Through the personnel policy, the implementation of the goals and objectives of personnel management is carried out, therefore it is considered the core of the personnel management system. The personnel policy is formed by the management of the organization, implemented by the personnel service in the process of performing its functions by its employees. It is reflected in the following regulatory documents:

• internal regulations
• collective agreement.

The term "personnel policy" has a broad and narrow interpretation:

1. a system of rules and norms (which must be understood and formulated in a certain way) that bring the human resource in line with the company's strategy (hence it follows that all activities for working with personnel: selection, staffing, certification, training, promotion - are planned in advance and are consistent with the overall understanding of the goals and objectives of the organization);
2. a set of specific rules, wishes and restrictions in the relationship between people and the organization. In this sense, for example, the words: "The personnel policy of our company is to hire people only with higher education"- can be used as an argument in solving a specific personnel issue.

Types of personnel policy

First Foundation may be related to the level of awareness of those rules and norms that underlie personnel measures and, associated with this level, the direct influence of the management apparatus on the personnel situation in the organization. On this basis, the following types of personnel policy can be distinguished:

• Passive personnel policy. The management does not have a program of action in relation to the personnel, and personnel work is reduced to the elimination of negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, diagnosing the personnel situation, etc.
• Reactive personnel policy. The management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflicts, the lack of qualified labor, the lack of motivation for work. Human resources services are developed, but there is no holistic program for predicting the development of personnel.
• Preventive personnel policy. Management has reasonable forecasts for the development of the personnel situation. However, the organization does not have the means to influence it. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, tasks for the development of personnel are formulated. The main problem is the development of targeted personnel programs.
• Active personnel policy. It is divided into rational and adventurous.

With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is the program personnel work with implementation options.

With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis, a reasonable forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include personnel work plans, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of ​​the goals of working with personnel.

Second reason for the formation of personnel policy is a fundamental orientation to its own staff or to external staff, the degree of openness in relation to the external environment in the formation of personnel.

• An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any level, the organization is ready to hire any specialist of the appropriate qualification without taking into account work experience in other organizations. Such a personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront in their industry.
• A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the replacement occurs only from among the employees of the organization. Such a personnel policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement.

Correlation between the concepts of "personnel policy" and "personnel management"

Speaking of personnel policy, it cannot be identified with personnel management. The concepts of "personnel management" and "politics" are by no means identical. "Management" is a much broader term, one of the components of which is politics, in this case personnel policy.

The main content of personnel policy

• security labor force High Quality, including planning, selection and hiring, release (retirement, layoffs), staff turnover analysis, etc.;
• development of employees, career guidance and retraining, certification and assessment of the level of qualifications, organization of career advancement;
• improving the organization and stimulation of labor, ensuring safety, social benefits. Personnel management subdivisions actively participate in negotiations with trade unions when concluding collective agreements, in the analysis of complaints, claims, and exercise control over labor discipline.

Goals of personnel policy

1. unconditional fulfillment of the rights and obligations of citizens in the labor field provided for by the Constitution; observance by all organizations and individual citizens of the provisions of laws on labor and trade unions, the Labor Code, model internal regulations and other documents adopted by the highest authorities on this issue;
2. subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the required professional and qualification composition;
3. rational use of the personnel potential at the disposal of the enterprise, organization, association;
4. formation and maintenance of efficient, friendly production teams, development of principles for organizing the labor process; development of intra-industrial democracy;
5. development of criteria and methodology for the selection, selection, training and placement of qualified personnel;
6. training and advanced training of the rest of the employees;
7. development of the theory of personnel management, principles for determining the social and economic effect of the activities included in this complex.

Fundamental principles for the formation of personnel policy

• scientific character, the use of all modern scientific developments in this area, which could provide the maximum economic and social effect;
• complexity, when all areas of personnel activity should be covered;
• consistency, i.e. taking into account the interdependence and interconnection of the individual components of this work;
• the need to take into account both the economic and social effects, both the positive and negative impact of an event on the final result;
• efficiency: any costs for activities in this area should be repaid through the results of economic activity.

The main characteristics of the personnel policy in the company

• Link to strategy.

• Orientation to long-term planning.

• The importance of the role of staff.

• Philosophy of the company in relation to employees.

• A range of interrelated functions and procedures for working with personnel.

All of these five characteristics of an "ideal" personnel policy are unlikely to be found in any particular firm.

Stages of personnel policy

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.
Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the idea of ​​acceptable tools and methods of influence, their alignment with the values ​​of the organization.
Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel. It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For enterprises that constantly monitor personnel, many separate HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of acceptance and implementation solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

Criteria for evaluating personnel policy

1. Quantitative and qualitative composition of the staff. For convenience of analysis, the quantitative composition of the organization is usually divided into three categories: senior, managerial and service, men and women, pensioners and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance etc.), as well as for those working in the central office or branches, etc. In turn, the qualitative composition of the organization is usually divided into employees with higher, secondary specialized, secondary, etc. education, and also includes work experience, advanced training by employees, and other factors.
2. The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise. Of course, staff turnover can be seen as both a positive and a negative phenomenon. First, the worker's capabilities are expanded, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.
3. The flexibility of the policy pursued is assessed based on its characteristics: stability or dynamism. Personnel policy should be dynamically rebuilt under the influence of changing conditions and circumstances.
4. The degree of consideration of the interests of the employee / production, etc. The degree of consideration of the interests of the employee is considered in comparison with the degree of consideration of the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise.

see also

Literature

• Personnel Management: A Textbook for High Schools / Ed. T.Yu. Bazarova, B.L. Eremin. - 2nd ed., revised. and additional - M: UNITI, 2002. -560 p. ISBN 5-238-00290-4

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Books

• Personnel policy and personnel audit of the organization. Textbook for masters, Znamensky D.Yu. , The tutorial goes into detail about the basic principles of organizing public service and personnel policy in Russian Federation and abroad, modern requirements for the formation ... Category:

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

Personnel policy- the general line in interaction with employees.

The personnel policy of the organization forms:

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

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

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

What is the HR policy in your organization?

Passive policy

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

Reactive politics

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

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

Preventive Policy

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

Active policy

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

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

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

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

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

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

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Elements of personnel policy

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

1. Personnel accounting

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

2. Recruitment and Onboarding Issues

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

3. Issues of evaluation and certification

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

4. Personnel training system

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

5. Staff motivation system

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

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

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

6. Corporate culture

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

7. Monitoring

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

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What should HR policy be based on?

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

Organizations in relation to personnel policy form three main documents.

1. Inner order rules

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

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

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

2. Regulations on wages

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

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

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

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

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

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

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

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

3. staffing

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

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

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

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

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

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

Personnel policy methods

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

Method 1 Optimization of the personnel of the organization

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

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

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

Method 2 Creation of an effective system of labor motivation

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

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

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

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

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

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

In order for an organization to be successful in achieving its objectives, each individual worker must strictly observe labor discipline, accurately perform their official functions. This moment should be provided for by a personnel policy aimed at strict subordination of personnel to the orders of management and increasing the efficiency of each specialist.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

4 criteria for evaluating the personnel policy in your company

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

Criterion 1. Quantitative and qualitative staff

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

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

Qualitative staffing can also be divided according to certain criteria.

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

Criterion 2. Staff turnover rate

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

Criterion 3. Policy flexibility

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

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

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

Problems of personnel policy

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

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

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

Causes of personnel policy problems

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

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

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

Efficient system interaction with the team serves as a reliable tool for the company's adaptation to socio-economic changes and allows minimizing the negative consequences of problem situations.

• HR department: why is it needed and how to create it from scratch

Personnel policy of the organization: examples from foreign practice

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

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

Investors in People's quality standards include:

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

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

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

One of the decisive factors in the efficiency and competitiveness of an enterprise is the provision of high quality.

So, in the course of the formation of personnel policy, in the ideal case, it is necessary to agree on the following aspects:

Development general principles personnel policy, prioritization of goals;

Organizational and staffing policy - planning the need for personnel, the formation of the structure and staff, appointment, creation of a reserve, relocation;
- formulating the principles of distribution of funds, ensuring the effectiveness of the labor incentive system;
personnel development policy - provision of a development program, career guidance and adaptation of employees, planning of individual advancement, team building, professional training and advanced training;
evaluation of performance - analysis of the compliance of the personnel policy and the strategy of the organization, identification of problems in personnel work, assessment of human resources.

The process of forming personnel policy.

Stages of designing personnel policy:

1. Rationing

The goal is to harmonize the principles and goals of working with personnel with the principles and goals of the organization as a whole, the strategy and stage of development.

Analyze essential features;
predict possible changes in the external and internal environment of the organization;
specify the image of the desired employee;
define the goals of human resource development.

Very important, in my opinion.

Having ideas about the ideal employee;
principles of mutual responsibility between the employee and the organization;
rules of official professional growth;
requirements for the development of certain abilities and skills.

2. Programming.

The goal is to develop programs, ways to achieve personnel work, specified taking into account the conditions of the current and possible changes in the situation.

It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and necessarily taking into account both current and possible changes.

3. Personnel monitoring

The goal is to develop procedures for diagnosing and predicting the personnel situation.

Determine the essential indicators of the state of human resources;

Develop a comprehensive program of continuous diagnostics and development of skills and abilities of employees.

State personnel policy

Personnel, personnel are the creators and producers of material and spiritual values, the subjects of the management of social processes;
- the multidimensional nature of the personnel problem, the need to take into account and use organizational, managerial, socio-economic, legal, moral and psychological knowledge and skills to solve it;
- the need to apply new approaches in accordance with the renewal of the entire policy of the Russian Federation, taking into account domestic and foreign experience.

The State Personnel Policy (PKP) consists in defining a strategy for working with personnel at the national level, the purpose of which is the formation, development and rational use of the country.

The Russian state personnel policy is at the stage of development, the formation of its concept, i.e. systems of views on the goals and principles of work with personnel. The concept of "cadres" is used to denote the main (regular) and qualified staff workers. In recent years, in the scientific literature and practice, a more capacious concept of "staff" is often used, which includes the entire staff of employees. Along with personnel workers, personnel include temporary, part-time workers, interns undergoing probation and other categories. Personnel work, theory and practice are built on the basis of personnel policy.

Personnel policy is developed and implemented at different levels of management. At the federal (national) and regional (subjects of the Federation) levels, the state personnel policy is implemented. Through legislation, the system of personnel training, state control, it also influences the personnel policy of municipalities and labor organizations. Thus, the state personnel policy is assigned a leading role in the system of labor resources management in Russia.

Structure and functions of the PCU

The structure of the GKP includes the following main components:

Officially recognized goals, objectives and principles of the state's activity in regulating personnel processes and relations;
- the main criteria for assessing personnel;
- directions and forms of improving the training, retraining and advanced training of personnel;
- forms and methods of rational use of the country's human resources potential.

Among the most important social functions GKP includes the following:

Improving the efficiency of public administration and social production;
- strengthening the state integrity and socio-political stability of society;
- involvement of labor resources in public administration and in the interests of the state, society and the individual.

Goals and priorities of the PCU

The state personnel policy is a part, a certain area of ​​social policy, through which it is included in the general complex of internal and foreign policy Russian Federation. The priorities and goals of the GKP are determined depending on the state structure, the level of development and the state of society. Since both the state structure and the organization Russian society are in the process of reform, insofar as the priorities and goals of the PCG have not yet acquired sufficient certainty and specificity, there are, in particular, different views on the scope and limits of state regulation of personnel processes, on the level of centralization of the civil service, on the ratio of paid and free education in the system of training and staff retraining.

However, in the process of theoretical and practical activities the main features of the GKP, its main goals and priority areas.

The concept of the PCU provides for the following main objectives:

Ensuring a high professional level of managerial and executive work;
- effective use of the intellectual potential of the country's labor resources;
- creation of favorable conditions for the development and manifestation of the abilities of employees, a system for stimulating professional growth and career advancement.

