• What types of personnel policy exist.
• What elements are included in the system of personnel policy.
• How to evaluate the effectiveness of personnel policy in your company.
• How well-known companies implement personnel policy.

Personnel policy- the general line in interaction with employees.

The personnel policy of the organization forms:

• requirements for employees when hiring (to the level of knowledge, length of service, etc.);
• investing in labor resources. Attitude towards systematic influence on increase in the skill level of employees in the right area;
• measures to stabilize the team (completely or a specific structural unit);
• the specifics of training the company's labor reserves and retraining of specialists.

The directions of the personnel policy of the organization are determined taking into account the possibilities of increasing the potential of the company within the framework of existing market development trends.

The purpose of personnel policy- improving the professional level and maintaining the number of specialists that is necessary for the effective operation of the company. It should solve the problems of shaping the atmosphere in the team and building the capacity for career development .

What is the HR policy in your organization?

Passive policy

It's hard to imagine, but there are leaders who are not interested in developing their staff. Most often, this type of personnel policy is typical for companies that do not have formed personnel programs. As a rule, the leader intervenes in the team only when there is a threat of a serious conflict. In such companies, there is no understanding of what employees want, managers do not develop criteria for assessing personnel. The managerial role is reduced to the rapid elimination of the consequences of conflicts.

Reactive politics

The implementation of personnel measures involves constant monitoring actions to identify shortcomings in the policy. This is necessary to detect potentially dangerous situations and understand their causes. Crisis processes in organizations are often the result of a lack of sufficient human resources to meet production goals or low staff motivation.

To overcome such trends, the organization's policy is built on the basis of diagnostic tools and medium-term planning.

Preventive Policy

We can say that an adequate policy takes place where the manager receives objective data on forecasts in various aspects. But in order to appropriately influence such a situation, preventive personnel measures are required. The list of main issues in this approach to business should contain the tasks of professional development and analysis of the potential need for employees at certain intervals.

Active policy

If an organization has not only tools for medium-term forecasting, but also ways to influence personnel policy based on a well-thought-out anti-crisis program, then the manager gets the opportunity to make the necessary adjustments in a timely manner.

In such a situation, there are grounds confirming the implementation of active measures in relation to personnel. To make effective decisions, rational (conscious) and irrational forecasting methods can be used (in this case, the basis for compiling a picture for the future are factors that cannot be described and structured according to understandable algorithms). Such experience allows us to assert that there are two subspecies of active personnel policy: rational and adventurous.

With a rational policy, the leader conducts the formation of instruments of influence based on objective conclusions and reasonable forecasts. In order to develop interventions, the HR department must have diagnostic tools at its disposal to extrapolate the situation to the medium term. Using this mechanism, development programs are formed, forecasts are made for the quality and quantity of personnel reserves that may be needed in the future to achieve the goals. One of the most important points of a rational approach is the well-thought-out options for implementing the planned personnel programs.

With an adventuristic policy, the solution of personnel issues is carried out without an objective analysis of the situation and a real forecast of its development in the medium term. This is due to the fact that the personnel department lacks the necessary tools for accurate diagnosis and drawing up sound development programs. Here, measures regarding employees, although they are carried out taking into account the strategy of the organization, but not according to forecasts of changes in the external and internal situation. The development of personnel policy takes place on an emotional level without taking into account objective factors.

Adventurous work with personnel can lead to crisis situations within the organization, which will be caused by changes in the external environment. For example, the appearance of a more competitive product on the market can reduce the turnover of the enterprise. Rejuvenation of personnel, training of personnel, and advanced training of employees will help to correct this situation. It is rather difficult to implement such a program in an organization staffed with highly experienced specialists.

It is much easier to solve such a problem in a young, ambitious team, albeit with less qualified personnel. This example indicates the importance of taking into account all factors in the formation of a personnel policy, including such a criterion as the quality of specialists.

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Elements of personnel policy

The personnel policy and personnel work of the organization are a single system that includes seven major components.

1. Personnel accounting

The accounting policy for the personnel of the organization is based on the norms of the current legislation and internal regulations. The implementation of the prescribed document flow is entrusted to the HR department. To regulate this unit, the Regulations on the personnel records of the organization are being developed. The relevant service of the enterprise draws up the following list of documentation: the structure of the company, management scheme, instructions for employees of different positions, norms for departments, etc. All these provisions must be unified.

2. Recruitment and Onboarding Issues

This component of the personnel policy is responsible for the recruitment and adaptation of employees in the organization. For the normal operation of this area, a clear regulation of all processes is needed. All structural units of the enterprise must be guided by the recruitment and adaptation standards, which are formed by the personnel department in the form of an appropriate document. In addition, it is also necessary to develop the following internal provisions: “Passport of the position”, “List of requirements for the vacancy applicant”, “Script for conducting interviews with the applicant”, “Plan of training and induction into position”.

3. Issues of evaluation and certification

The system of re-certification should be linked to the plans for training and improving the qualification level of employees. Such dependence should be built taking into account motivational programs. If there is no incentive component, and the personnel assessment system is not linked to the issues of advanced training, then the very procedure for confirming the level of specialists risks becoming a mere formality. The standards on which the procedure for attestation of personnel is based should be prescribed in the Regulations on the assessment of the activities of employees.

4. Personnel training system

This element of the organization's personnel policy includes measures to form the objectives of professional training, determine the need for such actions, as well as the implementation of specific educational programs and trainings. There are several types of training activities: an adaptation course, mentoring systems, professional development, team-building trainings, and activities to introduce professional culture. The tasks of organizing a continuous planned training process are assigned to the internal training center (VTsO). The work of the ECU is regulated by a special regulation on the training of specialists.

5. Staff motivation system

The ancient technique of stick and carrot has not lost its relevance in our days. In addition to these two interrelated tools (motivation and stimulation), experts also note the importance of such a tool as showing interest in the work performed. A person who is passionate about his occupation does not need to be forced to productive work. He does his job with pleasure. In the personnel policy of the organization, all motivational tools can be used. At the same time, it is necessary to maintain a balance of different methods (material and moral). As a financial incentive, a bonus system based on the evaluation of key performance indicators of employees can be introduced.

Do not ignore such intangible motivators as internal competitions. For example, you can hold a competition for the title of "Best Employee of the Month" in the organization. For the winners, it is worth preparing not only diplomas, but also a certain amount of bonuses.

Such an incentive complex for employees is regulated within the framework of the company's personnel policy by a special Regulation on the system of motivation and incentives for employees.

6. Corporate culture

An efficient business has its own corporate culture, which includes a set of regulated norms for the relationship of employees within the organization. In order to create the necessary microclimate and level of communication, it is necessary to clearly understand the mission of the enterprise and determine its main goals. There are examples when different types of corporate cultures have been formed in separate structures of one company. This situation can lead to contradictions in the relationship between employees of different departments. The systematic introduction of the desired corporate culture strengthens the organization, increases employee loyalty, and reduces the number of conflicts in the team.

