed at determining the main direction of personnel work. As a rule, personnel policy is a policy aimed at the future. Secondly, new tasks are set before the personnel services, the most important of which is the most efficient use of the abilities and qualifications of employees for the benefit of the company. New problems arise (the presence of structural unemployment, the need to quickly respond to market needs, etc.). Their solution requires the implementation of long-term forecasts of the need for the number of personnel of a certain quality, its availability and release, careful selection, and the introduction of permanent programs for the development of personnel. The purpose of my work is to study the features of the personnel policy of an enterprise in a transitional period. personnel management personnel
The object of research in my work is the personnel policy of the enterprise. The subject of the study is the activities of the structural unit for the implementation of personnel policy at the enterprise - the personnel department. The main objectives of the control work are: 1. to study the essence, features of personnel policy; 2. get acquainted with the activities of the personnel department, as one of the main structural divisions for personnel management;
1. HR POLICY FOR WORK WITH STAFF
1.1 The managerial structure of personnel policy and the conditions for its formation
1. The personnel policy of an enterprise is a system of work with personnel that combines various forms of activity and aims to create a cohesive, responsible and highly productive team to realize the enterprise's capabilities to adequately respond to changes in the external and internal environment.
2. Training policy - the formation of an appropriate training base so that employees can improve their qualifications and thereby get the opportunity for their professional advancement.
3. Remuneration policy - the provision of higher wages than in other firms, in accordance with the abilities, experience, responsibility of the employee.
4. Welfare policy - providing a wider range of services and benefits than other employers; social conditions should be attractive to employees and mutually beneficial for them and the company.
5. Labor relations policy - the establishment of certain procedures for resolving labor conflicts.
Each of the listed components requires an effective implementation mechanism, covering such areas of activity as: - in the field of employment - job analysis, recruitment methods, selection methods, promotion, vacations, dismissals, etc.; - in the field of training - verification of new employees, practical training, development; - in the field of remuneration - job evaluation, preferential schemes, sliding rates, accounting for differences in living standards, etc.; - in the field of welfare - pensions, sickness and disability benefits, medical, transport services, housing, food, sports and social activity, help in personal problems; - in the field of labor relations - measures to establish a better leadership style, relations with trade unions, etc. The main goal of personnel policy is to make an effective contribution to the implementation of the company's strategy and instill in personnel social responsibility to the enterprise and society.
1.2 Personnel management as the main means of implementing personnel policy
Personnel management is a means of implementing personnel policy. Personnel management is the leading part of management, ensuring the formation of the social policy of the enterprise, social partnership, trust between employees and employers. Without personnel management, the normal functioning of enterprises, firms, organizations, institutions, any kind of commerce and any form of employment is impossible. The personnel management strategy lies in the optimal combination of efficiency and fairness as interrelated aspects of the enterprise. The meaning of this is to unite individual people and various social groups that make up the staff into a single effective organization, to form the motivation of everyone to do everything for the success of the enterprise.
Human resources management - multifaceted and exceptional difficult process, which has specific features and patterns. Knowledge of them is extremely necessary for managers and specialists. modern production, employees of personnel management services to constantly ensure the growth of efficiency and quality of work, increase In market conditions, the personnel management system at enterprises and firms in Russia should acquire consistency and completeness based on modern concepts of personnel policy, a comprehensive solution to personnel problems, improving existing and introducing new forms and staffing methods. An integrated approach to personnel management involves taking into account organizational, economic, socio-psychological, legal, technical, pedagogical and other aspects in their totality and interconnection, with the determining role of socio-economic factors. Systems approach reflects the relationship between individual aspects of personnel management and is expressed in the development of ultimate goals, determining ways to achieve them, creating an appropriate management mechanism that provides comprehensive planning, organization and stimulation of work with personnel in production.
The main element of the entire system of management of the national economy is personnel, which at the same time can act as both an object and a subject of management. The employees of the enterprise are the object because they are part of the production process. Therefore, planning, formation, redistribution and rational use human resources in production constitute the main content of personnel management and from this point of view are considered similar to the management of material elements of production. Personnel management in production is understood as a complex of managerial influences (principles, methods, means and forms) on the interests, behavior and activities of employees in order to maximize the use of their potential in the performance of labor functions. As an economic category, personnel management acts as a continuous process aimed at the targeted change in the motivation of employees in order to get the most out of them, and, consequently, to achieve high final results in production activities enterprises. The personnel is a part of the economic and innovative space of the enterprise, in which radical market transformations should not only be purposefully adsorbed (absorbed into the living environment of the enterprise and adapt to it), but also bring the results expected from them.
Leading enterprises are guided by the philosophy of the superiority of human resources over other types of resources, rightly believing that the main potential for the successful operation of economic entities lies in the personnel, their qualifications and devotion to the interests of the enterprise. The subject of personnel management is the study of the relations of employees in the production process in terms of the most complete and effective use of their potential in the functioning of production systems.
Personnel management is integrated system, the elements of which are: the main directions, stages, principles, methods and forms of work with personnel. Let's consider these elements separately, starting with understanding the concept of personnel. Under the personnel of an enterprise in a market economy, one should understand the totality of employees, both for hire and owners, whose labor potential corresponds to production and ensures effective economic activity. in the personnel structure modern enterprise includes: employees of the enterprise, managers (managers), shareholders. The Board of Directors, which is fully responsible for the activities of the firm and adopted management decisions at the level of the company's strategy, individuals, groups or parties interested in its functioning. The complexity and versatility of personnel management suggests many directions in this important problem. There are the following aspects of personnel management. First of all, this is a technical and technological aspect, which implies the need to take into account the level of development of a particular production, the features of the equipment and technologies used in it, working conditions etc. The organizational and economic aspect allows us to reveal issues related to planning the number and composition of employees, moral and material incentives, the use of working time, etc. The legal aspect of the problem includes issues of compliance with labor laws in work with personnel. The socio-psychological approach makes it possible to reflect the issues of socio-psychological support for personnel management, the introduction of various sociological and psychological procedures into work practice. And finally, the pedagogical aspect - the solution of issues related to the education of staff.
Personnel management is carried out in the process of performing certain targeted actions and involves the following main stages, determining the goals and main areas of work with personnel, continuous improvement of the system of work with personnel in production; determination of means, forms and methods for achieving the goals set, organization of work to implement the decisions made, coordination and control over the implementation of the planned activities. The main subsystems of personnel management are:
1) subsystem of analysis, planning and forecasting of personnel. Its main task is the formation of management objects and structures, the calculation of the need for personnel of the necessary professions, specialties and qualifications;
2) a subsystem for selection, placement, evaluation and lifelong learning personnel. The main tasks here are the high-quality provision of facilities and management structures with the necessary personnel, as well as the organization of effective stimulation of its activities;
3) a subsystem for the rational use of personnel in production, which aims to implement a set of measures to create high-performance production teams. Personnel management methods are divided into three main groups: economic, organizational and administrative and socio-psychological. Economic methods include forecasting and planning work with personnel, calculating the balance of jobs and labor resources, determining the basic and additional needs for personnel and the sources of its provision.
