Profession - personnel management. Education, requirements, responsibilities. Personnel management: a methodological guide for HR Management as personnel management

16.06.2021

1. The concept and essence of personnel management

2. Personnel as an object of management

3. Functions of the personnel manager

Personnel management is a purposeful organizational impact on people working in an organization (staff).

Personnel management exists at the theoretical and applied levels:

- at the theoretical level is an area of scientific knowledge and research. The purpose of these developments is the most efficient use of personnel in the organization;

- at the application level- this is a purposeful activity of the management team of the organization, heads of departments and specialists of departments of the personnel management system to form a team and achieve the goals and objectives of the organization by this team.

The subject of personnel management the personnel and managerial, socio-economic relations of employees, emerging in the process of joint work and achieving the goals of the organization, act.

Personnel management as an activity includes:

recruitment, selection and reception of personnel;

business assessment of personnel upon admission, certification, selection;

vocational guidance and labor adaptation;

motivation and stimulation of labor activity of the personnel;

organization of work and compliance with the ethics of labor relations;

conflict and stress management;

ensuring the safety of personnel;

management of innovations in personnel work;

training, advanced training and retraining of personnel;

control business career and service and professional promotion;

release of personnel;

informational, technical, regulatory, methodological, legal and office support of the personnel management system.

Human resources- a concept that reflects the main wealth of any society, the prosperity of which is possible when creating conditions for the reproduction, development, use of this resource, taking into account the interests of each person.

Human Resources represent the able-bodied part of the population of the country, which, due to their psycho-physiological and intellectual qualities, is able to produce wealth or services.

Staff- this is the personnel of organizations, including all employees, as well as working owners and co-owners.

The main features of the staff are:

The presence of his labor relations with the employer, which are drawn up by an employment contract (contract)

Possession of certain quality characteristics:

profession (specialty)

qualification

competence, etc., the presence of which determines the activity of an employee in a particular position and assigning him to one of the categories of personnel (managers, specialists, other employees, workers);

Target orientation of personnel activities

The main characteristics of the organization's personnel are:

number;

structure.

Number of staff depends on the nature, scale, complexity, labor intensity of production, management and other processes, the degree of their automation, computerization.

The structure of the organization's personnel- this is a set of individual workers, their groups, united on any basis. Types of personnel structure:

statistical - reflects the distribution of personnel by activities, categories and groups of positions;

analytical - subdivided:

on the general structure - within the framework of this structure, personnel are considered on such grounds as profession, qualifications, education, gender, age, work experience;

private structure - it reflects the position of individual groups of workers, for example "employed in hard work", "employed in machining centers".

The personnel manager must have knowledge in the field of personnel management in the organizational, managerial, legal, accounting and documentation, pedagogical, social, psychological, sociological aspects that allow him to carry out the entire cycle of work with personnel: from studying the labor market and hiring personnel to retirement and layoffs . It must perform the following functions:

development of a personnel management strategy;

development personnel policy and workforce planning;

recruitment and selection of workers and specialists of the required qualifications, the required level and focus of training;

analysis of personnel potential, forecasting and determination of the need for workers and specialists, personnel marketing;

maintaining business relations with employment services and other sources of staff recruitment;

planning, organization and control of training, retraining and advanced training of workers, specialists and managers;

staffing with management, working personnel and specialists of the organization, taking into account the prospects for its development;

assessment of professional, business and personal qualities of employees for the purpose of their rational use;

personnel certification;

creation of conditions for the fullest use and systematic professional growth employees, business career planning;

participation in the development of the organizational structure, staffing organizations;

organization of accounting for the movement of personnel;

studying the causes of staff turnover and developing measures to reduce it;

personnel employment management;

registration of reception, transfer and dismissal of employees;

motivation and stimulation of work of employees;

participation in the development and implementation of plans for the social development of the enterprise;

career guidance work;

formation labor collective(group and personal relationships, moral and psychological climate, the unity of methods and skills in achieving ultimate goal, personal and collective interest);

organization of professional and socio-psychological labor adaptation of young specialists with higher and secondary specialized education at the enterprise, organization of work on their consolidation and use;

selection and placement of personnel;

creation of a reserve of personnel and its training;

application of practical sociology in the formation and education of the labor collective;

diagnostics of socio-psychological situations;

development and application of modern style and methods of personnel management;

use of new information technologies for personnel management;

application of labor laws, resolution of legal issues in labor relations;

management of social and industrial conflicts and stresses;

ensuring compliance with the requirements of psychophysiology, ergonomics and aesthetics of work;

participation in ensuring safe working conditions, economic and information security;

organization of work with leaving employees;

consideration of letters, complaints, applications.