7. Monitoring

An effective personnel policy of a company is impossible without a constant analysis of the situation inside the enterprise and in the external environment. The obtained research data make it possible to adequately respond to changing situations and take effective measures in connection with the personnel. This element of the organization's personnel policy is regulated by the Monitoring Regulation, which includes a full set of descriptions of the methods used. To study the situation, tools such as analysis of the level of salaries, demand for specialists in the right areas, questioning employees in order to determine their attitude to the organization, interviews with the manager, etc. can be used.

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What should HR policy be based on?

The Labor Code is the legal act that defines the most important aspects of personnel issues in organizations. It sets standards for labor relations and wages. Regulations on personnel policy in organizations are developed on the basis of the main document. Such standards cannot contain conditions that allow reducing the amount of wages below the level specified in the code.

Organizations in relation to personnel policy form three main documents.

1. Inner order rules

The main task that this document is intended to solve is to establish a regime for the implementation of admission / dismissal, the provision of leave, bonuses, fines, etc. in accordance with the requirements of the code. The norms that are included in the Internal Regulations must be approved by the director of the organization and are binding on employees. This document often acts as an annex to the collective agreement of workers. One of the defining sections of the Rules is the clause on working hours, which includes the provisions:

• about the duration of the working week;
• about the start time and duration of the working day;
• overtime and night work;
• about the exit of employees on weekends and holidays.

According to the norms included in this document, each specialist is obliged to perform the tasks of the organization throughout the entire working time.

2. Regulations on wages

A separate document regulating some aspects of personnel policy is the Regulation on wages. This set of norms is drawn up taking into account the interests of the company and the wishes of employees, after which it is certified by the director.

The development of the Regulation on wages is carried out taking into account the standards enshrined in the Labor Code, as well as the specifics of the industry in which the enterprise operates.

In the Regulation, the organization must prescribe the rules remuneration calculation and employee incentives. It is necessary to provide for additional accruals for overtime hours, for going to work on holidays, etc. The regulation of personnel policy in matters of wages should be drawn up in such a way that its provisions do not lead to a decrease in the level of remuneration provided for by labor legislation.

Salary rates in the organization are formed based on the staffing table and the qualification level of the specialist. As a separate item in the remuneration regulations, it is necessary to prescribe the technology for changing the cost of labor depending on fluctuations in the prices of goods and services in the national market. The director of the organization must set clear parameters for increased salary for situations that differ from the standard ones.

The minimum wage is determined by the legislation of the Russian Federation. The minimum wage cannot fall below the cost of living, which is enshrined in Article 133 of the Labor Code of Russia. This means that monthly payments of remuneration to a specialist who, in fulfilling his duties, has worked out the prescribed time limit, should not be less than the minimum wage.

In order to increase the level of motivation of employees in the interests of increasing labor productivity, a bonus system is being formed in the organization.

The issues of accrual of incentive remuneration are regulated by separate norms of the Regulations on the salary of the organization. In some cases, it will be appropriate to develop two different Regulations - on contractual rates and on material incentives. Thus, the manager can distinguish between the cost of salaries and bonus payments in the organization.

Another point that should be highlighted in the document on wages concerns the description of the basis for the deduction of bonuses. Here it is necessary to outline the issues of reducing the amount of incentive payments, as well as the complete deprivation of such accruals of both an individual specialist and the entire structural unit of the organization. The personnel policy provides for the establishment of the dependence of such measures on the level of impact of employee omissions on the well-being of the enterprise and the efficiency of solving production problems.

3. staffing

An important factor in the system of personnel policy is the staffing table. This document is formed and approved at the initial stage of the creation of the organization, even before the recruitment of specialists. At the same time, there are often cases when a formal approach is applied to the development of the staffing table or it is generally forgotten about. This can have serious implications for the debugging of an organization's production processes. Despite the fact that the Labor Code does not contain rules on the mandatory staffing, a number of factors can be cited that indicate the importance of such a document for personnel policy:

• Article 57 of the code speaks of the need to include information about the position of a specialist and his professional qualifications in an employment contract. At the same time, it is indicated in accordance with the staffing information;
• in personnel policy, the staffing table plays the role of a regulatory provision that fixes the necessary number of employees for the successful solution of production problems, as well as determining the amount of expenses for the maintenance of specialists;
• direct indications of the need for such a document are presented in the acts that establish the norms of fiscal policy. The staffing is a confirming fact in matters of benefits for mandatory contributions to the budget, as well as in calculating the cost of goods and services. Given this situation, during a tax audit, inspectors have the right to require the provision of a document regulating the structure and number of personnel.

The staffing table is a form that does not include specific names and other information about employees. Only data on the number of positions and salaries for each of them are indicated here. The appointment of a certain specialist to a particular position is carried out by order of the director on the basis of the existing staffing table.

This document can be drawn up separately for each branch or structural unit, or for the entire organization as a whole. For divisions of companies, situations are typical when their head works on the basis of a power of attorney from the general director of the corporation. In this case, the written powers of the head should contain the possibility of resolving issues of personnel policy and drawing up a staffing table in a subordinate enterprise.

Another point in working with the organization's personnel, related to the staffing table, concerns the dismissals of specialists. One of the grounds for such actions may be this regulatory document. In the course of proceedings in the courts on labor disputes on dismissal, it is necessary to provide the court with a staffing table. If it is missing or inaccurate information is entered into it, then the likelihood of losing a lawsuit increases.

The form that is used in the organization to draw up the staffing table is designated No. T-3. It was approved by a special resolution of the State Statistics Committee. The document is developed and accepted for execution by order of the director of the organization.

Personnel policy methods

Separate methods are used for each element of personnel policy in organizations. We list the most important of them.

Method 1 Optimization of the personnel of the organization

The qualitative and quantitative composition of the enterprise is established according to the following scheme.

1. Based on the existing scope of work and future tasks, the required number of personnel of the organization and its structural units is calculated.
2. The required level of qualification of specialists in different positions is established.
3. Staffing takes place based on the data described in the previous paragraphs.

The principles of the organization's personnel policy regarding specialists for vacant positions should not include such criteria as friendly or family ties, personal sympathies, etc.

Method 2 Creation of an effective system of labor motivation

The tasks of the organization's personnel policy to build an effective motivational system are related to creating a situation in which each employee will be interested in achievements that correspond to the goals of the enterprise, as well as in improving the planned performance.

The most important element of the incentive mechanism for employees of the organization is a well-thought-out system of financial rewards for labor success. It is based on the principle of equal pay for employees in similar positions and performing the same tasks.