Organizational and administrative methods are various ways of influencing employees and are based on the use of established organizational relationships, legal provisions and norms (for example, on the internal labor regulations, regulations on the procedure for assessing and releasing employees, etc.). Socio-psychological methods of personnel management are specific methods and ways of influencing the process of formation and development of the labor collective and individual employees, and therefore are divided into social and psychological. The first of them are designed to have a greater impact on the entire team ( social planning, creating an optimal socio-psychological climate, etc.), and the latter - on individual employees (methods of psychological selection, personnel assessment, etc.).
The basic management principles that are fundamental to the theory and practice of personnel management include:
* the principle of planned management, which consists in the fact that the beginning of all work is to determine for a long period the directions, rates and proportions of production development and, on this basis, the planning of personnel policy and the development of a personnel management strategy, as well as the principle of combining moral and material incentives. An important principle of personnel management is also considered the principle of selection and placement of personnel according to their personal and business qualities, which provides for:
* succession of personnel based on the systematic selection of energetic, creative workers; providing conditions for continuous professional development; a clear definition of the rights, duties and responsibilities of each employee; the right balance between the number of experienced and young workers: providing conditions for professional and official promotion of personnel based on the use of reasonable criteria for evaluating their activities and personal qualities; a combination of trust in personnel with verification of performance.
Specific responsibility for the overall management of personnel in large firms usually assigned to professionally trained employees of the personnel management service.
2. STRUCTURE AND FUNCTIONS OF THE HR DEPARTMENT IN THE ENTERPRISE
2.1 Organizational structure of the personnel department of the enterprise
The structure of the personnel management service depends on the scale of the enterprise and the possibilities of attracting specialists. But in all cases, it should be assigned the function of coordinating the activities of all departments and services of the enterprise on issues within its competence. The personnel management service is formed by differentiation, taking into account the tasks facing the enterprise and the number of personnel of the enterprise. Includes specialists employed:
Registration, accounting of employees, reporting; - assessment of personnel, formation of a reserve and its training; - planning and implementation of social development measures; - professional selection and career guidance; personnel training (training, retraining and advanced training). The personnel management service is a limited element of the enterprise management system in the formation of the personnel policy of the enterprise. It solves its specific tasks in close cooperation with the economic, financial, technological and other services of the association, the directorate, heads of departments at all levels. The personnel management service is an independent structural unit and reports directly to the head of the enterprise. In order to be able to implement various areas of personnel work at the level of specific departments, personnel management structures create a branched network that penetrates various levels of the organization.
The main structural unit for personnel management in any enterprise is the personnel department. He is engaged in the hiring and dismissal of employees, organizing training, advanced training and retraining of personnel. The personnel department is structurally separated from the departments of labor organization and wages, safety and security departments, the legal department and other departments that perform the functions of personnel management.
In the structure of the personnel department, depending on the number of employees and the tasks ahead, various sectors, bureaus, groups (leading personnel of specialists, workers, strengthening discipline, with youth, mobility of personnel, social security, personnel records, military records, etc.) or their functions are assigned to individual performers. The personnel department may include personnel inspectors, personnel training engineers, sociologists, psychologists, physiologists, bureau chiefs, other managers and specialists. The structure and staffing of the personnel department is approved by the general director, taking into account the scope of work and the standard number of specialists and employees.
The organizational structure of management must be regularly adjusted to changing circumstances of an organizational and personnel nature. If this condition is met, then this structure retains its legal force and significance.
2.2 The activities of the personnel department for personnel management
The main principles of personnel management are: * individualization; *democratization; *informatization; *systematic. Today we can talk about the institutionalization of the main areas of work with personnel, united by the concept of "personnel management".
These include: *ore resource planning *staff recruitment *staff selection *incentive system development *staff adaptation *staff training *evaluation labor activity The main tasks of the personnel management service of the enterprise are to conduct an active personnel policy based on the creation of an effective personnel management system and social processes, providing conditions for initiative and creative activity employees, taking into account their individual features and professional skills, development, together with the economic service, of material and social incentives that closely link the economic activity of the enterprise with the contribution of each employee. The main goal of the personnel management service is to increase the individual contribution of each employee to the achievement of the agreed goals of the enterprise and its employees on the basis of continuous development and the fullest possible realization of labor potential.
The personnel management service builds its activities on the basis of: - continuous study and development of the personal potential of employees in accordance with the long-term goals of the enterprise; - creating conditions for the effective use of the available potential of the enterprise's employees to solve the problems they face. Since the personnel department is designed to provide the human component of the company's work, which serves as an important guarantee of the effectiveness of the organization's activities, among its most significant tasks can be identified:
1. Selection, placement and accounting of workers, specialists and employees in accordance with the needs of the enterprise, the creation of a reserve of personnel for promotion to managerial and engineering positions. 2. Development of measures to improve work with personnel, strengthen labor discipline, reduce turnover, improve the skills of workers, specialists, and employees. 3. Determining the prospective and current need for personnel and finding ways to fulfill the need for them. Each of the above areas can be considered as a special type of professional activity within the framework of personnel management as a whole. At the same time, attention should be paid to the fact that, depending on the stage of the life cycle and the type of personnel strategy of the organization, one or another direction becomes the leading or most important type of activity of HR workers. Characterizing in general the content of the activities of personnel management services, the following main tasks are distinguished: 33% - solving staff problems (recruitment, selection, orientation, evaluation, discipline), 28.5% - compensation and benefits, 11% - training, advanced training, 10% - labor relations.
The personnel management service performs the functions of the center for personnel management of the enterprise, ultimate goals which are the successful operation of the enterprise and the improvement of the well-being of each member of the workforce.
2.3 Functions of HR departments
The personnel department has the following functions of personnel management:
1. Ensuring the acquisition of the enterprise with the necessary number of workers, specialists and employees of the required qualifications and specialties in accordance with staffing.
2. Organization of accounting of personnel and reporting on personnel.
3. Familiarization of newly recruited employees with the internal regulations, implementation necessary briefing with the involvement of employees of the relevant services (fire protection, safety, etc.).
4. Carrying out the creation of a reserve of personnel for promotion to a managerial position.
5. Drawing up annual and long-term plans the need for young specialists with higher and secondary specialized education.
6. Development of measures to secure workers and specialists at enterprises and ensure control over their implementation.
7. Checking in the shops and departments of the placement of personnel, the study of their business qualities and the promotion of technical and production growth of personnel.
8. Organization under the leadership of the General Director of certification of management, engineering and technical workers. Taking measures to implement the decisions of the attestation commissions.
9. Together with the heads of workshops, departments and public organizations carrying out work to strengthen labor and production discipline
10. Registration of materials and preparation of draft orders for the enterprise on bringing to justice violators of labor discipline, agreed with the legal department.
