Conditions for the development and formation of personnel policy. Conditions for the development of personnel policy. Personnel planning. Basic elements of personnel policy

08.03.2020

Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

Factors external environment can be grouped into two groups:

1. Regulatory restrictions.

2. The 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 gain an understanding of professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.

Internal environmental factors. The following factors seem to be the most significant.

1. The goals of the enterprise, their time perspective and degree of development. For example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on a gradual rollout. large-scale production with many branches.

2. Management style, fixed, including in the structure of the organization. A comparison of an organization built in a rigidly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.

3. Working conditions. Here are some of the most important characteristics of jobs that attract or repel people:

the degree of physical and mental effort required,

degree of health hazard of work,

location work places,

the duration and structure of the work,

Interaction with other people in working hours,

The degree of freedom at problem solving,

understanding and acceptance of the purpose of the organization.

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 organization.

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

5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.

18. Personnel development, career planning and business activity employees.

Personnel development (RP)- a set of measures, including vocational training of school graduates, retraining and advanced training of personnel, as well as career planning for the organization's personnel. Personnel Development Goal- providing the organization with well-trained employees in accordance with its goals and development strategy. The RP system should be understood as a targeted set of information, educational, job-specific elements that help improve the skills of employees of a given organization in accordance with the objectives of its development, the potential and inclinations of employees.

The personnel development program contributes to the formation of a workforce with higher abilities and strong motivation to accomplish the goals of the organization. Naturally, this leads to an increase in productivity, and hence to an increase in the value of the organization's human resources. The main task of personnel development lies in the purposeful process of advanced training for special activities, in increasing intra-production mobility and employment of employees.

Benefits that the organization receives as a result of training and development of personnel:

· Improving the overall performance of the business.

· Improving the efficiency of employees of the organization.

· Taking the interaction between employees to a higher level.

· Improvement of the company's motivation system.

· Developing the ability of staff to meet the current and future needs of the organization.

· Increasing employee loyalty to the company.

Career- these are the subjectively realized own judgments of the employee about his labor future, the expected ways of self-expression and job satisfaction; this is progressive promotion up the career ladder, expansion of skills, abilities, qualifications and remuneration associated with the employee's activities. There are careers: professional and intraorganizational.

Professional career characterized by the fact that a particular employee in the process of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, and finally retirement.

Intraorganizational career- this is a sequential change in the stages of development of an employee within the same organization. Intraorganizational career, as is commonly believed, is realized in following directions:

vertical, i.e. rise to a higher level of the structural hierarchy;

horizontal is a move to another functional area activities;

centripetal- is the promotion to the core, the leadership of the organization.

Business career planning and control are that from the moment the employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs.

An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

Career planning is one of the directions personnel work in an organization, focused on determining the strategy and stages of development and promotion of specialists. Career planning is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, the strategy and plans for its development, which is expressed in the preparation of a program for professional and job growth. Promotion is determined not only by the employee's personal qualities (education, qualifications, attitude to work, system of internal motivations), but also by objective ones, in particular:

§ the highest point of a career - the highest position that exists in a particular organization under consideration;

§ career length - the number of positions on the way from the first position occupied by an individual in the organization to the highest point;

§ position level indicator - the ratio of the number of persons employed at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is at a given moment in his career;

§ indicator of potential mobility - the ratio (in some specific period of time) of the number of vacancies at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is located.

Career planning in an organization can be handled by the HR manager, the employee himself, his immediate supervisor (line manager).

Control business career is a set of activities carried out by the personnel department of organizations for planning, organization, motivation and control career growth employee, based on his goals, needs, opportunities, abilities and inclinations, as well as based on the goals, needs, opportunities and socio-economic conditions of the organization. Each individual employee is also involved in managing his business career. Business career management allows you to achieve employee dedication to the interests of the organization, increase productivity, reduce staff turnover and more fully disclose human abilities.

Career management should begin when you apply for a job.

When managing a career in the process of work, you must remember the following rules:

§ do not waste time working with a non-initiative, unpromising boss, become necessary for an initiative, operational leader;

§ expand your knowledge, acquire new skills; prepare yourself to take more highly paid position, which becomes (or becomes) vacant;

§ make a plan for the day and for the whole week, in which leave space for your favorite activities; remember that everything in life changes (you, your occupations and skills, the market, the organization, environment), to evaluate these changes is an important quality for a career;

§ your career decisions are almost always a compromise between desires and reality, between your interests and the interests of the organization; never live in the past: firstly, the past is not reflected in our memory as it really was, and secondly, you cannot return the past; do not allow your career to develop much faster than others; quit as soon as you are sure it is necessary;

§ Think of the organization as a job market, but don't forget about foreign market labor; do not neglect the help of the organization in finding employment, but in search of new work trust yourself first.

