The role of the state in the sphere of labor and personnel is that it must create the necessary social conditions and legal guarantees. A citizen must be free in the free labor market (Constitution of the Russian Federation, Art. 37). In this regard, there are still many unresolved problems, especially in the non-state sector of the economy. Much remains to be done by the government labor inspectorate. At the very least, we must legally establish and provide start-up guarantees for young people entering working life (especially at the stage of entering a university when choosing a profession).
Today, in matters of state personnel policy(PCU) have clearly identified problems that need to be addressed immediately. Conventionally, they can be divided into two groups - theoretical and practical.
The theoretical problems of the state personnel policy include the following.
First of all, this excessive variety of conceptual and categorical apparatus. It is known that as an independent science, personnel policy and personnel management originated and developed in the field of general management theory, labor market theory, organization theory, psychology, labor economics, sociology, legal theory and a number of other sciences. The complexity of the object and subject of management of this type of activity objectively required the integration of various scientific knowledge. With this, the introduction of a variety of conceptual and categorical apparatus into the theory of both personnel policy and personnel management is associated with this. Therefore, the theory of this social phenomenon has not yet been fully isolated, has not differentiated its subject from other scientific disciplines, is in a state of formation and development as a field of scientific knowledge. It has a multi-paradigm status and its further development requires a syncretic and integrative approach to the creation of theoretical and methodological foundations, which will inevitably be accompanied by the formation of a universally recognized paradigm, the structural components of its theory - principles, categories, regularities, methods of cognition 1 ".
Closely related to the first problem is the conceptual problem. From declarations about the value of a person, his professional experience, abilities, it was necessary to move long ago to science-based, systemic solutions - the development of a state strategy for the reproduction and demand for human resources, i.e. to the state personnel policy, the development of its conceptual provisions. A practical step in solving the most acute problems of personnel policy for its individual, collegial and institutional subjects could be the adoption of the concept of personnel policy Russian Federation.
An equally important theoretical problem is development and scientific substantiation of the system and mechanism of personnel policy and activities. The system of work with personnel, its goals, objectives, priorities, to a decisive extent depend on the state, the political regime prevailing in the country, traditions in the personnel sphere and on the labor market, on the general and legal culture of leaders and a number of other factors. Our task is to ensure that in the process of developing and implementing the GKP, a person is considered as the main social resource of social development, so that a reasonable balance is found in the personnel sphere between the interests of the state, society and citizen.
At the heart of this problem lies a simplified understanding of the solution to the problem of creating a new system of public administration in immature market relations, as well as the lack of civil servants trained for public service. Both society and the authorities are faced with the problem of a systemic, multi-level solution of the problem of state personnel policy, the unresolved nature of which today creates real threats to national security ". Personnel policy, the system of working with public service personnel is not only archaic, formed by trial and error, but also remains a tool in the struggle for power, has not gone beyond " personnel work and has not become a key mechanism for the dynamic development of society.
An analysis of the issue of the mechanism of personnel activity or personnel management shows that it includes a number of level components: firstly, these are the conceptual foundations of the GKP, which scientifically substantiate personnel policy and activities; Secondly, the legislative framework GKP, normatively regulating personnel relations and processes; thirdly, organizational structures, i.e. the authorities that put the GKP into action; fourthly, rational technologies of personnel work.
Being in the system, these elements interact, being interconnected and interdependent. It is important for the authorities and personnel managers to see and understand the systemic mechanism of personnel activity, without losing sight of one component of the mechanism of personnel policy and work. If at least one component does not work, the whole mechanism will not work.
An urgent problematic task in the field of personnel management theory is the development of effective mechanisms for the reproduction and demand for highly professional potential in state and municipal government. This is due to active open and / or hidden influence on personnel processes and personnel relations in the state and municipal service political parties, corporate and clan communities. Often this influence does not correspond with the interests of society to have personnel in the public administration system, the purpose of which is public service. Under the influence of these forces, professional workers are forced to leave the public service and find their application in other areas of activity. Society and the state bear direct and, as a rule, hard-to-repair losses. Blocking these destructive factors - priority task improving the efficiency of public administration
Another theoretical problem that has direct access to practice is the problem of the unity of the GKP on the scale of the Russian Federation and the delimitation of jurisdiction in this area. We are talking about such a problem as the ratio of federal and regional personnel policy.
The GKP should be uniform for the entire Russian Federation, since, according to the Constitution of the Russian Federation, the sovereignty of Russia extends to its entire territory, and the federal structure is based on the state integrity and unity of the system state power 2. Therefore, the solution to this problem should be based on constitutional principle delimitation of subjects of jurisdiction and powers between the state authorities of the Russian Federation and the state authorities of its subjects.
The federal state personnel policy plays a leading role in the state regulation of personnel processes and relations. Its main task is the staffing of federal government bodies. But it also actively influences the regional personnel policy, primarily through legal and regulatory means. Strengthening the unity of the GKP, subject to the personnel interests of local elites and authorities, is fundamentally important for preserving and strengthening the integrity of Russia.
On the other hand, the state personnel policy should become all-Russian and national. Based on the norms and spirit of the Constitution of the Russian Federation, the state personnel policy, expressing the will of the entire multinational people of Russia, may in the future become the policy of not only the state and its official bodies, but also the policy of the whole people, i.e., a nationwide policy - a broader, more integral and legitimate . But today this thesis sounds like a declaration of intent.
Among the problems of the PCG of a practical nature, it seems necessary to highlight the following. Persistent and precise implementation of the norms of the Labor Code of the Russian Federation, which requires the establishment of state guarantees labor rights and freedoms of citizens, creation of favorable working conditions, protection of the rights and interests of employees and employers. It is important to implement in practice the state constitutional guarantee of creating conditions for the free disposal of Russian citizens of their abilities to work, for choosing the type of activity and profession.
Many problems in the practice of personnel policy are created by representatives of the so-called "backbones", countrymen, friends, relatives, and clansmen. The social solidarity of these groups of people in organizations gives rise to such an intimate disease of personnel policy as protectionism. In itself, protectionism is not so bad, provided that talented people are promoted, for whom skillful and promising leaders are asking for. However, in reality, it has perverse forms and, in turn, leads to socio-monopolization of activities, one of which is ethno-monopolization. These threats are exacerbated by the weakness of personnel authorities in counteracting personnel voluntarism, the formal application of many legislative norms. During the period of transformation of socio-economic relations in Russia, the practice of personnel policy "enriched" with new and very noticeable groups in domestic organizations, enterprises and in state and municipal administration. These are oligarch-dependent, criminal-dependent personnel and destructive professionals.
The well-known confrontation between the employee and the employer, the citizen and the state has now acquired a specific form and expressed itself in a contradiction between the level of professional development, the level of education and culture of the employee, on the one hand, and the unfair conditions for their demand in their own country, the deformation of public morality, which have become the norms of relations in the form of corrupt ties, protectionism, cynicism, the power of money and outright disregard for the rule of law, on the other.
As a result, the outflow of qualified specialists abroad in search of opportunities to realize their creative and professional potential does not decrease. A significant part of educated citizens realized the growing injustice in the field of personnel policy in the context of the immaturity of market relations. The key contradiction that "pumped" the discontent of this part of the citizens into society was the contradiction between the equal conditions declared in the market conditions for the realization of one's abilities by a citizen and the real conditions for their realization. And if earlier the dissatisfaction of workers with the level of wages and working conditions, now dissatisfaction is also associated with a person’s awareness of the “devaluation of respect” for himself and the opportunity for self-realization in his country, declaring the value of human potential and human capital, and inadequate efforts by the state to create competitive advantages in Russia for their demand. The inherent potential in Russian personnel, labor resources, is gradually making itself felt, but this does not solve the problem yet.
The second problem is formation of a free civilized labor market (personnel market). Its solution is possible only if the basic principles are observed. legal regulation labor relations: freedom of work, including the right to work; ensuring the right of everyone to fair working conditions; equality of rights and opportunities for employees; prohibition of forced labor and discrimination in the sphere of work; ensuring the right of every employee to the timely and full payment of fair wages; social partnership, etc. .
The most dangerous problem is low level of professionalism, first of all, of managerial personnel in many areas of activity. Sociological studies carried out in the monitoring mode also testify to the stable stability of the decline in the quality of this layer of personnel potential. They showed that the assessment of the level of professionalism of senior managers according to the criterion "low" and "medium" in 2009 was 47%, in 2012 - 48.4%, middle managers - 62.6 and 65.7%, respectively, and the linear link - 69.6 and 73.1% ".
The level of professionalism and competence of personnel is lagging behind the dynamically developing needs of society and public administration. This level is not adequate to the tasks ahead. Among civil service personnel, for example, there is a fairly large number of employees who do not correspond to their basic education, who do not have a functional professional (especially managerial) education.