11. Rendering assistance to employees of the enterprise to improve their skills, as well as those who entered educational institutions to create the necessary conditions for their studies.
12. Organization, control, and methodological guidance of the educational process of training, retraining and advanced training of workers and specialists.
13. Organization of practice of students of universities, technical schools and vocational schools.
14. Organization of work to provide departments, individual specialists and workers - readers of the library with scientific, technical, economic and other literature, as well as bibliographic materials about domestic and foreign achievements in science, technology and advanced production experience.
15. Submission to higher organizations, by subordination, reports and information on work with personnel.
16. Carrying out the necessary correspondence in the prescribed manner relevant organizations on matters within their competence.
17. Participation in the consideration of applications and complaints of workers regarding the deployment, movement and use of personnel, analysis of the reasons causing conflict situations and preparation of proposals for their elimination.
18. Preparation of materials for the presentation of employees of the enterprise to government and other types of awards.
19. Registration of documents necessary for the appointment of state pensions.
20. Carrying out the reception of young professionals who have graduated from universities and technical schools, familiarizing them with the nature of the work ahead.
21. Control over the placement and use of young workers in the shops, assisting them in mastering the assigned work, as well as in production and technical growth.
22. Development of measures aimed at securing young workers, seeking to create the necessary working conditions for them.
23. Registration of reception, movement and dismissal of workers.
24. Assistance to departments on methodological and practical issues of development and implementation of social measures.
25. Conducting sociological and psychological research on the formation and stabilization of the workforce.
26. Registration, storage and issuance of work books of personnel, timely entry into work books and personal account cards of relevant records (about movements at work, changes tariff category, positions; profession, conferring honorary titles, promotions and awards, etc.).
27. Analysis and generalization of the results of work with personnel and the development of measures to improve this work.
2.4 Workforce planning
The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams, ensuring the high quality of human resources are decisive factors in the efficiency of production and the competitiveness of products.
With the rapid development of new technologies, providing the enterprise with qualified personnel is becoming increasingly important. Personnel planning becomes the most important element of personnel policy, helps in defining its tasks, strategies and goals, contributes to their implementation through appropriate activities Personnel planning - component enterprise planning. If we consider personnel planning in isolation, it will be ineffective, since decisions on personnel issues are significantly influenced by other plans of the enterprise: a production plan, a research plan, a turnover plan, financial plan. The results of personnel planning should find their expression in a set of specific measures to maintain the balance of the workforce, while releasing workers and ensuring the hiring of the necessary specialists. The main form of planning and organizing the activities of enterprises is the plan for economic and social development (broken down by years). The enterprise independently develops and approves the plan based on various initial data, control figures, government orders, long-term standards and limits, as well as direct orders from consumers and logistics authorities for products, works or services. When planning economic and social development, the enterprise determines the total number of employees, their professional and qualification composition, states. The calculation of the number of personnel can be current and long-term. The initial data for determining the required number of workers, their professional and qualification composition are:
production program, output standards, planned increase in labor productivity, work structure. With enlarged calculations, the total need of an enterprise for personnel (H) is determined by the ratio of the volume of production (Op) to the planned output per worker (B):
In addition to the general, there is an additional need for personnel, which is calculated for the planned year and for each quarter, since the volume of production and the loss of workers by quarter is uneven. The total need for specialists and employees is determined depending on the complexity of the assigned functions, the norms of manageability, the degree of mechanization of management, and taking into account staffing tables. The growing role of the system of higher and secondary specialized education in modern conditions makes it necessary to plan an increase in the level of training of specialists and the efficiency of their use. The total need for specialists (A) is the sum of:
where Chs - the number of specialists available in the industry, region, enterprise at the beginning of the planning period; D - additional need for specialists. The calculation of the additional need for specialists includes three main elements: - development of the industry, that is, a scientifically based determination of the increase in positions filled by specialists in connection with the expansion of production or an increase in the volume of work; - partial replacement of practitioners holding positions of specialists with higher and secondary specialized education; - compensation for the natural retirement of employees holding positions of specialists and managers. The current additional requirement is the required number of specialists in the base year. Long-term need is determined for 3-5 years or more. Currently, there are the following methods for calculating the long-term need for specialists.
When determining the need for specialists for a period of up to 5 years, the staff-nomenclature method is used, which is based on planned indicators for the development of production, structures and staff, as well as the range of positions to be filled by specialists with higher and secondary specialized education.
When determining the need for specialists in the long term and in the absence of detailed planned indicators, the method of calculating the saturation coefficient is used, which is calculated as the ratio of the number of specialists per 1 thousand employees or 1 billion rubles. The volume of production can be used in determining the need for specialists both for the enterprise as a whole and for a separate division of the enterprise. To calculate the need (A) for specialists with higher or secondary specialized education using this method, the following formula is used:
where Chr - average headcount working; Kn - normative coefficient of saturation with specialists. The universal and most reliable method for calculating the need for management personnel is the normative method, which involves the development of a special methodology for calculating the standards for the number of managers and employees, providing the optimal number of specialists for each enterprise, taking into account the organizational and technical conditions of a particular production. This method is based on the application of load, maintenance, manageability and number of specialists.
At enterprises in the branches of material production (industry and construction), it is advisable to apply the standards for the number of specialists. The use in the calculations of the need for standards for the number (Nh) of specialists with higher or secondary specialized education involves establishing a relationship between the quantitative and qualitative indicators of the personnel of specialists and the main technical and economic indicators of the enterprise (volume of output, labor productivity, cost of basic production assets and etc.):
where Chs is the number of specialists;
Y - the value of the selected technical and economic indicator of the enterprise. More precisely, the number of employees required to perform recruitment and accounting work can be calculated using the following formula:
where Tl is the total labor intensity of work calculated according to model standards per year (quarter), h;
Kl-number of personnel;
FP wage fund.
Even in the largest corporations, no more than 150 people work directly in personnel management services.
CONCLUSION
Thus, based on the results of the work done, it is necessary to draw a number of conclusions: The personnel policy not only defines new tasks, but also indicates what is outdated, hinders development, and what must be eliminated. The general direction of personnel policy, the totality of its most important, fundamental foundations. It is designed for a long period. Its essence is, first of all, a clear definition of the goals of working with management personnel in a given period of time and in the future. Orientation to long-term management increases the need for a long-term orientation of personnel policy.
As a result of personnel policy, requirements for economic personnel are developed.
There are two types of requirements:
1. specific requirements of a particular stage of development of production and management. 2. general requirements for managerial personnel (enterprise, efficiency, economy, prudence, discipline, responsibility, etc.); The personnel department is a specific structural unit that embodies the personnel policy of the enterprise. Evaluation of the effectiveness of the measures taken to develop personnel is extremely important. There are reasons that make it difficult to control the effectiveness of activities:
* fuzzy formulation of the desired result, development goals
* the learning process is so multi-stage and its duration is so long, and the prospect of applying the acquired knowledge is so relegated to the future that it is difficult to trace the relationship between certain activities and the final result.