The article contains theoretical and practical information that will facilitate the process of personnel management. Following the prompts, you will learn how to competently build and adjust the system, choose suitable ways impact on the team.

From the article you will learn:

Related materials:

Human Resources: Definition

Management - personnel management, aimed primarily at achieving the goals of the organization, and not employees. But since the staff is able to make decisions and evaluate requirements, to protest in case of disagreement with the rules, the system is built on beneficial relationships, cooperation.

The dynamics of the organization's development, labor efficiency, profitability and much more directly depend on the actions of the manager. Novice managers often make mistakes that can be avoided if you thoroughly study the process of personnel management, and develop your own strategy based on theoretical information.

Useful table. Check if you have necessary knowledge, skills for successful personnel management

Goals and principles of personnel management

In each company, the rules for cooperation with subordinates are selected individually, so you can’t copy the experience of others, but you can take it as a basis. Stick to the basic principles, which are complemented by norms that help you achieve the desired goal and keep business processes under control.

The basic principles and tasks of management can be depicted in the form of a schematic diagram:

What principles to follow:

recruit staff on personal, professional and business qualities;
observe continuity - combine young and experienced workers in a team;
ensure the career growth of specialists, timely transfer the best employees who consistently show high results;
maintain the spirit of competition, because it allows the potential of a person to be revealed;
trust employees, but check their diligence;
practice automatic replacement of absent employees with other specialists who are able to cope with job responsibilities;
send employees for training so that the level of qualification of personnel is at the proper level;
make decisions based on legal acts.

To increase the efficiency of work with personnel, eliminate unnecessary paper work, reduce the number of errors in documents, you can automate personnel management processes.

Management methods

Combine different methods of personnel management with each other, look for a balance. Use administrative, economic and socio-psychological ways to influence employees. Encourage the team to comply labor discipline stick to the established rules. Set standards and make employees aware of them.

Important! Make sure that there are no unspoken rules in the team promoted by lidars. They may contradict the approved norms, negatively affect the processes, the team, the psychological climate, the image of the organization, etc. Has the informal leader become a source of negativity?

HR Models

In world practice, including in Russia, they use different models personnel management, including methods, principles, strategies and technologies. Choose the one that will contribute to the disclosure of creative and labor potential, the achievement of economic well-being. Rely on the needs of the staff. For example, young people tend to career growth, development, empowerment, older people - to stability, high salary, recognition of merit.

If the management model is not chosen or needs to be revised, compare several options with each other to choose the most suitable system . First, identify what results employees are focused on achieving.

Model No. 1. Motivational management

Personnel management through motivation is based on the study of the moods, needs, interests, goals of employees. At the same time, the goals of employees must overlap with the goals of the company, otherwise only one side will benefit. Such a personnel policy is focused on the development of human resources, the implementation of personnel programs, and the strengthening of the psychological climate.

Test to determine the managerial style of a manager

Model number 2. Framework management

The model implies the creation of conditions for the development of responsibility, initiative and independence of employees. Framework management helps to increase the level of organization, responsibility, job satisfaction. In the course of this, the corporate style of leadership develops.

Model number 3. Delegation based personnel management

The management system through delegation is considered the most modern and perfect. Employees are empowered to make their own decisions and implement them. They are aware of their responsibility, they feel their importance. Work in the organization is in full swing even in those periods when management is absent.

Model number 4. Entrepreneurial management

The concept of intrapreneurship is taken as a basis. The relationship between managers and employees takes on a different form - the team is transformed into a community of creators, innovators and entrepreneurs. Everyone strives to achieve their goal, but everyone adheres to a common idea that leads to harmony, high performance work and understanding. If you manage active employees who nominate creative ideas, strive to bring and receive benefits, such a management model is optimal.

How to create the perfect HR system

Council number 1. Distribute roles among management staff

Alone, you can not cope with all the tasks. Even if you put in a lot of effort, individual processes will be left to chance.