The main component of the company's personnel motivation system is the mechanism of monetary remuneration for work. Its main principle is equal pay for equivalent classes, which means the same level of rates for specialists occupying positions (jobs) of similar complexity and importance and showing comparable levels of performance. The payroll includes two components:

• constant. This is a guaranteed rate or salary corresponding to the position held;
• variable. It is calculated on the basis of the results of the activities of a specialist, structural unit, organization as a whole.

Thus, we can conclude that the personnel policy provides for the formation of Regulations on remuneration and incentives for employees of the organization, which will determine the algorithm for accruing remuneration.

Method 3 Creation and maintenance of a rigid organizational order in the company

In order for the organization to successfully solve its tasks, each individual employee is obliged to strictly observe labor discipline and accurately perform his official functions. This moment should be provided for by a personnel policy aimed at strict subordination of personnel to the orders of management and increasing the efficiency of each specialist.

Employee performance is the basis for the success of an organization. Each employee is supposed to know exactly and fully implement the duties within the framework of his position, which are prescribed in the relevant personnel instructions. At the same time, all representatives of the management level of the organization are responsible for the decisions made, the implementation of measures to control and plan the activities of structural units and individual specialists.

The above norms are included in the Internal Labor Regulations. In addition to them, in the practice of the personnel policy of various companies, the provisions of the Code of Corporate Conduct are used, as well as such regulatory documents as job descriptions of the enterprise.

Since a rigid organizational order is the basis of the company's efficiency, all its violations can be regarded as serious disciplinary offenses and should lead to severe penalties (financial penalties, reprimands, dismissals).

Method 4 Creation and development in the organization of a system of training and advanced training

A training system aimed at maintaining the required level of staff qualifications and increasing the professionalism of specialists should become an integral element of the organization's personnel policy. A special role in this aspect is given to internal training, which can take various forms: mentoring, trainings, advanced training courses, etc. To increase the motivation of employees to develop the level of competencies, methods of moral and material incentives are used. The organization, within the framework of the personnel policy, compensates for the costs of training and acquiring skills that contribute to increasing productivity and quality of work.

Method 5 Formation and strengthening of the business corporate culture of the organization

A successful HR policy involves holding company-wide events that contribute to the formation of a corporate culture. In the course of such actions, the loyalty of employees to the company, team qualities and common industrial interests are developed. This allows you to improve the image of the organization and creates a positive psychological atmosphere in the personnel environment.

Responsible for the development of measures to form a corporate culture are HR specialists who must interact with the heads of departments and the management structure of the entire company.

Formation of the personnel policy of the organization: 2 levels of development

The personnel policy of the organization is developed at two levels.

1. Regional. This plan of interaction with personnel is built taking into account territorial and national peculiarities in the field of legislation and research developments. The organization of personnel activities at this stage is complicated by the absence of a clearly defined subject of activity.
2. In-house. Here, work with the team takes place taking into account the industry specifics and the specifics of the company's activities.

When developing a personnel policy, factors of the external and internal environment of the organization are taken into account

1. Material support of the enterprise, which determines the acceptable level of financing of personnel management;
2. Quantitative and qualitative parameters of the organization's human resources and the need to increase the level of potential capabilities of the team in the medium term;
3. The activity of the labor market for specialties that are included in the range of interests of the company (quantitative and qualitative parameters of proposals for representatives of the required professions);
4. The level of demand for human resources from enterprises operating in a similar segment;
5. The activity of trade unions in the context of protecting the interests of industry specialists;
6. Legislative norms regarding personnel policy and work with hired employees.

The system of relations with personnel must also meet certain requirements.

1. The development of the personnel policy of the organization must be carried out taking into account its strategic directions of development. It can be said that personnel decisions should be aimed at the implementation of the economic programs of the enterprise.
2. There must be reasonable flexibility in personnel decisions. The organization's policy in this matter is built in such a way as to combine seemingly contradictory characteristics, such as stability and dynamism. Consistency must be ensured in terms of working conditions, which must meet the expectations of employees, and the active side involves making timely adjustments, taking into account the economic situation and production needs.
3. The selection and training of reserves of specialists requires a certain amount of funding from the organization, so the personnel policy must be economically justified.
4. In the process of implementing programs of work with personnel within the company, it is important to be guided by the principle of an individual approach to each employee.

Summing up the foregoing, it can be noted that the objectives of the organization's personnel policy should be determined on the basis of obtaining the required economic and social effect, taking into account the current legislative standards.

The process of developing the personnel policy of an organization consists of several successive stages

1. Monitoring the situation with the preparation of forecasts regarding the development of the organization. Formation of its strategic objectives.
2. Formulating the basic principles of personnel work with the definition of the most significant aspects.
3. Approval of the provisions of the personnel policy by the management of the organization.
4. Informing employees about the tasks and directions of the principles of interaction with the team, receiving feedback.
5. Analysis of available material resources that can be focused on the implementation of the goals of the personnel management system. Preparation of a methodology for the distribution of finances and procedures for stimulating employees.
6. Planning activities for the implementation of the personnel policy: development of the structure of the organization and drawing up the staffing table, determining the main criteria for the formation of the company's personnel reserve.
7. Carrying out the planned operational activities: creating conditions for the successful implementation of the personnel management system, recruiting employees and their adaptation, professional training and education in order to increase the level of competencies.
8. Analysis of the results obtained: study of the compliance of the planned activities of the personnel policy with the main directions of the development of the organization, identification of problem areas and assessment of the potential of human resources.

4 criteria for evaluating the personnel policy in your company

To perform an objective analysis of the effectiveness of personnel policy, the following evaluation criteria must be used.

Criterion 1. Quantitative and qualitative staff

In order to simplify the study, the personnel composition of the company can be divided into several categories.

1. Leading, managerial and service personnel;
2. Male and female employees of retirement age;
3. Working professionals and vacationers (including those on unpaid or parental leave);
4. Employees of the central office and branches.

Qualitative staffing can also be divided according to certain criteria.

1. Specialists with higher/secondary/special education;
2. Personnel with experience;
3. Employees who have completed advanced training courses, etc.

Criterion 2. Staff turnover rate

Assessment of staff turnover is the most informative indicator of the organization's policy in this area. This aspect can be viewed both positively and negatively. The outflow of the labor force increases the potential of specialists and increases their level of adaptation to the corporate culture. In addition, the arrival of new employees contributes to the flow of fresh ideas, which also has a positive effect on the development of the organization.

Criterion 3. Policy flexibility

To assess flexibility, criteria such as dynamism and stability are used. The personnel policy should be carried out in such a way that it becomes possible to quickly reorganize under changing external circumstances without losing stability in strategic directions.

Criterion 4. The degree of consideration of the interests of the employee / production, etc.