In fact, today the managerial professional environment of society is characterized by "dullness". Managerial links, both in state structures and in business, were swept by a wave of dilettantism. Amateurism - social phenomenon, the nature of which is associated with the actions of amateur people, superficially, fragmentarily, not systematically, shallowly representing the professional area in which they are located. Their professional veil (a kind of veil that hides their unprofessionalism) quickly dissipates when they begin to operate in a professional field and / or in a professional environment. The danger for management structures is connected with the fact that the creators of “dull personnel” produce “dullness” to match themselves, extinguish the potential of others or “live” at the expense of the intellectual and professional abilities of their “flexible” subordinates, because professionals who are at odds with morality, people with high self-esteem try to stay away from them. Yes, and the "creators of grayness" professionals, as a rule, are not really needed. Amateurs cannot be attractors of the dynamic development of pi in the professional field, nor in the field of public administration. And as a result - flourish "Intellectual Vampires" appropriating other people's developments, discoveries at the expense of administrative resources.
The next problem can be low level of personnel culture among many new owners and managers. An insignificant period of the formation of social experience of a high culture of the psychology of the owner, the lack of strong ties between their future and the future of their families with national interests, will for a long time produce and preserve outdated managerial methodological stereotypes about the role of a professional person in creating material and spiritual values and relate to him as a resource from which everything should be squeezed out now.
Business and other organizations, including the system of state and municipal authorities, were not ready for qualitative changes in the field of work with human resources according to the rules of a civilized market in the context of globalization of labor markets. There were no professionals to work with professionals - specialists in the field of personnel management. Personnel management services, personnel services are not able to influence the change in personnel culture and the conduct of a competent personnel policy, including in the system of state and municipal government. Personnel dependence on the political situation, on the subjectivity of leaders who come to high positions with their “personnel team” gives rise to uncertainty in the future among employees.
Social pathologies - corruption, protectionism, ethno-monopolization, infantilism, bureaucracy, a pool of "untouchables" and others - have become chronic primarily because the organizational culture does not stimulate labor returns, professionalism is not in demand. The level of personnel culture of individual leaders borders on protectionism that is not blocked by anyone and nothing, the value of professionalism is demonstrative and declarative. There is a loss of many norms of administrative morality and ethics, permissiveness and disrespect for people appear in the performance and behavior of such leaders.
The control panel for meritocratic, so-called "career lifts" for extraordinary and highly moral professionals is in the hands of those who are focused on anti-values - personal devotion, performance resignation and other qualities of employees that actually have signs of professional incompetence. Instead of climbing to the top of the administrative pyramids along the career ladders”, many climb them on high-speed “career elevators”, without having either the required professional or life experience for this. At the same time, the leader has practically no personal responsibility for such an environment.
An acute problem is the formation of a modern regulatory and legal framework for the state personnel policy and personnel activities. It is required to create not only a modern regulatory framework for personnel work, but also a single one for the Russian Federation legal framework in the personnel sphere, the elimination of existing normative documents legal conflicts, contradictions in the regulation of personnel processes and relations.
The absence of strong legal mechanisms creates direct and indirect risks and threats to personnel security both for society in general and for its other institutions in particular. Thus, the insufficiency and non-systematic nature of the legal regulation of issues of work with the personnel of civil servants and the personnel work of state bodies are the reasons for the decrease in the efficiency of the civil service.
There is a need to create in Russia a unified information-reference and analytical database (data bank) of personnel potential, personnel composition and personnel vacancies. It is very important to centrally form and include in the work of personnel services a single electronic personnel database.
Another task is to create a unified stage-by-stage system of vocational education for employees, taking into account the new socio-political realities and the requirements of market relations. It should be recognized that the system of vocational training that currently exists in Russia does not meet the needs of corporations, either in volume or in quality. It might be possible to convince large Russian companies to invest in the development of a national system of vocational training, but the chaotic reforms of the country's education system only scare businesses away from this idea. Thus, the Federal Law "On Education in the Russian Federation" No. 273-FZ of December 29, 2012, removing the temporary criteria for professional retraining and advanced training, as well as documents state sample in these types of training, he actually untied the hands of pseudo-formers of various suits.
The problem of quality professional support management structures remains complex and controversial. In addition, due to subjective factors, personnel work and personnel processes remain poorly predictable and inefficient.
An important problematic task is to determine the personnel development policy, which involves the creative realization of the personality and management business career employees. The personnel development management system should include interrelated goals, tasks, functions, principles, technologies.
Domestic personnel development technologies are mainly reduced to working with a personnel reserve and training personnel at various trainings. At the same time, the personnel reserve, especially in state structures, is often used as a technology for the secret implementation of spinal law (appointment to a key position on a call from a higher management).
It may be no coincidence that in the West, when speaking about the development of personnel, they do not use the concept of a personnel reserve. But let's think about it - by allocating promising employees to the personnel reserve, the management of the organization actually assigns the role of unpromising to the rest. But the management of a business career lies in the fact 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. Moreover, it would be logical to make such a technology of civilized reduction of employees as outplacement (from English, outplacement - “employment of the dismissed”) as an integral part of career management.
Management of the personnel reserve can be among the tools for improving the quality of personnel and, above all, managerial. But this is just one of the few personnel technologies, one of the tools of personnel policy. In Russia, the theory of career and career management did not have time to take shape in a coherent concept, but career management has always existed and exists, the only question is the degree of awareness and scientific implementation of this process.
A serious problem in the sphere of labor and personnel - protection from unemployment and assistance from the state in employment.
As the results showed sociological research May 2015, those citizens who had no income in the last month show high loyalty to state institutions. This suggests that it is mainly highly paid categories of workers who lose their jobs during the crisis, and if they do not find a decent job in the near future, they will lose their sense of security and a positive attitude towards the state. No less acute is the issue of employment of university graduates who cannot fully realize their potential due to the weak demand for young professionals by a number of employers.
Undoubtedly, one of the serious problems of the state personnel policy is the rather frequent inconsistency and inconsistency of the theory, doctrine of the GKP and the practice of personnel work. The peculiarity of the current situation is that, with the great dynamism of personnel processes, the solution of important personnel tasks goes in two directions: along the path of a quick practical solution to urgent personnel issues and along the path of developing the conceptual foundations of a new GKP in scientific centers. Moreover, both of these ways are developing in isolation from each other - practitioners do not listen to scientists, scientists do not know what practitioners are doing in the field of personnel relations. This misunderstanding and even confrontation between science and practice must be overcome.
It should be taken into account that even 15 - 20 years ago there was no public civil service in Russia that would meet the criteria of efficiency, professionalism and compliance with the needs of civil society. Since the task of its formation has not been solved to date, a thorough analysis of world experience is necessary in order to adapt it and take it into account in the development of a national concept of public administration. However, reforms in different countries are held according to different scenarios, taking into account national and regional characteristics. Since it is impossible to copy the set of factors that form the content and determine the effectiveness of the functioning of the civil service, it is necessary to approach borrowing the relevant foreign experience critically.
The state civil service is a specific area of professional service activities to ensure the functions of public authorities and administration. This introduces the utmost certainty into the structure of priorities and values in the public service system. Among the main problems of the personnel policy of the modern civil service of the Russian Federation, most researchers single out such a main problem as incompetence.
The law of self-growth of incompetence of managerial personnel was discovered by the American scientist L.D. Peter (1919-1989) of the University of Southern California. His book "Peter's Principle", co-authored with R. Hull, went through more than 30 editions and was, for example, a bestseller in 1969. Peter does not use the concept of "law" in his works, and calls all stable norms for the activities of managerial personnel "principles" . "In a hierarchy," he writes, "each employee strives to reach his own level of incompetence."
Indeed, if there is enough time and steps in the control subsystem, any state and municipal employee will be able to rise to the level that precedes the level of incompetence and stay there. The general trend in the development of management subsystems is such that over time, each position can be replaced by an employee who is not competent enough to perform his duties.
However, in practice, such states of control subsystems, when all employees simultaneously become incompetent, do not occur. In most cases, these subsystems perform the main part of their functions to achieve officially proclaimed goals. Obviously, necessary work performed by those civil servants who have not yet reached their level of incompetence. Peter divides all employees into five groups: supercompetent; competent; limited competence; incompetent; super incompetent. For most management organizations, he notes, "overcompetence is taken as a greater evil than incompetence." Ordinary incompetence is not a reason for dismissal, it is only a barrier to promotion. Meanwhile, supercompetence "undermines the hierarchy, violating the first commandment of any hierarchical system - the hierarchy must be preserved at any cost." Employees belonging to the two extreme groups - super-competent and super-incompetent - in equally are being expelled. They are usually fired shortly after being hired, and for the same reason: their activities undermine the management subsystem.
What are the ways to neutralize the negative effect of the law of self-growth of managerial personnel incompetence? According to L. Peter, this is, first of all, the constant and purposeful work of personnel services at all levels and all bodies to form a career strategy and service tactics both for all employees of a given level or a given body, and for each employee individually. If a manager shows himself well in the last position, and a promotion can provoke a COEX, then, apparently, it is more correct not to promote him, but to periodically train him so that he does not lose his competence. If the employee has already lost competence, and retirement is still far away, such techniques can be used personnel movements, as "pass to the side" (moving horizontally to another position), "shock sublimation" (moving up vertically), etc. In any case, an employee cannot simply be "thrown" into the street, and at the same time, being left in the state, it should not harm the control subsystem.