Council number 2. Deal with bottlenecks

Try in your work - they interfere with personnel management, provoke problems. Experts from the HR Director magazine told how HR should act in case of detecting shortcomings.

Council number 3. Listen not only to the management, but also to the staff

The task of business owners is to achieve maximum profitability. Often they put pressure on HR-ditch, forcing them to use prohibited methods of influencing employees, a system of punishments. Your task is not to spoil relations with either the owners of the company or with employees. Choose such methods of management in which there is maximum satisfaction and labor productivity, motivate, then you will not have to act as an executioner.

Council number 4. Do not build the system only on administrative methods

Formalization of all processes negatively affects the psychological climate, does not encourage creativity. Employees go to work as hard labor, and at the first opportunity they leave the organization. It is impossible to achieve high results from them.

Council number 5. Develop

Improve your skills, attend seminars and trainings. If you do not have time for this, pay attention to.

Human resource management is a very young field of management. Management and personnel management are two inseparable terms. Management includes the management of the organization, personnel and other areas. As a direct independent activity, personnel management appeared after the 1970s. The allocation of HR specialists has become a real revolution in the work of personnel. If before that personnel were controlled by managers different levels, but now these functions have been entrusted to personnel managers. With the help of the effective work of personnel management, it is possible to significantly increase the degree of the company's personnel potential, which could not be done before.

The concept of "personnel management" refers to activities aimed at the human resources of the company. With the help of such activities, the capabilities of employees and the goals, strategies, and features of the development of the enterprise are brought into balance. Human resources management has as its main goal the financial improvement of the enterprise by increasing the productivity of human resources.

Organization personnel management elements:

search and adaptation;
operational work with personnel (the process of training, development, rapid evaluation, motivation, management business communications and wages)
strategic work with personnel.

Figure 1. Levels of personnel management of the organization.

Personnel management at the enterprise defines the tasks for itself:

Staff in accordance with the organization's development strategy, taking into account the multi-temporal development perspectives. When recruiting staff, the manager focuses on the production implementation of the plan, various financial indicators.
Create a pool of upcoming leaders to ensure succession, as well as reduce the risk of losing staff.
Make smart decisions in relation to managers who cannot cope with their professional tasks.
Focus HR managers on the implementation of the production plan.
Engage in personnel development of personnel, constantly improving their knowledge base, developing personal qualities that are necessary to perform job tasks worker.

The most efficient use of labor resources in the enterprise is achieved through the competent activities of personnel managers.

Modern personnel management

Personnel management in modern organization is one of the leading directions of its development. Now leaders prefer to invest their main forces not in production or stimulation of the material base, but in the human component. Employees are the leading source of funding. Hiring, training and maintaining their operations all come at a significant cost. When evaluating modern companies, one of the criteria was to maintain high level corporate culture. In comparison with the past, caring for people who bring income through their work is becoming the main area. Managers draw a direct relationship between caring for their employees and increasing their productivity. One of the main conditions for such an attitude to personnel is the preparation of a clear and regulated personnel policy.

From the personnel policy, all personnel management in the organization is formed. Managers start from it, making specific decisions in relation to the employee. On the basis of personnel policy, it is customary to consider various aspects of personnel management.

Aspects are divided into:

technical and technological (the main elements are the expansion of a specific production, features of technology and equipment, the situation in production);
organizational and economic (the composition and number of employees, incentive methods, working hours, etc. are considered);
legal (side of compliance labor law in the employer-employee system);
socio-psychological (introduction of various social and psychological trainings in the direct labor process);
pedagogical (training of personnel).

Management has its own laws and patterns of personnel management, which form the basis of work. They need to be studied, because they are interpreted as a framework for the requirements for HR managers:

The set of elements of personnel management must correspond to the tasks, features and expansion of the organization.
Systematic personnel management - it is important to take into account all the interconnections of the personnel management system.
Centralization and decentralization must be optimally combined.
Proportional comparison of the elements of the UE system and the complex of subsystems. It is impossible to improve only one subsystem, then an imbalance will appear in the second, which will need to be eliminated. Improvement and expansion requires an integrated approach.
Diversity of the personnel management system (complex production - complex management).
Changing the functions of management. With the expansion of production, the role of some functions increases and the importance of others decreases.

