The effectiveness of the company and its competitive advantages are dependent on the effectiveness of the use of its most important resource - a person. That is why the requirements for employees are growing, the value of a creative approach to work and the degree of professionalism are increasing.

You will learn:

• Why management by human resourses your company needs.
• What is human resource management in an organization.
• What are the goals and objectives of human resource management.
• How is a human resource management strategy formed?

Why Human Resource Management is Important

Leadership of many Russian companies focuses on the management of finances, production, marketing, forgetting to develop the human resource management system, which often remains the weakest link in the overall management system.

Consider the importance of human resource management development.

• Human resource management directly affects the overall value of the enterprise. The share of such intangible assets as personnel policy, intellectual capabilities of employees, brand, in the aggregate of all company assets, is increasing.
• Human resource management is an important "internal competence" of the enterprise, and, accordingly, is the main criterion that guarantees superiority in the fight against competitors.
• Many experts believe that people management enables companies to transform from a number of successful ones into leaders in a particular market.

Human resource management is the most important area of ​​management. A person is the main resource of any enterprise. It is people who make new goods, accumulate and use financial resources, and perform quality control. They are always striving for improvement and growth.

What is human resource management in an organization

Human resource management(abbreviation - HRM, or HRM - with in English human resources management) is presented as a strategic or logical aspect to the management of the company's most irreplaceable asset: employees who make a valuable contribution to the achievement of the organization's goals.

The most important human resource management properties:

HRM is related to goal achievement in the following areas.

• HRM takes a multi-faceted and coherent approach to ensure that both the theory and practice of work employment are supported by the development of human resource theory and practice (group configuration);
• human resource management satisfies the need for a strategic approach to HRM, which makes it possible to correlate the company and its human resource strategy;
• HRM is focused on commitment, i.e. in human resource management, the importance of commitment to the tasks, values ​​of a particular company is emphasized;
• human resources can be considered as a source of competitive advantage, together with the concept of strategy, which is based on resources;
• in HRM, employees are associated as an asset, as human capital, since thanks to HRM there is an opportunity for education and growth of the company;
• the formation and development of HRM is a direct task of the heads of departments of the organization;
• the approach to employee relations seems to be unitary rather than pluralistic: as a rule, employees share the interests of the employer, even if they do not coincide with their own.

1. Selection of resources and their improvement

A company needs to ensure that it acquires and retains a highly skilled, loyal, and well-motivated workforce. To do this, you need to be able to correctly assess and satisfy all the needs of the organization for employees, as well as increase and develop the abilities inherent in employees (potential, personal contribution to the work of the enterprise, the likelihood of using their labor in the future). To carry out these activities, the company must provide its employees with the opportunity to learn and grow professionally. In addition, the selection of such resources consists in the creation of systems with rather high labor standards, increasing flexibility and covering the process of selection of applicants and hiring, the bonus payment system wages, which depends on labor indicators, as well as training and development activities for the company's management.

1. Evaluation of employees

Modern human resource management should motivate employees, increase their spirit of commitment to the activities and results of the company. Employees must understand that they are valued, that they are valued and rewarded for their work, for their achievements, for their abilities, for their professionalism.

1. Relations between employees and company management

The goal of human resource management is to create such a microclimate in the company's team in which it would be possible to maintain highly productive and harmonious relationships between employees and management, as a result of which teamwork will succeed and develop. It is necessary to carry out appropriate management activities that will be aimed at increasing the commitment of employees to the goals and objectives of the company, as well as apply active actions focused on demonstrating to employees their significance and value.

The purpose of human resource management is also to help create an appropriate atmosphere of trust and cooperation in the organization. Human resource management assists the enterprise in balancing mutual interests and helps to adapt to the needs of certain groups that are interested in the work of the company. These can be groups of owners, managers, employees, suppliers, customers, government agencies, social groups, etc.

Another goal of HRM is the management of the workforce, but one must not forget and take into account both group and personal differences between the needs of employees, their style of activity and aspirations. Human resource management must guarantee equal opportunities for everyone, so that an ethical approach is applied, namely: concern for people, transparency and fairness in relationships.

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Human resource management is characterized by the following functions:

• selection and hiring of employees;
• adaptation;
• employee evaluation;
• employee training and growth;
• career development planning;
• strategic planning;
• formation of a system of remuneration and benefits;
• providing security;
• analysis and planning of various work processes of the enterprise;
• coordination of labor relations.

Expert opinion

Human resource management should be replaced by human capital management

Igor Khukhrev,

President of the Ankor personnel holding, Moscow

The business perspective in Russia is the latest perspective on management: HRM needs to be replaced by human capital management. Let's break down the terminology to understand the difference. A resource is something that may not be enough, a resource needs to be found and attracted to the company, and capital is the accumulation of an enterprise that is multiplied and developed. Managing employees as capital involves a vision of a system that can be characterized the following properties:

• companies are managed by people who find solutions to a particular problem, unusual ways of development, encourage and appreciate similar qualities in their employees;
• the performer is an important link, a lot in the company depends on the correctness of his decisions;
• the value of the enterprise increases due to the development of a creative approach to work, regardless of the scope of business activity, and not due to the unification of business processes;
• management, giving the greatest authority to their subordinates, provides them with the opportunity to be responsible for making decisions in a specific assigned area of ​​the company.

There is no single standard for managing companies in Russia; you cannot find two identical organizations in managing companies. Whatever the decision, it is made for each specific situation, in each specific company. Most successful in Western countries structured algorithms of actions do not work in Russia. For example, testing for employees developed by Western experts is not adapted to Russian reality, and focusing on foreign materials during training is not designed for the norms of behavior of Russian citizens and, accordingly, does not bring the desired result. Certification of employees, as a rule, is used by the company not for the growth and development of employees, but is only a reason for their dismissal.

Goals and objectives of human resource management

Fundamental goal human resource management is to ensure that the company employs such employees who would allow it to effectively achieve all its goals.

At present, when the employees of the organization are the most important resource, it is considered an important task for the heads of human resource management departments to participate in the development of the organization's strategy, starting from the situation of human resources.

The fulfillment of HRM tasks directly depends on the goals of the company. Also, the goals of human resource management are comparable to the stages life cycle organizations.

The development and formation of the company goes through several stages, at each of which it has to make decisions on certain tasks.

Human resource management may allow the following tasks.

1. Formation of the company's needs for employees and their selection:

• development of requirements for the workplaces of employees;
• labor market analysis;
• staffing development;
• selection of applicants;
• formation of internal and external sources of personnel;
• attraction of applicants for vacancies.

1. Development of the company's employees:

• measures for the adaptation of employees;
• formation of the personnel reserve of the company;
• definition of professional powers;
• coordination professional career personnel;
• formation of corporate powers.

1. Employee rating:

• certification of employees;
• formation of requirements for the powers of employees;
• establishing compliance of the actual level of authority of employees with the requirements of the employer.

1. Employee Performance Management:

• regulation and analysis of labor;
• formation of a corporate culture that actively contributes to the achievement of the company's goals;
• knowledge management;
• formation of a system of non-material and material motivation;
• development of fundamental performance indicators for employees of the enterprise.

1. Organizational growth and development of employees:

• optimization of the organizational structure;
• development of projects of workplaces;
• assessment and analysis of the company;
• conflict resolution in the organization.

How a human resource management strategy is formed

This strategy is represented by a system of organizational and management decisions that are aimed at fulfilling the mission, objectives and goals of the company.

Each strategy must be:

• compatible with the environment;
• whole and real;
• resource balanced;
• combine both short-term and long-term goals;
• moderately risky.

The strategy consists of the following elements:

1. resource allocation priorities. First of all, they need to be directed to solving the most important problems of the company; you can distribute them in proportion to emerging needs, and the ideal option would be to concentrate resources in full accordance with needs; it is possible to provide all departments of the organization with an equal amount of resources;
2. organization of goals(specific, corporate, mission);
3. procedure for execution of management actions, including human resources management.

To form a strategy, you need the collective work of many people, which is why large companies organize special teams for this, which consist of 10-15 people. They include heads of key departments, highly qualified specialists, representatives from the team, third-party consultants. They develop alternative models of strategy, its primary directions, scenarios of the probable course of events. At any moment, it may happen that inside and outside the company there will be new circumstances that do not fit into the strategic concept.

In order not to change the order, the leadership sets and solves strategic tasks, which, if necessary, complement and improve it.

The human resource management strategy (personnel strategy, personnel strategy) is functional, i.e. subordinated to the general strategy, it follows from it, details and develops.

Due to the personnel strategy, tasks such as:

• personnel optimization;
• development and improvement of human resource management mechanisms;
• timely supply of the company with employees necessary qualifications and in the right amount;
• augmentation of human resources, its reasonable use for the implementation of the business strategy;
• formation of favorable working conditions;
• formation of standards for remuneration, moral and material incentives for employees;
• creation of a corporate culture, the formation of a close connection between a person and a company;
• transformation of human resource management units (converting them from a bureaucratic to a marketing structure);
• education, professional development of employees, development of human resources, instilling the skill of strategic thinking;
• formation of conditions for the exercise of the rights and obligations of employees, which are provided for by labor legislation.

Taking into account the opinion of the English professor S. Liz, strategic areas of activity with employees include:

• maximum embodiment of the capabilities of employees as a resource;
• reduction specific gravity salaries in the cost price, for this it is necessary to divide the company's personnel into 2 groups: unskilled with low wages and highly qualified with high pay labor;
• minimizing the number of management steps, introducing a flexible way of organizing work;
• correlation of the employee management strategy with the type of company;
• growth, cultural development, etc.

Before formulating a strategy, it is necessary to analyze the structure of personnel, labor and product markets, technologies, labor relations, social values, efficiency of spending working time, demographic data, overall strategy, predicted data on employment development and production.

Human resource management methods

There are several ways to manage personnel in order to further perform production management tasks. It is possible to distinguish administrative, socio-psychological and economic methods, distinguished by the principle of influencing people.

Administrative methods are based on maintaining discipline and on penalties, this option is a way to form a managerial impact on employees.

Socio-psychological methods, the managerial influence on employees is carried out, based on the use of the laws of psychology and sociology. The object of application of these methods are both individuals and groups of people.

Psychological management methods are very important for working with personnel, as they are focused on a specific person, appeal to the intellect, inner world the individual, his images, feelings, behavior in order to direct the internal potential of the individual to solve various problems of the company. The foundation for the application of these methods is the psychological planning of a new way of working with personnel to create a fruitful psychological state of the organization's team. It is necessary to comprehensively develop employees and eliminate the unfavorable attitudes of degradation of the lagging part of the team. Psychological planning implies the development of development goals and conditions for effectiveness, the formation of norms, methods for planning the psychological microclimate and achieving final results.

Sociological methods are important in human resource management, because they make it possible to control the significance and place of employees in the company's team, identify leaders and guarantee their support, correlate employee motivation with their final results of work, ensure effective communication and extinguish conflicts.

Economic methods are considered ways of influencing employees through the use of categories and the laws of economics.

Remuneration is an important motive for the activities of employees, as well as a monetary measure of the price of labor. It is the remuneration that provides a close link between the results of labor and the work process, correlates the difficulty of the work of employees of different qualifications. Developing tariff rates for working specialties and official salaries for employees, managers determine the standard cost of labor, while taking into account the average cost of labor with a limit on its duration.

According to the individual contribution of the employee and the final result of labor, his remuneration for a specific period of time is determined. Bonus payments correlate the result of the work of each department and employee with profit, which is an important economic indicator of the company.