It is possible to evaluate the result of personnel development measures only if the employee has the opportunity to apply the acquired knowledge, which depends not only on the employee himself, but also on his boss, as well as on a number of production reasons.
BIBLIOGRAPHY
1. Gerchikov V. The mission of the organization and features of personnel management policy // Personnel management. - 1999. - No. 12. - S. 47 - 522.
2. Komarov E., Komarov A. Features of Russian personnel management at the turn of the XXI century // Personnel management. - 1999. - No. 9. - P.31-33 3. Maslova E.V. "Enterprise personnel management", Moscow: Economics, 2000.
4. Organizational personnel management: Textbook / Ed. A.Ya.Kibanova. - M.: Infra-M, 1997. p. 407-432
5. Shekshnya S. V. Personnel management of a modern organization. - M., 1996.
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Personnel policy is an important element of the activity of any organization. At the same time, it should be noted that the current legislation does not contain a definition of "personnel policy of the organization". Based on various studies, we define the goals, objectives and main elements of personnel policy.
Definition
Personnel policy is a set of principles, methods, means and forms of influence on the interests, behavior and activities of employees in order to achieve the goals of the company in which they are employed.
The personnel policy of an organization is a system of views, requirements, norms, principles, restrictions that determine the main directions, forms, methods of working with personnel.
The goal of personnel policy as a personnel management system is to achieve, maintain, strengthen and develop the company's human resources potential, create a highly productive team, and the highest final results of the organization's activities. In order to ensure efficient work organization, it is necessary that the staff be competent, efficient and reliable. Improving the quality of goods, works, services in modern market conditions is possible if organizations have highly qualified employees. Highly qualified personnel is the key to the success of any company. It is on how qualified the personnel are that the profitability and efficiency of the enterprise depends.
The personnel policy of the organization is closely related to the production and management policies pursued by the management. It is implemented through a system of work with personnel, namely through specific measures for managing employees: personnel planning, recruiting (selection) and placement of employees, formation of a personnel reserve, organization of daily work, evaluation of the work of each employee individually and in full departments (departments, services ), motivation and stimulation of personnel, training and professional development (advanced training) of employees.
The objects of personnel policy are:
- personnel planning;
- maintaining employment;
- organization of training;
- style, methods of leadership;
- stimulation;
- solution of social problems;
- information exchange, etc.
It should be noted that professional training, retraining, advanced training of employees and their training can be carried out both in the organization itself and in educational institutions. According to Article 196 of the Labor Code of the Russian Federation, the employer is obliged to create the necessary conditions for employees to combine work with training. In addition, legislative and other regulations the employer is obliged to improve the qualifications of employees if high professionalism is an indispensable requirement for the implementation of labor activities in their positions (for example, advanced training of civil servants).
Any company should have a concept of personnel policy, which is developed by the owners, top management, personnel departments based on an analysis of the personnel structure, forecasts for the development of production, and the state of the labor market.
Sometimes this work is carried out with the help of special consulting companies. Although the fees for such services are high, studies show that the benefits far outweigh the costs.
The elements of the concept of personnel policy are:
- goals and main directions of work with personnel;
- functions of personnel services;
- principles of remuneration and incentives;
- system of social guarantees;
- the mechanism of interaction with trade unions and the conclusion of collective agreements;
- the formulation of the personnel policy of the company is carried out under the influence of a number of factors that can be divided into internal and external. External factors: national labor legislation, relations with industry trade unions, economic conditions, prospects for the development of the labor market. Internal factors: the structure and goals of the organization, the technologies used, the territorial location of the company, the relationship and moral and psychological climate in the team, the dominant organizational structure.
- from the standpoint of instructions, technical regulations, etc. (in large firms);
- from the position of the labor collective;
- from a position of compromise between all participants.
The main functions of the personnel policy are:
- validity of methodological principles of work with personnel;
- definition general requirements to personnel and expenses on it;
- developing positions in certain areas of work with people (attracting, relocating, evaluating, dismissing, resolving labor conflicts, stimulating, establishing social partnerships, adaptation, training, development, etc.);
- information support of human resource management;
- personnel control.
- Definition overall strategy, the goals of personnel management, the formation of the ideology and principles of personnel work. Building a system of motivation in the organization. The ideology of personnel work can be reflected in the form of a document containing moral standards in working with the personnel of an organization and implemented in everyday work by all heads of structural divisions of the organization, including the head of the organization. as times
development of the organization and changes in external conditions, the ideology of personnel work can be refined. - Planning the organization's needs for staff, taking into account the existing staff. Planning is carried out taking into account factors that affect the need for personnel (the organization's development strategy, the number of products produced, the technologies used, the dynamics of jobs, and so on).
- Recruitment, selection and management of staff. To do this, it is necessary to develop criteria for the selection of personnel and optimize the ratio of internal (movement within the organization) and external (acceptance of new employees) recruitment of personnel. To organize personnel management, we recommend developing job descriptions and determine the content of work at each workplace, develop a clear system of remuneration, plan and control the work of personnel.
- Staff development and retraining. To do this, it is recommended to determine the forms of training for employees during advanced training (with the help of employees of the structural unit of the organization responsible for working with personnel, or in the appropriate educational institution, with or without interruption from work, and so on).
- Construction and organization of the work process, including the definition of jobs, working conditions, content and sequence of work, and more.
The first principle indicates the degree of implementation in the activities of the organization of the provisions of the personnel policy, on the basis of which direct managerial influence is carried out when working with personnel. In accordance with this principle, the following types of personnel policy can be distinguished: active, passive, preventive, reactive.
The second principle shows that management is guided by internal or external sources of recruitment and demonstrates the degree of openness of the organization in relation to the external environment. There are two types of personnel policy: open and closed. Let us briefly characterize these types of personnel policy.
Passive personnel policy. With this type of policy, a situation arises in which the management of the organization does not have a pronounced program of action in relation to its personnel, and personnel work is reduced to eliminating the negative consequences of the impact on the company. Such an organization is characterized by the absence of a forecast of staffing needs, funds business evaluation ra-
Botnikov, systems for diagnosing personnel motivation. The management, pursuing such a personnel policy, works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes of their occurrence and possible consequences.
Reactive personnel policy. The management of the organization, which has chosen this type of personnel policy, seeks to control the factors that indicate the occurrence of negative situations in relations with personnel. Human resources departments in such organizations usually have the means to detect such situations and take emergency action. The downside of this policy is the lack of predictability of the emergence of personnel problems in the medium term of the company's activities.
Preventive personnel policy. Such a policy is implemented when management has reasonable forecasts of the occurrence of crisis situations in the short and medium term, but the personnel department of the organization does not have the means to influence the negative situation. The main problem of organizations implementing this type of personnel policy is the development of targeted personnel development programs.