The priority strategic directions for achieving these goals should be considered:

Provision of highly qualified, competent personnel of the public service of the Russian Federation;
- formation of a system for providing specialists of mass professions, entrepreneurs, managers, farmers, etc. with appropriate personnel;
- reform of the secondary and high school, special vocational education, including postgraduate education, taking into account social and economic transformations, the requirements of the current stage of scientific and technological progress and labor organization;
- ensuring rational employment of the population, preventing mass, especially among young people, retired military personnel and military-industrial complex specialists;
- creation of a new legal and information base personnel work for the purpose of scientific support of state regulation of personnel processes.

In general, the new concept of the state personnel policy is aimed at strengthening the democratic rule of law and a socially oriented market economy, at providing citizens with the freedom to choose the place, type and time of their labor activity.

Methods and sources for studying the state personnel policy and the mechanism for its implementation

Successful study of the specified subject as an object of scientific research and as an academic discipline involves the use of certain methods, the most important of which are:

Recognition of the dialectic of the general, particular and singular, according to which it is necessary, first of all, to understand the essence of personnel policy, its social conditionality, and then to reveal the mechanisms for its implementation in specific conditions;
- application of the principles of objectivity, consistency, historicism in the description and explanation of personnel processes and relations;
- a creative approach that involves a critical attitude to the stereotypes of the past, the assimilation of valuable experience in working with personnel accumulated in our country and abroad, the identification of new trends, the study of modern personnel management technologies;
- active use of the methodology of structural-functional and statistical analysis of personnel processes, empirical data and theoretical conclusions of sociological research.

Among the sources of studying this discipline, the most valuable are:

Laws and regulations of the Russian state, primarily the Constitution of the Russian Federation, federal laws, presidential decrees, government decrees regulating personnel policy and civil service personnel management;
- regulations of the constituent entities of the Federation related to personnel work;
- documents and materials of political parties and movements, speeches of party and political leaders.

In studying the problems of this discipline, it is also necessary to use scientific literature, teaching aids, dictionaries, reference books, media publications.

Subjects and objects of state personnel policy

During the Soviet period, the personnel policy remained the CPSU. The possibilities of other subjects were reduced to a minimum. AT modern conditions there is an expansion of the circle of real participants in the development and implementation of the GKP, and it acquires a new quality - multi-subjectivity.

The subject of the GKP is usually called an active participant in personnel processes, endowed with rights and responsibilities, i.e. competence to develop and implement the state personnel policy. According to the Constitution of the Russian Federation, the primary subject of the GKP is the multinational people of Russia, acting as the primary source state power. He performs his role both directly and indirectly.

Direct participation is expressed through referendums, elections of higher, regional and municipal officials (President, governors, heads of municipal administrations, deputies of different levels). Indirect participation is realized through representative bodies, conferences, accounting and other democratic procedures. It is important to note that in the latter version, the people delegate the powers of the subject of personnel policy to their representatives - deputies and delegates.

The state is the main subject of personnel policy, which forms its strategy, basic principles and goals. At the same time, the interests of the people, social groups and strata, the rights of the individual should be taken into account. This difficult task is solved by distributing personnel functions among the branches of government.

The principles of the Civil Code also include equal access of citizens to public service in accordance with their abilities and professional training. It means the inadmissibility of discrimination against candidates for civil service positions by gender, social status, religion, and party affiliation. At the same time, however, the principle of non-partisan civil service, the separation of religious associations from the state, which implies a ban on the creation and operation of political organizations and religious associations in the civil service system, must be observed. Outside of service, a state official has the right to participate in such organizations and associations, but his activity in them should not be high.

The functioning and development of the civil service is impossible without the systematic renewal of personnel and the succession of leadership. However, this principle of personnel policy promotes progress, provided that new personnel surpass their predecessors in terms of education, professional qualities and creative abilities. Unfortunately, this requirement is by no means always fulfilled, as evidenced by the rapid growth of the civil service apparatus due to a significant number of unprepared and inert people. Under these conditions, such methods of personnel management as personnel rotation, co-optation, regular certification, professional retraining, resignation, forced resignation, the introduction of a contract system of recruitment, as well as strict adherence to Art. 25 of the Federal Law "On the Fundamentals of the Civil Service of the Russian Federation", which regulates the retirement of civil servants.

The principle of control and accountability of personnel is currently implemented extremely rarely, although the need for it has increased dramatically in the context of the economic and political crisis, the growth of corruption and the decrease in responsibility among officials. Abuses in the sphere of ownership of state property, land, natural resources, privatization and regulation of lease relations, as well as in foreign economic activity assumed alarming proportions. Lack of effective control and mandatory reporting as in public sphere, and in the sphere of private enterprise brought the country to the brink of anarchy and chaos.

The above principles of personnel policy do not exhaust the basic rules and regulations governing the work with civil service personnel. The development of new provisions should be combined with the consistent and widespread implementation of these principles, which requires the creation of an effective mechanism for personnel policy.

Mechanism for the implementation of the state personnel policy

The scientific concept of the GKP, which includes the goals, principles and priority areas of personnel work, is a necessary theoretical prerequisite, the successful implementation of which requires the creation of an effective mechanism that can activate the personnel potential of society. The PCU Implementation Mechanism is a HR system based on the concept of the PCU, which includes legislative norms, methodological tools, organizational and information resources necessary for the implementation of personnel policy.

In this mechanism, it is advisable to single out and consider several blocks for ensuring personnel work:

Regulatory;
- organizational;
- scientific information;
- educational and methodical.

The development of the legislative and regulatory framework is within the competence of the highest legislative and executive bodies. Scientific institutions are involved in this work - the Russian Academy of Public Administration, the Academy of National Economy, etc. The Federal Law "On the Basics of the Public Service of the Russian Federation" was adopted, the Register government positions federal government employees. In the subjects of the Federation, relevant regional laws and registers have been developed and adopted.

Decrees of the President of the Russian Federation approved the Regulations on the Federal Public Service, created the Council for Personnel Policy under the President of the Russian Federation, the Council for Public Service under the President of the Russian Federation. A number of regulations on the issues of training, retraining and advanced training of civil servants, their certification and competitive selection were adopted by the Government of the Russian Federation.

However legal support personnel policy suffers from certain disadvantages:

At the same time laws former USSR and regulatory legal acts of the Russian Federation;
- there are conflicting and sometimes mutually exclusive regulations;
- there is a discrepancy legislative framework subjects of the Russian Federation to federal legislation.

To eliminate the shortcomings, it is necessary to revise the array of normative acts, to abolish the redundant and contrary to federal laws, presidential decrees and government decrees. In addition, it is required to adjust the standard and industry standards for the number of personnel, labor standards, management services, job classification, job descriptions and other documents in accordance with changes in human resources and in connection with the transition to market relations.

Mechanism of organizational support of the GKP

It is planned to create a hierarchy of entities in the structure of government and management bodies that form, coordinate and control personnel activities at the federal, regional and local levels.

At the federal level, it is legitimate to entrust these functions to the Council for Personnel Policy under the President of the Russian Federation, the Main Directorate for Civil Service and Personnel of the President of the Russian Federation, as well as to special commissions (committees) to ensure the implementation of the PCP at the federal and regional levels. At the municipal level, it is advisable to create personnel management services, personnel departments and services, determine their status, tasks and functions.

Organizational support for the implementation of the GKP also includes the use of modern domestic and foreign technologies for working with personnel, strengthening control over the activities of officials by constitutional authorities at all levels and direct democracy.

The development of the scientific basis and categorical apparatus of the GKP should be based on a system of indicators (indicators) of the human resources potential of the country, regions, federal and regional structures, forecasting technologies personnel changes. At the same time, it is necessary to take into account the negative demographic trends of population decline, average life expectancy, as well as the socio-cultural process of reducing the level of education of the population in order to timely develop measures to correct them.

The scientific and information support of the SCU is impossible without improving statistical accounting and reporting on the composition of personnel, labor resources, civil service personnel. There is a need to create a unified system of statistical indicators based on generally recognized classifiers and standards, including the formation of systematic information on the personnel status of the civil service of the Russian Federation; submission of annual, semi-annual and quarterly reports on personnel movement in the civil service; creation of personnel information banks and maintaining a register of civil servants.

The mechanism of educational and methodological support of the GKP

It should include all links in the training and retraining of personnel, improving their qualifications. The role of the main educational and methodological center is assigned by the Decree of the President of the Russian Federation to Russian academy public service. Among others, it was tasked with developing educational and professional programs and technologies, preparing textbooks and manuals. To solve these problems, a publishing base is needed to meet the need for the basic literature of educational institutions related to the training of civil servants, their distance learning and self-education.

It is advisable to improve the qualifications of civil servants not only in the RAGS and regional civil service academies, but also abroad, in educational institutions where valuable experience has been accumulated in differentiated, proactive training of personnel.

It is advisable to significantly improve the training of specialists for, develop special plans, programs and methodological tools, put into practice the training of personnel services workers in the highest bodies of state power and administration.

Summarizing the above, it should be concluded that the mechanism for implementing the GCP will be able to operate successfully if there are:

Science-based concept of modern state personnel policy;
- legislative, regulatory, organizational, scientific-informational and educational-methodical base of personnel policy;
- bodies and organizations involved in personnel work at the federal, regional and municipal levels, and personnel management specialists capable of implementing the state personnel policy.

Personnel policy of the enterprise

The main object of the personnel policy of the enterprise is the personnel (personnel). called the main (regular) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, constantly improving them. From the qualifications of workers, their professional training, business qualities largely depends.

The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:

Dismiss employees or retain; If you save, which way is better:

A) transfer to reduced forms of employment;
b) use at unusual works, at other objects;
c) send them to long-term retraining, etc.

Train workers yourself or look for those who already have necessary training;
recruit from outside or retrain workers to be released from the enterprise;
recruit additional workers or get by with the existing number, provided that it is used more rationally, etc.
When choosing a personnel policy, factors inherent in the external and internal environment businesses such as:
production requirements, enterprise development strategy;
the financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;
quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.;
the situation on the labor market (quantitative and qualitative characteristics of labor supply by profession of the enterprise, conditions of supply);
demand for labor from competitors, the emerging level of wages;
the influence of trade unions, rigidity in defending the interests of workers;
requirements labor law, the accepted culture of working with hired personnel, etc.

General requirements to personnel policy in modern conditions are as follows:

1. Personnel policy should be closely linked to the development strategy of the enterprise. In this respect, it represents the staffing of the implementation of this strategy.
2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Those aspects of it that are focused on taking into account the interests of the personnel and are related to the organizational culture of the enterprise should be stable.
3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.
4. Personnel policy should provide an individual approach to its employees.

Thus, the personnel policy is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.

Alternatives are possible in the implementation of personnel policy. It can be fast, decisive (in some ways at first, perhaps not very humane in relation to employees), based on a formal approach, the priority of production interests, or, conversely, based on taking into account how its implementation will affect work collective what social costs this may lead to for him.

The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of personnel, ensuring interaction between the employee and the organization. While the personnel policy is associated with the selection of long-term targets, the current personnel work is focused on the prompt solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between the strategy and tactics of achieving the goal.

Personnel policy is both general in nature, when it concerns in general, and private, selective, when it focuses on solving specific problems (within individual structural units, functional or professional groups of employees, categories of personnel).

Personnel policy forms:

Requirements for the labor force at the stage of its hiring (to education, sex, age, length of service, level special training etc.);
Attitude towards "investment" in the labor force, to the targeted impact on the development of certain aspects of the employed labor force;
Attitude to the stabilization of the team (of all or a certain part of it);
Attitude to the nature of the training of new workers at the enterprise, its depth and breadth, as well as to the retraining of personnel;
Attitude towards intra-company movement of personnel, etc.