The most acute personnel problems in the civil service are also:
- uncontrolled growth of the apparatus regional offices ministries and departments, as well as the apparatus of the executive authorities of the constituent entities of the Russian Federation;
- · separation of typologies of "career" and "political" positions in the public service according to formal criteria, quantitatively and qualitatively not developed;
- · the presence of a background gap in the experience of the main contingent of employees of ministries and departments: their experience is either more than 15 or less than 5 years. The average, most productive age is washed out of the civil service system due to a person’s dissatisfaction with his position, growth prospects, salary;
- · a widespread background failure in education: almost zero percent are people with higher education in the specialties provided for the execution of civil service; short-term advanced training courses significantly prevail over diplomas in the second higher education; in the overwhelming majority of ministries and departments (with the exception of the Ministry of Education of Russia and the Ministry of Science of Russia), employees with scientific degrees in the specialization of these institutions make up a very small percentage or almost none;
- · clearly unsatisfactory state of the system of training and retraining of managerial personnel;
- staff turnover;
- · the reduction of the functions of personnel departments to the conduct of personal files, the absence of a personnel vertical and a single federal mechanism for the selection of personnel;
- · the absence of a mechanism for attracting experts and "side entry" for talented representatives of other fields of activity into the civil service system. Based on the foregoing, it follows that when implementing personnel policy in the public service system, the main attention should also be paid to solving the following tasks:
- management of the development of professional qualities of civil servants;
- Renewal and rotation of their staff;
- formation of a personnel reserve and its effective use;
- · Objective assessment performance results of civil servants.
Important in optimizing personnel policy is the development of civil society in our country. Today, a rethinking of the role of the state in the life of society in general and the individual in particular is required. If earlier the priority of the interests of the state over the interests of the individual was considered acceptable, then in the era of the formation of civil society, the interests of the individual are placed above the interests of the state. Actually, this is what G. Spencer called social progress - the transition from a state where a person serves society to a state where society serves every person. Citizens of the state act as customers of various kinds of public services, paying for the activities of state bodies through the payment of taxes. The state and society are responsible to each other. Under these conditions, the functions of the workers of the apparatus change. Gradually, from officials who follow instructions from above, they turn into analysts, specialists in social marketing, who have information about the needs and interests, as well as the material possibilities of the local community, and they serve precisely, because managerial impulses come from the sovereign power - the population.
Organization policy- the system as a whole and on which the people included in this system act. In addition to financial policy, foreign economic policy, policy towards competitors, etc., any organization develops and implements personnel policy.
The term “personnel policy” has a broad and narrow interpretation:
A system of principles and norms (which must be understood and formulated in a certain way) that bring the human resource in line with the company's strategy (hence it follows that all activities for working with personnel - selection, compilation staffing, certification, training, promotion - are planned in advance and agreed with a common understanding of the goals and objectives of the organization);
A set of specific rules, wishes and restrictions (often unconscious) in the relationship between people and an organization: in this sense, for example, the words “our company’s personnel policy is to hire people with higher education only” can be used as an argument when solving a specific staffing issue.
HR strategy(personnel management strategy) - a specific set of basic principles, rules and objectives for working with personnel, specified taking into account the types of organizational strategy, organizational and personnel potential, as well as the type of personnel policy.
Types of personnel policy
The following types of personnel policy can be distinguished:
Passive;
Reactive;
preventive;
Active.
Passive personnel policy. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.
Reactive personnel policy. In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and development of the crisis: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems.
Preventive personnel policy. The personnel department of such enterprises has not only the means of diagnosing personnel, but also predicting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.
Active personnel policy. If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.
Second reason to differentiate personnel policies, there may be a fundamental orientation towards own personnel or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two types of personnel policy are traditionally distinguished - open and closed.
Open personnel policy characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position, and from a position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account work experience in this or related organizations. This type of personnel policy is characteristic of modern telecommunications companies or automobile concerns that are ready to “buy” people for any job levels, regardless of whether they previously worked in such organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.
Closed personnel policy characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.
It must be borne in mind that work with personnel does not begin with a vacancy and does not end with hiring. The process of working with personnel should be built in such a way as to arrive at the desired result in the shortest possible way in relation to any issue or problem in the personnel sphere. So, in the course of the formation of personnel policy, ideally, the following aspects should be agreed upon:
Development general principles personnel policy, prioritization of goals;
Organizational and staffing policy - planning the need for labor resources, 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 organization, identification of problems in personnel work, assessment of human resources (assessment center and other methods for assessing the effectiveness of activities).
Personnel activities - actions aimed at achieving compliance of personnel with the tasks of the organization, carried out taking into account the specific tasks of the stage of development 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 can be grouped into two groups:
1. Regulatory restrictions.
2. The situation in the labor market.
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.
2.Management style, fixed, including in the structure of the organization.
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,
The degree of harmfulness of work to health,
location of jobs,
Duration and structure of work,
Interaction with other people in working hours,
Degree of freedom at problem solving,
Understanding and accepting the purpose of 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. Elements and stages of development of personnel policy.
2. Factors influencing personnel policy.
3. The main problems in the development of personnel policy in modern conditions.
As already noted, in the course of the formation of personnel policy, in the ideal case, it is necessary to agree on the following aspects (elements).
Development of general principles of personnel policy, determination of priorities for goals.
Organizational and staffing policy - planning the need for labor resources, the formation of the structure and staff, appointments, the creation of a reserve, displacement.
The information policy determines the creation and support of a system for the movement of personnel information (availability of vacancies, opportunities for professional and career development, social issues, etc.)
The financial policy forms the principles for the distribution of funds, ensures the effectiveness of the labor incentive system.
The personnel development policy is the provision of a development program, career guidance and adaptation of employees, planning of individual promotion, team building, professional training and advanced training.
Performance evaluation is carried out by analyzing the compliance of the personnel policy and the organization's strategy; identification of problems in personnel work; assessment of human resources.
Policy in the form of regulations focuses on personnel problems, defines priorities and guidelines.
The process of forming personnel policy.
Usually there are three main stages in the development of personnel policy. But the methods of its development may differ (See Table 1)
Stages of designing personnel policy:
The first stage of the development of personnel policy. 1. Rationing.
The goal is to harmonize the principles and goals of working with personnel with the principles and goals of the organization as a whole, the strategy and stage of development.
At this stage, the goal of developing the personnel potential of the country, region, industry, enterprise is substantiated and the composition of the structural links that ensure the achievement of this goal is formed. Personnel policy should realize the ultimate goal, which is the most complete satisfaction of social needs in the formation, training and use of qualified personnel.
Solving these problems in a particular organization involves the following steps
Analyze the essential features of corporate culture;
Predict possible changes in the external and internal environment of the organization;
Specify the image of the desired employee;
Determine the goals of human resource development.
It is essential that at this stage there is:
Ideas about the ideal employee;
Principles of mutual responsibility between the employee and the organization;
Rules of the official professional growth;
Requirements for the development of certain abilities and skills.
The second stage of the development of personnel policy. Programming.
The goal is to develop programs, ways to achieve personnel work, specified taking into account the conditions of the current and possible changes in the situation.
This stage covers the development guidelines on drawing up target programs for the development of human resource management complexes.
It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and necessarily taking into account both current and possible changes.
The development program of the considered personnel complex may include the following sections.
1. The structure of the complex.
This section contains information about the composition of the human resource management complex, a list of all its structural units according to the established groups with their characteristics.
2. Key indicators for assessing and planning the activities of the complex and its structural units.
3. Analysis of the initial level of development of the personnel complex.
At the same time, it is necessary to take into account the determination of the complex's need for qualified personnel and the identification of its compliance with the current level in the analyzed period. Moreover, the training of such specialists should be carried out in an organic unity, taking into account the provision of all stages of the life cycle of this complex (scientific research, design, implementation, operation).
4. Development of a forecast for the development of the personnel complex.
To do this, it is necessary to develop such forecasts: the organization's needs for qualified personnel; the number of jobs; development of the education system (all its links); opportunities to attract necessary workers in the job market; increase in labor productivity; company development; development of the main groups of structural units that provide a personnel complex; the volume of capital investments for the development of this complex; resource needs (human, material, financial).
5. Quantitative determination of the goal of development of the personnel complex for the planned period.
This section of the program is developed after determining the final amount of capital investments allocated for the development of the complex. Capital investments in the development of the complex for the planning period, the results of the analysis and the forecasts made are the initial information necessary to determine the quantitative level of the goal that must be achieved in the planning period. Final goal personnel program - the level of education and professional training of employees at the end of the forecast period and the level of staffing needs.
6.Determination of the structural part of the development of personnel policy.
The basis of the structural part of the program for the development of the personnel complex is the definition of the list and content of measures to achieve the goal, their mutual coordination, and the establishment of deadlines. This section reflects the following activities: improvement of demographic policy (material assistance to large families, provision of children's leisure, etc.); improving medical care, labor protection and health; participation in improving the effectiveness of training students in general education schools and strengthening their career guidance; improving the staffing system; increasing the efficiency of training qualified workers and developing a system for training, retraining and advanced training of specialists; improvement of the system of distribution and redistribution of qualified personnel; increasing the efficiency of the use of qualified personnel; development of the human resource management system. Each of the listed directions should be substantiated by calculations and tied to specific performers.