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Basic Human Resource Management Models

1. Match Model

The first statement about the concept of human resource management was made in 1984 by the Michigan School, namely Charles Fombran. He believed that the human resource system and the structure of the company should be regulated in such a way as to correspond to the organizational strategy (therefore he called it the "fit model"). He then explained that there is a HR cycle that consists of 4 important functions that take place in every company:

• selection- the ratio of existing human resources;
• attestation- labor factor management;
• remuneration- to motivate performance indicators, they use a reward system, which, despite being a management tool, is often applied incorrectly or insufficiently; it should stimulate not only short-term achievements, but also long-term ones, meaning that the company must be active today in order to be successful tomorrow;
• development- willingness to have a highly qualified workforce in the state of the enterprise.

1. Model 4C

The Harvard Business School specialists created the 4C model, which was the result of the study of HRM problems in more extended business boundaries than the generally recognized tasks of attracting, selecting, training, appraising personnel, maintaining personnel records, etc. In accordance with this model, the HRM policy should be formed on the basis of the analysis:

• various factors- depending on a particular situation;
• the needs of diverse groups of people, one way or another interested and involved in the business.

Such a theory of business stakeholders implies that if a company is owned and operated by diverse groups of people, then the goal of management is to achieve a certain balance to satisfy the interests of all groups. Shareholders are examples of stakeholders, various categories employees, consumers, customers, trade unions, banks, creditors, state and local authorities. Therefore, managers must be diplomats and politicians, as well as be able to establish favorable relationships with any of the stakeholder groups, develop the ability to persuade, form alliances, represent groups to each other, and so on.

Stakeholder Theory implies that any of the groups can have their own interest. For example, if the company's management needs to make a major decision, then it must take into account the interests of both the company's owners and employees.

Stakeholders do not have to hold high positions in the company, despite the fact that they all invested in the company: someone financially, someone with labor or other resource. That is why any of them wants to receive remuneration from the organization and influence the processes for determining it. Therefore, the management of the company is obliged:

• identify stakeholders in the company;
• calculate the minimum that each of those interested should receive;
• identify key individuals in each of the groups in order to establish good relations with them;
• try to influence the perception of stakeholders of the company (for example, by convincing shareholders that excessively high dividends will not be in the interests of the enterprise in the long term, or convincing employees that it is impossible to raise salaries this year).

To situational factors include: employee motivation; their moral qualities; labor market conditions; management style, partly dependent on the culture of society; production technologies, characteristics of methods of activity. The most important factor is the conjuncture of the labor market. It is he who unites those who are looking for work, as well as companies, institutions that are looking for employees. Labor markets operate at various levels: regional, sectoral, national, international.

Other situational factors influencing are:

• the organizational form of ownership of the company and to whom the management is accountable;
• the influence of trade union associations and workers' unions;
• applicable labor laws and business practices in the society in which the company operates;
• competitive environment;
• the ability of the organization's management to coordinate actions and manage.

Stakeholder expectations and situational factors need to be taken into account when building a human resources strategy and influencing HRM policies that address the following issues: the level of control over employees, the reward system, the priority in choosing labor-intensive methods of activity over financial ones. etc. An increase in competition in business activities can lead to the fact that the organization will be forced to increase labor productivity, lay off some employees, restructure the administrative link, etc. Changes in the age groups of the population can lead to the fact that the company will use predominantly female labor. Improvements in educational standards may lead to changes job duties and give the employee maximum autonomy.

Harvard researchers believe that effectiveness of results Human resource management needs to be analyzed in 4 areas: competence, corporate loyalty, team consistency, corporate cost-effectiveness (from English 4C - competence, congruency, commitment, cost-effectiveness).

1. Competence relates to the level of qualifications of personnel, skills, the need for training, retraining and the potential to perform work of the highest level. It can be assessed through the preparation of an algorithm of professional skills and a system of performance appraisal of employees. The HRM course should be designed to attract, retain and stimulate professional, competent employees.
2. corporate loyalty implies employee loyalty to the company, passion for their work, personal motivation. The loyalty of an employee to his company can be assessed by first studying the opinion of the staff, the degree of staff turnover, absenteeism statistics, and also by talking with the employee on the last working day in case of dismissal for own will.
3. Team Consistency leads to the fact that the management and personnel of the company look in the same direction at the goals of the company and lead joint activities to get good results. If the organization is managed well, then employees at any level share a common view of the factors that determine the development of the enterprise and its future prospects. Such a unified position touches upon important principles underlying the management of the firm. A commonality of opinion can be created by the leader through the system of internal communications, management style, methods of doing business, organizational system, but direct support and daily work can only be carried out by employees of the organization. All company personnel must understand that there is a common goal. Each employee must feel ownership of the activities, tasks and goals of the company, be aware that they are doing a common thing. The absence of any conflicts, complaints, the presence of harmony in relationships can become the criteria that the organization has team consistency.
4. Corporate efficiency on the cost side determines the effectiveness of the company's processes. Human resources must be used in such a way that their benefits can be used with maximum efficiency. The volume of production must be increased, but at the same time it is necessary to reduce the cost of materials and resources. The company must respond quickly to the opportunities offered by the market and to changes in the business area.

The Harvard School model implies that a course in human resources should focus on improving the flow of communication between the hired workforce and management, and the level of competence should be increased through additional training and practice. Based on the above, the fundamental problems of this approach are the following:

• A true assessment of all 4 directions.
• Possibility of formation conflict situations between corporate cost effectiveness and consistency. There are a variety of variables that are potentially relevant to almost every HR situation. It is often unrealistic to isolate the underlying factors that would determine the true nature of certain human resource circumstances.
• Awareness of the fact that periodically working conditions or technology make it almost impossible to improve any of the 4 C levels. Certain activities, despite being considered boring, monotonous, dirty, still have to be done by someone.

1. Hard and soft HRM models

Hard approach to human resource management once again shows that people are the main resource, it is thanks to them that the company achieves an advantage among competitors. Acquire, develop and use this resource so that the organization can profit and benefit from it. Emphasizing factors that can be calculated and linked to a business strategy for managing labor resources is just as rational as the methods applied to other economic factors.

This theory refers to management seeking to improve competitive advantage and understanding that to get results, you need to invest not only in technical resources, but also in human resources. Human resource management reflects the old capitalist trend of treating staff as a commodity. Focus on management interests, alignment with business strategy, value added through HR development, quality management, the need for a strong corporate culture that is expressed in a clear statement of mission, values, and supported by communication, performance management processes and training.

soft model human resource management, the source of which is the school of human relations, focuses on motivation, communication, leadership. Such a model is based on the principle of gentle treatment of employees as valuable personnel, which are the main asset of the company and a source of competitive advantage when they are committed to the company, adaptive, possess certain skills and abilities, and have achieved concrete success. Accordingly, such a model considers personnel as a means, and not as an end. It emphasizes the need to win the "minds and hearts" of employees, actively involving them in the work of the company, as well as improving the commitment to the company in other ways. In addition, the main role remains with the organizational culture.

Exercises to help improve the relationship between the leader and the subordinate

Many leaders seek to maximize the potential of employees, abandoning the directive management system in favor of an individual approach. Top managers from "taskers" are turning into mentors, taking into account the character traits and emotional type of employees in their work. However, only an emotionally competent leader who knows how to manage not only other people's emotions, but also his own can make such a management style effective.

To increase the level of your emotional intelligence, as well as the level of "healthy" relationships with subordinates, special exercises will help. Learn about them from the article electronic journal"Commercial Director".

What are the steps in the human resource management process?

Stage 1.Analysis of the action of factors of external and internal environment

At the stage of mission formulation, strategic human resource management, corporate strategy, it is extremely necessary to analyze the external and internal environment in order to correctly set goals and objectives. It is not entirely correct to take them into account only at the initial stage. The environment in which the company operates is actively changing, which can lead to dramatic shifts in human resource management.

Stage 2.Formation of a human resource management strategy

The basis is the mission of the company, which serves as the basis for the formation of a corporate strategy, thanks to which they develop a strategy in the field of human resource management.

There are different qualification strategies. Based on the choice of an HRM strategy, the division into:

• innovation strategy;
• quality improvement strategy;
• cost reduction strategy.

To reduce the company's costs, it is necessary first of all to optimize the staff (as a rule, its reduction). The negative nuance of this method is the fact that there is a breakdown in the established pace of work, relations in the team are heating up, and the method of staff reduction requires additional costs.

The emphasis on the quality improvement strategy makes it possible to build a motivation system in such a way as to guarantee employees the maximum interest in the direction of increasing quality standards.

To use such a strategy, it is necessary to provide training in the field of implementation of the latest technologies and methods for processing raw materials.

Using the innovative development strategy of the company, the human resource management system is created in such a way as to guarantee the most comfortable conditions for conducting innovative work of employees, as well as the constant development and updating of information knowledge.

At the stage of forming a human resource management strategy, the manager decides whether he is ready to invest in the company's personnel, and if he is ready, then in what volumes and for what exactly? Therefore, the next stage in the management of human resources in an organization should be the formation of a budget for expenses and the calculation of the effectiveness of investments in human capital.

Stage 3.Development of a long-term budget. Calculation of the effectiveness of the investment project

To evaluate investments in human capital, it is necessary to allocate the costs of human resources in the company's expenses to an independent budget. Currently, in Russian companies, issues related to budgeting are in the first place. Special departments, chiefs, specialists who work in the field of human resource management are transformed into "centers liability”, and the costs of human resources become the “cost center” - this is the direction of the costs of the financial and material resources of the company.

We single out a number of qualifications of budgets and methods of budgeting. At the stage of forming a strategy in the field of human resources, it is preferable to form a budget in the long term, using the methods of setting management by goals, and in the current work, draw up budgets for up to one year, using line-item budgeting methods.

In the future, the budget will serve as the basis for calculating the standards for assessing investment in human capital.

Stage 4.Formation personnel policy

The strategy can only give a generalized course of direction for the company in the field of human resource management. Personnel policy is an intermediate link between personnel management and human resource management systems.

Often it is the collective agreement that becomes the document that reflects the personnel policy of the enterprise.

Stage 5.Formation of a human resource management system

This stage is considered the largest in terms of volume, since it requires the preparation of many documents. It all depends on which of the three strategies the company has chosen. Particular attention should be paid to the formation of the following subsystems: use, evaluation, reward. When applying the cost reduction strategy, the function of recruiting (in the given circumstances, dismissal) of employees using the quality improvement strategy - the development and training function is important, and in the innovation strategy, changes will affect all subsystems in the HRM system.

Stage 6.Budgeting in the short term

The financial component of the human resource management system is reflected in the budget planning in the short term for its implementation.

Stage 7.The embodiment of the human resource management system. Implementation of the current budget

This stage is considered the longest in terms of time. Here it is extremely important that the staff be informed about all the changes that take place in the company. This fact helps to form the necessary organizational culture, extinguish labor conflicts, relieves unnecessary anxiety of the staff, and also helps to overcome opposition to the changes that have come. An information vacuum can delay the implementation of the system and lead to a negative reaction from employees, thereby aggravating the situation in the work team.

Stage 8.Evaluation of the implementation of the strategy, system and policy of human resource management. Analysis of budget implementation

Any process must be evaluated. This stage cannot be ignored, since the result is the basis for making a decision. Having assessed, the company's management will know where to go next: use the same methods of human resource management that were previously used in the organization, or they require a thorough adjustment, or a complete change in the enterprise's personnel policy and human resource management strategy is necessary.

In this case, the next round of the human resource management model in the company is born.

How to evaluate the effectiveness of human resource management

Effectiveness of HRM is the result of achieving personal goals at a minimum cost.