The management of an organization that pursues an active personnel policy not only predicts the development of crisis situations, but has the means to influence them, and the personnel management service is able to develop anti-crisis personnel programs, analyze the situation and make adjustments in accordance with changes in the parameters of the external and internal environment. However, active politics can be subdivided into rational and adventuristic ones.
When pursuing a rational policy, the management of the organization has a high-quality diagnostic system and a reasonable forecast for the development of the situation both in the medium and long term and can influence the situation. The development programs of the organization contain forecasts of the need for personnel for any period. There is a long-term personnel development program with options for its implementation depending on the changing situation.
In the case of an adventurous policy, the administration does not have the means to predict the situation with personnel and diagnose personnel, but targeted development programs include plans for working with personnel aimed at achieving the goals facing the organization, but not analyzed from the point of view of a possible change in the situation. The HR plan is built on the basis of the so-called "internal
tya” of the manual, that is, a rather emotional and poorly reasoned approach is used, which often, however, turns out to be correct in a particular situation. Problems in the implementation of this type of policy arise due to the impact of macroeconomic factors that the company's management cannot influence, for example, when a large-scale change in market conditions or global economic crisis.
An open personnel policy is characterized by the fact that the organization, when recruiting personnel, refers to external sources existing in the labor market. Any employee can come to work in the company at any level, both at the lowest and the highest, if he has the appropriate qualifications, even without taking into account work in organizations in this industry. Organizations that implement this type of personnel policy include many modern Russian firms engaged in consulting activities and telecommunications projects. Often, students studying at various universities are hired, who thus acquire not only theoretical knowledge, but also practical work experience. An open personnel policy is typical for organizations focused on the rapid conquest of the market and rapid growth.
A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. Personnel policy of this type is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also possibly operating in conditions of a shortage of human resources. When implementing a closed personnel policy, preference in matters of motivation and incentives is given to motivation, that is, meeting the needs for social relations, stability, security. These organizations include large state enterprises, such as the Moscow Metro, Russian Railways, Gazprom and non-state enterprises that inherited state property and traditions of personnel management characteristic of the planned economy of the USSR.
In modern Russian conditions when choosing the type of personnel policy in each organization, factors of the external and internal environment of the enterprise should be taken into account. These include: strategy organizational development, the financial capabilities of the organization, which determine the permissible level of personnel costs, the quantitative and qualitative characteristics of the employed in the enterprise
personnel, the ratio of supply and demand in the labor market for a labor force of interest in qualifications, the average level of wages in the industry, the requirements of labor legislation.
Personnel policy is characterized by the following features.
First, it must be flexible, that is, such that it can be adapted to the changing economic situation, as well as to the tactics of the organization's development. However, at the same time important quality personnel policy is stability. Stable should be those moments that are aimed at meeting the expectations and interests of workers, for example, the chosen wage policy.
Secondly, the personnel policy should be effective from an economic point of view, since the formation of a qualified labor potential of an organization is associated with significant financial costs.
Thirdly, personnel policy should provide an individual approach to various social groups working at the enterprise, which is especially important in the implementation of the policy of motivation and stimulation of personnel.
Therefore, the chosen personnel policy should be aimed at obtaining a socio-economic effect in working with personnel that contributes to the high-performance activities of the entire organization.
Earlier it was said that personnel policy is carried out through the methods of personnel work, but at the same time, one should not forget that personnel policy is designed for the long term, and personnel work - for the prompt solution of current personnel tasks, which reflects the relationship between the strategy and tactics of organizational development .
Most noticeably, this relationship is manifested in the classification of the strategies of the organization.
There are several types of strategies associated with certain stages of organizational development. Each organization goes through four stages in its development that characterize its life cycle. This is the stage of formation (creation) of the organization, the stage of intensive growth, the stage of stabilization and the stage of crisis. Each stage is characterized by its own personnel policy in relation to the working staff. At the stage of formation, or creation, of a new business, the main goal facing the organization is to find the necessary resources for the production of products (works, services) that can adequately compete in the market with similar substitute products and will be in demand by consumers. It is clear that at the very beginning of formation, the organization does not always provide
chena with the necessary resources, as it is limited in financial resources. From the point of view of the formation of human resources, the organization should set the tasks that need to be addressed at this stage. Most newly created organizations do not have personnel service Or even an HR manager. Often, the founders of a new business themselves perform the functions of selecting the necessary personnel within the framework of an existing business plan.
Of course, at the first stage, it is almost impossible to carry out all the functions of personnel management. Therefore, the main focus should be on ensuring human resources capacity and maintaining relevant personnel records.
At the stage of intensive growth, the organization creates new divisions, increases the number of employees and changes its organizational structure to meet the active demand for its products. In this regard, the main tasks of the personnel management service are to attract and select new employees to the organization, and the most suitable ones in terms of their professionalism and qualifications, in order to reduce the time and financial costs of staff training. To do this, it is necessary to conduct a comprehensive assessment of incoming personnel, introduce new employees into the formed team, and correctly implement measures for their adaptation. At the same time, it is necessary to evaluate and, if necessary, adjust the organizational structure and management principles, as well as the system for forming management teams.
In this regard, it is especially important to preserve the principles of the organizational culture that has developed in the organization.
The stabilization stage is the quietest period in life cycle organization that meets the needs of the market. At this stage, there is a certain set of customers, technologies for production and sale of products have been worked out, but along with this, there are a number of “pitfalls”. Difficulties are associated with maintaining the achieved level of profitability and further reducing the cost of all types of resources, including human resources, that is, personnel. The need for such events is dictated by the conditions of fierce competition. And here there is a contradiction between the interests of the company's personnel and the goals facing the organization itself, for example, in the field of stimulating the work of employees, this determines the personnel policy of the company at this stage.
To reduce the level of personnel costs, the personnel department needs to analyze the activities of all departments of the company, determine why the costs do not give the desired result, and
organize the work process with maximum efficiency. Due to the organization and rationalization of labor, it is possible to increase its intensity, and gradually, by changing the wage system, and motivate employees. For example, the transition from a time-based wage system with high salary rates to a system of remuneration in the form of interest or bonuses will not only reduce financial costs, but also create a system of competition for the best performance in labor among the workers themselves, which will increase labor motivation accordingly.
During the same period, personnel certification should be carried out permanently with equal frequency to assess the effectiveness of the results of the work of each employee, as well as certification of workplaces. Such measures will make it possible to improve the system of remuneration, more effectively distribute work among employees, taking into account their abilities and interests.
Personnel management services should carry out activities for planning the labor career of employees, organize the processes of training and retraining of personnel, and form a personnel reserve for management.
However, at the stage of stabilization, HR managers must not only support the functioning of the organization in the existing volume, but also prepare to overcome the crisis stage and conduct an anti-crisis policy. A crisis in the activities of an organization is inevitable if it does not diversify its products, look for new markets or new product even if it entails a change in the direction of the company.