7. Substantiation of the resource part of the personnel policy.
A prerequisite for the development of this part of the personnel policy is the linkage of the final indicators of the development of the personnel complex with all types of production resources (material, labor, financial).
The third stage of the development of personnel policy. Personnel monitoring.
The goal is to develop procedures for diagnosing and predicting the personnel situation, (in particular, the effectiveness of the use of qualified personnel).
Determine the essential indicators of the state of human resources;
Develop a comprehensive program of continuous diagnostics and development of employee competencies.
An increase (decrease) in the efficiency of the formation and use of human resources leads to a corresponding increase (decrease) in the efficiency of production where these personnel are used, and ultimately to an increase (decrease) in the efficiency of reproduction and the functioning of the economy as a whole. This approach to determining the efficiency of personnel reproduction ensures the relationship between indicators of economic efficiency and the effectiveness of the training and use of personnel.
The target task of personnel policy can be solved in different ways, and the choice of alternatives is quite wide:
Dismiss employees or retain; If you save, which way is better:
Transfer to reduced forms of employment;
Use on unusual works, on other objects;
Send for long-term retraining, etc.
Train workers yourself or look for those who already have necessary training;
Recruit from outside or retrain workers to be released from the enterprise;
Recruit additional workers or get by with the existing number, provided that it is used more rationally, etc.
When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:
Production requirements, enterprise development strategy;
The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;
Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.;
Situation on the labor market (quantitative and qualitative characteristics of the labor supply by profession of the enterprise, conditions of supply);
Demand for labor from competitors, emerging wage levels;
The influence of trade unions, rigidity in defending the interests of workers;
Requirements labor law, the accepted culture of working with hired personnel, etc.
Table 1 - Comparative characteristics of the methods of formation of personnel policy
| Methodology | Element of methodology and content |
| Stages of formation | |
| Shchekin's technique | - development of general principles of personnel policy, determination of priorities of goals; |
| - planning the need for personnel, the formation of the structure and staff, the creation of a reserve of personnel; | |
| - Creation and support of the system of personnel information, implementation of personnel controlling; | |
| - formulating the principles of distribution of funds, ensuring an effective system of motivation and stimulation of labor; | |
| - providing a personnel development program, career guidance and adaptation of employees, planning of individual promotion, team building, professional training, advanced training and retraining of personnel; | |
| - analysis of the compliance of the personnel policy and strategy of the organization with its personnel management, identification of bottlenecks in personnel work, assessment of personnel potential. | |
| Methodology of the Construction | - formation of the structure and composition of jobs (according to many authors, the improvement of personnel policy in this regard has a significant potential to reduce the costs of manufactured products); |
| - creation of a payroll fund for categories of employees using multi-level tariff scales and setting the rate of the 1st category (not lower than the minimum monthly wage established by federal law RF), with the calculation of the required number and number of jobs; | |
| - study of the forms and methods of organizing the management service, the formation of a personnel reserve, advanced training and training of employees, attestation of workplaces; | |
| - substantiation of motivation labor activity, improving the system of remuneration and incentives for workers; | |
| - formation and implementation of the personnel policy of large industrial enterprises in modern conditions. | |
| Principles | |
| Shchekin's technique | - full confidence in the employee and providing him with maximum independence; |
| - in the center economic management there should be not money, but a person and his initiative; | |
| - the result of the organization's activities is determined by the degree of team cohesion; | |
| - maximum delegation of functions to employees; | |
| - improvement of labor motivation of employees | |
| Methodology of the Construction | - subordination of personnel policy to the state and tasks strategic development enterprises and substantiation of wage bill based on economic efficiency management decisions; |
| - balance of economic and social aspects of personnel policy. | |
| - provision of employees with the maximum possible social guarantees, taking into account the development of the enterprise's tasks; | |
| - consistency of personnel policy with the regional labor market: in terms of qualifications of employees, in terms of wages various categories, working conditions, the pace of development of the enterprise and the availability of labor resources, etc.; | |
| - consistency of decisions of the administration of personnel policy issues with the labor collective (trade union) in matters of personnel policy, subject to compliance with current legislation. |
The personnel policy is formed by the management of the organization, implemented by the personnel service in the process of performing its functions by its employees. It is reflected in the regulatory documents - the philosophy of the organization, the Internal Regulations, the Collective Agreement.
An effective personnel policy can be considered when its implementation ensures the most complete satisfaction of the needs of an economic entity in labor and human resources, including when they are limited and not sufficiently highly trained. Important for determining the effectiveness of personnel policy is the condition for ensuring such a quality of management, which ultimately increases the real standard of living and, as a result, the labor potential of the organization's personnel. Moreover, its effectiveness is the higher, the stronger the motivation of employees for the actual intra-organizational development and the development of their organization. When developing a personnel policy, it is necessary to predict its effectiveness, taking into account the specifics of organizational environment factors.
By factors we understand the causes, the driving force of any process or system, which determines their nature or individual features. The difficulty in identifying factors influencing personnel policy is associated with the need to divide them into two groups: formation factors and efficiency factors. Factors - are specified as conditions, causes, parameters, indicators that influence, impact on both a process or system and their effectiveness. The grouping of the factors of formation and effectiveness of the personnel policy according to the levels of their occurrence, and according to the direction of the impact (shaping, developing and restraining) requires additional study. The formation and results of the functioning of the personnel policy depends on many factors. Depending on the scale of influence, they are usually divided into: national economic, sectoral, at the level of organizations, at the level of departments. The personnel policy in general, the content and specifics of specific personnel management programs are influenced by factors of two types - external in relation to the organization and internal.
The main environmental factors can be grouped as follows: [ 2]
1. Features of legislative regulation of labor relations. 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.
2. The situation in the labor market. First of all, it is necessary to take into account the presence of competition, the sources of recruitment, the structural and professional composition of the free labor force.
3. Professional and public associations, in which, one way or another, the employees of the enterprise are 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.
Among the internal factors, the most significant are the following:
1. 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,
The degree of harmfulness of work to health,
location of jobs,
Duration and structure of work,
Interaction with others while working
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 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. It is important that no matter what leadership style a particular manager prefers, the following goals in the field of personnel work are achieved:
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.
Thus, the above groups of factors are divided into external, influencing regardless of the interests of the organization, and internal, which the organization can and should actively influence. External factors include such as the general economic situation, government policy, including tax legislation, the scale of activities (international, national, regional, local levels), markets for the sale of goods and services, the situation on the labor market, and others.
External factors of the external environment predetermine the features of the formation of personnel policy ─ legal restrictions, the situation on the labor market and others.
For example, regulation of the use of selection criteria and methods in hiring requires human resources staff to be resourceful in designing recruitment policies and programs. When analyzing external factors it is necessary to pay special attention to competition, the structure of the labor force in the labor market. A reference to the state of the labor market requires a thorough analysis of 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 strategy and priorities of professional and public associations in which employees or job candidates are involved, which is important for the creation and implementation of personnel programs.
Factors of the internal environment also relate, first of all, to the factors of formation (determination) of personnel policy. However, it seems appropriate to consider the possibility of their application in assessing its effectiveness. The following factors seem to be the most significant.
Corporate goals, their time horizon and degree of maturity . It is important to understand what scale of activity the organization is planning. 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.
Management style, fixed, including in the structure of the organization . A comparison of an organization built in a strictly centralized way, in contrast to the decentralized one, shows that these enterprises require a different professional composition.
Working conditions and staff motivation: the degree of required physical and mental effort; degree of harmfulness of work for health; workplace equipment; structured work; interaction with employees; degree of freedom in solving problems; understanding and acceptance of the purpose of the organization. For example, the factors of labor productivity are the level of wages, the content and organization of labor, the professional training of workers, and the technical perfection of labor tools. As a rule, the presence of even a small number of unattractive tasks and conditions for employees requires the personnel department to create special programs to attract and retain employees of the organization.
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. Obviously, working as part of a successful team can be an additional motivator that promotes productivity and job satisfaction.
Leadership style. Regardless of the preferred leadership style, the following goals are important: the implementation of the 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.
Thus, in order to form an effective personnel management policy, it is necessary to take into account the above factors, that is, management will be effective if it promptly and rationally responds to any change in the considered factors (Figure 1).
Figure 1 - Factors in the formation and effectiveness of the organization's personnel management policy
Under the factors of the effectiveness of personnel policy are most often understood the conditions or causes, under the influence of which the process and result of its implementation change. Thus, the factors of the internal environment that influence the formation of personnel policy, which are amenable to change by the organization, can be attributed to the factors of the effectiveness of personnel policy.
The personnel policy strategy is implemented through
management tactics.
Tactics as a subsystem of work with personnel is a complex of interrelated organizational, economic and socio-cultural measures for the selection, placement, training and education of management personnel.