Personnel policy properties:

1. Link to strategy.
2. Focus on long-term planning.
3. The importance of the role of personnel.
4. A range of interrelated functions and procedures for working with personnel.

Personnel policy should create not only favorable working conditions, but provide the opportunity for promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in the daily personnel work.

Personnel management within the enterprise has strategic and operational aspects. The organization of personnel management is developed on the basis of the concept of enterprise development, which consists of three parts:

Industrial;
financial and economic;
social (personnel policy).

The personnel policy defines goals related to the relationship of the enterprise to the external environment (labor market, relations with government agencies), as well as goals related to the relationship of the enterprise to its staff. Personnel policy is carried out by strategic and operational management systems. The tasks of the personnel strategy include:

Raising the prestige of the enterprise;
study of the atmosphere inside the enterprise;
analysis of the prospects for the development of labor force potentials;
generalization and prevention of reasons from work.

The day-to-day implementation of the personnel strategy, as well as at the same time assisting the management in carrying out the tasks of managing the enterprise, lie in the operational area of ​​personnel management.

The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.

The personnel policy should increase the capabilities of the enterprise, respond to the changing requirements of technology and the market in the near future.

Personnel policy is an integral part of all management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce.

In education, as in a specific branch of the national economy, personnel play a crucial role. “Cadres decide everything”, but cadres can also be the main reason for failures. In the management of the teaching staff of the university, there are four key issues. These are age, qualification and job structures and remuneration. Each of these problems requires control by the administration and the development of principles for solving, prospective and current management.

The effectiveness of the educational process, the prestige and prospects of the university depend on the state of the teaching staff of the university. The age composition of the staff determines the continuity of knowledge in the scientific and pedagogical school, the activity of mastering new areas of knowledge. It should be borne in mind that the age of teachers should not and cannot be a goal in personnel policy. Moreover, the teaching and research experience of a university employee appears after 10-15 years of work, and the retention of the most outstanding professors and associate professors is a guarantee of high scientific and pedagogical prestige. However, any department, faculty and university as a whole should plan the internal process of self-reproduction of personnel and take the necessary measures to cultivate and attract the most qualified specialists.

As a rule, the basic principles of personnel policy are developed by the Academic Council and the administration of the university, but each department actually implements it independently.

Criteria for evaluating personnel policy

For a complete analysis of the personnel policy of any enterprise, it is necessary to highlight the evaluation criteria.

1. Quantitative and qualitative composition of the personnel;
2. The level of staff turnover;
3. Flexibility of the policy pursued;
4. The degree of consideration of the interests of the employee / production, etc.

For convenience of analysis, the quantitative composition of the organization is usually divided into three categories: senior, managerial and service, men and women, pensioners and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance etc.), as well as for those working in the central office or branches, etc. The qualitative composition, in turn, of the organization is usually divided into employees with higher, secondary specialized, secondary, etc. education, and also includes work experience, advanced training by employees, and other factors.

The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise.

Of course, staff turnover can be seen as both a positive and a negative phenomenon. First, the worker's capabilities are expanded, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.

The flexibility of personnel policy is assessed based on its characteristics: stability or dynamism. Personnel policy should be dynamically rebuilt under the influence of changing conditions and circumstances.

The degree of consideration of the interests of the employee is considered in comparison with the degree of consideration of the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise.

Improvement of personnel policy

To improve personnel policy, the following activities are usually carried out.

Consistency in the selection of personnel is being strengthened and the whole spectrum is covered by this work: from hiring to leaving an employee. The nomination procedure is improving: information about vacancies, candidates, responsibility of recommenders, regulation of the right to nominate candidates, procedures for discussion, appointment and induction. If we take each of these moments separately, they seem not very significant. But taken together, they allow us to raise all the work of recruiting to a new level.

In order to ensure the stable operation of the organization, planning its development, long-term planning of the personnel policy of the enterprise is very important.

In most companies, human resources departments or human resource management departments are more accustomed to planning the number of employees in enterprises. Their main task is to ensure that the enterprise or organization has as many employees as there should be in accordance with the staffing tables.

It is desirable to conduct an analysis of environmental factors in order to make sure that there is a supply of certain professions for the recruitment of personnel by such employees as are not yet on the staff of the organization.

As a result of the forecast of supply and demand for labor resources, any organization can find out the number of people it needs, their level of qualification and the deployment of personnel.

As a result, a coordinated personnel policy can be developed, including systems for recruiting, training, improving and remunerating personnel, as well as a policy of relations between the administration and employees. This strategic plan can be broken down into specific workforce programs.

The concept of workforce planning is simple. But its implementation is difficult. The corporate strategy does not always develop smoothly, because the equipment is not always available on time, or it does not fulfill the tasks that were predicted. Sometimes there is a greater than expected turnover of personnel in some areas of production and regions. The planned recruitment is not ongoing. Step-by-step training is calculated with errors, potential handouts are discredited. As a result, the plans are not fulfilled. However, the existence of a plan, at least, gives a sense of perspective, and systematic monitoring and control of its implementation can help correct deviations from the strategic direction.

A workforce plan is developed to calculate the number of employees that an organization will need and the professional structure that will be needed in a given period. Decisions should also be made on the sources of potential recruitment, and contacts established and maintained to ensure that the needs of the organization and the potential rewards for work, monetary or moral, are known to the future composition of employees. Since companies employ people of very different skill levels and need a wide variety of specialties, the recruitment network should be sufficiently wide and diverse. Local schools are a good source for recruiting junior employees, and many companies maintain useful contacts with them to participate in training contracts for schoolchildren. Most large companies also take part in annual meetings with graduates of higher education in order to provide them with information about career opportunities. Sources for recruiting more qualified executives are varied, including job centers, special recruitment agencies and consultants, and executive recruitment consultants. It is very important to create a reserve for the recruitment of highly qualified personnel in order to attract high-class specialists to vacant vacancies. If this happens, the recruitment errors become less significant.

The pool of personnel is usually internal and external. An external personnel reserve is usually maintained at the level of external sources (eg graduates of educational institutions, etc.). When selecting any candidate from him, his business, moral and other qualities are first studied, then the candidate is invited for an interview and, depending on its results, a decision is made to hire the candidate.

It is typical for the internal reserve that the backing of the necessary candidates for vacant or planned to vacate positions (for example, the retirement of an employee or maternity leave) is carried out in dynamics within the organization itself. Based on questionnaires with personal data and a series of interviews with applicants for the position, an employee of the appropriate level is selected. The business qualities of the employee are already known, because he is already working in this organization and there is no such need for study, as is typical for an external source of reserve. Also, for a faster introduction to the course of the work performed by the employee, he is usually selected at the initial stage of selection by the direct head of this unit or some curator of this area of ​​activity. This allows the employee who has taken this post to more quickly adapt to his new duties without losing the quality of work.

The concept of personnel policy

HR strategy

The personnel management strategy is developed taking into account both the interests of the organization's management and the interests of its personnel.

The personnel management strategy assumes:

Determining the goals of personnel management, that is, when making decisions in the field of personnel management, it is necessary to take into account both economic aspects (the adopted personnel management strategy) and the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for developing and realizing the abilities of employees, etc.). P.);
- the formation of the ideology and principles of personnel work, that is, the ideology of personnel work should be reflected in the form of a document and implemented in daily work by all heads of structural divisions of the organization, starting with the head of the organization. This document should be a set of ethical, not subject to violation of norms in the work with the personnel of the organization. As the organization develops and the external conditions of the organization's personnel work change, it can be refined;
- determination of the conditions for ensuring a balance between the economic and social efficiency of the use of labor resources in the organization. Security economic efficiency in the field of personnel management means the optimal use of personnel to achieve goals entrepreneurial activity organizations (for example, an increase in production volumes) with limited labor resources corresponding to the organization. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the socio-economic expectations, needs and interests of the employees of the organization. The strategy of personnel management depends on the strategy of personnel policy. Moreover, the personnel policy strategy determines the organization's personnel management strategy.

Dictionary of personnel management. The personnel management strategy is plans, directions of action, the sequence of decisions made and methods that allow you to evaluate, analyze and develop an effective system of influencing personnel to implement the organization's development strategy.

Currently, there are three concepts of the personnel policy strategy. The first concept assumes that the strategy of personnel management is determined by the strategy of the organization. Personnel management performs a service function, which consists in providing and maintaining the performance of the personnel necessary for the organization.

The second concept is based on the fact that the personnel management strategy is central, independent and does not depend on the organization's strategy. Employees employed in the organization are considered as independent resources, with the help of which, depending on their quality and abilities, it is possible to solve various problems that arise in a market economy. In this case, personnel policy strategies depend on available or potential human resources.

The third concept is a synthesis of the two previous ones. The organization's strategy is compared with existing and potential human resources, and compliance with the directions of the personnel policy strategy is determined. As a result of such a comparison, the strategy of the entire organization and its personnel policy can be changed.

most acceptable for adoption strategic decisions in organizations, in our opinion, is the third concept. Let's take a closer look at some of the benefits of this concept.

main goal strategic management HR is about creating strategic opportunities by providing the organization with the skilled, loyal, and well-motivated employees it needs to achieve long-term competitive advantage. The main goal is to solve the following tasks:

1) application of planning;
2) a logical and consistent approach to the design and management of personnel management systems, based on an employment policy and a strategy for the use of human resources, which, in addition, is often supported by a personnel management philosophy;
3) establishing a correspondence between the activities and policies of personnel management and a certain clearly expressed business strategy;
4) consideration of the employees of this organization as a strategic resource for achieving benefits in.

Methodical approaches to strategic personnel management

For the successful implementation of the strategy, it is necessary to consider the following methodological approaches to strategic personnel management.

A. Resource-oriented strategic personnel management is based on the fact that competitive advantage can be achieved if an organization acquires and develops personnel that will allow it to learn faster and apply its knowledge more efficiently than its competitors. One of the keys to achieving competitive advantage is the ability to distinguish between what an organization provides to its customers and what its competitors can provide.

This difference can be achieved by having a strategy that provides:

1) higher quality personnel than competitors;
2) the unique intellectual capital possessed by this organization is being developed and trained;
3) a culture is developing that encourages organizational learning.

The goal of a resource-driven approach is to improve the quality of resources—to achieve a strategic match between resources and opportunities, and to benefit from the efficient allocation of resources.

B. The resource potential approach deals with the acquisition, development and retention of intellectual capital. Human resources are seen as the main source of competitive advantage. There are three main approaches to the development of such a strategy, formulated by R. Richardson and M. Thompson in 1999:

1) "best practice" approach;
2) the "best fit" approach;
3) "configuration" approach, or "binding into one node".

The "best practice" approach is based on the belief that there is a set of excellent HRM practices that, if applied, will improve organizational performance.

This approach despite its apparent fairness, it has a number of shortcomings:

1) all these practical solutions can be considered "good", but in accordance with the theory of relativity it is difficult to agree that they are always the best;
2) what works well in one organization may not necessarily work well in another, as it may not be in line with the strategy new organization, its culture, technology or work practices;
3) there is a danger in the mechanical coordination of strategy with the practice of personnel management.

The "best fit" approach is based on the belief that "best fit" is more important than "best practice".

Strategic alignment (integration) of personnel management is a means of targeting the personnel management process to the strategic essence of this business. The strategy should be aligned with the organization's strategy (vertical alignment). But it is better that it be an integral part of the company's strategy and contribute to the business planning process. Vertical integration is necessary to ensure that the enterprise strategy and the personnel strategy are aligned, so that the former supports the implementation of the latter and helps to define it. In addition, horizontal integration between different aspects of the strategy is needed so that the different elements fit well with each other. The ultimate goal of this is to find a consistent approach to personnel management, where different practical solutions support each other.