Recession (crisis) stage. At this stage, an enterprise that has exhausted its resource is forced to reduce production volumes, reduce the cost of personnel and other resources to a minimum level, and reduce the organizational structure. Often a crisis situation is accompanied by non-payments from partners, and the organization comes to bankruptcy. If the organization is not liquidated with a complete dismissal of the staff and does not stop its activities, but tries to normalize it, then work with the staff becomes especially important here. The tasks of the personnel service at this stage include diagnosing the personnel potential of the enterprise, identifying unnecessary links that can be the least painless to refuse, developing programs for transferring the most valuable employees to existing units, retraining them at the lowest financial cost and the maximum possible resolution of conflicts between the administration and staff, exacerbated during this period.
In a market economy, effective personnel management and development of labor resources is impossible without a regulated personnel policy of the state.
Under the personnel policy of the state, it is legitimate to understand the formation of a strategy for personnel work, the establishment of goals and objectives, the definition of scientific principles for the selection, placement and development of personnel, the improvement of forms and methods of working with personnel in specific historical conditions.
Personnel policy is closely connected with all areas of economic activity of the organization. On the one hand, decision-making in the field of personnel policy takes place in all functional subsystems: management of scientific and technical activities, production management, management economic activity, control commercial activities, personnel management organization. On the other hand, decisions in the field of personnel policy influence decisions in these functional subsystems.
Since the main goal of personnel policy is to provide these functional subsystems of the organization’s management and production system with the necessary workers, it is obvious that decisions on recruitment, evaluation, labor adaptation, stimulation and motivation of personnel, training, certification, labor and workplace organization, personnel use, planning promotion, management of the personnel reserve, management of innovations in personnel work, safety and health, release of personnel, determination of leadership style strongly influence the decision-making in the field of economic policy of the organization, for example, in the field of scientific and technical, industrial, economic, foreign economic activity and others .
From the main goal of personnel policy, you can derive goals for personnel management, for example, to provide labor resources of a certain quality and quantity by a set date, for a set period, to certain jobs. Also, as the main principle of personnel policy, one can consider the coordination of the goals of structural units and the organization as a whole with the individual goals of employees. Only in this way it is possible to achieve the goals of the entire organization and effectively implement personnel policy.
Personnel policy provides, first of all, the formation of an organization's personnel management strategy.
The personnel management strategy assumes:
- determination of the goals of personnel management, that is, when making decisions in the field of personnel management,
ny both economic aspects (the adopted personnel management strategy) and the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for development and realization of the abilities of employees, etc.); - formation of ideology and principles of personnel work, i.е. the ideology of personnel work should be reflected in the form of a document and implemented in everyday work by all heads of structural divisions of the organization, starting with the head of the organization;
- determination of conditions for ensuring a balance between the economic and social efficiency of the use of the organization's labor resources. Ensuring economic efficiency in the field of personnel management means using personnel to achieve goals entrepreneurial activity organizations with limited labor resources.
Currently, there are three concepts of personnel policy strategy in the literature on the problem.
- The strategy of personnel management is determined by the strategy of the organization. Personnel management performs a service function, which consists in providing and maintaining the performance of the personnel necessary for the organization.
- The personnel management strategy is a central independent function. Employees employed in the organization are considered as independent resources, with the help of which, depending on their quality and abilities, it is possible to solve various problems that arise in a market economy.
- The third concept is a synthesis of the two previous ones. The organization's strategy is compared with existing and potential human resources, determines compliance with the directions of the personnel policy strategy. As a result of such a comparison, either the strategy of the entire organization or personnel policy can be changed.
The main goal of the personnel management service is to provide the organization with personnel, their effective use, professional and social development, and personnel capable of
effectively solve the problems of the organization in market conditions.
The personnel management service of the organization should develop and implement the following activities:
- develop a personnel policy, the concept of personnel management and a plan for reforming the personnel service;
- update the regulations on personnel departments;
- carry out the necessary reshuffles in the leadership of the organization, based on the data of the next certification (this should affect the main specialists, heads of functional and production units, foremen);
- switch to a contract system of employment;
- introduce new methods of recruitment, selection and evaluation of personnel;
- to introduce a system of business career planning and professional promotion of personnel, personnel rotation;
- develop career guidance and adaptation programs for personnel;
- develop new system stimulation and work motivation;
- develop management measures labor discipline;
- create information system by law;
- computerize the work of the personnel management service;
- create an organization security service, if it does not exist;
- develop a system for resolving conflicts in the team and others.
The system and methods of personnel work should be periodically updated in connection with changes in the internal and external environment of the organization in order to ultimately provide the necessary conditions for the formation and functioning of a capable workforce.
As part of personnel work, personnel movement is managed, within the framework of which the following practical tasks:
- orientation of newly arriving workers to the occupation of those positions and jobs, mastery of those professions and specialties for which they are most suitable;
- filling vacancies (taking into account their specifics) with personnel of the required qualification;
- creation of a system of professional advancement that takes into account the age, state of health, physical and intellectual capabilities of the individual.
on personnel management, aimed at solving the main tasks of the organization. A well-developed personnel policy will allow structuring all work with personnel in single system aimed at increasing labor productivity and the efficiency of the organization.
1. Theoretical foundations of personnel policy…………………………..…….3
2. Personnel policy…………………………………………………………...4
2.1. Types of personnel policy…………………………………….……4
2.2. Stages of personnel policy design………………….…..9
3. Certification of personnel and its procedure………………….……………………..12
3.1 Personnel selection……………………………………………………….....16
3.2 Recruitment………………………………………………….18
Conclusion……………………………………………………………….……21
List of used literature………………………………….……..22
Introduction.
The creation of a competitive enterprise is always associated with the people who work in the enterprise. The organization of the company's capabilities lies in new management methods and depends on specific people, knowledge, competence, qualifications, discipline, motivation, ability to solve problems, susceptibility to learning. This explains the relevance of the topic I have chosen.
The formation of competence among employees begins with the selection of personnel and their hiring. People who come to the organization must have the necessary level of education and work experience. In most firms, human resources departments of human resource management are used to planning the number of employees in the enterprise, setting themselves the following task - to ensure that the enterprise or organization has as many employees as it should be with the staffing table. This work is devoted to the study of the features of personnel policy at the enterprise. To achieve this goal, I have set the following tasks:
Give general theoretical basis personnel policy;
Analyze the methods of rational selection of personnel;
To get acquainted with the main aspects in the course of the formation of personnel policy at the enterprise.
1. Theoretical foundations of personnel policy.
Under organization policy, as a rule, it is understood as a system of rules, in accordance with which the people who make up the organization act. The most important component of the strategically oriented policy of the organization is its personnel policy, which defines the philosophy and principles implemented by management in relation to human resources. The purpose of the personnel policy is to ensure an optimal balance between the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of current legislation and the state of the labor market.