The construction of tactics in an organization is determined
developed strategy of personnel policy. Such a two-pronged process creates a system of work with personnel. In the context of the withdrawal of the organization from the crisis, it should focus on following directions:
Þ democratization of work with personnel;
Þ selective attitude to foreign experience;
Þ mass use of the achievements of in-
formational society;
Þ expanding the variety of forms of work with personnel in the conditions
the existence of different forms of ownership.
The structure of tactics as a subsystem of work with personnel is represented by the following elements:
Þ forecasting, planning;
Þ organizing the selection and placement of personnel;
Þ accounting, control and analysis of the movement of personnel;
Þ organization of staff training;
Þ systematic work with a reserve for promotion;
Þ personality assessment;
Þ organization of educational work with personnel, formation
his philosophy, value system as an integral part of the management culture;
Þ adaptation measures according to the position;
Þ creation of social conditions for personnel development;
Þ implementation of measures for the scientific organization of managerial work.
Thus, through the personnel policy, a systematic approach is implemented in working with the personnel of an enterprise or organization.
It should be emphasized once again that personnel policy is an integral part of the management of organizations, where the main goal is to achieve a sustainable position in the market. Therefore, the goal of personnel policy is to ensure
the optimal balance between the processes of updating and maintaining the numerical
of the quality and composition of personnel in its development in accordance with the needs of the organization itself, the requirements of the current legislation, and the state of the labor market. Accordingly, the tasks of modern personnel policy are as follows:
1. Formation of a team of adaptive managers who are able to develop and implement a program for the preservation and development of the organization
2. Identification and preservation of the core human resource potential of the organization
that is, managers, specialists and workers of particular value to it.
3. Restructuring of human resources in connection with:
with organized transformations;
with the implementation of innovative processes;
with the diversification of production;
with a complete reorganization.
4. Support and development of corporate culture.
5. Security social protection and employment of laid-off workers.
Ineffective personnel policy leads to negative consequences (Table 2).
Table 2 - The impact of ineffective personnel policy on the personnel potential of the organization
| Event | Possible consequences |
| Voluntary departure of personnel, including dismissal of pensioners | Risk of loss of skilled workers |
| Provision of extended temporary leave | Loss of skills by employees, passivity and inertia |
| Significant reduction in staff | Violation of technological discipline. Conflicts between staff and management |
| Curtailment of training and retraining programs | Uncertainty of employees in the future. Reducing the capacity of personnel |
| The introduction of strict regulation of labor processes, strict reporting to management | Alienation of personnel from crisis management |
| Exclusion of staff from participation in the development of specific measures to overcome the crisis | Development of apathy and feelings of hopelessness |
| Taking unpaid leave | Deterioration of the moral and psychological climate in the workforce, the threat of loss of skilled workers |
To prevent these consequences, it is necessary to take into account a number of factors in its formation when developing a strategy and tactics for personnel policy.
Summing up the results of the studied material, the following conclusions can be drawn:
The strategic guidelines for the organization's personnel management are: overall strategy development of the organization, the personnel potential of the organization, assessed through its diagnostics, and the concept of personnel management of the organization.
The implementation of the personnel management concept provides for the development of personnel policy and crisis management plans.
The personnel policy of the organization includes a personnel management strategy (goals, principles, priorities) and tactics (medium-term programs of interrelated activities for the selection, placement, training and education of personnel). The personnel policy strategy acts as a guideline for the tactical level of personnel management. When developing personnel management tactics, one should focus on the following areas:
Þ democratization of work with personnel;
Þ selective attitude to foreign experience;
Þ mass use of the achievements of the information society in work with personnel;
When developing a personnel policy, it is necessary to rely on the strategic guidelines for personnel management and take into account fluctuations in the factors of the external and internal environment of the organization.
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Graduate work
on the topic: "Problems of formation of the personnel policy of the organization"
Introduction
5. Analysis of the personnel policy of a particular organization
Conclusion
List of used literature
Applications
Introduction
At present, after 18 years of the formation of market relations, a certain level of stability has appeared in our country, associated with the satisfaction of a greater volume of the needs of the population and the determination of the ultimate owners large enterprises and businesses.
In such a position, necessary condition for the dynamics of growth, consolidation in the market or increase in the profitability of the enterprise, when we are not talking about super profits, it is to increase the level of competitiveness of the organization, one of the foundations of which is a well-chosen workforce and measures to improve the personnel management system.
The main task of the personnel management system is to ensure that the personnel clearly fulfills the tasks and functions set and defined in accordance with the goals of the organization. To ensure the full fulfillment of the assigned tasks by the personnel in the organization, a personnel policy should be formulated that determines the strategy for personnel work, sets exactly all the goals and objectives, determines the principles for the selection, placement and development of personnel.
Personnel, labor resources at the enterprise are the object of constant concern on the part of the enterprise management. The role of labor resources increases significantly during the period of market relations. The investment nature of production, the priority of product quality issues have changed the requirements for the employee, increased the importance of a creative attitude to work and high professionalism. This led to significant changes in the principles, methods and socio-psychological issues of personnel management at the enterprise.
A well-chosen work team is one of the main tasks of an entrepreneur. It should be a team of like-minded people and partners who are able to understand, accept and implement the ideas of the enterprise management. She alone is the key to success. entrepreneurial activity, expression and prosperity of the enterprise.
Labor relations - perhaps the most difficult aspect of the enterprise. It is much easier to deal with technical and technological problems than to resolve conflict situations that arise in a team, where individual inclinations, personal attitudes, and psychological preferences must be taken into account.
Whatever technical capabilities, organizational and managerial advantages open up to the enterprise, it will not start working efficiently without the appropriate human resource. After all, everything ultimately depends on people, on their qualifications, skills and desire to work. The structure of the enterprise should be considered as a component of material and human capital.
New production systems consist not only of perfect machines and mechanisms that practically do not make mistakes. They also include people who must work closely together and be ready to develop and implement new ideas. It is impossible to ensure close interaction of many people in the course of solving the most complex technical production problems without everyone's deep interest in the final result and a conscious attitude to work. Exactly human capital rather than plants, equipment and inventories are the cornerstone of competitiveness, economic growth and efficiency.
The main aspects of the influence of the human factor on improving the efficiency of the enterprise are:
Selection, recruitment and promotion of personnel,
Personnel training,
The maximum coefficient of constancy of the composition of employees,
Improving the material and moral assessment of the work of employees,
All these are components of the organization's personnel policy, which underlies the organization's workforce management.
Personnel are the main resource of each enterprise, the quality and efficiency of which largely determine the results of the enterprise and its competitiveness.
At present, special importance is attached to raising the level of work with personnel, putting this work on a solid scientific foundation, and using the experience accumulated over many years of domestic and foreign experience.
One of the most important problems at the present stage of development of the economy of most countries of the world is the problem in the field of personnel policy.
Recently, the relevance of this topic is increasing every day.
The object of research is personnel management (personnel policy) in the organization.
The purpose of the course work is to consider the problems of forming the personnel policy of the organization.
To achieve this goal, the following tasks should be solved:
Define personnel policy, identify the place and role of personnel policy in the policy of the organization;
Consider the features of the formation of an effective personnel policy, the principles and methods of its formation;
Follow the process of implementation of personnel policy;
Consider the features of a well-thought-out personnel policy on the example of the personnel policy of the large oil company Yukos.
Method of material collection and research: analysis.
When writing a term paper, the works of the following authors were used: T.Yu. Bazarova, B.L. Eremina; Bizyukova I.V; Meskona M.Kh., Aleberta N., Mausova N.K.; Pugacheva V.P.; Travina V.V., Dyatlova V.A.; Kibanova A.Ya.; N.G. Lyubimova; Zaitseva T.V., Zub A.T.; S.N. Parkinson, M.K. Rustomji; Skripnik K; Shash N.N., Shekshnya S. and others. Encyclopedic publications were involved - "Economic Encyclopedia" and the encyclopedic dictionary "Personnel Management".
1. Place and role of personnel policy in the policy of the organization
The policy of the organization is a system of rules in accordance with which the system as a whole behaves and according to which the people included in this system act. In addition to financial policy, foreign economic policy, policy towards competitors, etc. Any organization develops and implements a personnel policy.
Personnel policy should be integrated with managerial, investment, financial, and production policies.
The term "personnel policy" has a broad and narrow interpretation:
1. a system of rules and norms (which must be consciously and formulated in a certain way) that bring the human resource in accordance with the company's strategy (hence it follows that all activities for working with personnel - selection, staffing, certification, training, promotion - in advance are planned and agreed with a common understanding of the goals and objectives of the organization);
2. a set of specific rules, notes and restrictions (often unconscious) in the relationship between people and the organization: in this sense, for example, the words "the personnel policy of our company is to hire people with higher education" can be used as an argument when solving a specific personnel issue.
A successful personnel policy is primarily based on the systematic accounting and analysis of the influence of the outside world, the adaptation of production to external influences.
There is an expansion and deepening of the functions of managing the workforce of all categories. Of primary importance are the strategic issues of personnel management, its transformation into an integral system. In the processes of personnel management, there is a need to organize the thinking and actions of all employees, taking into account the needs of market partners.