To characterize the goals of management, the terms "personal (i.e. social) efficiency", "organizational efficiency" and "economic efficiency" are often used.

The general efficiency model can be characterized in three ways. parameters.

1. Social efficiency(contemplation of work), low staff turnover, job satisfaction, low loss of working time.
2. Organizational efficiency(participation), i.e. the participation of staff in solving the common problems of the company, cooperation, a sense of commitment.
3. Economic efficiency(implementation of tasks), investments in the success of the enterprise, general production activities.

To determine the effectiveness of human resource management, you need to correlate indicators with empirically verifiable data. Consider five categories indicators.

• Material efficiency in production, measurement indicators can be deviation from the task, complaints, product quality, marriage, compliance with delivery dates.
• Efficiency of labor results (general financial efficiency), indicators of measurement are income, productivity, quality of demand satisfaction, profitability, growth in capital turnover.
• Intangible efficiency in production, measurement indicators can be the time to resolve a particular problem, the accuracy of the solution, the desire for innovation, the specificity of the goal, the efficiency in receiving and transmitting information, the reduction of uncertainty, etc.
• Attitude towards people: friendship, respect, rallying, harmony, trust, readiness for cooperation, perception of influence, etc.
• Attitude towards work: initiative, job satisfaction, loss of working time, acceptance of responsibility, complaints, etc.

Therefore, the first two categories determine economic efficiency, and the 4th and 5th - organizational efficiency.

Economic efficiency in the field of management is considered as the achievement of organizational goals with optimal or minimal costs for employees, i.e. stability, economic results, adaptability and flexibility to a constantly changing environment, and social efficiency is understood as meeting the needs and interests of employees (remuneration, communication with the manager and colleagues, satisfaction with being in a team, the possibility of self-realization, etc.). The most important indicator of social efficiency is the satisfaction of employees with wages and staff.

Organizational efficiency reflects the ability of the human resource management system to implement the established socio-economic efficiency.

EFF = EF/ RC,

where RC is the amount of resources or expenses, and EF is the amount of economic result obtained.

EE is the annual economic effect, the calculation of which is carried out by determining the value of measuring the cost of the product and its annual volume, minus the costs of implementing various production measures. The economic effect can be expressed in terms of labor productivity, i.e. its productivity, which is defined as the ratio of output to the cost of labor, energy, equipment, materials, or to the total cost of resources. Labor productivity can be determined by the following formula:

Pt = O/ T,

where O is the volume of products or services produced for a specific period of time, in physical terms; T is the cost of labor, expressed in the total cost of working time for a specific period of time to be analyzed, in man-hours; R is productivity or labor productivity.

The essence of the concept " social efficiency human resource management" can be formulated as the growth of the potential of the company's employees, especially management personnel.

The social effect of human resource management must show the level of satisfaction of needs. All needs of employees can be reduced to 3 types:

• life needs, including satisfaction in housing and in general in existence;
• relationship needs, including satisfaction of the need in relations with the internal and external environment (social and psychological microclimate in the company's team);
• the needs of self-expression and growth (can be satisfied by helping the employee both in personal, professional growth, and in creative self-expression).

To determine the social effect, use the following indicators:

• salary, including various social payments;
• the level of employee satisfaction with living conditions;
• intensity of training, retraining, education of employees;
• the level of staff turnover in the company, social tension in the workforce;
• the number of reasonable proposals that have been made and implemented by the organization's employees.

Information about experts

Igor Khukhrev is the president of the Ankor personnel holding, Moscow. Igor Khukhrev graduated from Moscow State University named after M.V. Lomonosov (Faculty of Psychology, Department of Social Psychology). At the State University - Higher School of Economics, he defended his Executive MBA diploma in 2004, and in May 1990, together with a group of like-minded people, he created the Ankor personnel firm (decoding: "Analysis. Consulting. Recruitment"). The transformation into the Ankor personnel holding took place in 2004.

Human resource management is a specific management function. Recently, this function has become increasingly important, since the effectiveness of an organization, its competitive advantages depend on the efficiency of using its main resource - a person. In this regard, the requirements for the employee are increasing, the importance of a creative attitude to work, a high level of professionalism is increasing. The function of human resource management is becoming more complicated, the role and place of the head of the organization's personnel service is changing. He becomes one of its main leaders.

The content of the HR management function changed along with the change in production conditions and management goals. So, at the turn of the XIX-XX centuries. and up to the 20s of the XX centuries. actions in the field of HR management were limited to the creation of disciplinary systems, training and stimulation of personnel, since the main concern of management during this period was the task of increasing the productivity of an individual worker and the efficiency of production as a whole.

In the 50-60s of the XX century. the main concern of management is the creation of "human relations" in the organization, therefore, the main actions in the field of HR management are the creation of a favorable climate in the team, the establishment of group cooperation, and for this, managers are trained in terms of educating sensitivity, delicacy, tact.

In the 60-70s. The problem of "participation" comes to the fore. Therefore, special attention is paid to participatory management, tools for involving employees in the decision-making process. The problem of "participation" required highly skilled workers, which led to the development of programs for training, retraining and development of personnel.

In the 70-80s. the main task of HR management is to challenge subordinates who need complex creative work. During this period, programs for the enrichment of labor, the creation of specialized and venture teams are being developed.

In the 80-90s. there is a problem of job cuts, displacement of workers as a result of economic downturns, technological shifts, international competition. Measures were needed to mitigate the stress associated with the loss of a job: various compensations, special seminars for laid-off workers, “ early care retirement”, as well as the development of retraining programs, orientation of employees in new areas of the economy.

In 1990–2000 the main problem is changes in the labor force and its shortages. Management functions such as the strategic management of the HR, the implementation of the rights of employees, their development, flexible working schedules and benefits, as well as computerization, are coming to the fore.

In Russia, the function of personnel management throughout the history of the socialist state was performed by the employment authorities and the personnel services of enterprises. They were engaged in solving a single state task - providing the sectors of the national economy with the necessary personnel, as well as realizing the right of citizens to work. Activity personnel services many organizations to this day is limited mainly to solving the issues of hiring and dismissing employees, processing personnel documentation. Therefore, these services do not meet the new requirements of personnel policy, the new functions of HR management. Is absent one system management of the HR, first of all, a system of scientifically based study of abilities and inclinations, professional and official promotion of employees in accordance with their business and personal qualities.

The urgent task of most enterprises is the restructuring and enhancement of the role of personnel services, the creation of departments for the management of the HR, which is caused by a change in the economic and social conditions for the functioning of enterprises.

Human resource management is the design of the formal systems of an organization that ensure the efficient use of human knowledge, skills, and talents to achieve organizational goals. Human resources

represent the totality of knowledge, experience, skills, abilities, contacts and wisdom of people working in an organization.

The ultimate goal of HR management coincides with the ultimate goal of the organization as a whole. This is to ensure the stable functioning and sustainable development of the organization in the long term. The immediate goal of HR management is to provide the enterprise with the necessary personnel, to create a cohesive, efficient team capable of achieving the planned goals.

HR management has two roles in the organization: strategic and operational. Strategic role - global, long-term, innovative. It proceeds from the fact that people become the key resource of the organization, and it is with this resource that the competitive advantages of the organization are associated, if it is properly managed. This role is realized through activities such as HR planning; development of legal problems related to the management of people; study of labor force trends; solving mergers and acquisitions problems; promoting restructuring and downsizing of enterprises; reward management. Strategic HR management provides the organization with a strategy for the planned development of human resources, which makes it possible to have trained personnel in accordance with the needs of the organization.

The operational role is more in line with the traditional view of HR management. This is an administrative, short-term role associated with a variety of ongoing people management activities and aimed at implementing the developed strategies. This role is carried out through the following types activities: recruitment and selection of personnel to fill existing vacancies; implementation of professional and social orientation and adaptation; consideration of reports on safety in case of accidents; managing fringe benefits programs; creation of favorable labor relations in the team between staff and management; handling complaints; grade labor activity.

Let us note the stages of CR management.

1. HR planning - developing a plan to meet future human resource needs.

2. Recruitment - creation of a reserve of potential candidates for all positions.

3. Selection - evaluation of candidates for jobs and selection of the best from the reserve created during the recruitment.

4. Determination of wages and additional benefits in order to attract, hire, motivate and retain the necessary workers.

5. Professional orientation and social adaptation - the introduction of hired workers into the organization, developing their understanding of what the organization expects from them and what kind of work it receives recognition.

6. Training - the development and implementation of training programs for the work skills necessary for the effective performance of work.

7. Evaluation of labor activity - development of methods for evaluating activities and bringing them to the employee.

8. Promotion, demotion, transfer, dismissal - the development of methods for moving employees to positions with greater or lesser responsibility, the development of their professional experience through rotation.

9. Training of management personnel, career management - development of programs aimed at developing the abilities and improving the efficiency of the work of managers.

HR planning includes three stages:

1) determination of the future needs of the enterprise in the labor force arising from production plans, sales forecasts, the general strategy of the enterprise;

2) evaluation of strong and weaknesses available labor resources, analysis of their compliance with the changing needs of the enterprise;

3) development of programs to meet the future needs of the enterprise in the Czech Republic.

They should include a schedule and arrangements for attracting, hiring, training and promoting the people needed to achieve the goals of the organization.

A feature of HR planning in Russia is the change in the external environment of enterprises and their goals. Enterprises must operate in conditions of instability, competition and risk. And this places special demands on the staff. Entrepreneurial skills that allow you to survive in such conditions, the ability to take risks, create New Product, service, offer a new idea, show initiative, creativity, marketing ability.

Recruitment and selection of personnel is aimed at finding the right person to do a certain job. Modern Process selection is seen as a process of ensuring fit between the candidate and the organization and between the candidate and the job. The requirements and values ​​of the organization and the candidate must match. To do this, it is necessary to have an accurate idea of ​​the content and nature of the work, the qualifications and qualities of the applicant, which are required for its implementation. Information is collected in the following areas:

1) labor activities to perform this work and the required behavior;

2) interaction with other people;

3) performance standards;

4) used machines and equipment;

5) working conditions;

6) leadership, authority and responsibility received;

7) necessary knowledge, skills and abilities;

8) the minimum requirements that the applicant must meet, since not in all cases it is possible to select the ideal candidate.

Based on this information, a search is made for a person who will meet these criteria. Such a search includes a set of potential candidates for existing vacancies in the organization and the selection of the most suitable of them.

Traditionally, recruitment comes from internal and external sources. You need to know their pros and cons. Internal sources- promotion of their employees, organization of competitions among interested candidates, from which the best is selected - are cheap, stimulate other employees, improve the moral and psychological climate in the team. But new people do not come to the enterprise, with different experience, a fresh look, new knowledge. And this can lead to a loss of flexibility and mobility of the enterprise, its aging. In addition, internal hiring requires costly training and development programs and has fewer choices. Therefore, human resources departments must establish contacts with different external organizations from which the supply of labor is possible.

Russian enterprises need a new generation of specialists: economists, managers, marketers, psychologists, etc., who are able to work in a new economic environment. Therefore, enterprises should primarily use such external sources of recruitment as colleges, universities, institutes for advanced training. Contracts with educational institutions should become the main form of attracting the necessary specialists and skilled workers.

Other sources and means of dialing are public services employment and retraining, youth employment centers, private employment agencies. A good source of recruitment can be customers and suppliers of the enterprise. The candidates proposed by them can contribute to the creation of cooperation, business relations with business partners.

A common source of recruitment is random applicants applying for jobs on their own. They should be entered into a card index or database of external candidates. This is a reserve that cannot be neglected.