Personnel management process

To describe the process of personnel management in an enterprise, consider a management scheme. Compliance with this scheme gives an understanding of the processes. It defines the levels of personnel management (Fig. 1):

The highest level is the management branch of the company. At this level, priorities in working with the staff and management tactics, its principles are highlighted. Programs, regulations, instructions for the personnel department are approved here.
The middle level is functional. These are direct personnel management specialists. Their functionality is reduced to the creation of personnel procedures and methodical work with staff.
Lower level - immediate supervisors structural divisions working directly with subordinates.

Effective management of the employees of the organization is achieved only with the continuous interaction of all elements of this scheme.

In market conditions, competition is growing, and the requirements for the labor market are becoming more stringent. The manager has to react very quickly to all surrounding changes. Human resource management in an organization is never monotonous. It is becoming increasingly difficult to stimulate and motivate employees, especially involving them in short-term work. These and other features of personnel management require the manager to be highly qualified and mobile in order to be able to take into account all possible factors affecting personnel management.

Personnel planning, selection

The mechanism of personnel management begins with the planning of labor resources. Information about the composition of the workforce is needed by the manager to set the goals of the organization. A scorecard helps the HR department plan.

Planning takes place in three stages:

Valuation of available resources.
Forecast of future needs.
Planning measures to meet future needs.

An analysis is made of such indicators as the category of employees, age category, educational grouping, work experience, gender structure, turnover, internal mobility, absence rate, labor productivity, and so on. These data allow you to consistently plan personnel, the amount of funding in the field of personnel. HR planning gives information about what workers are required.

The results of the analysis are compared with the situation at the enterprise. From what is and is necessary, are determined vacancies, which HR managers (personnel department specialists) strive to fill with the most suitable people.

The process of filling vacancies occurs according to the scheme: detailing the requirements for an open position and a direct workplace - selection of candidates - their selection - employment.

An important sign of a serious selection is a set of formalized requirements for candidates. They are usually in the form job description where all the duties of the future employee are clearly indicated.

After the requirements are determined, the manager proceeds to the selection of candidates. You can attract them by searching within the organization, using funds mass media, the Internet or travel to educational institutions. There is no single way - the HR manager uses different variations, depending on the goal.

The selection of candidates for a vacant position involves:

interview (initial acquaintance);
collection of information on a specific system, further processing;
drawing up the correct “portraits” and assessing the qualities of the applicant;
comparison of existing qualities and required ones;
comparison of several applicants within vacant position and then choosing the right one;
approval of the candidate for the position with the conclusion of an employment contract.

At the initial stage of selection, candidates are identified who are able to perform the required functions, then the circle narrows to the limit, a reserve is formed for further selection. Candidates are analyzed on the basis of resumes sent to the employer. If the resume meets the requirements for the candidate that the company makes, it is concluded that the candidate is invited to a personal meeting, that is, an interview is conducted.

Interview as a stage in the selection of candidates

The objectives of the interview are:

it is necessary to correctly determine the competence of the candidate, personal qualities, as well as to identify the degree of interest in the work;
the manager must convey to the candidate information about the enterprise, the benefits of working on it, talk about the content of the work, the adaptation process and the timing;
it is necessary to identify the expectations of each of the parties, their coincidence or discrepancy and then find the optimal solution;
to enable the applicant to independently make a decision and assess how much he wants to take a vacant position.

80-90% of applicants are eliminated immediately after the first interview. The rest undergo psychological and professional analysis to determine the degree of suitability for work in an open position.

Testing is a fairly reliable way to select candidates. It is able to identify more effectively than others the best candidates and weed out the weak. The test helps to identify the speed of work of future employees, accuracy, attention and visual memory. However, the final choice is made not on the basis of testing, but on the basis of less formalized methods, because the test is not effective enough in identifying positive personality traits, in contrast to negative ones.

Personnel Management- delicate and responsible work that requires a flexible approach and experience in the field HR. Unfortunately, it is not always possible to consult a more experienced specialist or study textbooks on personnel policy. Understanding this and appreciating your time, we strive to collect in this section the highest quality articles on personnel management. For your convenience, the general theme " Personnel Management" contains several subsections:

Such a section personnel management like selection personnel requires detailed analysis HR-manager qualities of potential employees in order to weed out completely unsuitable candidates at an early stage, which will significantly save the organization's time and effort in the future.