Analysis according to this criterion involves identifying the presence of a methodology for an individual approach to employees. The depth of taking into account the priorities of specialists should be considered in the context of the interests of the development of the organization.

Problems of personnel policy

The problems of personnel policy can be divided into four groups.

1. Difficulties in the process of drawing up a plan of work with personnel.
2. Complications of an organizational nature.
3. Issues in the field of management and incentives.
4. Problems of the organization of control.

As practice shows, if you do not immediately solve the complex issues that arise at the beginning of the implementation of the personnel policy, then over time they only get worse and can cause completely unexpected results. It is necessary to eliminate contradictions from their very inception in such a way as to ensure stabilization of the development of the situation with personnel by the controlling stage, especially in matters of increasing professional competence.

Causes of personnel policy problems

1. Carrying out transformations in the structure of the organization without a corresponding personnel restructuring.
2. Consolidation of several divisions of the company or takeover by another company.
3. Transition to remote work, creation of Internet groups or virtual teams.
4. Unprepared execution of measures to change the payroll technology or bonus program.
5. Personnel management and administrative decision-making without taking into account changing external socio-economic factors.
6. Backward information support of the organization's personnel system.
7. Low level of care and inattentive attitude of the administration to employees (the most striking form of this trend may be the manifestation of discrimination against staff).
8. Low degree of awareness of human resources.
9. Ill-conceived staffing.
10. Lack of a mechanism for competent distribution of resources, responsibility and setting goals.
11. Changes in the structure of administration.

To solve and prevent problems, changes are made to personnel policy. Transformations in the personnel management system are carried out in the following sequence.

1. Collecting the necessary information for planning personnel policy measures, taking into account the existing problematic issues.
2. Development of a new scheme of actions in the field of work with personnel or to reform the existing system of human resources management according to the planned plan for overcoming difficult moments.
3. Motivational and stimulating measures for personnel specialists, as well as those employees who can influence the positive resolution of problematic issues.
4. Strict control over the implementation of anti-crisis measures, as well as the use of feedback techniques to improve personnel policy.

An effective system of interaction with the team serves as a reliable tool for adapting the company to socio-economic changes and helps to minimize the negative consequences of problem situations.

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Personnel policy of the organization: examples from foreign practice

Acting as one of the most important tools for managing an organization, the system of interaction with personnel is influenced by socio-economic conditions, market processes, regional characteristics, etc.

Example 1 British corporations believe that a professional organization of personnel policy helps to strengthen their image and provides additional competitive advantages. To achieve a compromise between the administration and employees of companies, Investors in People (IiP) was developed here. It appeared in 1991 and was under the control of the Ministry of Employment until the formation of the Investors in People organization (1993), which certifies and sells franchises in many countries.

Investors in People's quality standards include:

• quality standards for employee management, contributing to an increase in the level of implementation of business processes;
• the degree of integration of personnel policy into the enterprise management system;
• indicators of the quality of developing and learning processes that take place as part of solving business problems.

Example 2 Most of the examples from textbooks on personnel policy regarding organizations that have the best conditions for the development of specialists demonstrate the extraordinary charisma of managers. Companies such as Google, Microsoft, etc. are represented in this row. Thank you?

Personnel policy. Why is it needed and how to develop it? (Komissarova T.Yu.)

Article placement date: 08.08.2014

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 of the development of the situation, but seeks to influence it. The personnel department of the 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 the negative consequences of 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.
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.

Note. Personnel policy is carried out at all levels of management: top management, line managers, personnel management service.

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 technological progress (affects the nature and content of labor, the need for certain specialists, the possibility of retraining personnel);
- regulatory environment (labor legislation, employment and labor protection legislation, social guarantees, etc.).
Factors of the internal environment are subject to control by the organization. These include:
- the goals of the organization, their time horizon 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.
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;
- number of employees by positions, qualification characteristics, etc.;
- the main directions of the 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.

Note. The main goal of personnel policy is the full use of the qualification potential of employees. It is achieved by providing each employee with work in accordance with his abilities and qualifications.

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 implemented in the following areas:
- 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 on the basis of improving the system of training and job placement of employees;
- development of motivational mechanisms that ensure an increase in the interest and satisfaction of employees with work;
- creation of modern systems of recruitment and selection of personnel, marketing activities in relation to personnel, the formation of the concept of remuneration and moral incentives for employees;
- ensuring equal opportunities for effective work, 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 the final results of the 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:
- productivity of work;
- compliance with the law;
- degree of job satisfaction;
- 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 labor according to qualifications and in accordance with special training, as well as maintaining a high level of quality of life for 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.

The current stage of economic development in most countries of the world poses various problems for organizations in the field of personnel policy. Moreover, the relevance of their solution is constantly growing.

That is why special attention is focused on the level of work with labor resources and the transfer of this task to the scientific level.

The concept of the term "personnel policy"

Every company is faced with the task of personnel management. Its successful implementation is possible only if the correct personnel policies of the organization are implemented. It is a strategic line in work with personnel. Its main principles, which are to be implemented by the personnel service, are as follows:

• development of each employee to his maximum productivity and the highest well-being;
• selection, training and placement of personnel in such workplaces where the human resource can bring the greatest benefit.

The personnel policy of the organization is a purposeful and conscious activity, the purpose of which is to create such a workforce that will maximally combine the goals and priorities of the enterprise. Of course, the irreversibility of economic reforms and the emergence of competition are forcing business leaders to pay special attention to long-term aspects in matters of personnel management, which provide for evidence-based planning.

Personnel policy is a system of norms and rules created and formulated in a certain way by the enterprise, which bring the existing human resource in line with the direction of the company's development. At the same time, the selection of personnel and their training, certification and staffing are subject to planning. All these tasks are solved on the basis of a common understanding of the goals of the organization.

Sphere of personnel policy

Successful work with employees is possible only with a constant analysis of the influence of various aspects of the world around us, with systematic accounting, as well as with timely adaptation of the enterprise to external influences. At the same time, the strategy of personnel management and its transformation by management into a single system is of particular importance.

In the field of personnel policy there are such aspects as:

• marketing (employment) of personnel;
• personnel control;
• qualitative and quantitative planning of employees;
• downsizing;
• information, social policy;
• assistance to the work of the enterprise in the economic and public sphere;
• policy of guidance and incentives.

Objectives of work on personnel management

The personnel policy in any organization must unquestioningly follow the rights and obligations of citizens related to the labor field provided for by the Constitution of the Russian Federation. At the same time, for violation of the provisions of the Labor Code, internal regulations and other local documents, a certain type of punishment may be applied.

The objectives of the personnel policy are concluded in the rational use of the working potential that is available in the organization or in the association. At the same time, the problem of uninterrupted provision of the economic entity with qualified personnel in the quantity necessary for the enterprise should be solved.