The starting point for implementing the "best fit" approach is to analyze the organization's business needs in the context of its environment (culture, structure, technology, processes). This can indicate exactly what needs to be done. Thereafter, it is useful to gather and mix the various ingredients of "best practices" and choose an approach that uses those practical steps that match the identified business needs. The "bundling" approach is the development and implementation of several practical HR solutions together, whereby they influence each other and therefore complement and support each other.

The difficulty with the configuration approach is to decide what is the best method of relating different practical steps. There is no evidence that one combination is better than the other in most cases.

Summarizing the above, it should be noted that strategic personnel management is a holistic process: it understands the organization as a whole and refers to the approaches that must be taken throughout the organization in order for it to be able to achieve corporate strategic goals. Strategic personnel management excludes the use of isolated programs and methods or narrowly focused programs for personnel management.

But in relation to an organization, strategic personnel management, as a rule, is not a formal, well-defined and linear process that would logically follow from a business strategy:

Strategy is something evolving and flexible: it never exists in the present, it is always "about to arise";
- strategy is a description of a future-oriented action that is always aimed at change;
- the management process itself regulates emerging strategic directions. The concept of strategic personnel management can be somewhat vague, as it is easy to state the general strategic intentions, but the implementation of a specific long-term strategy can cause significant difficulties. And yet, while the development and successful implementation of strategic HR objectives can be difficult, it is desirable to adopt a strategic approach in order to provide direction and goal setting, and as a basis for the development of appropriate and consistent HR theory and practice. . It may not be easy to achieve policy coherence, but it needs to be done.

The main component of successful strategic management is strategic planning, in which it is necessary to get answers to next questions: 1) "Where are we going?" and 2) "What do we need to get there?". Answers to the first question are obtained by finding out what the organization intends to do (its strategic plan, if any) and what are the business needs that need to be satisfied in order to realize these intentions. Those items of this plan that relate to personnel management can be assessed in terms of the structure and development of the organization, resource availability, development of personnel management, performance management, remuneration and employee relationships. The answers to the second question will be based on an initial assessment of the current situation, in the form of a SWOT analysis - strengths, weak sides, opportunities and threats. Based on this analysis, specific proposals for innovations in the field of personnel management can be developed, programs developed and the resources necessary for their implementation determined. It is important to define goals in terms of how these offerings will meet business needs and set criteria for success.

Consider the existing approaches to strategic planning.

In this case, there are no unambiguous recipes - there will always be a choice of which approach to use:

1) management focused on high performance;
2) management focused on a high level of commitment;
3) management focused on a high level of participation.

The boundaries within which real strategic choices will be made will be determined by factors such as the strategy of the business, the resources available, and the environment in which the organization operates.

Performance-oriented management aims to influence the performance of an organization through employees, such as productivity, quality, customer service, business growth, profits, and value creation for owners. The practical steps of such management include rigorous recruitment and selection procedures, extensive and appropriate training, leadership development activities, incentive schemes and performance management processes.

High commitment management emphasizes the importance of enhancing mutual commitment and builds on a high level of trust. Ways to achieve commitment:

1. Career development and emphasis on learning and commitment as valuable characteristics of employees at all levels of the hierarchy.
2. A high level of functional flexibility with the rejection of rigid job descriptions.
3. Reduction of hierarchy and elimination of differences in position.
4. Reliance on teamwork opportunities.

Inclusive management means treating employees as partners whose interests are respected and who have a voice in matters that affect them. The goal of this approach is to create an atmosphere in which there is an ongoing dialogue between leaders and their team members regarding the development of plans and the dissemination of information about the mission, values ​​and goals of this organization.

When deciding how to integrate organizational strategies and personnel management, managers must remember that organization and PM issues affect each other and affect the strategies of departments and the organization as a whole. In establishing these links, one should take into account the fact that change strategies must be consistent with changes in the external and internal environment. At some point in time, agreement may be reached, but circumstances will change and agreement may disappear. Excessive desire for consistency with the status quo can hinder the use of flexibility, which is necessary in a changing environment. An additional factor that makes it difficult to achieve vertical alignment is that the organization's strategy may not be clearly articulated - it may be in the process of vision, development or development. This means that there is nothing to align with HR strategies. But an attempt can be made to understand in which direction the organization is moving, even if this is not expressed in a clear way. strategic plan. All enterprises have strategic directions in the form of intentions, even if they are poorly formulated or subject to change. A possible approach to harmonize the strategies of an organization and personnel management can be to correlate the latter with the competition strategies of a given organization. Horizontal alignment is achieved when the various HR strategies are harmonized and support each other. This can be achieved by using the "bundle tying" method. To do this, you need to take the following steps:

1. Analyze the needs and characteristics of the enterprise in question.
2. Assess how HR strategies can help meet the needs of this enterprise and at the same time fit its characteristics.
3. Identify those abilities and behavior that are required from employees so that they can maximize the achievement of strategic goals.
4. Assess the effectiveness of existing HR practices and the need for change.
5. Analyze ways to 'bundle' different practices in a way that reinforces each other and is therefore consistent.
6. Formulate programs for the development of practical measures, with special attention to ensure that they are interconnected.

When developing an action program for the implementation of the personnel management strategy, it is also necessary to evenly distribute responsibility between all levels of management in the organization. The concentration of responsibility for all actions to implement the plan only at the level of top management or, conversely, at one of the lower levels, contradicts the need for teamwork and the involvement of all departments in the process of developing and implementing the strategy.

Seeking to create synergies by looking at how some practices can support others and identifying common needs that can be met by initiatives in various areas personnel management. As an example, let's cite the personnel management strategy of one of the domestic organizations.

Examples of personnel policy

“The personnel policy of a joint-stock company is formulated to implement the mission of the company, its goals, and how the strategy of working with personnel is aimed at:

To build up a highly professional human resources potential. It is necessary to form personnel, both in terms of number and professional structure in connection with the development of new technologies, the redistribution of labor from production to the service sector;

On the development of a new production culture based on the introduction of a strategic planning and management system;
To strengthen the principles of group work (production activities), corporate consciousness of employees, convergence of personal interests of personnel with the interests of the company;
On the systemic integrated organization of work with a reserve of personnel;
For remuneration based on production needs, stimulation of initiative, involvement in the decision-making process, including those aimed at increasing sales and improving the quality of customer service.

The personnel management policy defines the strategic role, goals, objectives, principles of personnel management and applies to all categories of personnel.

The personnel policy is based on the principles of complete trust in employees and providing them with maximum independence, in the center corporate governance there must be a person and his initiative. Human resources management is involved in the development of the business strategy and organizational structure of the company. All line managers should participate in the implementation of personnel management functions. All functions of personnel management are combined into one integral program, which is part of the company's business strategy.

Formation of personnel policy

The formation and development of personnel policy is influenced by external and internal factors.

Environmental factors are those that the organization, as a subject of management, cannot change, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. These include:

Situation in the labor market (demographic factors, education policy, interaction with trade unions);
trends economic development;
scientific and technological progress (the nature and content of labor, which affects the needs for certain specialists, the possibility of retraining personnel);
regulatory environment (i.e. those “rules of the game” that are established by the state; labor legislation, legislation in the field of labor protection, employment, social guarantees, etc.).

Factors of the internal environment - these are factors that can be controlled by the organization. These include:

The goals of the organization (on their basis, personnel policy is formed);
management style (strictly centralized or preferring the principle of decentralization - depending on this, different specialists are required); financial resources (the ability of the organization to finance personnel management activities depends on this);
the personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is a source of effective and stable work);
leadership style (all of them do not equally affect the implementation of a certain personnel policy).

Implementation of personnel policy

Assessment of the professional level and quality of performance of the functional duties of employees is carried out in accordance with the developed and approved procedure for periodic certification.

The implementation of the principle of professionalism and personal competencies is carried out through a multi-stage selection and admission procedure on a competitive basis. At the same time, the assessment of the candidate's professional competencies is carried out by the immediate supervisor of the future employee (first stage) and the head of the department (structural unit) (second stage). An assessment of the personal and socio-psychological qualities of the candidate is carried out by the head of the personnel service (HR manager), the conclusion on the compliance of these qualities with the requirements and on the compliance of the candidate with the corporate culture of the Company is brought to the attention of the management.

Personnel optimization is carried out as follows:

The necessary and sufficient quantitative composition of units is determined based on the functional tasks and the amount of work performed;
Qualification requirements for specific positions and jobs are determined;
The search and selection of personnel for vacant positions is carried out in accordance with the requirements for the level of qualification and professional competence of candidates, for their personal, professionally important psychological and social qualities.

Other principles of selection of employees, such as commonality in previous jobs with the head of the Company's division, family ties, friendly relations, personal loyalty, etc., as a rule, are not allowed.

The procedure for searching, selecting and hiring new employees is regulated by an internal regulatory document - “Instructions on hiring employees”.

Development of personnel policy

The formation of personnel policy can be divided into stages.

At the first stage, the formation of the goals and objectives of the personnel policy is carried out. Rationing and programming - harmonization of the principles and goals of working with personnel with the principles and goals of the organization, development of programs, ways to achieve the goals of personnel work established at the first stage.

The goals and objectives of the personnel policy are determined on the basis of the main provisions of regulatory documents, from the totality of goals and objectives to ensure the effective functioning of the organization and its divisions. The main goal of the personnel policy is the full use of the qualification potential of the personnel. This goal is achievable by providing everyone with work in accordance with his abilities and qualifications.

At the second stage, personnel monitoring is carried out - procedures for diagnosing and forecasting the personnel situation are developed.

This stage consists of three blocks:

1) quality requirements for employees, which are determined based on the description of the workplace and the requirements for the applicant for the position;
2) quantitative requirements that are associated with determining the need for personnel by positions, qualification characteristics, etc.;
3) the basic principles of personnel policy in the most important areas: the selection and placement of personnel, the formation and preparation of a reserve for positions, the assessment of the degree of development of personnel, remuneration, the use of human resources, etc.

At the third stage, the choice of the main forms and methods of personnel management is determined, and personnel planning tools are developed.

At the fourth stage, a plan of personnel activities is developed, the terms and responsible executors of these activities are determined.

The development and state of the personnel policy of the organization is influenced by internal and external factors.

Internal factors are the goals and structure of the organization, the moral and psychological climate in the team.

External factors are labor legislation, prospects for the development of the labor market, relations with the trade union, etc.

Taking into account these factors, the personnel policy of the organization develops within the limits set by external influence on the organization, and is determined by the state of internal factors. This circumstance leads to various types of personnel policy of organizations.

Personnel policy strategy

One of the necessary conditions for the most efficient use of the organization's personnel is the development, clear formulation and implementation of the organization's personnel policy. It forms the basis for the formation of a system of work with people and serves as a starting point for managers in making specific decisions regarding employees.

The phrase "personnel policy" consists of two constituent parts. Personnel (personnel) of the organization - a set of persons who are with the organization in relations regulated by the contract of employment. Under the policy of the organization, as a rule, is understood the system of rules in accordance with which the people in the organization act.

Personnel policy is a system of principles and norms (which must be understood and formulated in a certain way) that bring the human resource in line with the company's strategy.

Personnel policy is a system of measures aimed at changing personnel, developed taking into account:

A) the chosen development strategy;
b) forecasting and planning horizon;
c) the expected quantitative and qualitative discrepancy between personnel and the need for it.

Personnel policy can be considered from two points of view: as a process and as a document. As a process, it is a set of interrelated actions of the leaders of the organization in relation to personnel in order to increase the efficiency of its use. In the second case, it is a written document that describes all aspects of the current personnel policy of the enterprise, signed by all top managers.

The purpose of the personnel policy is to achieve the highest final results of the enterprise. The tasks of the personnel policy are revealed in the directions of its implementation:

Organizational and staffing policy - planning the need for labor resources, forming the structure and staff of the organization's personnel;
information policy - creation and support of a system for the movement of personnel information;
financial policy - the formation of principles for the distribution of funds, the provision of an effective system of labor incentives;
personnel development policy - providing a development program, career guidance and adaptation of employees, planning of individual promotion, team building, professional training and advanced training.