And finally advertisements, which can supplement the listed sources of the set or be the main sources. They should be perceived as a public relations event. A well-designed ad can enhance a firm's reputation and vice versa.

The advantages of external sources of recruitment can be called ample opportunities for choice, new impulses for the enterprise: people from outside bring new knowledge, experience, ideas, perspectives. The disadvantages include high recruitment costs, blocking promotion opportunities for “veterans”, increased risk when hiring a new employee, worsening morale among long-term employees, etc.

Methods for selecting suitable candidates can be questionnaires, interviews, tests, assessment centers, references and resumes. These methods can be combined, especially if the candidate is selected for senior positions.

The most common are questionnaires, interviews and testing. They allow you to collect detailed information about the candidate, decide how well he will fit into the existing team, and provide him with detailed information about the upcoming work.

1) individual information(name, address, age, marital status, living conditions);

2) education;

3) career (previous jobs, salary level);

4) state of health;

5) interests and hobbies in free time;

6) information about why the candidate wants to get this particular job;

7) names of guarantors.

The interview requires careful preparation and skills to conduct it. The accuracy of the interview is increased by a pre-compiled structured list of questions. Its points may repeat the questions of the questionnaire, but here a personal impression of communication is added. It is important to get an idea of ​​​​health, behavior, personal qualities, intelligence, ability to oral speech, interests, leadership ability, sense of responsibility, sociability, the impact of work on personal life, etc.

The most famous system of questions for the interview is the "Seven Point Plan", developed by the National Institute of Industrial Psychology (Great Britain).

1. physical characteristics(health, appearance, manners).

2. Education and experience previous work(detail).

3. Intelligence (general outlook, ability to grasp the essence of the problem, reaction).

4. Ability for physical labor, oral speech, counting.

5. Interests, hobbies that may characterize the personality of the candidate.

6. Disposition - leadership, sense of responsibility, sociability.

7. Personal circumstances (how work will affect personal life).

In addition to the activities of the employer, the activity of the employee in finding and applying for a job is becoming increasingly important. If we summarize the advice contained in the modern Russian literature on personnel selection, then we can formulate them as follows:

1) you should always look for a job (no matter how good the current job is, it can be lost tomorrow due to circumstances completely beyond your control);

2) you have to fight to get a job;

3) be prepared to change activities to cope with new job and get satisfaction from it;

4) if you have determined for yourself what kind of work you are looking for, explain it to everyone around. The more "eyes and ears" helping you, the better;

5) look for work intensively, remember that any meeting can have the most decisive (and sometimes completely unexpected) impact on getting a job;

6) personal communication is preferable to written;

7) in case of refusal, show gentle perseverance, reminding yourself after a while and inquiring if things have changed. better situation with employment.

Tests are one of the most reliable selection methods the right people to occupy a certain position. The main characteristic of tests is the independent performance by the candidate of certain tasks with their subsequent assessment. When selecting personnel, six main types of tests can be used: physical, qualification, personality assessment, verification of mental abilities (intelligence test), achievement test and work task.

Determination of wages and additional benefits. The remuneration of personnel consists of two parts - wages (salary), i.e., monetary remuneration for the work performed, and additional benefits - non-monetary forms of employee remuneration. There are a large number of such benefits, the main of which are: health insurance, life insurance, paid vacations, additional pensions, housing, a personal car, payment for children's institutions, physical rehabilitation programs.

Market conditions require flexible systems of remuneration for work and new principles of the very approach to solving the problem, how and for what people's work should be paid. And first of all, the results of labor should be paid: the work performed, productivity, efficiency, quality. Innovation, skill, initiative, combination of professions, labor activity, group cooperation to achieve the goals of the enterprise should be encouraged.

The fixed part of wages should be sufficient to attract and retain qualified workers in the enterprise. The variable part should take into account and stimulate an increase in labor productivity, labor results, efficiency at the level of the group and the enterprise as a whole.

An important stage in the management of HR is the development of personnel, which includes professional orientation and adaptation in the team, as well as training and retraining of personnel.

When a new person comes to the organization, he brings with him a different experience, knowledge, norms social interaction, which may or may not fit into the new framework. Therefore, it is necessary to adapt it to the new corporate culture, its values, traditions, rules of conduct. A number of methods are used for this.

1. Self-hiring, when the organization, during the recruitment of applicants, provides complete and truthful information about itself so that people's expectations are not overstated. With this information, people decide whether the organization is in line with their needs, goals, and values.

2. Training in special labor skills, social norms and company values.

3. Mentoring, when a novice is assigned to an experienced employee who introduces him to the specifics of the work, professional requirements towards employees and social norms.

In addition to orientation and adaptation, continuous training of personnel is necessary. It is an important method for managing the activities and performance of employees throughout their careers. The problem is to find a mechanism for the continuous improvement of the skills of all those employed in the process of moving from one set of required knowledge and skills to another.

The learning process can be defined as the systematic acquisition of knowledge, skills, roles, which translate into improved performance. labor functions and official duties at work. The ultimate goal of training is to provide an organization with a sufficient number of people with the skills, abilities and knowledge necessary to achieve the goals of the organization. This requires continued capital investment in the human resource development program.

The next stage of HR management is the assessment of the activities of employees and their results. Performance appraisal is the process of determining how well employees perform their duties in accordance with established standards, job descriptions and communicate this information to employees. There are many purposes of performance appraisal:

1) improving the performance of duties;

2) determination of the basis for the differentiation of wages;

3) stimulation of individuals and groups in general;

4) collection of information for making decisions on promotion, downgrading, transfer, dismissal;

5) informing about the need for retraining and education;

6) formation of new standards, criteria and goals for the performance of work.

These goals can be grouped into three groups:

1) administrative purposes;

2) information;

3) motivational.

The training of leadership personnel is aimed at developing the knowledge, skills and abilities necessary for leadership positions. Management training methods are: lectures, discussions in small groups, analysis of specific business situations, role-playing training, job rotation, business games. For leadership development, many companies develop career management programs that aim to unlock the talents of employees and use them to the benefit of the organization.

HR management in developed countries involves the creation of programs to improve the quality of working life. The quality of working life is understood as the degree to which a person's important personal needs are met through his work in an organization.

The concept of "high quality of working life" includes such components as:

1) interesting, meaningful work;

2) fair remuneration and recognition of merit;

3) good working conditions (cleanliness in the workplace, low noise level, good lighting);

4) minimal oversight by management;

5) participation in decision-making concerning the work of subordinates;

6) ensuring the guarantee of work, employment;

7) favorable climate in the team, friendly relations with colleagues;

8) availability of household and medical care workers.

The twenty-first century presents humanity with new challenges. New technologies, changing consumer demand, the transition of the economy of most countries to activities in the service sector, the "compression" of the world due to the emergence of new means of communication - all this is changing our world, including the business sector. So, if earlier the main emphasis was on the technological base and the use of low-skilled labor, today, with the development of innovative technologies, resources become almost main task businessman. We will discuss how to properly implement such management in this article.

Human resource management is the activity of the company's employees, the purpose of which is to provide the company with highly qualified and reliable employees who will fully meet the requirements of the company and work for its benefit. The HR management system (in foreign sources - HR) implies the development and implementation of a specific policy, consisting of the following aspects:

1) Recruitment policy - setting certain requirements for applicants for certain positions, compiling special psychological or professional tests that will help determine the suitability of the applicant for a particular position.

2) The actual management of human resources - the organization of the workplace and working time of the employee, setting goals and tasks, building his career ladder.

3) Staff development is a mandatory component of HR policy. human resources means improving their quality over time - this allows the company to independently educate personnel that meets its requirements instead of hiring expensive highly qualified specialists.

4) The policy in the field of rewards and punishments is the main motivational component of the HR policy, which, on the one hand, motivates the employee to work better and take initiative in anticipation of remuneration, and on the other hand, makes him be more responsible, because he knows that his mistake can be punished.

The last item on the above list should be given special attention. Management is impossible without proper organization to work. As a rule, motivation can be carried out in three forms:

1) Organizational and administrative form - involves the issuance of any orders, orders, directives, and so on. This method implies a direct impact on employees, but is ineffective, since the employee performs the necessary actions “under pressure”, and not of his own free will.

2) Economic motivation - is a well-thought-out system of bonuses and penalties. Encouragement or punishment with a ruble or dollar is the most effective type of influence, since the employee is interested in fulfilling management tasks through a rational motive - for Good work he will receive a bonus, and for a bad one he will not only lose it, but also pay a fine.

3) Motivation through the socio-psychological component - involves encouraging employees through promotion, awarding diplomas or thanks, conferring the title "employee of the month (year)". This method of influence allows the employee to feel better and get an additional incentive to work.

Since human resource management is a complex process, dedicated employees are allocated to carry it out, and in large companies even entire HR departments. The presence of a HR management department indicates that the company correctly assesses its importance in business, which means that it chooses the right path for its development.

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Introduction

Chapter 2 Optimizing Effective Human Resource Management

2.1 Ways to stimulate the workflow

2.2 Labor Relations

2.3 Painless dismissal. Outplacement

Conclusion

List of used literature

Introduction

The success of the enterprise (organization, firm) is ensured by the employees employed in it. That is why the modern concept of enterprise management involves the selection of a large number of functional areas of management activity that is associated with the management of the personnel component of production - the personnel of the enterprise.

It is quite natural that at each enterprise there is a need to determine the number of personnel, in efficient system selection, hiring and placement of personnel, in ensuring their employment, taking into account the interests of production and the employee himself, in the system of remuneration for work based on its results, the promotion of employees, the system of labor motivation, in taking into account the individual problems of employees, improving their living conditions and recreation, etc. d.

The increased interest in the human factor in the 1960s and 1980s led to the development of the theory and practice of social planning at an enterprise and workforce management. The scientific literature of those years reflected the results of a study of various social and socio-psychological factors and their influence on the qualitative characteristics of collective activity. At the same time, it was assumed that the activities of the labor collective should be aimed at the systematic achievement of the socio-economic goal, which consists in obtaining high end results while minimizing the cost of all resources, creating a favorable moral and psychological climate, incentives and working conditions that determine its high attractiveness and satisfaction with it. all members of the team. Much attention was paid to the formation and organization of the functioning of the labor collective, the management of its socio-economic development, organizational, economic and socio-psychological relations in the team and their regulation (forms and methods of self-government, development of labor, creative and social activity of team members, material and moral incentives , socio-psychological climate in the workforce, etc.).

The transition of the country to market relations has fundamentally changed the concept of personnel management, the choice of means and methods practical implementation tasks of personnel management in order to improve production efficiency as a condition for the competitiveness of the enterprise.

The performance of an enterprise (organization, firm), of course, continues to be influenced by the economic aspect in personnel management. It is with it that the formation of the number of personnel, its professional and qualification composition (in conjunction with the applied equipment, technology, production and labor organizations), the effective use of personnel in terms of time, qualifications, level of education, etc. is connected. However, the social orientation in personnel work, the change of emphasis in personnel policy to taking into account the interests of the employee, increasing the motivation of work, as a condition for its higher performance, is beginning to acquire more and more importance. New economic conditions involve the use of not only new theoretical premises, but also new technology staffing itself.

The creation of production is always associated with people working at the enterprise (firm). Correct principles of production organization, optimal systems and procedures play an important role. However, production success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, ability to solve problems, receptivity to learning.

At the same time, labor relations are perhaps the most difficult problem of entrepreneurship, especially when the company's staff consists of tens, hundreds and thousands of people. Labor relations cover a wide range of problems related to the organization of the labor process, training and recruitment, selection optimal system wages, the creation of social partnership relations at the enterprise.