The objectives of the personnel policy are to maintain a friendly and efficient team, relations in which are built on the principles of internal democracy. In addition, competent personnel management is impossible without the development of certain methods and criteria for the selection, training, selection, and placement of employees.

The purpose of the personnel policy, the achievement of which will allow an economic entity to successfully conduct its activities, is to improve the skill level of all employees on the staff. Successful solution of all existing tasks will allow obtaining the maximum not only economic, but also social effect from the activities carried out.

Thus, all the goals pursued by the organization for the conduct of personnel policy can be divided into economic and social. Achieving the first of them is necessary for the enterprise to obtain maximum profit. This is possible by optimizing the ratio between personnel costs and labor productivity.

All social goals in personnel management are to improve the material and non-material position of employees. This is possible with an increase in wages and social spending, providing employees with more rights, freedoms, etc.

Principles of work on personnel management

Conducting a personnel policy is an important aspect of the successful operation of an enterprise. That is why it is important to choose the basic principle in the work of personnel management, which will be the most effective in the conditions of a particular business entity. It could be:

1. Scientific. It implies the use of the latest developments in the field of personnel management, the application of which will bring the maximum social and economic effect.
2. Complexity. Using this principle, personnel officers cover all categories of workers with their work.
3. Consistency. It implies the interconnection and interdependence of all components of work with personnel.
4. Efficiency. The application of this principle is considered effective in the case of payback of any costs of the enterprise in the field of personnel issues.
5. methodical. It consists in a qualitative analysis of the selected options for a particular solution in the presence of a number of mutually exclusive methods.

The organization should consider all the existing principles of personnel policy and choose for itself only one, fixing it in job descriptions, developed regulations, recruitment methods, etc.

Personnel policy at the present stage

The changes caused by the development of market relations also affected the sphere of personnel management. Today, enterprises need a skilled workforce adapted to new conditions. That is why the personnel policy has undergone certain changes. The personnel service today cannot work according to the former, administrative type. It seeks to ensure the unity of measures such as:

• creating employee motivation for effective and highly productive work;
• ensuring the efficiency of production processes that depend on employees.

The implementation of the goals and existing tasks of the personnel policy is now carried out by officials of all levels of the company's management. This is the administration, and the heads of all departments and divisions, and, of course, the personnel service. At the same time, all of them are obliged to comply not only with the normative acts of the enterprise, but also with the general provisions of the labor legislation.

The personnel policy of any company must also adhere to those articles of the Constitution that guarantee citizens of the Russian Federation the freedom to develop their personality and give guarantees of property. According to these documents, the employer is prohibited from arbitrary actions in relation to the hired worker. This also applies to layoffs. But hiring is only the competence of companies and firms.

Organization policy strategy in personnel matters

In modern market conditions, enterprises are forced to use new, improved tools in their work. One of them is the personnel management strategy, which is based on:

• using the achievements of scientific and technological progress;
• selection of qualified employees.

To date, there are three concepts on the basis of which a personnel policy strategy is being developed. The first of them is designed to perform a service function. At the same time, its main directions are determined by the overall strategy of the company. This type of personnel policy provides the organization with the necessary personnel and maintains its performance.

The second concept of the personnel management strategy implies its independence and independence from the plans for the further development of the enterprise. Employees included in the company's staff are considered as a resource that allows you to solve the problems that arise in the market.

The third concept synthesized the two previous ones. It is based on a comparison of existing and potential labor resources. As a result of such an analysis, the main direction of the enterprise's activity is determined.

Personnel policy classification

When analyzing the conditions for personnel management available in an organization, two grounds can be identified for dividing them into groups. The first of them is related to the degree of awareness of the norms and rules that form the basis of personnel measures, as well as the level of influence of the company's management on the situation with labor resources. This basis allows us to distinguish the following types of personnel policy:

• passive;
• active;
• preventive;
• reactive.

What other types of personnel policy are distinguished? When analyzing the situation at the enterprise, its management can use various methods. As a result, the foundations for programs and forecasts may be conscious or difficult to describe and algorithmize. At the same time, such types of personnel policy arise as rational (in the first case) and adventurous (in the second situation). They are subspecies of active personnel management.

The second basis underlying differentiation is a fundamental orientation to own or external personnel, and also reveals the degree of reference to the external environment in the recruitment process of the company. Based on this, such types of personnel policy as closed and open are distinguished. Consider the above types in more detail.

Passive policy

This term in matters of personnel management already seems very strange in itself. However, there are situations when there is no direction of personnel policy at the enterprise. The management of the company is engaged only in eliminating the negative consequences of working with labor resources. In such organizations, as a rule, there is no forecast of staffing needs. They also do not carry out diagnostics of the situation with human resources. The management of such companies works in a mode of constant emergency response to emerging problem situations. At the same time, it seeks to extinguish conflicts by any means, without trying to understand their causes and possible consequences.

Active policy

The management of the organization can have not only forecasts, but also means of influencing problem situations. In this case, there is an active personnel management system. We can speak about its presence even when the personnel department is capable of conducting constant monitoring of situations, developing anti-crisis personnel programs and adjusting them in accordance with the current internal and external situation.

Preventive Policy

The presence of this type of personnel management in an enterprise can only be said if the management has reasonable forecasts for the development of the situation. But it should be borne in mind that an organization that uses a preventive personnel policy does not have the means to somehow influence it. In these companies, personnel diagnostics are carried out and the further situation with labor resources is predicted. However, the organization does not have the opportunity to develop targeted programs.

Reactive politics

We can talk about it in the case when the administration of the enterprise is able to control the symptoms of a negative situation in matters of personnel management. It examines the situation of the development of the crisis and its causes and takes measures to eliminate it. Such enterprises have means of diagnosing problems, and adequate emergency assistance is provided. However, despite the existence of development programs, such enterprises have difficulties with medium-term forecasting.

Rational politics

It takes place at those enterprises where personnel services are able to reasonably predict the further development of the situation with personnel, carry out a qualitative diagnosis and can influence the problems that have arisen. At the same time, forecasts are made not only for the medium term, but also for the long term. One of the elements of the plan in the conduct of a sound personnel management policy is the program of work. In addition, there are various options for its implementation.

Adventurous politics

At some enterprises, the management does not have a reasonable and high-quality forecast for the development of the situation. However, senior officials seek to somehow influence the emerging problems. In such cases, the personnel department does not have forecasting tools, but the enterprise development program certainly contains plans for managing labor resources. All documents drawn up are based on the emotional perception of the situation and do not have a reasoned justification.

Such a personnel management system is not capable of withstanding the test of increased influence of factors not included in the consideration of the documents drawn up. For example, when a new product appears or a significant change in the market.