The scope of personnel policy covers such basic aspects of enterprise development as the areas of activity of production personnel policy; quantitative and qualitative personnel planning; staff employment (staff marketing) staff reduction; training; personnel management (personnel control); management policy, incentive policy; social politics; information (communication) policy; assistance in the activities of the enterprise (social and economic).
Personnel policy has undergone major changes in recent years. The shortage of qualified labor force capable of working in the new conditions led to the rejection of the understanding of work with personnel as only administrative work. There was a need for a broader consideration of motivational processes. There is a comprehensive understanding of personnel policy as a unity of the following measures:
Providing all participants in the production with the necessary labor force;
Creation of employee motivation for highly productive, efficient work.
All levels of the company's management begin to deal with personnel policy: its top management, heads of departments, and the personnel department.
Of great importance in the implementation of personnel policy are market conditions, general position labor legislation. They include constitutional provisions on freedom of personal development, guarantees of property, freedom of coalitions. Arbitrary actions of the entrepreneur in relation to the worker, including in terms of dismissal, are prohibited. Hiring employees is the competence of firms and companies.
In today's market conditions, one can see that strategic aspects are becoming increasingly important, but the classic traditional tools for working with personnel remain, such as personnel planning, recruitment, staff development, personnel administration.
Strategic success factors include, for example:
Using the achievements of scientific and technological progress;
Feeling of economic responsibility;
Qualified human resources and others.
Taking into account the main provisions of all the constituent parts of the enterprise development concept, its own personnel policy goals are determined, including:
1. Goals related to the relationship of the enterprise with the outside world (labor market, environmental protection, relationships with state and local authorities, etc.).
2. Goals, the implementation of which is aimed at improving the relationship of the enterprise with its employees (their participation in the management of the enterprise, improving the leadership style, deepening professional knowledge, social issues, etc.).
Economic goals involve maximizing profits and minimizing costs. In systems with a market economy, they serve the financial interests of the owners of the enterprise or are almost no different from these interests of the individual goals of "authorized" managers, who are assigned by the owners to run the enterprise. If the owners are, for example, legal entities, the state, or if enterprises are "communal property", then they, pursuing economic goals, can strive to the maximum possible satisfaction of the needs of the population. From the point of view of the interests of the whole society, the steady pursuit economic goals individual enterprise may correspond to the social goals of society.
Social goals should be understood as the expectation of the needs, interests and requirements of employees in relation to the enterprise, or those goals, the implementation of which employees attach great importance to.
Satisfaction of social goals is expressed individually in job satisfaction, due to a fundamental improvement in material and non-material working conditions at the enterprise.
It is necessary to strive for intra-production balancing of interests of different groups of employees. At the same time, social goals are pursued fundamentally at all levels. hierarchical structure enterprises, albeit with a reasonable degree of influence on the overall improvement of the working conditions of the vast majority of employees.
Of particular importance is the participation of personnel in the management of firms and enterprises in the foreign and domestic markets.
Thus, the socio-economic basis of personnel policy in market conditions provides for the implementation of a number of the following activities
Continuous sequential planning;
Comparison of existing and future requirements vacancies staffing;
Professional personnel development in universities and other higher educational institutions;
Quantitative and qualitative planning of staff positions;
Introduction to the specialty;
Training;
language course;
Stable warehouse structures;
Flexible system of accrual of allowances;
Distribution of responsibilities between the central and peripheral structural units, due to production needs;
Determining levels of leadership.
As for the head of the personnel service of the enterprise, in market conditions he becomes one of the main managers of the enterprise. It enhances the ability to innovate and improve management efficiency, helps to improve the ability of an enterprise to survive in a tough environment. competition. He must be punctual, dynamic and persistent, sociable, persuasive, fair, with a multilateral education, capable of reflection, a diplomat, a psychologist, a humanist. He must be able to listen and inspire confidence.
Recently, the idea has been put forward that the modern production the greatest value is not the walls and machines of the enterprise, but "intangible" elements: the creative potential of personnel and management methods.
Thus, the contribution of the personnel management service to the effectiveness of the organization is that it:
1) helps the organization achieve its goals;
2) increases the efficiency of using the capabilities, abilities and skills of human resources;
3) supplies the organization with well-trained personnel;
4) increases employee satisfaction with work and stimulates their need for self-realization in the workplace;
5) creates, develops and maintains an appropriate level of working conditions, which makes work in this organization desirable;
6) communicates the personnel policy to all employees;
7) maintains the required level of culture of behavior and discipline in the organization;
8) plans and manages changes in the organization, taking into account the interests of individuals, groups and the organization as a whole;
9) helps to reduce costs and increase competitiveness.
2. Features of the formation of an effective personnel policy
Personnel policy in new economic conditions is aimed at creating a system of work with personnel, focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation, regulations and government decisions. The latter, being a reflection of the state policy regarding the reproduction of the labor force, influence personnel policy through the regulation of the situation on the labor market, as well as through the requirements for ensuring proper social protection of the employee.
Alternatives are possible in the implementation of personnel policy, it can be fast, decisive (in some ways at first, probably not very humane in relation to employees), based on a formal approach, priority of production interests, or, conversely, on taking into account the fact that how its implementation will affect the workforce, what social costs it will lead to.
Personnel policy is implemented through personnel work. Therefore, its choice is associated with the definition of not only the main goal, but also the means, methods, priorities. Personnel work is based on a system of rules, traditions, procedures, a set of measures directly related to the selection of personnel, their training, placement, use, retraining, motivation, career advancement. The content of the personnel policy is not limited to hiring, but shares the fundamental positions of the organization regarding the training, development of personnel, ensuring interaction between the employee and the organization. The personnel policy is connected with the choice of targets designed for the future, and the current personnel work is focused on the prompt solution of personnel management issues. There must be a relationship between them, which is usually established between the strategy and tactics for achieving the goal.
Personnel policy is both general in nature, when carried out in relation to the organization as a whole, and private, selective, when it is focused on solving specific problems within structural divisions, functional or professional groups workers, categories of personnel.
Personnel policy forms:
Requirements for the labor force at the stage of its employment (to education, sex, age, length of service, level of special training);
Attitude towards investment in labor force, targeted impact on the development of employees employed in the organization;
Attitude to the stabilization of the team (of all or a certain part of it);
Attitude to the nature of the training of new employees, its depth and breadth, as well as to the retraining of personnel;
Attitude to intraorganizational movement of personnel.
During the formation of personnel policy (in the ideal case), the following aspects are agreed upon:
· development of general principles of personnel policy, determination of priorities of goals;
organizational and staffing policy (planning the need for labor resources, the formation of the structure and staff, appointments, the creation of a reserve, displacement);
· information policy (creation and support of the system of personnel information policy movement);
· financial policy(formulation of principles for the distribution of funds, provision of 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);
· assessment of performance results (analysis of compliance with the personnel policy and strategy of the organization, identification of problems in personnel work, assessment of personnel potential).
Consider the process of formation of personnel policy in the organization. So, some of the organizations that have been functioning for a long time (in the domestic market this is typical for enterprises that work closely with foreign partners and foreign representative offices) have a documented idea of the personnel policy of the enterprise, personnel processes, activities and norms for their implementation. For another part of organizations, the idea of how to work with personnel exists at the level of understanding, but is not documented, or is in the process of being formed. If we create an enterprise and are interested in the personnel policy being carried out consciously, then it is necessary to carry out a number of stages in the design of personnel policy.
Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, strategies and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, 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 the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.
Stage 2. Programming. The goal is to develop 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 measures to achieve the goals, a kind of personnel technologies contained in documents, forms, and always taking into account both the current state and the possibilities for change. An essential parameter that influences the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies, funds mass media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For corporate culture with elements of organic organizational culture cultivating the spirit of "one family", it is not advisable to use strict and often cruel psychological tests when recruiting, more attention should be paid to interview procedures, group activities, simulation of real production situations, etc.
Stage 3. Personnel monitoring. The goal is to develop 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. It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For businesses that constantly monitor their workforce, many separate HR programs (assessment and certification, career planning, maintaining an effective work climate, planning, etc.) are included in single system internally related tasks, ways of diagnosing and influencing, ways of making and implementing decisions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.
There are the following ways to improve the efficiency of personnel management.
An effective tool that allows you to combine goals and results into a single inseparable knot in order to put into practice a powerful goal-oriented motivation for the active work of personnel - both managers and ordinary employees, is the assessment of labor activity, which, according to Western scientists and practitioners, is “not some additional measure, but the main link in personnel management” . Unfortunately, all the assessment systems developed and applied in the Soviet era (starting with the Saratov system of defect-free labor, the Lvov system and ending with KTU, KTV, etc.) did not receive significant distribution and did not give the intended effect, not only because of the bureaucratized system of economic management, but and own imperfection.
So, the cornerstone of the formation of a mechanism for managing an organization through personnel management of an organization is the development of an assessment of the work of all categories of employees without exception. It is this assessment that at this stage should be given special attention, including in terms of linking the goals of the organization and the level of their achievement by each group (division, unit) and individual employee, using non-standard approaches to the formation of its parameters, including the specific experience of developed countries.