Therefore, in order for the enterprise to work effectively, it is necessary to properly organize the work of employees, while constantly monitoring the activities of employees, using various methods of personnel management.

On the present stage development of scientific and technological progress, the role of man is of great importance. Today it is the main strategic resource any company in the fight against competitors. This is due to his ability to be creative, which is now becoming a decisive condition for the success of any activity.

The modern market, the competitive forms of its functioning have radically changed the attitude towards "human resources" and their role in competitiveness.

Human resource management is a special type of management activity that requires the performance of specific functions and the presence of special qualities in people involved in this activity. Personnel management is about providing the necessary skills and abilities of the organization and maintaining the desire to use these skills among its employees. Organizations solve this problem by creating special systems for the selection, development, evaluation and remuneration of personnel.

Personnel management consists in the selection and retention of the personnel required by the organization, its professional training and development, the evaluation of the activities of each of the employees in terms of achieving the goals of the organization, which makes it possible to correct their behavior, remuneration of personnel for their efforts.

In order to develop successfully, an organization must manage the selection, training, evaluation and remuneration of personnel, i.e. create, use and improve methods, procedures, programs for organizing these processes.

Investments in human capital are considered the main source of profit, although previously personnel costs were considered unnecessary expenses. These investments are aimed at creating conditions for the development of creativity.

The personnel is the most difficult object of management in the organization, as it has the ability to independently resolve any issues, has subjective interests, is extremely sensitive to managerial influence and is critical of the requirements placed on it.

In the management of the company, the management has this stage development of the economy, one of the important problems is the problem in the field of work with personnel.

The main tasks of the personnel management system include: providing the organization with qualified personnel; creating the necessary conditions for effective use knowledge of the experience of employees; improvement of the system of remuneration and motivation; management of internal movements and careers of employees; providing employees with opportunities to improve their skills.

Chapter 1. Elements and methods of human resource management

1.1 The role and responsibility of the manager for personnel management

HR is a young profession. As a kind of managerial activity, it originated at the end of the last century. The advent of HR professionals trained in industrial sociology and psychology meant a real revolution in traditional forms of HR work. If before that personnel work was a function of line managers of various levels and ranks, as well as employees (and heads) of personnel services involved in accounting, control and administrative (administrative) activities, then the emergence of a managerial (staff) function related to ensuring the proper level of human resources organization, significantly expanded the range of tasks and increased the importance of this direction of management. It is with the advent of personnel management as a specialized staff activity in the system of modern management that the formation of personnel management is associated.

There are five main functions that managers perform: planning, organizing, recruiting, directing, controlling. Together, these functions constitute the management process. Each of the above features includes:

Planning: setting goals and standards, developing rules and sequences of actions, developing plans and predicting some opportunities in the future;

Organization: setting certain tasks for each subordinate, dividing into departments, delegating part of the authority to subordinates, developing channels for managing and transmitting information, coordinating the work of subordinates;

Personnel management: resolving the issue of determining the standard for suitable candidates, selecting suitable employees, selecting employees, setting work standards, compensation to employees, performance appraisal, consulting employees, training and development of employees;

Leadership: solving the issue of how to get employees to do their job, providing moral support, motivating subordinates;

Control: setting standards such as sales quota, quality, productivity level; verification of compliance of work performance with these standards; adjust them if necessary.

Personnel management (better known as human resource management) corresponds to the concepts and methods that a manager needs to use when working with personnel. These include:

Job analysis (determining the nature of the work of each employee);

Planning for staffing needs and hiring candidates for work;

Selection of candidates;

Orientation and training of new employees;

Payroll management;

Providing motivation and benefits;

Performance evaluation;

Communication;

Education and development;

Creating a sense of responsibility among employees;

Worker health and safety;

Complaint handling and labor relations.

In small organizations, line managers can perform all HR related duties without any assistance. But as the organization grows, they need help, expertise, and advice from HR managers.

Personnel management or otherwise human resource management corresponds to the concepts and methods that the manager needs to use when working with personnel.

The manager can do everything right - create brilliant plans, draw a clear organizational chart, use advanced accounting - and still fail as a manager (by hiring the wrong people, or by improperly motivating subordinates). On the other hand, many managers only succeed when using non-traditional organizational or management plans. They succeed because they can hire the right people for the right jobs and motivate, evaluate, and develop them.

All managers are in some sense HR managers, because they are all involved in one way or another in such processes as recruiting, interviewing, selection and training. Many firms have an HR department with its own HR managers. What are the responsibilities of these managers, and how do these responsibilities align with the line managers' responsibilities in relation to personnel? To do this, it is necessary to understand what the “linear” and “personnel” aspects of management include.

What is the line manager responsible for in human resource management?

The list of duties of line managers, used in accordance with the main instruction of a large company, for the effective management of human resources:

1. Placing the right people in the right jobs.

2. Attracting new employees to the organization.

3. Training of workers in a new job for them.

4. Improving the quality of work of each employee.

5. Creation of an atmosphere of creative cooperation and development of good relations between employees.

6. Interpretation of the policy and sequence of actions of the company.

7. Control of labor costs.

8. Development of the abilities of each person.

9. Creation and maintenance of the moral climate of the department.

10. Taking care of the health and physical condition of workers.

What is the HR manager responsible for?

The Human Resources Manager performs the following three functions:

1. Linear function- the direction of the people of the department and workers in the service sector. They have line authority within the HR department. The Human Resources Director has access to senior management on all HR matters. As a result, the "proposal" of the HR director is very often seen as an order from above. These powers often carry a lot of weight in overcoming the difficulties that superiors face in dealing with staffing issues.

2. Coordinating function - coordinating the actions of personnel, which is called functional control.

3. Personnel (service) functions - service of line managers. These functions are to help with the recruitment, training, evaluation, reward, discussion, promotion and dismissal of employees.

Collaboration between line manager and HR manager.

The Institute of Personnel Management gave the following definition of personnel management, formulated as: “personnel management is the responsibility of all those who are related to the management of people, as well as professional personnel specialists. This is the part of management that deals with people at work and the relationships of people in the enterprise. Human resources management aims to ensure performance and fairness, and neither of these objectives can be successfully achieved without considering the other. Human resources management tries to unite both the men and women who make up the team of the enterprise into an effective organization. Providing everyone with the best opportunities for successful work, as an individual. And as a member of the work team. It tries to ensure fair rules and conditions for employees and their job satisfaction.”

The tasks of a manager when working with people are focused on managing a group (department, subdivision). The manager must understand the personnel policy of the entire organization, and the main concern is the management of the team.

The misconception about the activities of HR specialists, as people responsible for all the problems of personnel management of the organization, has led to a common situation when they began to be counted on in solving small, local issues that are actually the responsibility of managers. Now the situation is changing. Organizations understand that line managers must participate in staffing, that they are responsible for discipline and problem solving that their employees face.

Ideally, the division of responsibilities that a manager defines should reflect different levels of focus. When considering issues that are important to the organization as a whole (setting pay levels or implementing discipline methods) or issues that require a lot of experience (taking into account the subtleties of labor laws or interpreting test results), the specialist will be able to make a more significant contribution.

Personnel management is an integral part of the work of every manager. Whether you are a general manager, middle manager or president, whether you are a production manager, commercial manager, office manager, hospital administrator or head of human resources, getting results from people is the main goal.

So, effective personnel management is the key to the successful operation of the enterprise.

1.2 Mission of the Human Resource Specialist

Today, a person in an organization is the main resource. This is due to the fact that everything production processes depend on the person, i.e., on the personnel of the organization. The use of personnel is not a new phenomenon for the economy, since even in ancient Egypt there were slaves who differed from the personnel in their attitude towards them.

A unique professional core of human resources is the main competitive advantage of any company seeking to strengthen its position in global markets. In the 21st century this maxim, according to foreign analysts, will gain the force of an immutable law for successful entrepreneurship, since only highly mobile personnel focused on continuous development can adapt to unpredictable and often chaotic changes in the market environment.

The staff is our problematic, expensive, but at the same time the most valuable resource. A professional approach to personnel management is, first of all, an understanding that, unlike other types of resources, personnel do not lose over time, but, on the contrary, acquire additional value.

Effective management activity in modern organizations implies an attitude to human resources as the main strategic factor in management. The time of intuitive management and active use of financial management as the only effective management tool has passed forever. In today's business, it's not "money makes money" but people make money.

Any organization thrives to the extent that it competently attracts, retains and develops its staff. It is the people who generate income and are the key to the effective operation of the organization.

Human resource management requires the coordination of managerial influences with the psychological patterns of people's behavior. Therefore, there is a stage of fine-tuning the organization for success, when the most important thing is that all those who work in this organization show their best.

Human resources are part of the country's population with certain qualitative indicators, and the basis of human resources is the labor potential and labor resources in aggregate.

Consideration of human resources as one of the factors of production and growth of the organization has its own specifics.

Firstly, people are endowed with intelligence and their reaction to external influences is emotionally meaningful, and this affects the fact that the process of interaction between the organization and the employee is mutual.

Secondly, human resources, unlike the rest organization resources capable of continuous improvement and development. In the conditions of modern scientific and technological progress, when technologies, and with them professional skills, lose their relevance for several years, the ability of personnel to constantly improve and develop is the most important promising and long-term source of increasing the efficiency of any organization.

Thirdly, a person's working life continues in modern society 30-50 years, respectively, the relationship of a person in an organization can and should be of a long-term nature. Thus, human resources become an effective investment of material resources in the long-term development of the organization and can bring quite large dividends. It is no coincidence that the direct costs of private business in the United States for all types of training increased by the beginning of the 1980s. 20th century up to 30 billion dollars, and the total private and public costs, taking into account the payment of compensation for the training period, reached 100 billion dollars.

Fourth, people, unlike material and natural resources, come to the organization consciously, with certain goals, and expect help from the organization in realizing these goals. With regard to this issue, the main problems arise, since it is necessary to attract this resource to the organization, and at the same time it must be of the highest quality from all positions. The organization needs to offer a decent reward for the work that will be sold to it, and often it is expressed not only in monetary terms, but in the situation that exists in the organization.

Fifth, the peculiarity of human resources is that each person is unique in nature. Accordingly, the reaction of various members of the organization to the same management method can be diametrical. Just as it is impossible to invent a universal way and method of managing an organization, it is also impossible to manage the same methods and human resources. This raises the question of the universality of human resource management.

Personnel is the most valuable resource of any enterprise. The efficiency of the enterprise as a whole largely depends on competent personnel management. Qualified, proactive and loyal employees can significantly increase the efficiency of the enterprise.

Intangible assets are one of the most important sources competitive advantage. Knowledge, skills, experience of the staff are the most valuable intangible assets of the organization. Investing in staff education will allow your organization to gain a sustainable competitive advantage in a dynamically developing external environment.

The management of companies has come to understand that it is not money and material resources that are the main capital of the organization, but the people who create this money, these material resources, the “know-how” of the company, which is a set of procedures, methods, techniques and technologies for creating and keeping the business in an organizationally mature state.

People are the most valuable resource of the company, which differs from other types of resources in that it is a self-increasing value. And if this resource is provided with everything necessary and properly motivated, then it will provide an increase in both capital and material values, and much more for the company.

Unlike personnel management, human resource management is reoriented from the needs of employees to the needs of the organization itself in the labor force, and the priorities of personnel management are determined primarily by the results of a functional analysis of existing and projected jobs, and not by the existing human resources of the organization.