Open Policy

In its implementation, the organization is transparent for people seeking to fill the vacancies available in it. In it, you can get a job not only in the lowest, but also in a managerial position. The principles of the personnel policy of such an organization allow you to accept any specialist with the necessary qualifications into your staff. This does not consider the previous work experience of a potential employee in this or a similar organization.

The formation of a personnel policy of this type is desirable for newly created organizations that are set up for an aggressive struggle aimed at rapid growth and rapid market conquest. Indeed, to implement grandiose plans, they require a large amount of labor resources.

Closed policy

This type of personnel management is typical for those companies that seek to maintain a certain corporate atmosphere or work in conditions of a shortage of labor resources. With a closed personnel policy, the organization appoints only its employees to replace them, and lower-level employees are placed in top management positions.

Personnel policy of the state

A special type of work is done to create an efficient and effective team of civil servants. The state personnel policy of governing bodies and authorities is carried out on the basis of a scientific approach and technologization, accompanied by an analysis of the qualitative composition of officials, as well as their professionalism and responsibility. It is the activity of managers and personnel officers, which is aimed at finding and selecting personnel, stimulating and motivating them to complete their tasks.

The state personnel policy is designed to:

• develop strategic directions for the development of the civil service, taking into account the interests of the individual and the prospects for the development of society and the country as a whole;
• provide management and authorities with professional and reliable specialists;
• create the necessary material and social conditions for the activities of personnel, as well as exercise control over the performance of official duties;
• to maintain such a moral and psychological climate that would facilitate the performance of their official duties by a team of civil servants at a high level;
• create and ensure the functioning of the system of advanced training and training of the staff of the state apparatus at the proper level;
• create conditions that allow employees to have the opportunity for creative growth;
• to develop a system of professional orientation of young people for the reproduction of the elite for the civil service.

The Department of Personnel Policy deals with the solution of all these, as well as many other tasks in the Government of Russia. He is part of the Office of the President of the Russian Federation. Similar services are available in various structures of state bodies.

How to improve personnel policy?

Any enterprise seeks to improve the efficiency of its work. For this, the management of personnel policy must be constantly improved. What activities are being carried out to address this issue? First of all, they relate to strengthening the system in the selection of personnel. This work covers the entire spectrum of activities - from hiring to firing an employee. In addition, improving the personnel policy implies improving the procedure for informing about available vacancies and candidates, discussions, and appointments. Each of these moments separately seems insignificant. However, the totality of these areas is an important criterion for improving the personnel policy in the organization.

In most companies, the departments responsible for personnel management are only concerned with planning the number of employees. However, this is the wrong approach. For a more efficient operation of the company, an analysis of various factors of the labor market is needed. This will allow to replenish the staff with highly qualified personnel and to make the correct placement of employees.

posted in the section: Press releases

The world has changed, and it is noticeable to the naked eye. The modern economy is developing towards human resources. Improving production, whether we are talking about the creation of new cars or the construction of buildings of the “future”, involves a more efficient use of human potential.

And the crisis has only strengthened this trend. Highly qualified HR professionals are in demand today more than ever. It is believed that by 2050 this specialty will become the most common one at all. And it's not hard to believe, because if you can make your staff happy, then your customers will make your shareholders happy. A huge number of global corporations are following this trend. Take, for example, the Toyota concern. Reviews about the cars of this manufacturer are consistently positive. According to the website automobile.ru, cars of this brand are among the best-selling in the world. Experts see the secret of the success of the Japanese "giant" in a competent personnel policy. Satisfying all the needs of personnel is one of the main tasks of the labor organization service at Toyota enterprises.

What do we have? In our country, many company executives still work according to the rules. Violation of labor laws, low motivation of employees, minimization of the company's expenses at their expense - these are the sad and ubiquitous realities of modern Russia.

This indicates a low level of business culture of domestic entrepreneurs. After all, it is during a crisis that civilized relations in the labor market should come to the fore. Only knowledge and understanding of the trends and mechanisms of human interaction can create such a working environment that would not only allow the company to stay afloat, but also to achieve success, despite all external obstacles.

At the same time, it is necessary to understand that effective personnel management is not only the satisfaction of its material needs. Of course, factors such as service, Ford Focus, high wages, the system of bonuses and bonuses are very important. However, activities aimed at meeting the needs of a higher order also play an important role.

We are talking about the possibility of professional and career growth, the acquisition of new knowledge and skills by the staff. With the coincidence of all these components, the efficiency of the work of employees increases significantly. Is it worth mentioning that this contributes to the success of the entire company as a whole?

It must be understood that innovation is not only the development of technologies in the field of production. This is primarily a process of creative organization of human potential. Work with personnel should be organized in such a way that each participant in the process feels like a leader. This is the main goal of a competent personnel policy. And the leaders of enterprises aimed at success understand this very well.

ps: Automobile.ru is by far the fastest growing automotive portal on the Russian Internet. Its monthly audience exceeds 4 million unique visitors per month (as of December 2010).

posted in the section: Press releases

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Learning goals:

To reveal the essence, meaning and goals of the personnel policy of the enterprise;

Determine the factors that determine the personnel policy of the enterprise;

Demonstrate the direction of the personnel policy of the enterprise;

Describe the types of personnel policy;

To reveal the stages of designing the personnel policy of the enterprise;

Illuminate HR strategies;

To reveal the content of personnel policy at different stages of the life cycle of an enterprise.

The concept and significance of the modern personnel policy of enterprises

The implementation of the goals and objectives of personnel management is carried out through personnel policy. There are many different points of view regarding the definition of the concept of "personnel policy". For example, A.V. Krushelnitskaya and D.P. Melnichuk believe that: "Personnel policy is a set of principles, methods, forms of an organizational mechanism for the formation, reproduction, development and use of personnel, the creation of optimal working conditions, its motivation and stimulation" . E.V. Maslov defines personnel policy as "the main direction in working with personnel, a set of principles implemented by the personnel service of an enterprise" . According to A.K. Sahakyan, "... personnel policy is a system of goals, principles and forms, methods and criteria for working with personnel, and this provision applies to the entire team of employees, within which management is carried out" .

Thus, the personnel policy of an enterprise is a system of principles, ideas, requirements that determine the main directions of work with personnel, its forms and methods.

The personnel policy determines the general direction and foundations of work with personnel, general and specific requirements for them, and is developed by the owners of the enterprise, top management, and the personnel department.

The main goal of the personnel policy is to timely ensure the optimal balance of the processes of recruitment, retention of personnel, its development in accordance with the needs of the enterprise, the requirements of the current legislation and the state of the labor market.

The objectives of the personnel policy of the enterprise are shown in fig. 5.1.