Personnel assessment system in the organization
Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, that is, how efficiently it uses the resources at its disposal. And the efficiency of the organization as a whole consists of the efficiency of using each of the organizational resources, including each employee.
Naturally, the employees of the organization perform their production duties differently - any organization has its own leaders, outsiders and middle peasants. However, in order to carry out this differentiation, it is necessary to have a unified system for regularly assessing the effectiveness of each employee's performance of their tasks. official functions. Such a system improves the efficiency of the organization's personnel management through:
--positive impact on employee motivation. Feedback beneficial effect on motivation. Workers, allows them to adjust their behavior in the workplace and achieve increased productivity;
-- vocational training planning. Personnel assessment makes it possible to identify shortcomings in the qualification level of each employee and provide for measures to correct them;
-- professional development and career planning. Evaluation of employees reveals their weak and strong professional qualities, which allows you to prepare individual development plans and effectively plan your career;
-- making decisions about remuneration, promotion, dismissal. Regular and systematic evaluation of employees provides the organization's management with the opportunity to make informed decisions on salary increases (remuneration the best employees also has a motivating effect on their colleagues), promotion or dismissal. In the latter case, the availability of documented information about the systematic unsatisfactory performance of the dismissed employee official duties greatly facilitates the position of the organization in the event of litigation.
The above benefits obtained by an organization using a personnel assessment system are most fully realized with the objectivity of the assessment, the openness of its criteria, the observance of strict confidentiality of the results, and the active participation of the employee. Compliance with these principles is achieved through:
-- universality of the assessment system. The Human Resources Department develops a single evaluation system for the entire organization and ensures that the system is understood and applied in a consistent way across all departments;
-- setting standards and norms for evaluation. To do this, the organization needs to determine what determines success when working in this position, i.e. highlight the critical factors. For this, the method of workplace analysis is used, which consists in a thorough study of the functions performed by the employee holding a certain position and highlighting the most important from the point of view of achieving his goals;
-- choice of assessment methods. To evaluate employee performance effectively, you need easy-to-use, reliable, and accurate assessments of the critical factors. As assessments, both quantitative indicators (time, productivity, costs, etc.) and qualitative characteristics given by the person performing the assessment - “good”, “bad”, “above average”, etc. can be used. Naturally, quantitative assessments are preferable both in terms of their accuracy and objectivity in relation to the assessed employee. However, in real life it is not always possible to use quantitative assessments for many positions, so organizations are often forced to use subjective assessments.
It is very difficult to create an assessment system that is equally balanced in terms of accuracy, objectivity, simplicity and understandability, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages, but the most common is, of course, the system of periodic personnel appraisal.
Personnel certification
Certification is a process of evaluating the effectiveness of an employee's performance of their duties, carried out directly by the head. Certification includes several stages and is essentially a continuous process.
At the center of the certification process is a certification interview - a meeting of the manager with the employee being certified, during which the results of the employee's work for the past period are discussed, this work is assessed by both the manager and the employee himself, and the employee's work plan for the future is approved. The assessment interview plays a very important role in the assessment process, so it requires careful preparation from both the employee and the manager. Many companies specifically train their employees on how to conduct a performance interview. Studies show that the success of an interview depends on 80% of the manager who conducts it and 20% on the certified employee.
The main elements of the manager's training are: a balanced and factual assessment of the employee's performance of his functions, carried out taking into account the job description and the employee's individual plan for the past period, a well-thought-out employee development plan for the next period, a detailed interview plan.
Preparation for the interview of the assessed employee consists in evaluating his own work for the past period (using the assessment methods provided for by the assessment procedure), drawing up a work plan for the next period, as well as a list of questions that he would like to ask his manager.
The oldest and most common certification method is standard valuation method. The manager fills out a special form, evaluating certain aspects of the employee's work during the attestation period according to the standard scale (Appendix 1).
This method is simple, low cost and widely available. To evaluate an employee using the method of standard assessments, the manager does not need any special training, nor a significant investment of time or other resources. The use of this method also ensures the uniformity of certification of all employees.
However, the method of standard estimates suffers from a number of serious shortcomings. Firstly, certification is carried out by one person - the leader, which implies a high degree of subjective and one-sided assessment. Secondly, the standard scale does not take into account the features professional activity each individual employee, which may affect the quality of the assessment.
To overcome these shortcomings, some organizations have improved the method of standard assessments in the following way: the assessment form (somewhat extended and in-depth) is filled out not by the manager himself, but by a human resource management specialist who first conducts a detailed interview with the manager, discussing the work of the assessed employee for the past period. When using this method of certification, the degree of objectivity of the assessment is increased through the use of a professional consultant in this field. It also increases the uniformity of assessments within the organization, since the form is filled out by the same person.
At the same time and this method it is not possible to completely overcome the subjectivity of assessments. At the same time, this method is also more expensive.
Another fairly common variety of methods for evaluating attested employees is comparative methods. When using them, the manager compares one employee of his department with others. When ranking, the manager "lines" his employees in a comparative chain - from the best to the worst. According to the results of work for the certification period. Comparative Methods are a very simple way to evaluate employees. They are easy to apply and easy to understand. However, these methods are too one-sided and approximate for the estimates made with their help to be applied for the purposes of personnel development, etc.
The attestation methods discussed above are traditional for most modern organizations. They are quite effective in large hierarchical organizations operating in a fairly stable external environment, although they are not without certain drawbacks. The dissatisfaction of many organizations with traditional methods of appraisal prompted them to start an active search for new approaches to personnel assessment. There are several directions in the development of non-traditional methods. Firstly, new assessment methods consider the working group (division, team, temporary team) as the main unit of the organization, focus on the assessment of the employee by his colleagues and the ability to work in a group. Secondly, the evaluation individual employee and the working group is made taking into account the results of the entire organization. Thirdly, not only the successful performance of today's functions is taken into account, but the ability for professional development and the development of new professions and skills.
Non-traditional certification methods began to spread quite recently - 15-20 years ago, so they are still often called experimental; they include the “360 certification” method, psychological certification methods.
The final choice of personnel assessment methods for each specific organization is a unique task, which can only be solved by the management of the organization itself (possibly with the help of professional consultants).
3. Principles and methods of formation of personnel policy
Principles of CP formation:
1. the principle of scientificity, i.e. application of scientific developments in the area where it is possible to achieve social and other economic benefits;
2. the principle of complexity, i.e. all areas of personnel activity should be covered;
3. the principle of consistency, i.e. interconnections and interconnections of individual components of personnel work;
4. the principle of accounting (taking into account all factors affecting the final result of the activity);
5. the principle of efficiency, i.e. any costs for activities in this area should be repaid through the result of the economic activity of the enterprise;
Personnel management methods are called methods of influencing teams and individual workers in order to coordinate their activities in the production process. All methods are divided into three groups: administrative, economic and socio-psychological.
Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, a person's desire to work in a particular organization, etc. these methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution.
Administrative methods are characterized by their compliance with the legal norms in force at a certain level of government, as well as the norms and orders of higher authorities.
Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods, it is rather difficult to determine the strength of their impact and the final effect. With the help of economic methods, material stimulation of collectives and individual workers is carried out. These methods are based on the use of the economic mechanism. Socio-psychological management methods, in turn, are based on the use of a social mechanism (a system of relationships in a team, social needs, etc.).
All kinds of methods are organically interconnected.
4. The process of implementing personnel policy
1. Personnel planning and staffing needs assessment
With the rapid development of new technologies, the provision of enterprises with qualified personnel is becoming increasingly important. Timely staffing of all key divisions of the enterprise with the necessary personnel becomes impossible without the development and implementation of personnel policy.
Essential element effective organization- determination of the real need for labor and preparation of a forecast for changes in this need.
Personnel planning becomes an important element of personnel policy, helps in defining its objectives, strategies and goals, and contributes to their implementation through appropriate activities.
Personnel planning - component enterprise planning. If we consider personnel planning in isolation, then it will be ineffective.
The purpose of planning is to provide a firm or company with the necessary labor force and determine the inevitable costs.
1. Assessment of available resources.
2. Assessment of future needs.
3. Development of a program to meet future needs.
Planning for workforce in an existing organization can begin with an assessment of their availability. Management must determine how many people are involved in each operation required to achieve a particular goal.
The next stage of planning is forecasting the number of personnel required to achieve short-term long-term goals.
To determine their future needs, management must develop a program to meet them. Needs are the goal, the program is the means to achieve it. The program must include a specific schedule. And enterprises for attracting, hiring, training and promoting workers required to achieve the goals of the organization.
Ultimately, successful workforce planning is based on knowing the answers to the following questions:
How many workers, what qualifications,
When and where required;
How can you attract the right and reduce or optimize the use of redundant staff;
How best to use staff in accordance with their abilities, skills and intrinsic motivation;
How to provide conditions for staff development;
How much will the planned activities cost?
Assessment of the organization's need for personnel can be quantitative and qualitative.
A quantitative assessment of the need for personnel, designed to answer the question "how many?", Is based on an analysis of the proposed organizational structure (management levels, number of departments, distribution of responsibilities), production technology requirements (form of organization joint activities performers), a marketing plan (a plan for commissioning an enterprise, a phased deployment of production), as well as a forecast for changes in the quantitative characteristics of personnel (taking into account, for example, changes in technology). At the same time, information on the number of filled vacancies is certainly important.