The mission of a human resource specialist in today's highly competitive environment is to increase the human resources potential of a corporation in order to realize its business strategy. The HR manager becomes a kind of "skill calibrator", without whose participation no company strategy can be developed and implemented, and the results achieved can not be correctly assessed. Ensuring the high competitiveness of a firm without partnership with human capital is becoming increasingly difficult for corporate management. How to attract responsible, hard-working, highly qualified and talented people to the corporation and keep it? It is the HR managers who are called upon to play the role of a "catalyst" in the corporation in multidimensional and long-term personnel processes that provide competitive advantages to the company due to the uniqueness of human potential and a high level of responsibility of all its employees. Corporate culture creates responsibility, and the ability of people creates competitive advantages.

At the present stage of economic development, it is extremely important for an enterprise to obtain and maintain long-term competitive advantages that will ensure its survival and successful operation in the market.

The essence of the concept of "human resources" is the recognition of the economic feasibility of investments related to attracting labor force, maintaining it in a competitive state, training and, most importantly, creating conditions for a more complete identification of the capabilities and abilities inherent in the individual, people are considered as the most valuable resource for the organization. Some experts believe that the term "human resource management" focuses on the personnel policy of the organization, which is based on the principle of the highest value of a person, his rights and freedoms.

Figure 1. Model "Five levels of HR contribution"

The "work" of HR (Human Resources) managers can be clearly divided into five levels, from operational to strategic.

1. Management of information flows and implementation of basic operations.

Each HR function must ensure that employees are provided with the information they need, that they answer their questions, and that they fully complete all current tasks at the operational level. Most experts will agree that these are the longest-known and simplest HR operations:

Working with documentation related to hiring new employees, registering staff movements and dismissals, maintaining payrolls, etc.;

Advising employees on issues labor law, personnel policies of the company.

2. Implementation of the main functions

In addition to performing basic operations, most HR departments perform staffing functions. The second level of functioning covers the standard areas of responsibility of the HR service: staffing, compensation, team relationships, staff training. Each functional unit of the HR department interacts with others and has its own goals and objectives and provides some services independently

3. Coordination of efforts aimed at increasing productivity

At the third level, the activities of the HR service are included in the range of activities planned within the company as a whole, and are mainly focused on tactical tasks. One of the main goals of any company is to increase productivity, therefore, to achieve it, the efforts of all departments must be coordinated. The task of the HR service is to increase or maximize the productivity of all employees.

In order to directly influence labor productivity, parameters for its assessment and specific measures of influence on it are necessary. In addition, organizational solutions are needed to help stimulate (or even force) various functional divisions HR departments work as a single team for this purpose.

Increasing overall productivity requires HR managers to develop initiatives to continually increase the monetary value of the results of their work, while maintaining a constant level or reducing average cost labor expended per unit of output.

At the third level, the functional responsibilities of HR departments include identifying all factors affecting labor productivity and developing measures to manage them.

Here are some "non-traditional" HR functions that are added at this level:

Development of tools and strategies aimed at retaining key employees;

Transfer of employees to units that have a greater impact on the achievement of business results;

Development of systems of non-material incentives and recognition of employees;

Measurement and analysis of the state of labor resources;

Coordination of knowledge management efforts.

4. Development of competitive advantages through talent

The fourth level is a significant transition point, after which the work of the HR department begins to make a strategic contribution to the success of the entire company. To increase competitive advantage, efforts must be focused on ensuring that every key human resource management program and every HR service is the best of its kind (compared to competing companies). At this level, efforts are focused on the components of the external environment, while all the previous ones concentrated exclusively on internal processes. Instead of simply tracking what competitors are doing, the fourth level is to identify (and take advantage of) weaknesses and shortcomings in the performance of competitors. So far, only a select few, elite companies have funded HR activities at this level. Typical actions aimed at developing competitive advantages can be considered:

Analysis of HR programs in competing companies;

Planning the number of employees and forecasting labor productivity;

Creation and development of a positive image of the company as an employer;

Competitive intelligence.

5. Develop solutions to strategic business problems and search for new opportunities

At the fifth level, the most complex work is carried out, ensuring the strategic contribution of human resources to the success of the company. Efforts at this level go far beyond simply influencing worker productivity. Here it is necessary to take on the solution of strategic business problems in such areas as the development of new products and services, improving their quality, improving customer services, as well as improving the company's position in the market. Few companies achieve this strategic level of human resource management, and most of them belong to a “productivity culture”. Typical activities of HR-services, aimed at solving the strategic problems of the enterprise and the search for new opportunities, are:

Inclusion of HR managers in business development groups;

Consultations by HR-managers of specialists in the field of design and development of new products and services;

Analysis of the impact of the quality of workforce management on innovation processes and for the time needed to bring new products to market;

Formation and development of a "productivity culture" in the company;

Participation of HR departments in the processes of mergers and acquisitions of companies.

Managers in strategic positions in the business identify as their customers only the key end users of the company's products and services. Each employee should consider increasing the value of these products and services for the end user as their priority and consider any action in the company from this point of view. But when providing services within the company, it is important to clearly define internal customers as well.

Increasing the productivity of the workforce is defined as a strategic goal of personnel management, the HR service must take on the role of "asset manager". In most cases, the most expensive corporate asset is human resources. Any emphasis on the productivity and profitability of the workforce can be discredited if the HR manager accepts the employee's point of view. Quite often, their personal interests do not coincide with the company's goals of increasing productivity and increasing profits. Whether we like it or not, HR's job is to help employees do things they wouldn't naturally do. If employees “on their own” worked to their limits, we would not need to develop incentive programs and pay for performance, establish corporate rules, train employees and use many other tools that help manage talent.

Being a strategist means achieving results that affect the company's business goals. To achieve a strategic result, you need to get a credit of trust, and for this, first of all, take responsibility - to a certain extent become the "owner" of a certain strategic area. In our case, the HR service needs to feel its involvement in the task of increasing the productivity of employees and take responsibility for its implementation. Then she can legal grounds claim their share of the contribution to the achievement of this result.

1.3 Human resource management: increase human capital, change in the conditions of globalization, application information technologies

Human capital is a set of knowledge, skills and abilities used to meet the diverse needs of a person and society as a whole. The term was first used by Theodor Schultz, and his follower, Gary Becker, developed this idea, substantiating the effectiveness of investments in human capital and formulating an economic approach to human behavior.

Initially, human capital was understood only as a set of investments in a person that increases his ability to work - education and professional skills. In the future, the concept of human capital has expanded significantly. The latest calculations made by the World Bank experts include consumer spending - the cost of families for food, clothing, housing, education, health care, culture, as well as government spending for these purposes.

Human capital in a broad sense is an intensive productive factor of economic development, the development of society and the family, including the educated part of the labor force, knowledge, tools for intellectual and managerial work, the environment and labor activity that ensure the effective and rational functioning of human capital as a productive development factor.

How is human capital different from labor resources? The labor force is directly people, educated and uneducated, who determine skilled and unskilled labor. Human capital is a much broader concept and includes, in addition to labor resources, accumulated investments (taking into account their depreciation) in education, science, health, safety, quality of life, in the tools of intellectual labor and in the environment that ensures the effective functioning of human capital.

The main way to increase (accumulate, produce, reproduce) "human capital" is to invest in it. There is a debate about what investment in "human capital" is, how comparable it is to a company's normal investment. One part of the researchers understands them as the cost of funds, while the other - any actions or measures aimed at improving the characteristics of "human capital".

The term "capital" usually refers to those products of labor that are going to be used for further production. The process of creating capital is called investment. Investing, by definition, requires an initial outlay, which then, after a certain period of time, pays off. According to the theory of human capital, people can increase their opportunities by investing in themselves, and the government can increase national income by directing funds to create human capital. The main argument in favor of such investments is that the money spent can be repaid by increasing productivity and wages and thus be justified.

Human capital can take many forms. In general, any acquired skills, knowledge or even information that will help a person to increase productivity and thus earn more can be considered as a form of human capital. Typical forms of investment in human capital are the following activities:

1. Education. It may also consist in obtaining a formal higher education, and in its subsequent continuation, and in attending evening courses to improve, for example, computer literacy. Education in its various forms is the main activity for investing in human capital, since it requires a significant investment of time and money.

2. Training. It can be professional, that is, aimed at acquiring knowledge and skills in the field of professional activity, or special, aimed at acquiring special skills. It can be carried out both in the process of work (apprenticeship), and in isolation from it - in special courses. Training can also be divided into general (literacy) and special (skills for a specific job or institution). Training also makes up a large part of the investment in human capital.

3. Migration and job search. Labor migration is viewed as an investment in human capital, since moving from a place with low wages to an area where they are high leads not only to higher wages, but also to a better use of human skills. Finding a job is considered an investment because it requires significant effort and certain costs to collect information about the labor market.

4. Health and nutrition. Various types of health and nutrition services are also an investment, as they increase the return on work by reducing morbidity and mortality, and help maintain health and, consequently, increase the length of the productive period of life.

The rate of return on investment can give a clear and fairly complete picture of the economic consequences of investing in human capital.

The main problem is to determine the economic effect of investing in human capital. Numerous empirical studies have shown that the levels of return on investment in it and in physical capital are comparable, although different forms of investment in human capital can determine different levels of return.

One of the important provisions of the theory of human capital is that its increase is among the main causes of economic development, since human capital makes up a large part of the welfare of society. Researchers point out that great social and economic gains are the result of capital investments in education, training, health care and nutrition, as well as other activities that ensure the creation of human capital. Therefore, investing in human capital is absolutely essential for any national economy, especially in developing countries.

Like any investment market, the human capital market is not free from flaws. Among them are the following:

1) the relative freedom of movement of the labor force reduces the willingness of employers to invest in its development;

2) lack of information about the value of education, especially among young people, leads to insufficient or incorrect investment in human capital;

3) a significant part of the population does not have enough funds for serious capital investments.

Because of these and some other flaws in the human capital investment market, it is probably not worth counting on the fact that market mechanisms by themselves will provide the optimal level of such investments for the economy. Therefore, government participation in investing in human capital becomes vital. Governments need to study its various forms and all the costs and benefits associated with it, and then optimally allocate resources.

Globalization - this most controversial and discussed process of our time, seems to be in danger of stepping on its own rake. The economy and its driving force - transnational business - with terrible force are pushing out of reality the traditional concepts of civilization, culture, religion, nation, state. All this is now losing its meaning. What is the point of a state if its political system becomes an appendage of economic monopolies, and its borders are useful only to historians? What meaning does the concept of a nation have if its representatives enter into mixed marriages, work for foreign enterprises and children are taught abroad? The same with culture, religion, morality, aesthetics, etc. Capital devalues ​​everything and, paradoxically, itself. But something still remains...

The only enduring value of this world is man as its sole creator and as a victim of the fruits of his own inventions. From this point of view, the process of globalization is an expression of the deep inner intentions of humanity itself and, above all, its Western half. Abstracting from emotions, it should be recognized that the requirements of globalization are, by and large, the requirements of mankind for themselves, namely, the total transformation of mentality towards increasing their own efficiency and responsibility. The other half have to choose: accept or reject the new rules of the game, change or resist.

It is difficult for the traditional consciousness to rebuild and change, because the impossible is required of it: activity, courage, determination, responsibility, purposefulness, punctuality, constant work on oneself, self-improvement, etc. To paraphrase a well-known expression, we can say that the motto of the current era: “Or you will change or you will be crushed.” The product of business - globalization - makes new demands both on its "parent" and on all its participants. It cannot be cancelled, it can only be understood and used to win.