The term "personnel policy" can have a broad and narrow interpretation.
In a broad sense, it is a system of conscious and in a certain way formulated and fastened rules and norms that bring the human resource in line with the long-term strategy of the company.
Often, with a broad understanding of personnel policy, it is necessary to pay attention to the peculiarities of the implementation of power and leadership style. Indirectly, this is reflected in the philosophy of the organization, the collective agreement and internal regulations. It follows that all activities for working with personnel - selection, staffing, certification, training, promotion - can be planned in advance and coordinated with the strategic goals and current tasks of the organization.
In a narrow sense, it is a set of specific rules, wishes and restrictions (often unconscious) that are implemented both in the process of direct interactions between employees and in the relationship between employees and the organization as a whole.
In this sense, for example, the words "the personnel policy of our company is to hire people only with higher education", can be used as an argument in solving a specific personnel issue.
2. Personnel policy.
2.1. Types of personnel policy.
Two reasons for grouping personnel policy.
An analysis of the existing personnel policy in specific organizations allows us to identify at least two reasons to group them. First the basis is connected with the level of awareness of those rules and norms that underlie personnel activities. On this basis, the following types of personnel policy can be distinguished:
passive;
reactive;
preventive;
active.
Second the basis for the differentiation of personnel policies may be the degree of openness of the organization in relation to the external environment in the formation of personnel, its fundamental orientation to internal or external sources of staffing. On this basis, two types of personnel policy are traditionally distinguished - open and closed.
Let us consider in more detail each of the mentioned options for personnel policy.
Passive and reactive personnel policy.
The phrase itself "passive policy" at first glance it seems illogical. However, there are often situations in which the management of the organization does not have a pronounced program of action in relation to its own personnel, but personnel work is reduced to routine functioning or the elimination of "unforeseen and out of nowhere negative consequences that have fallen down." Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. Management is most often forced to work in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often not having time to understand the causes of events and their possible consequences.
At reactive personnel policy the management of the enterprise monitors the symptoms of a negative state in working with personnel, makes attempts to analyze their causes and monitors the emergence of conflict situations. The subject of special attention of the management is the monitoring of a qualified workforce and the motivation of personnel for highly productive work. In addition, certain measures are being taken at enterprises to localize crisis phenomena, and actions are being taken to understand the causes that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means to diagnose the existing situation and provide adequate emergency assistance. At the same time, despite the fact that personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties in using a reactive personnel policy arise for the organization in medium-term forecasting.
Preventive and active personnel policy.
In the true sense of the word preventive personnel policy we can speak only when the management of the firm (enterprise) has reasonable forecasts of the development of the situation. At the same time, an organization characterized by the presence of a preventive personnel policy does not have the means to influence a small situation. Employees of the personnel service of such enterprises have both the means of diagnosing personnel and the methodology for predicting the personnel situation for the medium term. The organization's development program is based on short-term and medium-term forecasts of the need for personnel, both in qualitative and quantitative terms. It also usually presents tasks for staff development. The main problem of such organizations is development of target personnel programs.
If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop targeted personnel programs, as well as regularly monitor the situation and adjust the execution of programs in accordance with the parameters of the external and internal environment, then we can talk about the presence in this organization active personnel policy.
From the point of view of the mechanisms that are used by the management of the organization, two types of active personnel policy can be distinguished - rational and adventurous.
At rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast of the development of the situation and has the means to influence it. The personnel department of the enterprise has not only personnel diagnostic tools, but also methods for predicting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.
A rational personnel policy involves:
1) the possibility of implementing a mobile strategy for personnel management within the organization, taking into account the implementation of several projects or activities.
2) flexible forms of inclusion of specialists to solve those tasks specific to a certain stage of project implementation, which these specialists can solve as efficiently as possible.
This approach involves a constant change in the composition of performers, which depends on the transition of the organization from one stage of development to another, and allows you to build long-term career trajectories for employees.
At adventurous personnel policy, the management of the enterprise does not have a qualitative diagnosis, a reasonable forecast of the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the enterprise development program includes personnel work plans, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, poorly reasoned, albeit true idea of the goals of working with personnel. Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the appearance of a new product that can replace the current one from the enterprise.
Open and closed personnel policy.
An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any structural level. A new employee can start working both from the lowest position, and from a position at the senior management level. In the extreme case, such an organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account work experience in this or related organizations. This type of personnel policy is typical for modern telecommunications companies or automobile concerns, which are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. An open HR policy may be adequate for new organizations that pursue an aggressive market conquest policy, focused on rapid growth and rapid entry into the forefront of their industry.
Closed personnel policy It is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the filling of vacancies of higher positions occurs only from among the employees of the organization. A closed-type personnel policy is typical for companies focused on creating a certain corporate atmosphere, creating a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.
As they say, cadres are everything. This saying is still relevant today, as qualified personnel is the most important component of the success of almost any business. To provide the company with such employees, to maintain their level, so that it does not happen that the pros go to competitors, a carefully thought-out personnel policy is needed. What it is, what its functions are, who develops it, what points you should pay attention to - we will tell in the article.
The concept of personnel policy and its types
One of the decisive factors that ensure efficiency and competitiveness for any company is a high human resources potential. At the same time, it should be remembered that work with personnel does not end with hiring - the process of working with personnel should be built in such a way as to achieve the desired result in the shortest possible way in relation to any issue, and in the personnel sphere too. This is facilitated by a developed and clearly formulated personnel policy - a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. It is through personnel policy that the goals and objectives of personnel management are implemented, therefore it is considered the core of the personnel management system.
The personnel policy is formed by the company's management and implemented by the personnel department in the process of performing their functions by its employees. The principles, methods, rules and norms in the field of work with personnel must be formulated in a certain way, personnel policy must be fixed in local and other legal acts of the company, for example, internal labor regulations, a collective agreement. Of course, it is not always clearly indicated in the documents, however, regardless of the degree of expression "on paper", each organization has its own personnel policy.
The object of personnel policy, as we have already understood, is the personnel of the organization. But the subject is the personnel management system, consisting of personnel management services, independent structural units, united according to the principle of functional and methodological subordination.
Note.Personnel policy defines the philosophy and principles implemented by management in relation to human resources.
There are several types of personnel policy.
Active. With such a policy, the company's management can not only predict the development of crisis situations, but also allocate funds to influence them. The personnel management service is able to develop anti-crisis programs, analyze the situation and make adjustments in accordance with changes in external and internal factors.
In this type of personnel policy, two subspecies are distinguished:
- rational (when the personnel department has the means of both diagnosing personnel and predicting the personnel situation for the medium and long term. The organization's development programs contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is HR program with options for its implementation);
- adventurous (when the management does not have a forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, while the personnel work plan is based on a rather emotional, poorly reasoned, but, perhaps a correct idea of the purpose of this activity).