Quantifying the need for staff - an attempt to answer the question "who?".
This is a more complex type of forecast, since, following an analysis similar to that for the purposes of quantitative assessment, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account. Of particular difficulty is the assessment of the need for managerial personnel. In this case, it is necessary to take into account, at a minimum, the capabilities of the personnel "to determine rational operational and strategic goals for the functioning of the enterprise and to carry out the formation of relative management decisions that ensure the achievement of these goals.
2 . Recruitment, selection and dismissal of employees
The personnel policy of the organization includes such and such stages as recruitment, selection and dismissal of personnel.
Recruitment consists in creating the necessary reserve of candidates for all positions and specialties, from which the organization selects the most suitable employees for it.
The choice of methods and means of search, as well as ways to attract candidates, depends on the direction of the organization, on the funds allocated for recruitment, on the available vacancies and on how urgently this vacancy should be filled.
Allocate internal and external sources of attracting candidates.
Internal sources are the people working in the organization. When working with a reserve in all large firms, there are so-called relocation matrices, which reflect the current position of each manager, his possible relocations and the degree of readiness for the next position.
Recruitment methods from internal source varied:
Internal competition - the personnel service can send information about open vacancies to all departments, notify all employees about it, ask them to recommend their friends and acquaintances for work.
Combination of professions - in these cases it is advisable to use the combination of positions of the employees of the company themselves.
Rotation is the movement of employees horizontally. There are several options for rotation:
1. Rotation - movement can be caused by various reasons, primarily by the nature of the case, or the nature of the management task being solved.
2. Rotation-permutation is implemented in a variety of ways:
Horizontally shifting workers from one service to another;
Intersectoral movements;
Permutation between higher and lower organs.
To external sources recruitment include:
recruiting agencies;
Employment services (centers), labor exchanges, job fairs;
Schools, gymnasiums, colleges;
Secondary specialized educational institutions;
higher education institutions;
Personal acquaintances (contacts);
Employees already working in the organization;
Independent appeal to the organization of people looking for work;
Poaching the best employees from other organizations - "headhunting".
Independent search for firms through the media.
It is worth noting that in a rapidly changing work environment, given this huge development that Information Technology in companies that are and want to stay at the forefront, traditional methods of attracting and recruiting are complemented by alternative ones.
As such a method, one of the main places is occupied by the Internet system - a global computer network that unites individuals around the world, educational, industrial, commercial and other organizations that provide access to information resources.
In the Western market, this method has been used for a long time, while in Russia, a similar policy is being pursued by recruiting firms The Russian Connection, BLM Consort Consulting Group, Human Resources On-Line, Ankor, Komus-personal, the newspaper "Work today" - and many others, since changes in this area occur literally day by day.
Before recruiting, financial plans the organization should take into account the costs.
Of particular note is the possibility of using temporary recruitment by an organization that is in the stage of dynamic growth, which, in addition to its main goal of providing the organization with people for a certain period, can be an excellent way to screen temporary employees with a view to possibly continuing cooperation with them on a long-term basis.
The next important component of personnel policy is the selection of personnel. At this stage, candidates for jobs are assessed and the best are selected from the reserve created during the recruitment.
Personnel are selected primarily on the basis general requirements to management employees.
The selection must take into account the principle of the situation. It indicates the need to take into account not only the overall suitability of the position and the candidate, but also the current situation.
Great importance in the selection of personnel is attached to the principle of combining employees from their own organization and from outside.
In the process of personnel selection, the proven principle of combining “old” and “young” is important.
The principle of compensation is also very important. It is recommended to select personnel in such a way that the negative qualities of one employee are compensated by appropriate positive qualities another.
Another selection principle is the principle of dynamism, a combination of stability and mobility.
Stability allows for long-term activities, and mobility is a systematically organized movement of personnel.
A very important principle is the establishment of optimal terms of stay in a particular position.
The principle of perspective means the selection of employees taking into account the tasks that will face the object of management in the future.
Principles provide starting ideas for analyzing a particular situation. It depends on the manager how skillfully, creatively, effectively they will be used.
For effective recruitment, it is of paramount importance to determine the criteria on the basis of which a decision on the advantages of applicants will be made.
When establishing selection criteria, validity (which means that the selection criteria must correspond to the content of the work and the requirements for the position for which selection is made), completeness, reliability, necessity and sufficiency of the criteria must be observed.
As a rule, before the organization makes a decision on hiring, a candidate must go through several stages of selection.
Stage 1. Preliminary selective conversation. The main goal is to assess the level of education of the candidate, his appearance and defining personality traits.
Step 2. Completing the application form. Applicants who successfully passed the preliminary interview must fill out a special application form and questionnaire.
Step 3. Hiring conversation (interview). There are several basic types of conversation for hire:
According to the scheme, the conversations are somewhat limited;
Weakly formalized - only the main questions are prepared in advance;
Not according to the scheme, only a list of those that should be affected is prepared in advance. For an experienced interviewer, such a conversation is a huge source of information.
Stage 4. Testing. A source of information that can provide information about the professional abilities and skills of the candidate.
Step 5. Check references and track record. Information from letters of recommendation or conversations with people whom the candidate named as recommenders may make it possible to clarify what exactly and with what success the candidate did in previous places of work, study, residence.
Stage 6. Medical examination. It is carried out, as a rule, if the work imposes special requirements on the health of candidates.
Stage 7. Decision making. Comparison of candidates. Submission of the results to the decision maker for consideration. Adoption and implementation of the decision.
There are the most popular methods of personnel assessment.
The introduction of market mechanisms urgently requires the introduction of market-oriented methods in working with their current and potential employees. Recently, the use of various testing methods has received great development.
1. Personnel assessment centers use a complex technology based on the principles of criteria-based assessment.
2. Aptitude tests. Their goal is to assess the psychophysiological qualities of a person, the ability to perform certain activities.
3. General ability tests.
4. Biographical tests and study of the biography.
5. Personality tests.
8. Non-traditional methods:
11% use a polygraph (lie detector), psychological stress indicator, honesty tests and the like.
18% use alcohol-drug tests for candidates
22% use some type of psychoanalysis in order to identify the skills of candidates for temporary work in their organizations.
Personnel departments analyze the effectiveness of selection methods using the so-called selection coefficient, which is equal to the ratio of the number of applicants selected to the number of applicants from which the selection is made.
In L. J. Peter's sensational book "The Peter Principle" with a certain amount of humor, several approaches to the selection of necessary employees are considered:
a) “British”, in which the leading basis for the decision to hire a new employee is his pedigree and connections
b) The “Chinese” selection method is based on sophisticated procedures for testing the knowledge of the intellect of the applicant.[ 15, 20 ]
One of the most "slippery" issues regarding employees is the issue of their dismissal at the initiative of the administration. This is truly the “key” issue on which there is the greatest amount of controversy. Their resolution is often carried out through the courts. The latter is equally unpleasant for both the employer and the employee.
There is such a thing as the release of personnel.
The release of personnel is a type of activity that provides for a set of measures to comply with legal norms and organizational and psychological support from the administration during the dismissal of employees.
In general, there are 3 types of dismissals of employees:
1. Dismissal at the initiative of an employee (in domestic terminology, at his own request);
2. Dismissal at the initiative of the employer (in domestic terminology, at the initiative of the administration);
3. Retirement.
Labor legislation, protecting the right of citizens to work, establishes a clearly limited list of grounds under which the administration can dismiss an employee on its own initiative. The fixing of these grounds in the law is due either to the personal qualities of the employee (lack of discipline, low qualifications, etc.) or to production reasons (simplification of the structure of production management, reduction in the number of employees, etc.)
3 . Staff adaptation
Adaptation is the process of changing an employee's familiarity with the activity and organization and changing their own behavior in accordance with the requirements of the environment.
Adaptation is also one of the important elements of the implementation of personnel policy. Staff adaptation procedures are designed to facilitate the entry of new employees into the life of the organization. Practice shows that 90% of people who left their jobs during the first year made this decision already on the first day of their stay in the new organization.
The principal goals of adaptation can be summarized as follows:
Reducing start-up costs, since so far new employee he does not know his workplace well, he works less efficiently and requires additional costs;
Reduced anxiety and uncertainty among new hires;
Reducing workforce turnover, because if newcomers feel uncomfortable in a new job and not needed, they may respond to this by dismissal;
Saving time for the manager and employees, as the work carried out under the program helps to save time for each of them;
Development of a positive attitude towards work, job satisfaction.
It should be said that in domestic organizations there is an undeveloped mechanism for managing the adaptation process. This mechanism provides for the solution of 3 major problems:
1. Structural consolidation of adaptation management functions in the organization's management system;
2. Organization of technology adaptation process;
3. Organizations information support adaptation process.
Structural consolidation of adaptation management functions can take place in the following areas:
1. Allocation of the relevant division (bureau, department) in the structure of the personnel management system. Most often, adaptation management functions are part of the staff training unit.
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