It includes several stages:

analysis of the need for personnel - is carried out to determine the need for personnel for a particular position;

definition of requirements for staff– establishing clear criteria for the selection of candidates;

search and attraction - determination by the organization of places from where it would like to recruit personnel; ensuring the possibility of recruiting young professionals; placement of advertisements for vacancies;

evaluation of candidates - conducting a multi-stage selection among candidates, including a resume contest, interview, testing, and analysis of recommendations;

decision-making is the final stage during which the discussion of working conditions and the date of entry into office, as well as the conclusion of a contract with the employee, are made.

In case of difficulties with recruitment, the following factors should be considered:

wages (perhaps too low);
opportunity for career growth;
acceptability of working conditions;
the image of the organization;
the popularity of the work;
advertising quality;
choice of source of income.

Interviewing is an important step in the recruitment process. , which will help to find out the degree of training of a specialist, his personal qualities, ability to work; will give an idea of his previous work experience, lifestyle, views and aspirations. Based on the knowledge gained, it can be concluded that there is a need for a particular employee.

During the interview HR-manager can use the following methods:

Closed-ended questions that require a short answer - yes or no, such as "Can you start work tomorrow?"

Open-ended questions that require a detailed answer - a question that requires a detailed response from the frame, for example: "Tell us about yourself?"

Questions about previous work experience is a question that can generally determine a person's ability to work in previous jobs. Example: "Tell me about how, how do you..."

Questions about weaknesses frame- for this, questions like: "Can you tell about the times when you were not at your best?"

Uncovering negative traits frame- if the candidate for the position told not entirely pleasant moments from life and there are doubts about his decency, then you should continue to interview in the same direction for a more complete picture of him as a person. Example: “Very interesting, let's take a closer look at those cases in your life when you had to ...”

Reflective questions - help to steer the conversation in the right direction. Example: “We don’t have much time, let’s discuss another question now?”. This will be followed by a reflexive "Yes".

Mirror statements or repetition of phrases - paraphrasing HR-manager key statement followed by observation of the interlocutor, periodically assenting to him. Example: “If you are two hours late, will you stay later to finish the job?”

Alternative questions - questions that allow you to determine how well the interlocutor will be able to choose an alternative. Usually two bad objects are given a choice, for example: "Which is worse: theft or deceit?".

Reflective questions with the right information HR- manager to talk notorious, taciturn or odd people. Example: “My opinion is that customer service should only take place after they pay the bill, do you agree with me?”.

Leading questions - directing to a certain type of answer, to obtain more complete information, or in order to make the employee think about the seriousness of the work, for example: “Our company is currently experiencing a tremendous growth, and we require increased performance from employees. Can you handle stress?"

Rephrasing the question - this type of question involves a more complete acquaintance with the person. The main point is to avoid a question that can be answered yes or no. The interlocutor should not feel what kind of response is expected from him.

Questions - "adjusters" - this question is necessary to stir up clumsy and slow-witted interlocutors. Example: “Tell me more about this?”, or “Is it very interesting to hear the continuation?”.

The adaptation of personnel is carried out in order to reduce the costs of the organization, namely, to reduce staff turnover.

The onboarding process is beneficial for both the employee and the company itself. After adapting, frames acquire complete information about the general culture of the enterprise, about the fundamental principles of their new activity, which, in turn, contributes to building relationships with colleagues, increasing labor efficiency, and approval at the new workplace by the authorities. All this seems to be extremely important in order for new employees to be satisfied with their work.

As for the company itself, thanks to the adaptation system, it can quickly assess the degree of competence of a new employee, his potential; identify imperfections in the recruitment process; establish the most favorable for the development of the company relationship between superiors and staff.

There are several types of adaptation:

corporate - associated with the receipt of a new employee general information about the company: about its structure, activity, place in the market;

social - aimed at acceptance employee those norms of communication and behavior that are established in the work team; familiarity with the corporate culture;

organizational - aimed at getting acquainted with the organizational aspects of the company's activities (schedule for the payment of salaries, time lunch break And so on);

technical - familiarization with the equipment and equipment of the enterprise; development of warehouse equipment and software;

professional - clarification by management of the degree of compliance with professional training employee stated requirements and prospects for its growth. On the part of the employee - the development of technologies and norms of the company;

psychophysiological - the employee's getting used to new working conditions (business trips, especially long ones, night shifts, design work, irregular working hours).