Personnel policy is heterogeneous and can be divided into types according to various criteria.

1. Depending on the degree of influence of the organization's management on the personnel situation, four types of personnel policy are distinguished:

Passive personnel policy. The management does not have a program of action in relation to the personnel, and personnel work is reduced to the elimination of negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, diagnosing the personnel situation, etc.;
reactive personnel policy. The management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflicts, the lack of qualified labor, the lack of motivation to work. Personnel services have the means of diagnosing the existing situation and adequate emergency assistance;

The purpose of personnel policy

Types of personnel policy

The first reason may be related to the level of awareness of those rules and norms that underlie personnel measures and, associated with this level, the direct influence of the management apparatus on the personnel situation in the organization. On this basis, the following types of personnel policy can be distinguished:

Passive;
reactive;
preventive;
active.

Passive personnel policy. The very notion of passive politics seems illogical. However, we may encounter a situation in which the management of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to eliminating negative consequences. Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. In a situation of such a personnel policy, management works in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences.

Reactive personnel policy. In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis, focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although in the enterprise development programs personnel problems are singled out and considered specifically, the main difficulties arise in medium-term forecasting.

Preventive personnel policy. In the true sense of the word, politics arises only when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, both qualitative and quantitative, and tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

Active personnel policy. If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active policy.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description).

In accordance with this, we can distinguish two subspecies of active personnel policy: rational and adventurous.

With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.

With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis, a reasonable forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the development programs of the enterprise include personnel work plans, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of ​​the goals of working with personnel.

Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the appearance of a new product that can replace the current one from the enterprise. From a human resources point of view, retraining of personnel will be necessary, but a quick and effective retraining can be successfully carried out, for example, in an enterprise with a rather young staff than in an enterprise with a very qualified, well-specialized elderly staff. Thus, the concept of "personnel quality" includes another parameter, which, most likely, was not taken into account when preparing a personnel work plan within the framework of this type of personnel policy.

The second basis for differentiating personnel policies can be a fundamental orientation towards own personnel or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two types of personnel policy are traditionally distinguished - open and closed.

An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any level, you can come and start working both from the lowest position and from the position at the top management level. The organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account work experience in this or related organizations. This type of personnel policy characterizes modern telecommunications companies or automobile concerns that are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.

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Personnel policy- a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. Through the personnel policy, the implementation of the goals and objectives of personnel management is carried out, therefore it is considered the core of the personnel management system. The personnel policy is formed by the management of the organization, implemented by the personnel service in the process of performing its functions by its employees. It is reflected in the following regulatory documents:

internal regulations

collective agreement.

The term "personnel policy" can have a broad and narrow interpretation.

In a broad sense it is a system of conscious and in a certain way formulated and fastened rules and norms that bring the human resource in line with the long-term strategy of the company.

Often, with a broad understanding of personnel policy, it is necessary to pay attention to the peculiarities of the implementation of power and leadership style. Indirectly, this is reflected in the philosophy of the organization, the collective agreement and internal regulations. It follows that all activities for working with personnel - selection, staffing, certification, training, promotion - can be planned in advance and coordinated with the strategic goals and current tasks of the organization.

In a narrow sense it is a set of specific rules, wishes and restrictions (often unconscious) that are implemented both in the process of direct interactions between employees and in the relationship between employees and the organization as a whole.

In this sense, for example, the words “the personnel policy of our company is to hire people with higher education only”.

Goals and objectives of personnel policy.

Personnel policy (CP) is a set of the most important theoretical provisions and principles, official requirements and practical measures that determine the main directions and content of work with personnel, its forms and methods. It determines the general direction and foundations of work with personnel, the general and specific requirements for them of the relevant subjects of management (the state, territorial systems, organizations, etc.).

main goal personnel policy is the timely provision of the organization with personnel of the required quality and in the required number. Its other goals are:

1) ensuring the conditions for the implementation of the rights and obligations of citizens provided for by labor legislation;

2) rational use of human resources;

3) formation and maintenance of effective work of labor collectives.

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

The personnel policy is guided by trends, plans for the development of the enterprise, and from this the following tasks can be distinguished:

Dismiss employees or keep; if retained, what is the best way to: a) transfer to reduced forms of employment; b) use at unusual works, at other objects; c) send for long-term retraining, etc.;

• train workers themselves or look for those who already have the necessary training;

recruit from outside or retrain workers to be released from the enterprise;

Recruit additional workers or get by with the existing number, subject to its more rational use;

· to invest in the training of "cheap", but highly specialized workers or "expensive", but maneuverable, etc.

HR policy requirements.

The general requirements for personnel policy in modern conditions are as follows:

1. Personnel policy should be closely related to the development strategy of the enterprise. In this respect, it represents the staffing of the implementation of this strategy.

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Stable should be those aspects that are focused on taking into account the interests of the staff and are related to the organizational culture of the enterprise.

3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.

4. Personnel policy should provide an individual approach to its employees.

Thus, the personnel policy is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.

Principles of personnel policy.

Strategic Approach

The personnel management system is aimed at implementing the company's strategy

work with personnel is carried out in accordance with the requirements for the formation and maintenance of a long-term image of the company as an attractive employer

Consistency and integrity

All processes of the personnel management system are interconnected and interdependent

Unity and transparency

The principles of personnel policy are the same for all enterprises

of the company, the company informs employees about the principles of personnel policy in force in the company

Differentiated Approach

partnership

The company studies and purposefully forms the opinion of the labor collective in key areas of work with personnel

Independence and individual responsibility of employees

Each employee of the company maintains the functioning, comprehensively develops and improves the efficiency of their line of business

Proactivity and flexibility

The company monitors the external and internal environment that affects the processes of personnel management

moderate openness

The degree of openness of information about the forms and methods of working with personnel within the framework of the current personnel policy of the company is determined by the access authority

Compliance with the law (legitimacy, legality)

The company is building labor Relations with its employees on the basis of compliance with the law and legitimacy

Description of the most important principles of individual areas of the KP.

1. Personnel management of the organization.

The principle of the equal need to achieve individual and organizational goals

The need to look for fair compromises between management and employees, and not to give preference to the interests of the organization.

2. Selection and placement of personnel.

The principle of conformity, The principle of professional competence, The principle of practical achievements The principle of individuality

Correspondence of the volume of tasks and responsibility to human capabilities Level of knowledge corresponding to the requirements of the position Required experience, leadership abilities Level of intelligence development, character, leadership style

3. Evaluation and certification of personnel

Principle of selection of assessment indicators, Principle of qualification assessment, Principle of assessment of assignments

A system of indicators that take into account the purpose of assessments, assessment criteria Suitability, determination of the knowledge necessary to perform this type of activity Evaluation of performance results

4. Personnel development

The principle of advanced training, The principle of self-expression, The principle of self-development

The need for periodic revision of job descriptions for the continuous development of personnel Independence, influence on the formation of execution methods Ability and opportunity for self-development

5. Motivation and incentives for staff, remuneration

The principle of compliance of payment with the volume and complexity of the work performed, the principle of an even combination of incentives, sanctions, the principle of motivation

Efficiency of the remuneration system Concreteness of writing off tasks, duties and indicators Motivating factors influencing the increase in labor efficiency.

Elements of personnel policy

The personnel policy is aimed at creating a responsible, cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the organization's development strategy. It includes the following elements: the type of power in society, the style of leadership, the philosophy of the enterprise, the internal regulations, the collective agreement, the charter of the organization, and through them it is realized.

Types of power

Ochlocracy(ohlos - crowd) - literally the power of the crowd, which is characterized by the lack of a clear obedience of citizens to the norms of morality and law, and whose public behavior is determined at spontaneous meetings, rallies, demonstrations.

tyranny(Nero, Ivan the Terrible) dictatorship(Hitler, Stalin, Franco)

monarchy(Peter, Napoleon, Catherine II),

Democracy ( demos - people) - Democracy allows you to use the inner potential of a person, move from methods of coercion to methods of persuasion.

Leadership style

Authoritarian style- when making decisions, the leader is guided by his own goals, criteria and interests, practically ignoring the opinion of the team and limiting himself to a narrow circle of like-minded people.

Democratic style based on a combination of the principle of sole leadership and self-government.

liberal style- in decision-making, the leader is guided by the goals and interests of individual groups of the workforce, constantly maneuvers to maintain parity of interests, often takes different positions of the parties.

mixed style- involves a combination of the above types of curing.

Philosophy (credo) of the enterprise- this is a set of moral and administrative norms and rules for the relationship of personnel subordinate to the achievement of the strategic goal of the enterprise.

Collective agreement- a legal act regulating social and labor relations between employees and employers. The content of the collective agreement is determined by the parties within their competence.

The main directions of personnel policy

Personnel policy in the organization can be carried out in the following areas:

forecasting the creation of new jobs, taking into account the introduction of new technologies;

development of a personnel development program in order to solve both current and future tasks of the organization on the basis of improving the system of training and job placement of employees;

development of motivational mechanisms to increase interest and job satisfaction;

creation of modern systems of recruitment and selection of personnel

implementation marketing activities in the field of personnel

formation of the concept of remuneration and moral incentives for employees;

ensuring equal opportunities for effective work, its safety and normal conditions;

determination of the basic requirements for personnel within the forecast of the development of the enterprise

formation of new personnel structures and development of procedures for personnel management mechanisms;

improvement of the moral and psychological climate in the team, involvement of ordinary workers in the management of the enterprise.

Types of personnel policy and their characteristics

There are the following types of personnel policy.

1. In accordance with the level of awareness of those rules and norms, that form the basis of HR activities:

a) passive personnel policy. It is connected with the lack of an expressed program of action in relation to personnel from the management of the organization. Personnel policy is reduced to the elimination of negative consequences in the field of personnel work;

b ) reactive personnel policy. Management monitors the symptoms of a negative state in work with personnel and takes measures to localize problems;

in) preventive personnel policy. It is characterized by the presence of reasonable forecasts for the development of the situation by the management and at the same time a lack of funds to influence it;

G) active personnel policy. It is characterized by the presence of not only reasonable forecasts for the development of the situation, but also the means of influencing it.

2. Depending on the degree of openness in relation to the external environment when forming the personnel of the organization:

a) open personnel policy . It is characterized by the transparency of the organization for potential employees at any level of the management hierarchy;

b) closed personnel policy. It is impenetrable to new personnel at middle and higher levels of management.

Factors influencing the formation of personnel policy

The formation and development of personnel policy is influenced by external and internal factors.

Environmental factors- those that the organization, as a subject of management, cannot change, but must take into account in order to correctly determine the need for personnel and the optimal sources for covering this need. These include:

Situation in the labor market (demographic factors, education policy, interaction with trade unions);

Economic development trends;

Scientific and technological progress (the nature and content of labor, which affects the needs for certain specialists, the possibility of retraining personnel);

Regulatory environment (i.e. those “rules of the game” that are established by the state; labor legislation, legislation in the field of labor protection, employment, social guarantees, etc.). Internal environmental factors These are factors that can be controlled by the organization. These include:

The goals of the organization (on their basis, personnel policy is formed);

Management style (strictly centralized or preferring the principle of decentralization - depending on this, different specialists are required); financial resources (the ability of the organization to finance personnel management activities depends on this);

Personnel potential of the organization (associated with the assessment of the capabilities of the employees of the organization, with the correct distribution of responsibilities between them, which is a source of effective and stable work);

Leadership style (all of them do not equally affect the implementation of a certain personnel policy).

Stages of development and formation of personnel policy

Introduction

Relevance of the research topic is determined by the special conditions that have developed in the labor market and in the field of employment in the context of the global financial and economic crisis of 2008–2010.