Passive. With this type of policy, the management of the organization does not have an action program for employees, and personnel work is reduced to eliminating negative consequences. external influences. Such organizations are characterized by the absence of a forecast of personnel needs, means of business assessment of employees, and a system for diagnosing personnel motivation.
Personnel policy is carried out at all levels of management: top management, line managers, personnel management service.
Preventive. It is carried out in cases where the management has reason to assume the possibility of crisis situations, there are some forecasts, but the personnel department of the organization does not have the means to influence the negative situation.
Reactive. The management of an organization that has chosen this type of personnel policy seeks to control indicators that indicate the occurrence of negative situations in relations with personnel (conflicts, lack of a sufficiently qualified workforce to solve the tasks, lack of motivation for highly productive work). Human resources departments in such firms usually have the means to identify such situations and take emergency action.
Depending on the focus on its own or on external personnel, on the degree of openness in relation to the external environment, an open personnel policy is distinguished (an organization turns to external sources to meet the need for employees, that is, you can start working in an organization both from a lower position and at the level of senior management; this most often happens in new companies seeking to quickly conquer the market, reach the forefront in the industry) and closed (carried out when the company is focused on the inclusion of new personnel from the lower level, and vacant positions are filled only from among employees, that is, actually using its own personnel potential).
Development of personnel policy
Some long-established companies, especially if they work closely with foreign partners, have a well-documented understanding of personnel policy, personnel processes and activities for their implementation. For some, the idea of how to work with personnel exists at the level of understanding, but is not enshrined in company documents. In any case, the formation of a personnel management policy begins with identifying potential opportunities in the field of management and identifying those areas of work with personnel that should be strengthened for the successful implementation of the company's strategy.
The formation of personnel policy is influenced by external and internal factors. The organization cannot change the environmental factors, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. These include:
— the situation on the labor market (demographic factors, education policy, interaction with trade unions);
— economic development trends;
— scientific and technical progress(affects the nature and content of labor, the need for certain specialists, the possibility of retraining personnel);
— regulatory and legal environment (labor legislation, legislation in employment and labor protection, social guarantees etc.).
Factors of the internal environment are subject to control by the organization. These include:
- the goals of the organization, their time perspective and the degree of sophistication (for example, a company aimed at making a quick profit and then closing requires completely different professionals than a company focused on gradual development);
- management style (strictly centralized approach or the principle of decentralization - depending on this, different specialists are required);
- the personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is the basis for effective and stable work);
- working conditions (the degree of harmfulness of work to health, the location of jobs, the degree of freedom in solving problems, interacting with other people in the process of work, etc. If there are at least a few jobs that are unattractive in terms of conditions, the personnel service will have to develop programs to attract and retain employees on them);
- leadership style (it will largely affect the nature of personnel policy).
The formation of personnel policy can be divided into several stages.
At the first stage, the formation of the goals and objectives of the personnel policy is carried out. It is necessary to harmonize the principles and goals of working with personnel with the principles and goals of the company, develop programs and ways to achieve the goals of personnel work. It should be noted that the goals and objectives of the personnel policy are determined in accordance with the provisions of regulatory documents and are linked to the goals and objectives to ensure the effective functioning of the organization as a whole.
Note.The main goal of personnel policy is full use qualification potential of employees. It is achieved by providing each employee with work in accordance with his abilities and qualifications.
At the second stage, personnel monitoring is carried out. For this, procedures for diagnosing and predicting the personnel situation are being developed. In particular, at this stage it is necessary to determine:
- quality requirements for employees based on the requirements for the position;
- the number of employees by position, qualifications etc.;
— the main directions of personnel policy for the selection and placement of employees, the formation of a reserve, the assessment of personnel development, remuneration, the use of human resources, etc.
Well, at the final stage, a plan of personnel measures, methods and tools of personnel planning are developed, forms and methods of personnel management are selected, and responsible executors are appointed.
Note.The tools for implementing personnel policy are: personnel planning; current personnel work; personnel management; measures for professional development, advanced training of employees, solving social problems; reward and motivation. As a result of the use of these tools, the behavior of employees changes, their work efficiency increases, and the structure of the team is optimized.
Directions of personnel policy
The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, they correspond to the functions of the personnel management system operating in the organization. Thus, personnel policy can be carried out according to following directions:
— forecasting the need to create new jobs, taking into account the introduction of new technologies;
- development of a personnel development program in order to solve both current and future tasks of the organization based on improving the training system and job placement of employees;
— development of motivational mechanisms that ensure an increase in the interest and satisfaction of employees with work;
- creation modern systems recruitment and selection of personnel, marketing activities in relation to personnel, the formation of the concept of remuneration and moral incentive workers;
— ensuring equal opportunities effective labor, its safety and normal conditions;
— determination of the basic requirements for personnel within the forecast of the development of the enterprise, the formation of new personnel structures and the development of procedures and mechanisms for personnel management;
— improvement of the moral and psychological climate in the team, involvement of ordinary workers in management.
Recall that every employee matters, because in the end, the final results of the entire company depend on the work of an individual. In this regard, moral and material incentives, social guarantees should be the main aspect of the personnel policy pursued in organizations. The payment of bonuses and the system of participation of employees in the distribution of profits will ensure a high level of their interest in end results organization's activities.
Evaluation of the choice of personnel policy
The developed and implemented personnel policy is subject to evaluation after a certain time. It is determined whether it is effective or not, whether something needs to be corrected. In practice, the assessment of personnel policy is carried out according to the following indicators:
- labor productivity;
— compliance with the law;
- the degree of job satisfaction;
- the presence / absence of absenteeism and complaints;
- staff turnover;
— presence/absence of labor conflicts;
- the frequency of industrial injuries.
A well-formed personnel policy ensures not only timely and high-quality staffing, but also the rational use of the workforce according to qualifications and in accordance with special training, as well as support for high level the quality of life of employees, which makes work in a particular organization desirable.
Finally
So, in the article we very briefly talked about the personnel policy of the organization. What is the main goal of the Human Resources Department? Providing the organization with personnel capable of effectively solving urgent problems in market conditions, the effective use of these personnel, professional and social development. And the requirements for personnel policy are as follows.
Firstly, it must be closely linked to the enterprise development strategy and be sufficiently stable, allowing for its adjustment in accordance with changes in the company's strategy, production and economic situation.
Secondly, the personnel policy should be economically justified, that is, based on the real financial capabilities of the organization, and should also provide for an individual approach to employees.
The introduction of personnel policy involves the restructuring of the work of the organization's personnel management service. It will be necessary to develop a concept for personnel management, update the provisions on personnel departments, and possibly reshuffle the management of the organization, based on the data of extraordinary certification; introduce new methods of selection, selection and evaluation of employees, as well as a system for their professional advancement. In addition, it will be necessary to develop programs for career guidance and adaptation of personnel, new systems of incentives and labor motivation and management of labor discipline.
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