To effectively manage your business career, you need to write personal plans.

In a number of organizations, within the framework of the personnel management system, block of business career management functions. These functions are performed by: the directorate, the personnel management service, the heads of the functional departments of the organization's management apparatus, trade union committees, and consulting centers.

Effective career management has a positive impact on the performance of the organization.

Every offensive army has:

Base.

Far and near objects of action.

Path of action.

Message path.

Food paths.

And the battle line.

Denis Davydov. Experience in the theory of partisan action

Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types: external in relation to the organization and internal.

Environmental factors

Environmental factors can be combined into two groups:

1) regulatory restrictions; 2) the 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.

It is important to get an idea of the professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle should be taken into account in order to create and implement effective personnel programs.

Domestic Policy Factors

The following factors seem to be the most significant:

1) the goals of the enterprise, their time perspective and the degree of development. So, for example, an organization aimed at making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual deployment of large-scale production with many branches;

2) management style, fixed including in the structure of the organization. Comparing a highly centralized organization to a decentralized organization shows that they require a different mix of professionals;

3) working conditions. Job characteristics that attract or repel people include:

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 organization.

As a rule, the presence of even a small number of tasks that are not attractive to employees requires the HR manager to create special programs to attract and retain employees in the organization;

4) qualitative characteristics of the labor collective. Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction;

5) leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

Maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.

1. Personnel policy is aimed at bringing the personnel potential of the organization in line with the goals and strategy of its development.

2. The purpose of the personnel policy is to ensure an optimal balance between the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of current legislation and the state of the labor market.

3. From the point of view of the level of awareness of the rules and norms that underlie personnel activities, the organization's personnel policy can be passive, reactive, preventive or active.

4. Depending on the factors of the external environment, as well as the characteristics of the corporate culture, either an open or closed personnel policy of an organization can be effective.

5. In progress general principles formation of personnel policy, it is important to coordinate organizational, staffing, information, financial policies and personnel development policies.

6. The stages of personnel policy design include rationing, programming and monitoring of personnel.

7. To build an adequate personnel policy, it is important to proceed from the understanding of the goals, norms and methods of implementing personnel activities. The main mechanism for maintaining an adequate personnel policy is personnel monitoring.

test questions

Explain the concept of "personnel policy".

How do you understand the strategy of personnel management?

Compare passive and reactive personnel policy.

Describe the preventive personnel policy.

Describe the active personnel policy. What varieties of it do you know and what is the fundamental difference between them?

What is the main difference between open and closed personnel policy?

Describe the conditions under which closed and open types of personnel policy are effective.

Name the stages of designing a personnel policy.

Explain the concept of "staffing".

What factors of the external and internal environment influence the formation of personnel policy?

10. Personnel management at different stages

organization development

Socrates: And what orders should be made if a ship is caught in a storm at sea, in your opinion, the rhapsode will know better than the helmsman?

Ion: No, the helmsman knows better,

Socrates: Or how to arrange in case of illness, the rhapsodist will know better than the doctor?

Plato. And he

Each organization understands the events taking place inside and around it only through the ideas of the people who make it up. And while these beliefs are generally difficult to explain, they have a decisive influence on the actions people take in different situations.

At the same time, it is practically impossible to form a holistic view of the patterns of functioning of an organization on the basis of only knowledge of the individual characteristics of individuals and / or analysis of the activities of individual members of this organization.

The purpose of this chapter is to consider the features of personnel management activities at various stages of the organization's life cycle.

The content of personnel management activities is significantly determined by the tasks that are solved by the organization at different stages of its development. Those production processes that go into organizations require specific staffing. Personnel management is designed to provide the human resource that is necessary for the effective operation of the organization.

Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types: external in relation to the organization and internal.

Environmental factors

Environmental factors can be combined into two groups:

1) regulatory restrictions;

2) situation in the labor market.