Personnel has always been one of the most important factors that ensure the efficiency of the enterprise. The realization of the potential of any organization depends on the knowledge, competence, qualifications, discipline, motivation, ability to solve problems, susceptibility to training of working personnel and management. Therefore, personnel policy is an integral part of all management and production activities of the organization and is aimed at the effective selection of personnel, its adaptation, training and retraining in accordance with the needs of the company. The ultimate goal of the personnel policy is to create a cohesive, responsible, high-performance team capable of solving any problems. Relevant missions and strategies of the organization.

The role of personnel policy is especially growing in a crisis economy. Before the management of any enterprise in a crisis, the task is to preserve the most qualified part of the management team (managers) and personnel. Organizations should develop measures aimed at creating mechanisms for maintaining human resources, as well as stimulating the activities of personnel to bring the organization out of a crisis state.

Object of study is Trigon Plus LLC.

Subject of research is the personnel policy of the organization.

Theoretical and methodological basis research served as the works of Russian scientists and practitioners in the field of personnel management, such as I.V. Bizyukova, V.A. Dyatlova, P.V. Zhuravleva, A.F. Zubkova, M.V. Karlova, A.Ya. Kibanova, V.I. Kurilova, P.I. Lazora, E.V. Maslova, H.T. Meleshko, F.P. Negru, Yu.G. Odegova, Yu.N. Poletaeva, G.E. Slesinger, N.P. Sorokina, V.A. Stolyarova, V.V. Travin, A.I. Turchinova, G.A. Tsypkina, S.V. Shekshnya and others.

During the study, the following methods were used: statistical and factor analysis, comparative, analogies, balance sheet, ranking purposes.

Work structure. The work consists of an introduction, three chapters, a conclusion, a list of sources of information used and applications.

1. Theoretical foundations for the formation of personnel policy at the enterprise

1.2 The main directions of the formation of personnel policy

1.2.1 Selection of personnel of the enterprise

Personnel planning is a system for the selection of qualified personnel, which aims to meet the organization's need for the required number of specialists with the necessary qualification characteristics in a particular period. The workforce plan is developed in order to assess the prospective number of employees that the organization will need and their professional structure that will be needed during this foreseeable period. The plan should reflect potential sources of recruitment. Possible channels of contact with potential employees should also be identified and designated. The plan should also include an assessment of the firm's potential financial capabilities, i.e. resources that the firm is willing to use in the period under review as a reward for work. After reviewing the plan, potential employees should have a clear idea of ​​​​monetary or moral, were known to the future composition of employees. Each organization uses personnel planning explicitly or implicitly. Some organizations are doing serious research in this regard, others are limited to superficial attention in relation to personnel planning. One of the main tasks of personnel planning is to assess the specific needs for skilled workers in different periods of time. Once these needs have been identified as part of workforce planning, it is necessary to draw up measures to meet these needs. Unfair performance, and even more so completely ignored personnel planning, can provoke serious problems in the shortest possible time. Using effective personnel planning tools, you can staff vacancies, reduce staff turnover, and determine the main career opportunities for specialists within the company. Reforms carried out in organizations in a crisis economy, along with the achievement of other goals (technical, financial, environmental), the effective distribution and use of employees employed at the enterprise, as well as the rationalization of their number. In a crisis, it is necessary to determine the maximum allowable number of employees in an enterprise, under which the implementation of the adopted strategy for its development and the actual surplus of the total number of employees or a shortage of especially valuable personnel can be ensured. Management of such a complex subsystem of an enterprise as personnel involves the use of a variety of tools and methods: economic, organizational, technical, socio-psychological, aimed at ensuring the efficiency of labor activity in accordance with the requirements of production (service) and the chosen development strategy. Effective management of an enterprise is possible only if the organization has specialists who perform their duties with maximum efficiency. The maximum use of the labor potential of employees should be considered as a key factor for the successful operation of an enterprise, both in normal and in crisis situations. Optimal workforce planning should improve efficiency strategic process planning the enterprise as a whole and providing the means to achieve the desired end results.

In many enterprises, human resources planning is carried out inappropriately, which ultimately leads to the development of various negative phenomena.

The workforce planning process includes three main stages (table 1.1):

1) assessment of available resources (staff, management);

2) assessment of future needs for personnel of a certain qualification);

3) development of a program to meet future needs for personnel and leadership.

It is logical to start planning labor resources in an existing organization with an assessment of their availability. Management must determine how many people are involved in each technological operation required to achieve a specific goal. In addition, management must also evaluate the compliance of the qualitative, functional and other characteristics of the existing personnel with the operational and strategic objectives of the organization.

Table 1.1. Personnel planning

The next stage of planning is forecasting the number of personnel required to implement short-term (operational) and long-term strategic goals. With cardinal organizational changes, for example, when creating a new enterprise, a complete reconstruction of existing ones, assessing the prospective need for labor force is a complex complex (systemic) task. Under these conditions, an adequate assessment of the external labor market and qualitative analysis available labor force.

Having assessed their future needs, management should develop a comprehensive program to meet them. Needs should be considered as a goal, and the program as a means (way) to achieve it. The program should include activities to attract, hire, train and promote employees, a specific schedule (time frame) for their implementation, taking into account the goals of the organization. Hiring necessary workers should be based on a detailed and comprehensive study of the types of work to be performed. It is also necessary to have detailed information about the skill level, personal qualities of potential employees.

This information is obtained through the analysis of the content of the work (functional analysis, qualification requirements), which is the cornerstone of personnel management. A comprehensive assessment of all jobs in need of personnel and the qualitative characteristics of potential employees creates a reliable basis for making decisions about hiring, selection, salary assignment, performance evaluation and promotion through the hierarchical ladder.

There are several methods for analyzing the qualitative characteristics (parameters) of an employee. One of them is the direct observation of the worker, the formal definition and registration of all actions performed by him. The second method is based on the collection of information through an interview with the employee or his immediate supervisor. This method may be less accurate due to possible distortions introduced by the respondent's (or the interviewer's) perception. It is also possible to use the questionnaire method. At the same time, the employee answers questions regarding current or future work. The information obtained from the analysis of the scope of work is very important for most subsequent planning, recruitment, selection and deployment activities. Based on this information, job descriptions are created, which are a list of the main duties, required knowledge and skills, as well as the rights of employees.

Target recruitment is to create the necessary reserve of candidates for all specialties and positions. Of these, the organization selects the most suitable employees in terms of functional and other characteristics for it. The volume of recruitment work is largely determined by the difference between the current staff and the future need for it. This takes into account factors such as retirement, turnover, layoffs due to the expiration of the contract of employment, expansion of the scope of the organization.

In a crisis economy, they take into account the negative dynamics of demand for goods created by the enterprise. Recruitment is conducted from both external and internal sources.

A variety of methods (tools) are used to implement external recruitment. Among them are: publishing advertisements in newspapers and professional magazines, sending contracted people to special courses at vocational schools, contacting employment agencies and firms supplying executive personnel. Most organizations (firms) prefer to recruit primarily within their organization. Promoting your own employees is cheaper than hiring from outside. In addition, it increases the interest of the working staff, strengthens the attachment of employees to the company and improves the moral and psychological climate. According to the motivational expectation theory, it can be assumed that if employees believe that their career growth depends on the degree of work efficiency, then they will be interested in more productive and efficient work. At the same time, one of the shortcomings of the above approach to solving the problem solely through internal reserves is that new people with fresh, perhaps more progressive views do not come to the organization. The absence of such people can contribute to the development of stagnation in the organization.

One of the rather popular methods of recruitment at the expense of internal reserves is the distribution of information about an opening vacancy with the invitation of qualified employees. Many organizations have a practice of notifying all of their employees of any job opening. This gives them the opportunity to apply for an existing position before applications from outsiders are considered.

One of the frequently used methods of recruitment is the appeal of the organization's management to its employees with a request to recommend friends and acquaintances for work.

A significant problem in recruiting workers is the desire of the employer to “sell more profitably” the conditions of activity in his company. It can overstate the positive aspects or underestimate the difficulties of working in the company. As a result, a potential candidate may have unreasonable (distorted) ideas about promising activities.

For hiring, you can use the possibilities of radio and television. At the same time, practice shows that these funds have limited success with managing organizations. More often, enterprises cooperate with newspapers by posting vacancies, as they consider this method to be quite effective and fast.

Personnel selection. This uh tap is associated with the direct selection of the most suitable candidates from potential individuals identified during the recruitment process. In the vast majority of cases, a person should be selected who has the best qualifications (the best functional knowledge and skills) for performing a specific job in the position held, and not a candidate who has predominantly positive human qualities.

Depending on the circumstances, an objective decision on the choice may be based on the professional education of the candidate, the level of his labor skills and abilities, previous work experience, personal human qualities. For leadership positions, especially at a higher level, the skills of establishing interpersonal, intercompany and interregional relations, as well as the psychological compatibility of the candidate with superiors and with his subordinates, are of primary importance. The selection of personnel can be considered as one of the forms of preliminary quality control of human resources.

The selection of personnel can be considered as a mechanism for the real attraction of personnel, the essence of which is the selection of the most suitable employees from the total number of candidates, taking into account their suitability and individual characteristics. The selection of personnel is based on a comparison of the profile of requirements of a particular workplace (position) and the characteristics (professional and personal characteristics) of the candidate, reflecting his suitability for occupying this workplace.

An arsenal of methods for assessing the suitability of personnel for a particular vacant position is very extensive and includes technical, verbal, psychological and other approaches. The applied methods are given in table 1.2.

Table 1.2. Personnel selection methods

Most often, the heads of organizations who realize that through the optimization of the system of work with personnel it is possible to achieve more effective work with personnel, take care of the growth of the professional quality characteristics of their personnel and apply various personnel assessment procedures both “at the entrance” to the organization and in the process of his movement along the hierarchical job ladder and in the direction of professional improvement.

The methods most commonly used to collect the information required to make a selection decision are tests, questionnaires, interviews, and assessment centres.

Tests. The scientific, methodological and practical manuals contain a large number of different types of tests that can be used to assess the effectiveness of the performance of a particular job by a potential candidate. The types of screening tests include, for example, the measurement of the ability to perform tasks related to the intended job.

An example of such a test is typing, typing on a computer or shorthand, a demonstration of the ability to work on a machine tool, a demonstration of speech abilities through verbal (oral) messages, and the performance of written work. Another type of test involves assessing such psychological characteristics as the level of intelligence, energy, frankness, interest, emotional stability, self-confidence, attention to minor details. For such tests to be of real value in selecting candidates, there must be a significant correlation between the high scores obtained in the tests and actual performance. The management of the organization must conduct a detailed analysis of the results of the tests carried out and determine whether the people who have coped with the tests to the greatest extent will become more effective employees than those who received lower marks during the test.

For a comparative assessment of the level of qualification are often used questionnaires. However, it should be noted that they do not always give an adequate description (professional and personal qualities) of a potential candidate for a particular position. The information contained in the questionnaire (about the experience previous work, salary, level and specialization of education, completed vocational school, hobbies, etc.) can be used to select candidates if such biographical data helps to distinguish more effective from less efficient workers already employed by the organization.

Interviews. They are one of the most widely used recruitment methods. In fact, there are no employees who are hired without an interview. The number of interviews is largely determined by the position of the future employee in the professional and job hierarchy. The selection of senior managers can require many interviews and a fairly long period of time.

Scientific research and specific recruitment practice have revealed a number of problems that indicate the lack of absolute effectiveness of interviews as a selection tool. They are due to the individual psycho-emotional properties of the interlocutors, which largely reduce the objectivity of the information received. For example, there is often a tendency to make a decision about a candidate based on first impressions, without taking into account what was said in the rest of the interview. Another problem is trying to evaluate the candidate in comparison with the person who was interviewed immediately before. If the previous interlocutor looked especially bad, then the next candidate (maybe very mediocre) will look at a decent or very decent level. Sometimes there is also a tendency to give a higher rating to those candidates whose social position, appearance and manners are largely reminiscent of their own.