Grade personnel is an activity HR-manager to determine the effectiveness of the work of employees of the enterprise.

Certification is the process of determining the degree of compliance of employees with the position they occupy.

Their subsequent training, promotion or, conversely, reduction are based on the assessment of employees; encouragement of correct and correction of incorrect behavior; planning the overall development of the company.

Grade personnel carried out in two ways:

comparative - evaluation method personnelHR-manager, where they are compared with each other. With this very simple method personnel policy the risk of unfair subjective assessment remains.
absolute - comparison of qualities and abilities employee with well-defined standards.

Self-assessment is the activity of an employee to independently analyze the degree of effectiveness of their work and subsequently make adjustments to their activities.

For the successful development of the organization, it is necessary to constantly improve the professional skills of employees.

In such an industry personnel management as "Learning and development personnel» allocate:

professional development - the ability of employees to constantly improve their knowledge and skills in the process of performing work;
vocational training - improving the skills of employees through specialized training in a particular area.

When training an employee directly at the workplace HR-manager can be used:

briefing - explanation of the main operations or procedures that are included in official duties more experienced employee
teaching aids - visual material necessary for employee training.

Among the methods of training an employee outside the company are:

lectures - listening to a course of material necessary for advanced training;
case-study - the use of lecture materials when considering a particular example;
business games;
video training - allows employees to conduct a video analysis of their practical exercises.
self-training is less expensive for the company, but it requires providing personnel with all the information necessary for training.

Corporate culture is a set of values and standards of the organization. It is they who give the employees of the enterprise the guidelines on which they should rely in the implementation of activities.

Corporate culture depends on the scope of the company, the stage of its development, on the personality of the leader and other factors.

In order to form it, various corporate conferences, seminars, competitions are held aimed at encouraging the initiative employees.

The success of the company is built on the commitment of employees, which implies their loyalty, involvement in the company's activities; a clear understanding by employees of the goals of their work and the pursuit of these goals.

Motivation of employees is carried out in order to increase their efficiency, interest in the performance of work, satisfaction with their activities.

For successful motivation it is necessary to provide the employee with:

the ability to negotiate, to freely express interest in working with clients, to delve into the essence of problems;
the opportunity to perform the work that is most interesting to him, in which he feels like a professional;
the opportunity to be recognized for their achievements;
the opportunity to take the initiative, put forward new ideas to improve the work of the organization;
the ability to feel their importance to management;
the ability to set goals and achieve them;
full reward for success;
the possibility of obtaining complete and timely information;
the possibility of self-control in the workplace;
the opportunity to receive tasks of a higher level

Each subsection is regularly updated with new articles.

The success of any organization is always directly dependent on its employees. Or rather, from a good understanding of management and subordinates. Managers have a difficult task: to manage the staff in such a way as to motivate them to achieve a common goal, to ensure a friendly, working environment in the team. So, how should the management process be built so that all employees, from the cleaning lady to the chief executive, work for the good of the company?

The main rules of the leader

Personnel management is a whole science. 90% of an organization's success depends on leadership. Proper motivation, a clear definition of goals - the basis of high-quality work. For effective personnel management, a manager first of all needs to remember a number of rules:

Company principles. They must be understood by every employee, regardless of their position. And the manager should listen to the opinion of employees, especially in problem situations. No, this does not mean that global decisions need to be made by the whole team at the round table! The fact is that each employee solves certain issues every day, regardless of whether he makes copies of documents or maintains important negotiations with clients. If everyone clearly knows the principles of the company, understand the purpose of their actions, then the manager can be sure that the right decisions will be made correctly at all levels.
Teamwork. The team needs to be motivated to cooperate. Employee management must be built in such a way that each employee of the company is tuned not to his own achievements, but all together fulfill one goal.
Sharing of responsibility. Head big company just physically unable to control every process. Need to assign responsible persons on various issues.
Initiative is not punishable. Any growing business requires the emergence of new ideas. It is necessary to give employees the opportunity to express their thoughts, to participate in the implementation of a new business. And remember that everyone has the right to make mistakes.
Awareness. If the manager does not want rumors to appear, ignoring his instructions, then it is worth bringing to the attention of the team information about the real state of affairs of the company. Then the team will make more effective decisions.
There are no irreplaceable ones. This must be kept in mind when managing personnel. It is not necessary to single out specific subordinates and inform the entire team that work will “get up” without them. Appreciate all employees, do not limit yourself to one person.
Proven methodology. Personnel management requires stability. There is no need to make subordinates guinea pigs, testing them with the latest trends in management. Work well where it is comfortable to work.
Discipline. Despite the previous rule, there must be strict discipline and rules of conduct in the organization.