Internal factors environments

The following factors seem to be the most significant:

I) the goals of the enterprise, their time perspective and the degree of development. So, for example, an organization aimed at making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual deployment of large-scale production with many branches;

2) management style, fixed including in the structure of the organization. Comparing a highly centralized organization to a decentralized organization shows that they require a different mix of professionals;

3) working conditions. Job characteristics that attract or repel people include:

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 organization.

As a rule, the presence of even a small number of tasks that are not attractive to employees requires the HR manager to create special programs to attract and retain employees in the organization;

4) 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;

5) leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

Maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.

5. Planning for staffing needs

Stages of the staffing planning process: assessment of available staff and their potential; assessment of future needs; development of a personnel development program. Methods for determining future staffing needs: (a) a method based on the use of data on the labor intensity of the work process, (b) a method of calculation by service rates, (c) a method of calculation by workplaces and headcount standards. Accounting for available personnel when determining the number of required labor. Forms of personnel attraction. The content of the concepts: "permanent workers", "temporary workers", "staff leasing".

Personnel policy in general, the content and specifics of specific programs and personnel events are influenced by factors of two types - external in relation to the company and internal.

Environmental factors can be grouped into two groups:

1. Regulatory restrictions.
2. The situation in the labor market.

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 get an idea of the professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.

Internal factors environments . The following factors seem to be the most significant.

1. The goals of the company, their time perspective and degree of development. For example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual development of a large production with many branches.
2. Management style, fixed, including in the structure of the organization. A comparison of an organization built in a rigidly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.
3. Working conditions. Here are some of the most important characteristics of jobs that attract or repel people:
- the degree of physical and mental effort required,
- degree of health hazard of work,
- the location of jobs,
- the duration and structure of the work,
- interacting with other people at work
- the degree of freedom in solving problems,
- understanding and acceptance of the purpose of the organization.

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 organization.

4. 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.
5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:
- maximum inclusion of skill and experience of each employee;
- Ensuring constructive interaction of group members;
- Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.

The ongoing changes associated with the irreversibility of economic reforms and the movement towards healthy competition are forcing Russian organizations to pay considerable attention to long-term aspects of personnel policy based on evidence-based planning.

Personnel planning is a purposeful activity of an organization for training personnel, ensuring proportional and dynamic development of personnel, calculating its professional and qualification structure, determining the general and additional needs for personnel, and controlling its use.

In the implementation of personnel planning, the organization pursues the following goals:

Get and retain people of the right quality and in the right quantity;
make the best use of the potential of your staff;
be able to anticipate problems arising from a possible excess or shortage of personnel.

The main task of personnel planning is to "translate" the existing goals and plans of the organization into specific needs for qualified employees, that is, to derive an unknown value necessary workers from the organization's cash management plans, and determine the time at which they will be requested.

Personnel planning is fully effective only if it is integrated into the overall planning process, fig. one.

personnel planning strategic

Personnel planning as integrative planning

HR planning includes:

Forecasting the future needs of the organization in personnel (for its individual categories);
study of the labor market (skilled labor market) and programs and activities for its "development";
analysis of the system of workplaces of the organization;
· Development of programs and activities for personnel development.

That night I could not sleep for a long time. For an hour I lay in bed and thought about the incubator.

N. Nosov. cheerful family

Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

Environmental factors can be grouped into two groups:

Regulatory restrictions.
The situation in the labor market.

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 get an idea of the professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.

Internal factors environments . The following factors seem to be the most significant.

1. The goals of the enterprise, their time perspective and degree of development. For example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual development of a large production with many branches.

3. Working conditions. Here are some of the most important characteristics of jobs that attract or repel people:

the degree of physical and mental effort required,
degree of harmfulness of work for health,
location of jobs,
duration and structure of work,
interaction with other people at work,
degree of freedom in solving problems,
understanding and acceptance of the purpose of the organization.

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 organization.

4. 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.

5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

maximum inclusion of skill and experience of each employee;
ensuring constructive interaction of group members;
obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.

1. The personnel policy of the organization is aimed at bringing the personnel potential in line with the goals and development strategy.

2. Depending on the factors of the external environment, corporate culture, either an open or closed personnel policy can be effective.

3. The level of awareness and the degree of influence on the personnel situation in the organization also determine the type of personnel policy.