- establishing mutual understanding with the candidate and giving him the opportunity to feel free (uninhibited);

- focus on the requirements for the work ahead;

- Rejection of the temptation to evaluate the candidate on the first impression;

- preliminary preparation of a complex system of questions that will be asked to all candidates without exception. This will allow you to compare the parameters of all candidates as objectively as possible.

To assess the ability to perform a full range of job responsibilities, one can resort to methods of complex situation modeling. Such models include formal interviews, acting as a manager and participant in a meeting, presenting reports to a group of workers, solving tests in psychology and assessing the level of intelligence.

The leadership of a small organization in the selection is most often limited to official interviews and a differentiated approach to candidates.

As a side effect of the subjective approach to the selection of personnel, the problem of the subsequent adaptation of the employee to the requirements of the manager and the characteristics of a particular professional activity is presented. Therefore, for effective selection, it is necessary to know and take into account the specific features of the management style of the head of the organization (division), his psychological characteristics, as well as socio-psychological parameters, traditions and other signs of the enterprise (division) team.

It is quite possible that a situation may arise when a candidate who is quite capable, in terms of the requirements of the activity, cannot be recommended for a position due to the “potential conflict” of management styles and subordination relationships. In addition, a candidate who has passed the selection according to the criterion of sympathy can later become a big problem for the organization because of his unwillingness to adapt to the established corporate traditions and rules of interaction in the team in question.

A very significant problem is the presentation of data on the candidate, regardless of the installation of the main (significant) persons (the current superior leader, potential future leader, relatives, friends, acquaintances). The manager (customer) is always faced with the question of the degree of objectivity of the results of the interview with the candidate, as well as the real applicability of its results. It is typical for managers of an organization (customers of personnel) to always receive the maximum possible information about their potential employee. To achieve these goals, it is necessary to make significant efforts to develop rules, principles and methods of selection, as well as to analyze the results obtained and draw up conclusions.

From the foregoing, it follows that in order to optimize the selection procedures, it is necessary to develop such methods that would clearly divide the professions into those where, for the selection of the appropriate candidate, an interview procedure is sufficient, and those where it is necessary to apply, along with the interview, a variety of additional methods (for example, psychological testing, assessment of opinions received from the environment, test results, experiments, etc.).

The applied selection technology can be built on the basis of different principles. So, the functional-professional principle can be used, the essence of which is to find the compliance of the candidate's parameters (level of education, skills, experience) with the requirements of future activity. On the other hand, the principle of conformity of psychological and other individual features candidate's corporate traditions and requirements of the organization's (subdivision's) team. Ideal should be considered a variant when both principles coincide.

In the absence of sufficient grounds for hiring a potential candidate, a rather complex managerial problem arises - the problem of refusal to hire. Justified refusal on the basis of professional non-compliance does not present any particular difficulties. At the same time, the refusal to hire on psychological (psychophysiological) grounds based on the prediction of behavior, the possible effectiveness of activities and the characteristics of interpersonal relationships is associated with significant difficulties. The justification for such a refusal requires special formulations in the justification. In such a case, the usual conclusion "you did not pass psychological selection» can cause a feeling of dissatisfaction and protest on the part of a potential candidate and significantly affect further job searches.

The most important theoretical and applied problem of recruitment and selection of personnel in the modern world is the problem of developing and selecting reasonable methods for assessing potential candidates for a particular position. A significant part of the diagnostic methods used in the traditional practice of selection requires significant improvement.

The foregoing indicates the need to create selection centers, whose functions will include the development and testing of methods (specific, systemic) used to select personnel for specific positions (areas of activity. Currently, there are no uniform approaches, principles and methods for selecting personnel (personnel). Moreover, there are no universal methods that take into account the specific features of individual organizations.There are practically no recommendations for the selection of personnel in crisis situations.

In modern conditions, a significant part of potential employees believe that candidates for certain positions are selected according to a scheme inherited from traditional (Soviet) personnel departments. This statement is based on the fact that the selection is mainly carried out on the basis of formal characteristics - qualifications and work experience, which organizations draw from work books, diplomas and other documents on the education received. According to many respondents, practiced interviews most likely fulfill the same role of a formal procedure (regardless of the structure of questions and duration).

The interview most often involves the heads of the organization, line (functional) managers - the future leaders of the candidate. Many managers often invite psychologists to conduct interviews. In some organizations, it is customary to invite "other people" to participate in the interview, often remaining figures "incognito". Most often, representatives of the security services, chief specialists, independent analysts act in this role.

As a rule, several people participate in the interview from the side of organizations (the head of the organization, heads of departments, specialists). Additional participation of a psychologist is due to the need to determine the personal psycho-physiological characteristics of the candidate, his motivation and other characteristics. The practice of involving psychologists testifies to the high efficiency of this approach.

It also seems very effective to participate in the selection of heads of departments who have the most information about professional requirements to a potential candidate. This is quite natural, since only an experienced line (functional) manager is able to carry out a professionally sound selection of personnel.

Managerial experience indicates that an interview conducted by an experienced personnel officer or a line (functional) manager is sometimes the most effective way to identify a candidate's motivations, his personal aspirations and characteristics. There is a very high assessment by respondents of the effectiveness of using various types of testing, test results (one-time tasks) compared to interviews. The conducted studies indicate that increased attention is paid to the selection of personnel and the assessment of professionalism in any form. The professionalism of the candidate is important not only for making a decision on hiring, but also for his further work biography.

For optimal selection of personnel, many organizations put forward additional requirements for candidates. Among them are such signs (properties) as sociability, adaptability, the desire for career growth, the desire to improve one's skills, etc. In modern conditions of intensive intercompany and international interaction sociability, as the ability to establish effective relationships with the outside world, is relevant for many organizations.

Process adaptation- the procedure for including new employees in the organization, familiarizing newcomers with the requirements for activities, organizational structure, culture, traditions, rules and behavior in the team.

Plays a special role in personnel policy career planning, which is understood as the process of comparing the potential capabilities, abilities and goals of an employee with the requirements of the organization and plans for its development, expressed in the preparation of a program for professional and job growth within the existing hierarchical ladder.

In the conditions of the information society, the theoretical basis of advanced training programs is the concept of continuous professionalization of the individual and the idea of ​​the systemic structure of labor activity.

In almost all modern organizations, the decision to hire is made by the head of the enterprise. At the same time, in many cases (especially in large organizations) this right is delegated to line and functional managers. Sometimes, although quite rarely, the selection of personnel is entrusted to the management personnel and heads of personnel departments. There are also cases of collective decision-making on the selection of personnel. most often, the collective method is used when choosing the heads of an organization or heads of individual departments. Sometimes personnel, especially managers, are appointed by the founder or owner of the organization.

Approaches to the appointment (selection) of leaders largely depend on the degree of democratization of society and management, as well as on the content of the constituent documents of the organization.

An analysis of the effectiveness of hiring decisions indicates that the most optimal in the selection process are the decisions of the personnel departments of the enterprise.

The following promising problems and tasks related to the selection of personnel can be identified:

– improvement of interview procedures by filling the interview technology with specific content depending on the requirements individual professions or official (hierarchical) level of the future employee;

- working out the rules (algorithm) for analyzing and describing the results of the interview, as well as presenting conclusions;

– development of packages of test and other tasks for the selection of personnel for specific specialties and job levels.

After hiring, after a certain period of time, it is necessary to make a current assessment of the activities of the personnel, which should be based on the relevant statutory requirements, job descriptions and other instructions. At the same time, it is necessary to evaluate the individual contribution of a new employee to the functioning of the organization or its unit. The assessment should also be based on determining the degree of realization of the employee's potential ( professional knowledge, skills, work experience, business, moral, psychological and other qualities), the dynamics of the state of health, working capacity and the level of general culture. In addition to the assessment of current activities, which is carried out with the aim of promptly adjusting labor behavior, there is such an assessment as personnel certification .

Thus, a comprehensive assessment should include three types of assessment:

– assessment of potential employees during selection;

– assessment of employees in the course of activities;

- certification of employees.

1.2.2 Personnel adaptation and development system

In contrast to the dynamics of the cost of fixed production (non-production) assets, which tends to decrease over time, the value of human resources is constantly increasing over time, which is due to the growth of professionalism of employees, their acquisition of managerial, service and production experience. Increasing the productivity of new employees in a large degree depends on the degree of their social adaptation, which should be understood as the degree of adaptation of the recruited personnel to new environmental conditions. The return of a new employee largely depends on the speed and quality of adaptation. The low adaptability of newly recruited workers usually leads to high turnover, which is very costly. Even greater costs are characterized by the dismissal of highly qualified workers, which is intensified in the conditions of crisis development. To save workers, limit the loss of financial and other resources in modern organizations, it is necessary to develop a system of personnel adaptation, which should include measures for professional adaptation in accordance with job responsibilities, adaptation to requirements leadership, to the traditions, psycho-physiological, cultural and other traditions of the team. Professional adaptation should be attributed to the main directions of measures for the adaptation of new employees. New employees who have come to the organization have certain expectations regarding the proposed place for professional activity. If an employee is able to quickly adapt, then he will be able to more effectively realize his potential and, thereby, bring more significant benefits to the organization. It should be noted that in the theory and practice of management, there are several aspects of adaptation, the essence of which is the same, but the methods are different: a specialist to the first place of work; - adaptation of an accomplished employee to a new place; - adaptation of an employee upon promotion; - adaptation of an employee upon demotion. The most important element in the adaptation of newly recruited employees is the relationship with management, which is laid in the initial stage of contact, i.e. e. at the time of dating. These first relationships arise for well-known and natural reasons for the relationship between people - likes and dislikes. Theoretically, this should in no way depend on the gender and age of the manager and the new employee. In practice, there is often a departure from this approach. The adaptation of an employee in the organization and the realization of his potential largely depends on the relationship with the organization's team. Acquaintance with a new person should be attributed to complex tasks, since traditional foundations interact with individual personality traits, which may not coincide. Ideally, the quick adaptation of a newcomer is the most beneficial for both the organization and the new employee. At the same time, the presence of differences in mentality, values, traditions, confessional and other characteristics can limit the realization of the potential of a new employee, and in some cases lead to conflict situations. One of the most delicate moments of the interview is the question of wages. Therefore, this issue in the selection of personnel should be within the competence of the head. When selecting personnel, situations should be excluded in which initially (at the conversation stage) a potential employee is offered a high salary. And after receiving his consent, the assigned salary turns out to be significantly lower. Such an approach can dramatically reduce the motivation of a new employee and serve as one of the main reasons for dismissal. In the selection process, the issue of working conditions (environmental, sanitary, chronological). HR managers are required to specify in detail the working conditions and mode of operation of the organization. At the same time, it is not enough to report only the time frame of the organization's work. It is also necessary to talk about possible situations irregular work of staff, including weekends and holidays. It is also necessary to state the proposed ways (methods) to reward employees for overtime work.To secure a new employee, an important role is played by the person who will perform the duties of the hired employee with a new job. The responsible person is obliged to prepare the necessary documents describing workplace, long-term plans of the organization (division), an action plan for the accelerated adaptation of a new employee and his acquaintance with divisions and departments, a list of managers of all hierarchical levels, as well as the closest employees with whom the new employee will interact. The management of the organization (subdivision) must also decide which professional tasks you can connect a new employee right away, and with which it is better to wait. At the same time, the prepared plan should be constantly reviewed and adjusted taking into account the ongoing changes in the internal and external environment of the organization.

Employee adaptation should not be left to chance. The opinion that the worker is obliged to be able to adapt himself, and no one should help him in this, should be abandoned. The speed at which a new employee masters new professional duties and his "entry" into the team depends not only on the adaptation policy pursued in the organization, but also on the individual characteristics of the candidate himself.