The strongest survive in the struggle. This is especially true now, when Russian enterprises enter the global market and compete with stronger competitors. The problem of organization comes first. effective work enterprises, entailing a whole range of related problems managerial nature. And here, as in any team game, increasing the efficiency of the enterprise as a whole is achieved by developing the potential of each player. In this case, usually the greater the cost of training and development, the greater the economic return from each (according to some estimates, the cost of education pays off thirty times).

The rapidity of changes in the economic, technological and social spheres require constant replenishment of knowledge and improvement of skills, education based on the principle of continuous learning and advanced training (the principle of LLL - life long learning). And here it is especially important to understand not only what and who will teach, but most importantly - how?

The business environment is not interested in theoretical knowledge, but in specific, measurable results. That is, the ability to use their knowledge in practice: quickly analyze information and make functional decisions in conditions of uncertainty and time constraints.

The demand for those who know how to do this will constantly grow: modern business high-class managers are required, resolute, creative, independent, capable of quick learning, mastering new knowledge and expanding their own competence. However, it is not just a matter of learning in the usual sense of the word: the unconditional belief in the omnipotence of technological rationality is a thing of the past. School and academism are becoming obsolete in the sense that they are becoming less and less applicable to reality and their value is gradually falling, and fundamental education is becoming the lot of only sincere adherents of science. Nevertheless, the problem of investment in human capital is not canceled and the arena is entering new management knowledge.

Requirements for high adaptability to changes in an ever-increasing pace technological development make it necessary to create a new type of education system. One that would provide for the development of abilities for internal change and development. The goal of the new education system is the formation of individuals who are able to constantly replenish their knowledge and improve themselves. Anyone who aspires to be a leader in a global context can no longer afford to stop within a certain role, function, or mode of action. If only because all of them are necessarily tested daily for strength by constantly updated scenarios (regulatory, technological and scientific).

A person turns into a starting point: by acquiring specific knowledge about tools and technologies, subordinating them to his goal, he gains the ability to control the strategy, the result and the process of achieving it. Therefore, in the near future, a fundamental difference between people will pass not only in terms of material well-being, and not only in terms of the quantity and quality of education, but, above all, in terms of how effectively this knowledge is used to move towards the goal. The situation, familiar to Soviet citizens, in which the employee was, first of all, the executor and obeyed the instructions, is giving way to another. Now the employee is given more and more responsibility and authority, works not according to the schedule, but in the mode that is optimal for fulfilling the goals set for him, which often determine his remuneration. The working atmosphere has also changed: thanks to the development of telecommunications, the employee has become mobile and often works outside the office and overtime.

We are dealing with a trend that cannot be stopped. In the limit, soon the majority of those who work in the service sector will turn into so-called "knowledge workers" - highly skilled workers with a high degree of autonomy, who will no longer be just workers, but free professionals cooperating with enterprises on the principles of voluntariness and partnership. Along with the change in the relationship of the former "employee" and "employer", the traditional hierarchical management model will also change.

In Europe, the number of freelancers reached several hundred million in 2008. For these people, having accurate knowledge at the time of providing a service is no longer just a necessity, but a real foundation and the main principle of their work. Meanwhile, companies are experiencing an acute shortage of highly qualified personnel at all levels - free masters are much more expensive. It is estimated that the financial losses associated with the lack of management necessary knowledge, already today amount to approximately 6 thousand euros per year for each employee in Europe. The problem is known as the knowledge deficit. In an attempt to solve this problem, enterprises are increasingly resorting to new technological projects and poaching experts from other companies. Unfortunately, the results often fall short of expectations. More than 50% of projects for the introduction of new information technologies fail for the first time in two years of their existence. Of the remaining half, less than 50% are able to recoup within a reasonable time initial investment. The main problem is that these projects are launched without taking into account the human factor. In other words, all hopes are pinned on technological tools, while the living blood of an enterprise is not technology, but people. Realizing this, European businessmen collectively began to spend about seven billion euros annually on education. Such a pronounced increase in attention to knowledge management is not accidental: it is necessary in order to go beyond everyday activities, look into the future and get ahead of others in your strategy. In Russia today there is a growth of companies at the expense of the territory. But the time when the main sources of extensive growth in Russia will be exhausted is approaching. And, by the way, as world practice shows, it is innovative companies that do not depend on either the notorious administrative resource or fluctuations in oil, gas or ore prices that demonstrate the best dynamics in the long term. And innovation is determined by human resources, (or rather, how they relate to work), corporate culture and control system. All scientific research in the field of business proves that if a company is growing rapidly, this growth must have inspirers - owners or hired managers. It is thanks to the personal, business and professional qualities leaders, their businesses receive the most powerful stimulus for growth.

The combination of these factors allows the company to quickly respond to changes in external environment, make decisions, replicate experience and adjust organizational structure to the specifics of new regions and markets for development. Intensive development is associated with increased efficiency, with a way of doing things: globalization mixes goods and equalizes prices, but it exacerbates the need for specialization and increases the importance of the service. Consequently, people are becoming an increasingly important resource.

In such circumstances, business education is becoming increasingly relevant. And business schools need to understand how to work with a person. Must be able to gather teachers-practitioners. In the process of education today, it is necessary to apply methods that not only allow you to acquire new information, develop new skills, but also work on personal qualities. A person today cannot stop in his growth, it is necessary to reject those stereotypes that are non-functional for him. A person should not just change, but start a mechanism of constant changes within himself at the same speed as changes occur in the external environment. The business school that can do this will win.

The solution of any problem, which initially assumes as a result a practical application in the form of solving any one problem or a set of problems (or this application appears as a logical inevitability in the process of studying the problem), in its development can be represented by two levels. The first level is theoretical or descriptive, which includes the following stages: the emergence of an idea, the definition of concepts, the study of the problem, the description itself, analysis, the formulation of conclusions and recommendations. The second level is applied or technological. It consists of such stages as: general statement of the problem, methods of solving, detailing the solution, the means used for solving, implementation, description of the technology, use.

The tasks associated with managing people have a practical aspect as their ultimate goal.

One of the main features of the use of computer technology in the practice of solving various problems, including the tasks of personnel management, is to streamline and formalize all potential solutions that will be subject to automation.

To solve these problems in the applied aspect, i.e. move to the second level of solving the problem of personnel management, in modern conditions it is impossible to do without the involvement of computer technology.

All tasks of the descriptive level in terms of solution automation can be differentiated in accordance with the characteristics of the information used and presented in a very enlarged form as follows:

1. Work with personnel at the level of the personnel department.

2. Personnel policy.

3. Labor indicators.

4. Rationing of labor.

5. Financing of staff costs.

6. Organization of labor.

7. Motivation of work.

8. Psychological aspects.

9. Sociological research.

10. Social and medical support.

11. Safety precautions.

For any HR specialist, it is this structuring of the tasks of the subject area that gives the most clear conceptual idea of ​​the composition information base used in their solution.

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Human resource management

The content and difference between the concepts of labor resources, human resources of the organization, human capital

Labor resources are the able-bodied part of the country's population, which, due to its psychophysiological and intellectual qualities, is capable of producing material goods or services. Labor resources include people both employed in the economy and not employed, but able to work.

The concept of "labor resources" is used to characterize the working-age population on the scale of the entire country, region, sector of the economy, or within any professional group. Along with it, in economic science and practice, such concepts as the human resources of an organization, human capital, which have different content and semantic load, are also used. They complement each other, revealing any one of the sides of the bearer of these concepts - a person. The use of different terms is also important because there are established international standards against which comparisons between countries can be made.

Human resources - a concept that reflects the main wealth of any organization, the prosperity of which is possible when creating conditions for the reproduction, development, use of this resource with taking into account the interests of each person. The concept of "human resources" is more capacious than "labor resources" and "staff", as it contains a combination of sociocultural characteristics and personal and psychological properties of people. The specificity of human resources, unlike all other types of resources (material, financial, information, etc.), is as follows:

people are endowed with intelligence, therefore, their reaction to external influence (control) is emotionally meaningful, not mechanical; the processes of interaction between the subject of management and people are bilateral;

due to the possession of intelligence, people are capable of continuous improvement and development, which is the most important and long-term source of increasing the efficiency of any society or individual organization;

people choose a certain type of activity (industrial or non-industrial, mental or physical) consciously, setting themselves certain goals.

There are many definitions of human capital (HC), including the founders of human capital theory Gary Becker and Theodor Schulz. They directly linked the concept of Cheka only with a person as a carrier of knowledge. And they attached special importance to education as the main factor in the development of society and the economy. At present, such a definition of the Cheka already seems to be narrowed down. Human capital includes not only specialists with education, knowledge, upbringing, science, but also the tools of intellectual labor and the environment for the functioning of the Cheka in terms of the performance of its productive functions. Indeed, a specialist without software for his work, without the necessary sources of information, a database, methods and technologies, cannot perform his work, his functions in modern conditions. as well as without a high quality of life, a specialist will not work in this country, but will leave for a country where he will be provided with comfortable conditions for labor intellectual activity.

Human resource management. Indicators of the use, movement and development of the organization's human resources, human capital

The main indicators of the efficiency of the use of human resources are: labor productivity, the number of operational workers per employee of the management apparatus, the share of labor costs in the total amount of costs, the rate of change in labor productivity and average wages, losses due to unforced downtime, and others.

The main indicator of the effectiveness of the use of human resources is labor productivity - the volume of production per employee, measured in value terms. Labor productivity is calculated as the ratio of revenue to the number of employees. Productivity can be hourly, shift, monthly, quarterly, annual.

Indicators of the movement of human resources of the organization:

Attrition rate - the ratio of the number of employees laid off for all reasons for a given period of time to the average number of employees for the same period * 100

Personnel retention ratio - the ratio of the number of employees on the payroll for the entire reporting year to medium payroll workers per year. At the same time, those who left during the year for all reasons (except for transfers to other organizations) are excluded from the payroll as of January 1, but those who left the number of those accepted in the reporting year are not excluded.

The staff turnover rate is determined by dividing the number of employees of the enterprise who left or were dismissed for a given period of time at their own request or at the initiative of the organization by the average number for the same period.

Personnel turnover - a set of hired and retired employees in accordance with the average payroll number of employees for a certain period.

The intensity of personnel turnover is determined by the following coefficients:

Total turnover - the ratio of the total number of hired and retired employees for the reporting period to the average payroll number of employees

Recruitment turnover - the ratio of the number of employees hired by the enterprise for a certain period of time to the average number of employees for the same period.

Morality and spiritual health, the versatility of professional training, the desire for innovation, the ability to make extraordinary decisions are considered an indicator of the development of human resources and the potential of an organization - all this is an important factor in progress.

Human resource management. Analysis of indicators for assessing the quality of human capital, human resources

Modern production makes ever-increasing demands on the level of training of workers. The main qualitative indicators of human capital that characterize the skilled worker of our day are as follows.

Basic Skills: technical literacy - the ability to understand and present (on paper and orally) texts in their specialty; computer literacy - the ability to collect and analyze information in order to solve production problems.

technical skills- ability to short time relearn: master new equipment, computer programs, telecommunication networks, systems for receiving, processing and transmitting data. At present, the share of information technology in production has increased to 50-60%. For some industries (communications, insurance, exchanges), the share of information technology (and related equipment in fixed assets) exceeds 75%.

Organizational ability- the ability to work in a team to solve non-standard problems, analytical and creative skills, communication skills, self-organization, leadership qualities.

Specific skills and abilities- readiness for innovation, due to constant changes in the external environment, requiring innovative solutions in almost every company. Competition in a market economy entails changes in technologies, conditions for organizing the production process, methods of servicing consumers and, accordingly, requires constant updating of specific knowledge and skills.