The target task of the personnel policy of an enterprise can be solved in different ways, while there are such alternative options:

Dismiss employees or retain; if preserved, in what way;

Conduct employee training yourself or look for those who already have the necessary training;

Conduct recruitment from external sources or retrain employees who are subject to dismissal from the enterprise;

Conduct additional recruitment or be content with the existing number with a more rational use of it;

Invest money in training "cheap" but highly specialized workers, or "expensive" but flexible workers, etc.

The main varieties of personnel policy are: recruitment policy, training policy, remuneration policy, policy of formation of personnel procedures, policy of social relations.

At large enterprises, personnel policy, as a rule, is officially declared and recorded in detail in general corporate documents: memorandums, instructions regulating the most important aspects of human resource management. In small enterprises, as a rule, it is not specially developed, but exists as a system of informal installations of the owners.

It is believed that the written registration of personnel policy allows

Clearly and clearly reflect the views of the administration of the enterprise;

Convince the staff of the goodwill of the administration of the enterprise;

To improve the interaction of departments of the enterprise;

Introduce consistency in the process of making personnel decisions;

Inform staff about the rules of internal relations;

Improve the moral and psychological climate in the team, etc. The personnel policy of the enterprise should be based on the principles given in fig. 5.2.

The basis for the formation of the personnel policy of the enterprise is the analysis of the structure of personnel, the efficiency of the use of working time, forecasts for the development of the enterprise and staff employment. Sometimes this work is carried out with the help of special consulting organizations, and although the payment for their services is very high, the result far exceeds the costs.

The personnel policy of an enterprise is determined by internal and external factors (Fig. 5.3).

Thus, the external factors that determine the personnel policy of an enterprise include: national labor legislation; relationship with the trade union; the state of the economic situation; situation in the labor market.

For example, the presence in the norms of some countries of prohibitions on the use of tests in hiring, forces employees of personnel management services to be very resourceful in designing programs for selection and orientation of personnel.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, structural and professional composition of the free labor force. It is important to obtain information about professional and public associations in which employees of the enterprise or job candidates take part. The activity strategy of these associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs at the enterprise.

The internal factors that determine the personnel policy of the enterprise are:

Enterprise goals and their time perspective

So, for example, for enterprises aimed at making a quick profit and then curtailing work, completely different professionals are required compared to enterprises focused on the gradual development of large-scale production with many branches;

Management style

A comparison of highly centralized enterprises with those that prefer decentralization shows that these enterprises require a different mix of professionals;

Working conditions

The most important characteristics of jobs that attract or repel people are:

The degree of physical and mental effort required;

The degree of harmfulness of work to health;

Location of jobs;

Duration and structured work;

Interaction with other people during work;

Degree of freedom in solving problems;

Understanding and accepting the purpose of the enterprise.

As a rule, the presence of even a small number of unattractive tasks for employees requires the HR manager to create special programs to attract and retain employees in the enterprise;

Qualitative characteristics of the workforce

Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.

Personnel policy is based on the personnel concept of the enterprise, is, along with production, financial, economic, scientific, technical, marketing policy, an element of the general concept of its development.

Personnel policy at the enterprise of the future, according to Western experts, should be based on the following principles:

Full confidence in the employee and providing him with maximum independence;

The center of economic management should not be money, but a person and his initiative;

The result of the enterprise's activity is determined by the degree of team cohesion;

Maximum delegation of management functions to employees;

The need to develop employee motivation.

Today JSC "Concern" Stirol "laid three basic principles as the basis of personnel policy: personnel strategy, personnel logistics, personnel competence. These principles cover all aspects of personnel activity: the enterprise personnel planning system, methods and sources of meeting personnel needs, evaluation and selection system candidates for filling vacant positions, solving the problems of adapting a hired person, a system of continuous improvement of the qualification level of the concern's employees; attestation of managers and specialists, formation of a reserve; formation of a favorable moral and psychological climate in the teams of the concern's divisions;

In connection with the developed strategic concepts of personnel management, new requirements are also imposed on future personnel managers, in particular: purposefulness, scale, sociability, the ability to analyze and solve complex problems, synthesize solutions in conditions of uncertainty and limited information, etc. The main directions of the personnel policy of the enterprise shown in fig. 5.4.

The mechanism for implementing the personnel policy of an enterprise is a system of plans, norms and standards, organizational, administrative, social, economic and other measures aimed at solving personnel problems and meeting the needs of the enterprise in personnel.

The main feature of the entire system for the development and implementation of an effective personnel policy at the enterprise is the fact that a significant part of the work with personnel should be performed by line managers themselves, and personnel officers are obliged to help them in this and provide appropriate support (working time of line managers to perform personnel functions in progressive enterprises range from 30 to 60%). The main rules for this are:

Every leader is a head of personnel;

Each director is a director of personnel, regardless of which area of ​​activity he is responsible for;

Personnel literacy is the most important element that determines the promotion of managers of all levels.

Bazarov T.Yu. identifies the following types of personnel policy of enterprises:

1. Depending on the level of awareness of the rules and norms underlying personnel measures and the level of influence of the administrative apparatus on the personnel situation in the enterprise, the following types of personnel policy are distinguished:

1.1. Passive personnel policy: the management of the enterprise does not have a program of action in relation to the personnel, and personnel work consists in eliminating negative consequences.

Such an enterprise 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. The management in the situation of this personnel policy works in a mode of rapid response to conflict situations that arise, and seeks to extinguish conflicts by any means, as a rule, without identifying their causes and possible consequences.

1.2. Reactive personnel policy: the management of the enterprise monitors the negative aspects of working with personnel, the causes and situation of the development of the crisis, and also takes measures to localize the crisis.

The management of the enterprise is focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have at their disposal the means of diagnosing the existing situation and adequate emergency assistance.

1.3. Preventive personnel policy: the development programs of the enterprise contain short-term and medium-term forecasts of the need for personnel, tasks for the development of personnel are formulated.

It should be noted that the policy arises only when the management of the enterprise reasonable forecasts of the development of the situation. However, an enterprise characterized by the presence of a preventive personnel policy does not have the means to influence earlier. The personnel department of such enterprises has not only the means to diagnose personnel, but also to predict the personnel situation for the medium term. The main problem of such enterprises is the development of targeted personnel programs.

1.4. Active personnel policy: the management of the enterprise has not only a forecast, but also means of influencing the situation; the personnel service 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 environment.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hard to algorithmize and describe).

In accordance with this, two subspecies of active personnel policy are distinguished:

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 forecasting the personnel situation for the medium and long term. The enterprise 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 a program of personnel work with options for its implementation;

Adventurous personnel policy: the management of the enterprise does not have a high-quality 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 at its disposal a means of predicting the personnel situation and diagnosing personnel, however, personnel work plans are included in the enterprise development programs, 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, little-argued, but perhaps correct idea of ​​the goals of working with personnel.