4. To build an adequate personnel policy, it is necessary to develop an understanding of the goals, norms and methods for implementing personnel activities. Personnel monitoring should become the main mechanism for maintaining an adequate personnel policy.

test questions

Explain the concept of "personnel policy".
How do you understand the strategy of personnel management?
Describe the passive personnel policy.
Describe the reactive personnel policy.
Describe the preventive personnel policy.
Describe the active personnel policy. What subtypes of active personnel policy exist?
What is the main difference between open and closed personnel policy?
Describe the conditions for the effectiveness of closed and open personnel policies.
Name the stages of designing a personnel policy.
Explain the concept of "staffing".
What factors of the external and internal environment influence the formation of personnel policy?

Workshop

Read the material and answer the questions.

The international corporation Nauka T Holding is one of the leading companies in the world. Starting with creation sandpaper At the beginning of the current century, Nauka T Holding today produces 60 thousand items of goods. Its annual sales volume is 14 billion dollars. Its branches are located in 57 countries, the company employs about 90 thousand people. Nauka T Holding is one of the 25 companies in the world that owns the largest number of patents. One third of its sales come from new products, which was not released five years ago. The success of a corporation is largely determined by its strategy. When formulating a strategy, research and development and development and diversification, i.e., penetration into new business areas for the company, come to the fore.

Peculiarities organizational structure and production. Corporate business is focused on several key parameters: the creation of new products, the exchange and transfer of technologies within the company, the independence of economic departments in innovation activities and empowering innovators in creative pursuits.

The organizational structure is based on the product principle, taking into account the commonality of the technologies used. Continuous process organizational development involves the creation of new departments focused on promising products and markets. Depending on the success of the innovation, the status of the relevant unit, its immediate supervisor and his subordinates changes. The network of connections and agreements between Nauka T Holding and other firms is widely developed.

Human resource management policy. Human Resources Nauka T holding has a high status and broad powers in making decisions regarding personnel, as well as in resolving general issues related to business development. The Corporation believes in the need for an organizational structure and climate based on respect for the dignity of people, for the value of the individual, encouragement of initiative and disclosure of creative potential, provision of equal opportunities for development and remuneration for work. Employees are called the main resource of the corporation.

A characteristic feature of a corporation is the close linkage between innovative strategies and human resource management policies. For corporate management, the central problem is the activation of innovative activities of the staff. Special measures have been developed to support the processes of promoting innovations, stimulating creative search, and rewarding innovators.

Much attention is paid to the development of the professional and creative potential of employees, the formation of entrepreneurial ethics, maintaining high responsibility for the quality of work and the fate of the corporation as a whole.

In the center of human resource management - an effective mechanism for stimulating staff. The entire incentive system is organized according to the program principle. Of the total number of incentive programs (637), 303 programs are aimed at research personnel, 208 - at marketing, 79 - at administrative and managerial programs. The rest are "cross-cutting". Social programs are aimed at supporting professional growth organization of leisure and participation in public affairs.

The company has developed an effective mechanism for training and advanced training of personnel. About 15,000 people pass through Nauka T Holding's internal personnel training system every year. The learning process is a sequence of links in the general chain: “accumulation of experience - support for students and reward for success - establishing feedback with a teacher - ensuring the involvement of employees - integrating their efforts”. To do this, Nauka T Holding uses not only its own personnel, external consultants, well-known specialists, university professors are actively involved, managers of other companies are invited, round tables and discussions are organized. Those who complete long courses are issued certificates and diplomas that are recognized at the national level. The firm's employees studying at colleges and universities receive support from the firm. Upon successful completion of the exams, the corporation reimburses the cost of training.

Priority is given to hiring new employees. It is prestigious to work in Nauka T Holding, and therefore there is a competition when applying for a job. When hiring, future employees undergo a very rigorous selection process. Personnel departments and managers conduct purposeful work on the adaptation of personnel in the company. Traditions of inclusion in the life of the “corporate family” have already developed.

The corporation has a center for career development resources. To expand the opportunities for individual growth, a system of “double ladders” or “two directions in a career” has been introduced (depending on the individual abilities and preferences of the employee, promotion is possible either along the administrative or scientific and engineering line).

Questions

1 . State the mission and motto of the organization.

2 . Name the specific goals that reflect the mission (technological, organizational, personnel, in cooperation with other organizations).

3 . Describe the possible partners of the organization.

4 . Describe the desired employee of the organization.

4 . Formulate the main corporate rules:

in the field of selection, training and promotion of personnel,
in the field of labor stimulation.

6 . Propose a HR program.