Good example. It is often said: "What kind of leader, such are the employees." And they don't speak in vain. The manager must, by his behavior and work, give positive example to the whole team.

Understand the worker

It has already been said above that the team should be aware of current affairs. This is necessary to achieve a uniform result. The manager must not only issue orders, but also communicate with the staff. It is necessary to make the team understand that each employee is important for the company. And so that these are not empty words, the manager will have to learn to understand each employee. If problems arise at work, you should not immediately call the subordinate “on the carpet” and blame him for anything. To begin with, it is worth understanding the situation as a whole, finding the root cause of the problem and calmly eliminating it.

Each person has his own life principles, priorities and goals. When applying for a job, all this does not go anywhere. The leader will have to work with an already formed personality and to some extent adapt to it. All goals of an employee are usually subject to one of three needs:

material reward. A person joins a company to make money.
social status. The employee wants respect for himself as a person, is set for career growth.
Self-expression. The desire to express your opinion on every issue, to work independently on some area.

Based on the goals of the subordinate, the leader must find him personal approach. When this goal is achieved, there will be no problems in working with personnel.

Teamwork

In any team that works well, there is a certain team spirit. Most often it all depends on the personal goals of the team members and, of course, the leadership. For mutual understanding between employees and the manager, the latter will have to learn to state the essence of their requirements, the tasks of subordinates in accordance with their goals. That is, personnel management is a kind of psychology. The manager will have to analyze the behavior of subordinates, understand their doubts and fears.

Staff understanding of the goal and accessibility general plan- the basis of well-organized teamwork. It is necessary to let the team know that it is in the team that they will cope with any tasks.

There are also a number of factors that can significantly reduce the ability to work in a team:

the purpose of the project is not defined;
insufficient provision of workers with resources;
conflict situations among subordinates;
poor attitude of the leadership to the team performance of the task;
changeable goal, frequently changing tasks and requirements.

The Right Motivation

For achievement best result When carrying out a project, the most important thing is to properly motivate employees. As a rule, motivation can be material and non-material.

From the first, everything is more or less clear. Most of the team goes to work to earn money. There are two main ways to financially motivate employees:

Rewards. All sorts of bonuses and awards for the quality of work. This will make the person work quickly and efficiently.
Penalties. In general, everything is simple. You work well - you get a bonus to your salary. If you work poorly, you lose bonuses, you get fines.

With non-material motivation, everything is somewhat more complicated and interesting. Consider the methods of such motivation:

Boost. Rarely does anyone refuse to take a higher position. The employee must understand that good job rewarded with career advancement.
Friendly team. Most of the layoffs own will happens exactly because of conflict situations in service or misunderstanding. The leader must do everything to prevent this.
Stability. The employee must be sure tomorrow. Work must be official wage timely payment of sick leave and vacation.
Collective rest. If the manager wants the team to have a good atmosphere and a positive mood, it is necessary to organize various kinds of recreational activities that enable employees to get to know each other better. It can be corporate evenings, field trips, sports competitions. But it is more effective to do this not on weekends and not by order.
Training. Periodic retraining of employees is required. People need new knowledge for more effective work. If various kinds of courses are paid for by the organization, this will also be a kind of reward.

These are the main methods. In each company, the manager will find his own non-material ways of encouragement. It all depends on the capabilities of the organization and the needs of the team. The main thing is that there should be no understatement between employees, the system of rewards or punishments should be clear.

The high-quality and fast work of the entire team depends directly on the personnel manager. The secrets of effective work are simple. If a leader simply demands unquestioning execution of orders by employees, he is likely to get a job done somehow and a tense situation among subordinates. And with a specific statement of goals and objectives, right motivation, human relation– excellent work done in a short time, friendly relations between employees and a trusting attitude towards oneself.