Problems in the implementation of this personnel policy may arise if the influence of factors that have not been previously considered increases, which will lead to a sharp change in the situation (for example, when the market changes, a new product appears that can replace the company's current one). In terms of personnel work, it will be necessary to retrain the staff, however, quick and effective retraining can be successfully carried out, for example, in an enterprise with a mass of young personnel than in an enterprise with very qualified, well-specialized older personnel.

2. Depending on the degree of openness in relation to the external environment in the formation of personnel (principal orientation of the enterprise to its own personnel or to external personnel), the following types of personnel policy are distinguished:

2.1. Open personnel policy: the company is ready to hire any specialist, if he has the appropriate qualifications, regardless of work experience in this or a related company.

An open personnel policy is characterized by the fact that the company is transparent to potential employees at any level; you can start working in it both from the lowest position, and from a position at the level of senior management. This type of personnel policy characterizes modern telecommunications companies and automobile concerns, which are ready to "buy" people for any job levels, regardless of whether they previously worked in such enterprises. This type of personnel policy may be adequate for new enterprises pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront in their industry.

2.2. Closed personnel policy: the enterprise focuses on the inclusion of new personnel only at the lowest official level, and the replacement takes place from among the employees of the enterprise.

This type of personnel policy is typical for enterprises focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, as well as for enterprises operating in conditions of a shortage of human resources.

Opening a representative office in a new city, the company "Consol" (real estate market, construction) adheres to the principle: people who have worked in the company for more than one year should occupy key positions, and even more so, they should head the regional structure, even if for this they even need to be relocated to other regions. That is, the company has a closed personnel policy. "In order to organize something in a new territory, we need not just a highly qualified specialist - we need a person who has accepted the company's philosophy," says Nikolay Ilyashenko, General Director of the "Consol" company. "We had experience in hiring managers in regional offices from the outside, however, most people, even with good data and rich experience, do not take root". Managers working in branches are responsible not only for the technical issues of construction, but also for obtaining various permits and approval documents, and for the economy of the facility. They must sell area, promote the product, maintain a position in the market... Managers of this level need to grow in the company.

Comparison of open and closed personnel policy on the main aspects of work with personnel is illustrated in Table. 5.1.

Another typology of personnel policy is based on the definition of the values ​​that underlie it. So, D. McGregor formulated the signs of an autocratic style of management in the form of the theory "X", and democratic - the theory "Y". The first assumes that a person is a creature by nature irresponsible, trying to work as little as possible.

Table 5.1. Comparative characteristics of open and closed personnel policy

Aspects of work with personnel	Type of personnel policy
	open	Closed
Recruitment	The situation of high competition in the labor market	Labor shortage situation
Staff adaptation	Possibility of quick inclusion in competitive relations, introduction of new approaches	Effective adaptation through training, high team cohesion, inclusion in traditional approaches
Personnel training and development	Often held in external centers, promotes the borrowing of new	Often carried out within the enterprise, contributes to the formation of a single view, common technologies, adapted to the work of the enterprise
Staff promotion	Difficult to grow as recruitment trend prevails	Priority in appointment to higher positions is always given to employees of the enterprise, career planning is carried out
Motivation and stimulation	Preference is given to issues of stimulation (external motivation)	Preference is given to questions of motivation (meeting the need for stability, security, social acceptance)
Implementation of innovations	Constant innovative influence from new employees, the main mechanism of innovation is the contract, determining the responsibility of the worker of the enterprise	The need to specifically initiate the process of developing innovations, a high sense of ownership, responsibility for change

Therefore, personnel management, or personnel policy, should be based on external motivation, direct regulation and control. Theory "Y" provides that a person is hardworking, prone to success, strives for responsibility, internally motivated to work. Therefore, personnel management should be based on the principle of division of responsibility and trust.

From these positions, personnel policy can have both democratic and authoritarian orientations. However, changes in the growth of skills of workers and the complexity of production processes that have occurred in recent decades will require a democratic style of management.

In the process of forming the personnel policy of the enterprise, the following aspects should be coordinated:

Development of general principles of personnel policy, prioritization of goals;

Organizational and staffing policy - planning the need for personnel, the formation of the structure and staff, appointments, the creation of a reserve, displacement;

Information policy - creation and support of a system for the movement of personnel information;

Financial policy - formulating principles for the distribution of funds, ensuring an effective system of labor incentives;

Personnel development policy - provision of a development program, career guidance and adaptation of employees, planning of individual advancement, team building, professional training and advanced training;

Evaluation of performance results - analysis of the compliance of the personnel policy and the strategy of the enterprise, identification of problems in personnel work, assessment of personnel potential.

If an enterprise is being created and its management is interested in ensuring that the personnel policy is carried out consciously, then it is necessary to carry out a number of stages in the design of personnel policy.

Bazarov T.Yu. identifies the following stages of designing an enterprise's personnel policy:

1. Rationing

The purpose of this stage is to harmonize the principles and goals of working with personnel with the principles and goals of the enterprise as a whole, the strategy and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the enterprise, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of an enterprise, the principles of his work in an enterprise, growth opportunities, requirements for the development of certain abilities, etc.

2. Programming

The purpose of this stage is the development of programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and activities to achieve the goals, taking into account both the current state and the possibilities for change.

An important parameter influencing the development of such programs is the idea of ​​acceptable tools and methods of influence, their alignment with the values ​​of the enterprise. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies and the media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees who study at corporate educational institutions. For a corporate culture with elements of an organic organizational culture that cultivates the spirit of "one family", it is inappropriate to use strict and cruel psychological tests when recruiting, more attention should be paid to interview procedures, group activities, simulation of real production situations, etc.

3. Personnel monitoring

The purpose of this stage is the development of procedures for diagnosing and predicting the personnel situation. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel.

At the same time, it is advisable to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For enterprises that constantly monitor personnel, many individual HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of acceptance and implementation solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

The English specialist in the field of personnel management D. Gresti believes that the personnel policy of an enterprise should ensure:

Organizational integration - top management and line managers accept a developed and well-coordinated human resource management strategy as “their own” and implement it in their operational work, closely interacting with functional services;

A high level of responsibility of all employees, which is understood as both identification with the basic values ​​of the enterprise, and the persistent implementation of certain goals in practical work;

Functionality - the variance of functional tasks, involving the rejection of the traditional, rigid distinction between different types of work, as well as the use of various forms of labor contracts (full, part-time and time-based employment)

Structurality - adaptation to continuous learning, organizational changes, flexibility of organizational and personnel potential, high quality of work and its results, working conditions (working environment, work content, employee satisfaction).

Thus, to implement a modern personnel policy, a new cohort of personnel managers is needed.