Human resource management. Modern Human Resource Management Strategies

Consider the main types of human resource management:

1) Management by results

This is a management system with a task of results with a decentralized organization of management (corporate profit centers). Tasks are delegated to working groups and the achievement of specific results is determined. Such a system has different stages of setting results, stages of measuring results and stages of monitoring results. Tasks delegated from the center are controlled based on their comparison with the results obtained.

2) Management through motivation

This model is based on the study of the needs, interests, moods, personal goals of employees, as well as the ability to integrate motivation with production requirements and enterprise goals. Personnel policy in this model focuses on the development of human resources, strengthening the moral and psychological climate, the implementation of social programs.

As is known, various motivational models have been developed in management science, which have found wide practical application in successful companies in developed countries. Among them, the most traditional are: a rational motivational model (the use of material incentives), a model of self-realization (activation of the internal motives of a person, the possibility of self-expression),

ownership model (development of cooperation, partnership, participation in management).

3) Framework management

This model assumes that employees can make their own decisions within predetermined boundaries (framework). The framework can be set by the importance of the process, its unpredictability, norms that cannot be violated. Framework management technology involves the following sequence of actions: defining a task, receiving it by an employee, creating an appropriate information system, determining the boundaries of independence and ways for the manager to intervene.

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, contributes to the growth of job satisfaction and develops a corporate leadership style.

4) Management based on delegation

Delegation of authority has long been used in management, implying the transfer to a subordinate of functions assigned directly to his leader, that is, this is the transfer of tasks to a lower level. Management based on the delegation of authority and responsibility is fundamentally different from the above. The essence of this management model is to combine three actions:

clear statement of the problem

clear definition of the decision-making framework

clear delineation of responsibility for actions and results.

The model was designed to activate the unrealized potential of employees and form ordinary performers who think and act like entrepreneurs.

5) Participatory management

This model is based on the premise that if an employee takes part in the affairs of the company, is involved in management and receives satisfaction from this, then he works more interested and productive.

From the point of view of the methodology of human resource management, employees turn from an object of management into a subject of management, which independently solves the problems of the organization's development. On the basis of self-management, the employee can realize his needs for self-expression, recognition and participation, and the enterprise achieves high labor productivity and product quality.

6) Entrepreneurial management

The essence of this concept is the development of entrepreneurial activity within the organization, which can be represented as a community of entrepreneurs, innovators and creators.

The main thing that distinguishes an entrepreneurial organization is the formation of an entrepreneurial philosophy that permeates the entire management system, including the human resource management system. The spirit of creativity, the constant search for new opportunities, collective self-learning, partnership and trust encourage employees to self-realization, innovation and cooperation within their own organization. A feature of intrapreneurship is the focus on a democratic rather than coercive management mechanism, on the integration of entrepreneurial initiatives with plans for corporate strategies.

In modern science and management practice, as the above analysis shows, there is a constant process of improvement, updating and searching for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations.

Human resource management. Legislative norms of human resource management

Legislative and legal support of the personnel management system consists in the use of means and forms of legal influence on the bodies and objects of personnel management in order to achieve the effective operation of the organization.

The main tasks of the legal support of the personnel management system are the legal regulation of labor relations between employers and employees; protection of the rights and legitimate interests of employees arising from labor relations.

Legal support of the personnel management system includes: observance, execution and application of the norms of the current legislation in the field of labor, labor relations; development and approval of local normative and non-normative acts of an organizational, organizational, administrative, economic nature; preparation of proposals for changing existing or canceling obsolete and actually invalidated regulations issued by the organization on labor and personnel issues.

The implementation of legal support in the organization is assigned to its head and other officials (within the rights and powers granted to them in the exercise of organizational, administrative, administrative, labor and other functions), as well as to the head of the personnel management system and its employees on issues within their competence. The head unit for conducting legal work in the field of labor legislation is the legal department.

One of the specific conditions for the work of personnel services is that their daily activities are directly related to people. Organize work on hiring employees, ensure timely transfers to another job, make dismissals, prevent the emergence of conflict situations related to violations in hiring, dismissal, etc. - all such measures are possible only on the basis of a clear settlement of the rights and obligations of all participants labor relations. This is achieved by establishing legal norms of a centralized or local nature.

In labor legislation, acts of centralized regulation prevail - Labor Code Russian Federation, Decrees of the Government of the Russian Federation, acts of the Ministry of Health and Social Development of the Russian Federation. At the same time, there are labor issues that can be resolved with the help of local legal norms adopted in each organization. In the conditions of market relations, the scope of local regulation is steadily expanding. Such acts include: orders of the head of the organization on personnel matters (on admission, dismissal, transfers), regulations on divisions, job descriptions, organization standards, etc.

The main tasks of the legal department in this area are: (a) development of draft regulations of the organization; (b) legal expertise of normative acts developed in the personnel management system for compliance with the requirements of the legislation and their endorsement; (c) organization of systematic accounting and storage of legislative and regulatory acts received by the organization and issued by it; (d) informing departments and services about the current labor legislation; (e) an explanation of the current labor legislation and the procedure for its application.

The system of labor regulations includes general, sectoral (tariff), special (regional) agreements, collective agreements and other legal acts applied directly in organizations.

Legal acts of a non-normative nature are orders and instructions that can be issued by the heads of the personnel management service and all its divisions regarding the announcement of a disciplinary sanction, incentives for employees, safety measures, vacations, termination of an employment contract, etc. The main legislative acts regulating labor relations are: the Civil Code of the Russian Federation, the Labor Code of the Russian Federation, the Law of the Russian Federation “On Collective Contracts and Agreements”, the Law of the Russian Federation “On Employment in the Russian Federation”, the Law of the Russian Federation “On the Procedure for Resolving Collective Labor Disputes (conflicts)”, Decree of the President of the Russian Federation “On social partnership and resolution of labor disputes (conflicts), etc.

Human resource management. The processes of coordination of group and personal relationships in organizations

Every organization is a group of people. The organization, above all, expects a person to perform in a certain way the role for which it has accepted him. A person also looks at the organization as a place where he gets a certain job, performs it and receives a corresponding reward from the organization. However, the interaction between a person and an organization is not limited to role interaction. It is much wider. A person performs work in an environment of people, in interaction with them.

The survival and success of any organization depends on its ability to elicit from its employees and other members behavior that is sufficiently consistent with its values. It is for this that coordination of group and personal relationships is necessary.

Coordination is the bringing together of individuals and production units into one concerted effort that contributes to a common goal.

Coordination is based on three principles: 1) “group effort”, 2) “unity of action” and 3) “ common goal". Coordination helps ensure that the aspirations of individual workers are brought together into one group effort. Managerial coordination seeks to ensure the effectiveness of this group effort by combining actions. various groups or departments within the organization. And the effectiveness of these collective efforts is "coordinated" by maintaining a link between the common goal and all individual or group activities.

Three fundamental principles of coordination: unity of command, command chain (or scalar chain), and control interval. Managers who understand and use these concepts during organizational decision making incorporate an element of coordination into the activities of the structures they model.

In accordance with the principle of unity of command, each subordinate should be responsible only to one superior person.

The idea behind the scalar chain is that the line of authority in an organization starts at the top and descends down through the organization, forming a complete chain.

The scalar chain serves to define the formal lines of communication between subordinates and supervisors throughout the organization. It also serves to strengthen team unity. However, following the chain does not mean that the manager has to move up and down the chain in order to connect with each other at the same managerial level. To facilitate and speed up communications, there are so-called "bridges" that connect managers of the same level.

The control interval (or control interval as it is often called) is the number of people or production units that the manager oversees. Choosing the right control interval is a very important point. Sometimes the control interval is referred to as the control interval. This is because there is one thing that helps determine the appropriate control interval, and that is how many subordinates a manager can effectively "control". But the term "management interval" seems to be more preferable, since control is only one managerial function, and it is understood that the concept should correspond to all aspects of managerial activity.

The span of control is often characterized as "narrow" or "wide", depending on the number of subordinates the manager has.

Coordination activity is carried out with the help of certain mechanisms, among which there are such as: informal non-programmed, programmable impersonal, programmable individual and programmable group coordination. Enterprises may use one or more of these approaches (mechanisms) to implement coordination.

Informal coordination is based on mutual understanding, common attitudes and psychological stereotypes that dictate the need for joint coordinated work and interaction.

Programmed impersonal coordination. If the right conditions for informal coordination are not created, or if the organization is too complex for informal communications to be effective, then the leader can apply standard methods and rules of work.

individual coordination. Employees do not always understand the tasks and directions of work in the same way.

Group coordination. Coordination issues can also be addressed at group meetings, whether they be regular committees or ad hoc commissions.

Human resource management. Types of organizational cultures, their impact on the system of motivation and human resource management

Organizational culture can be expressed through the composition of values, points of view, expectations, beliefs, traditions and norms of behavior accepted by the majority of the members of the organization.

Organizational cultures are distinguished in several ways. The shortest and most accurate version of their classification was given by an American researcher William Ouchi. He identified three main types:

1. market culture, which is characterized by the dominance of cost relations and profit orientation. The source of power within such a culture is the ownership of resources;

2. bureaucratic culture based on the dominance of regulations, rules and procedures. The source of power here is the position of the members of the organization;

3. clan culture that complements the previous ones. It is based on the internal values ​​of the organization that guide the activities of the latter. Tradition is the source of power here.

Based on circumstances such as - orientation of culture towards people or material conditions, on the one hand, openness and closeness, on the other hand, distinguish the following types .

bureaucratic culture characterized by the regulation of the organization's activities on the basis of documents, clear rules, procedures; assessment of personnel according to formal principles and criteria. Position is the source of power. Such a culture guarantees people stability, security, and eliminates conflicts.

guardian culture manifests itself in a favorable moral and psychological climate, cohesion of people, group norms and values, informal status of employees, their personal activity, mutual understanding, harmony of relations. Culture guarantees staff stability, development, participation in the affairs of the organization.

Praxeological (gr. rgaktikos - active) culture is based on order, rationality, plans, careful control, evaluation of activities based on results. The power of the leader is based on official authority and deep knowledge. Minor involvement of employees in management is allowed.

Entrepreneurial culture supports actions directed outside the organization and towards the future, innovation and creativity of the staff, guarantees the satisfaction of the needs of employees in development and improvement. Management is based on faith in the leader, his knowledge and experience.

By place of organization and degree of influence on it distinguish the following types of crops:

Undisputed culture characterized by a small number of core values ​​and norms, but the requirements for orientation to them are strict, is closed (the closeness of culture is an unwillingness to see shortcomings, make dirty linen in public, the desire to maintain ostentatious unity), suppresses staff and becomes a decisive moment of motivation.

Weak Culture practically does not contain corporate values ​​and norms, easily lends itself to internal and external influence and changes under its influence. Such a culture separates the members of the organization, opposes each other, complicates the management process.

Strong culture open to internal and external influence: involves openness and dialogue between all participating organizations and outsiders. She actively absorbs all the best and as a result only becomes stronger.

The human resource management of a modern organization is influenced by such components of the organizational culture as the basic requirements for the activities of personnel, the main characteristics of the activities of the personnel, the main characteristics of the conditions in which the activities of the personnel take place, including the perception by the personnel of the goals of the organization, their involvement in the decisions made, the possibilities and methods obtaining information necessary for work.

Organizational culture often has a significant impact on the motivation of the individual. What are the main motivating factors in organizational culture? They are observed in an organization in which:

Belonging to a strong culture creates pride in your organization;

The cohesion of the team helps to work successfully;

The mission of the company helps to comprehend the personal goals of work;

In comparison with corporate values, the personal values ​​of the employee are recognized and analyzed;