The professional orientation and social adaptation of a new employee in an organization should be considered as the most important condition for realizing his potential and increasing his contribution to the final results of the company's activities. Therefore, management should be interested in the success of the employee in the new workplace. At the same time, it should be remembered that the organization is social system, and each employee is a person who needs an adequate individual approach.

A new worker entering an organization brings with him previously acquired skills, experience, and attitudes that may or may not be in line with the established order of the organization. If, for example, the last manager (supervisor) of a new employee was a powerful person and preferred to communicate only by correspondence, the employee will consider that it is better for him to send a paper than just call or contact the new manager directly. At the same time, the leadership of the new organization may prefer verbal communication to written communication.

The lack of action on the part of the management of the organization aimed at adapting new subordinates may cause the latter to be disappointed in their choice. New employees in their behavior may give preference to previous experience or be disappointed in the choice made because of the unfulfillment of their hopes associated with a new job.

In the program for the adaptation of new employees, social relations are given less attention. Therefore, newcomers are forced to independently master the existing norms and rules and sometimes gradually learn about the "glorious" history and traditions of the new organization. Comparing the effectiveness of familiarizing new employees with certain aspects of a new job, one can note an original situation. New employees are most often concerned about the social and psychological sphere, and not the norms and rules governing the main manufacturing process(direct functional duties). Of course, the organization should not be considered as a charitable institution, but when hiring new employees, their socio-psychological characteristics should be taken into account as much as possible.

Most often, the information that a person needs for a normal sense of self and a sense of belonging comes to the fore in terms of efficiency - traditions, customs of the organization, features of formal and informal relationships that have developed corporate culture and wage system. At the same time, a secondary place is occupied by professional aspects activities of new employees. This is due to the fact that professional characteristics can only be realized under a normal socio-psychological climate in the organization.

Of particular importance for a new employee are the features of the security regime and trade secret, as well as specific requirements due to the characteristics of the organization.

The effectiveness of the participation of one or another official in the onboarding of new employees falls with the number of hierarchical levels between the new employee and the person in charge of onboarding. It follows from this that the adaptation of new employees should be carried out by professional managers, for whom this activity is direct. functional responsibility. It is advisable to involve in this work those who are directly connected with the workplace for which the newcomer is taken.

The main task of the adaptation period is to establish a system of relationships and interdependencies of the individual (new employee) with a new socio-psychological and work environment, in which he will have to realize himself as a specialist and personality for a long time.

1.2.3 Evaluation of the labor activity of personnel

After the employee has adapted to the team and received the necessary training for the effective performance of his work, it is necessary to determine the degree of efficiency of his work. Evaluation of the performance of new employees should be carried out as a result of appropriate control measures. Such control should be carried out on the basis of a comparison of real results with current norms (standards). The purpose of this control is to establish the presence of a deviation of real parameters from regulatory (standard) requirements. If so, management takes appropriate corrective action.

Evaluation of performance is necessary not only to assess the compliance of a new employee with job requirements, but also to make decisions about the possible advancement of an employee in career ladder. Most often, performance evaluation serves three main purposes: administrative, informational and motivational.

Administrative functions controls consist in promotion or demotion, transfer to another position within the same hierarchical level, termination of the employment contract. Evaluation of the work of personnel, including newcomers, is an immanent function of the organization, without which an effective personnel policy is impossible.

A promotion is justified for an organization because it allows it to fill vacancies with employees who have already shown their ability. It is also desirable for the staff, as it satisfies their desire for success, achievement and self-respect. Promotions are a great way to recognize the performance of staff. However, when making promotion decisions, management should only promote those who have made a real contribution to improving the organization's performance. Management should not promote employees who perform well in their current roles but do not have the potential to perform effectively in their new position. Therefore, the assessment of personnel should be divided into an assessment of compliance with the requirements and an assessment of the ability to fulfill long-term requirements, due to the organization's strategy.

Evaluation of labor activity is most often carried out by the heads of the organization, linear and functional managers, teachers (commissions) of professional educational institutions, consulting firms.

The most objective are the opinions of linear and functional leaders as well as leaders of the organization. In the evaluation process, the following regularity is clearly traced - the farther the appraiser is from the organization and the individual being evaluated, the less his effectiveness.

Evaluation of performance is also needed in order to be able to inform people about the quantity and quality of their work.

For the head of any organization, it is very important to know the motivation of employees and be able to effectively manage it in order to increase labor productivity and the quality of the work performed. The personnel of the organization differs significantly in the degree of expression of different motives (needs). It should be borne in mind that needs are constantly changing depending on a large number of factors.

Proceeding from this, it is relevant to create a system for assessing and shaping the motivation of the labor activity of employees of an organization, in the center of which there should be an attractive remuneration system. It should be the main means of motivating staff to work. This system is especially important in times of crisis and shortages. financial resources, as it allows the most efficient use of human resources.

The system of assessment and formation of personnel motivation should be comprehensive and include the following components:

– monitoring of the real motivation of labor activity of employees;

- assessment of internal and external factors of labor motivation;

– determination of the influence of labor motivation on intermediate and final indicators of labor activity;

– development and implementation of measures aimed at increasing the motivation of labor activity various groups employees;

– determination of the principles and optimization of the remuneration system;

– control and evaluation of the effectiveness of personnel motivation management.

Evaluation of the results of labor activity is an important means of motivating people's behavior. Having identified strong employees, the administration can properly reward them materially, financially, morally, or by promotion. Informational, administrative and motivational functions of evaluation of labor activity are interconnected. Information conditioning an administrative decision on promotion should positively motivate the individual to do a good job.

Staff motivation can be defined as the process of regulating the system of relations between an employee and the material and social environment (enterprise, workplace, team, subject of activity, system of management strategies).

The range of forms of encouragement is wide, as it depends only on the imagination of managers. Most often, these are insurance, loans, training, vouchers, fares in public transport, medical service and etc.

Thus, the first chapter explored the theoretical and methodological foundations formation of personnel policy at the enterprise.

The practical part of the study was carried out on the example of Trigon Plus LLC.

2. Analysis of the formation and implementation of personnel policy at the enterprise LLC "Trigon Plus" in a crisis economy

2.1 General characteristics of the company LLC "Trigon Plus"

Trigon Plus LLC is a management company Business Center and operates to implement the main goals of the enterprise:

Building maintenance;

Cleaning services;

Leasing of offices.

The company provides services at prices set independently or on a contractual basis.

The company "Trigon Plus" LLC in its activities is guided by the laws and regulations of the Russian Federation, regulations of the authorities local government, own regulations.

The enterprise has a seal and a stamp with its name, a bank account for settlements with buyers, suppliers, creditors, and the budget.

The procedure for conducting financial and economic activities of Trigon Plus LLC is determined by the Regulations on the enterprise.

Trigon Plus LLC maintains accounting records and submits to higher government bodies financial statements and balance sheets, and statistical reporting according to established order.

The management structure of LLC "Trigon Plus" characterizes the composition, the system of placement and subordination of all employees of the enterprise.

The organizational structure of an enterprise is a hierarchical structure. The organizational structure is linear-functional, as it is based on the observance of unity of command, the linear construction of structural units and the distribution of management functions between them. It implements the principle of democratic centralism, in which the preparation and discussion of the decision are made collectively, and the decision and responsibility are made only by the first leader alone. It synthesizes the best properties linear structure(clear links of subordination, centralization of management in one hand) and functional structure (division of labor, qualified preparation of decisions).

The management structure is based on a linear type of leadership and a functional division of duties between employees of various structural divisions.

The management of production at each level of management in the enterprise is carried out on the basis of the principle of unity of command. Each subordinate has only one superior manager. All instructions coming from various enterprise management services to the primary production site pass directly through a higher manager - the head of the unit.

Trigon Plus LLC is managed by the director, who is the sole manager.

The general director also accepts and dismisses the chief accountant, determines the procedure for remuneration and bonuses.

The director organizes the work of the enterprise in accordance with the established procedure, disposes of its property, issues powers of attorney, opens settlement and other accounts in banks, approves the staffing table, within its competence, issues orders and other acts, takes disciplinary action and encouragement against them.

The organizational structure of management in its structure is two-stage.

The enterprise independently determines the procedure for hiring and dismissing employees, the forms, systems and amount of remuneration, working hours, shifts of work, the procedure for granting days off and holidays. These issues are resolved by the director of the enterprise in accordance with his competence and, if necessary, approved at general meeting labor collective.

2.2 Analysis of the state of the system of recruitment, evaluation and selection of personnel at the enterprise LLC "Trigon Plus"

To hire personnel, the personnel department of Trigon Plus LLC uses both external and internal sources.

External sources of hiring personnel in the company are: universities, colleges and other educational institutions; organizations involved in employment (stock exchanges, recruitment agencies). When working with external sources, the company uses the following forms and methods of personnel search:

Job advertisements through funds mass media(newspapers magazines);

conclusion of contracts for the search for personnel with recruitment agencies.

Internal sources of recruitment in the company are: full-time employees, former employees companies, acquaintances and relatives of employees.

In Trigon Plus LLC, employees personnel service special questionnaires for applicants for the position of a specialist have been developed (see Appendix 1).

Consider the requirements for candidates to fill a vacant position, presented by the company.

Trigon Plus LLC conducts a stage-by-stage selection of candidates. Each time, those candidates who have found a clear non-compliance with the requirements are weeded out. At the same time, if possible, an objective assessment of the actual knowledge and degree of the candidate's possession of the necessary production skills is used. Thus, a complex multi-stage system for the selection of human resources is formed.

The following stages of filling a vacant position of a specialist or head of a company are distinguished:

- development of job requirements; as a result, further search is limited to applicants with necessary qualifications for the performance of a position;

– a wide search for applicants; the task is to attract as many candidates as possible who meet the minimum requirements to participate in the competition;

- verification of applicants using a number of formal methods in order to eliminate the worst, which is carried out by the personnel service;

- selection for a position from among several best candidates; usually carried out by the head, taking into account the conclusion of the personnel services and the data of various inspections and tests.

Line managers and functional services participate in the selection process. These services in Trigon Plus LLC are staffed by professional psychologists, using the most modern methods.

The immediate manager, sometimes a wider circle of managers, participates in the selection at the initial and final stages. He has the final word in setting the requirements for the position and choosing a specific employee from among those selected by the personnel department.

Hiring an employee is preceded by a clear understanding of the functions that he will perform, tasks and job responsibilities, rights and interactions in the organization. Based on predetermined requirements, choose the right people for a specific position, and their relevance is of great importance.

When selecting managers for positions in the company, they proceed from the need to find candidates who best meet all the requirements. Trigon Plus LLC is making serious efforts to develop its own staff, improve skills and practical training to take on greater responsibility. For all that, there may be a shortage of qualified candidates in the organization. In this case, it is necessary to fill the positions of managers and specialists on a competitive basis, i.e. with consideration of several candidates for a place, preferably with the participation of external candidates.

When selecting a position from among the employees of an organization, it is important to keep in mind that the assessment of the performance of employees does not provide complete information about the capabilities of an employee when promoted to a higher position or transferred to some other one. Many employees lose efficiency when moving from one level to another or from a functional job to a line manager position and vice versa. The transition from working with homogeneous functions to working with heterogeneous functions, from working limited mainly by internal relationships to working with many external relationships - all these shifts involve breaking changes that weaken the value of performance evaluation results as an indicator of future success.

The selection of candidates for a vacant position in Trigon Plus LLC is carried out from among applicants for a vacant position of a manager or management specialist by assessing the business qualities of candidates. At the same time, special methods are used that take into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude to work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) the ability to see and support the advanced; 9) moral and ethical character traits.

The first group includes the following qualities: the ability to subordinate personal interests to the public; the ability to listen to criticism, be self-critical; actively participate in social activities; have a high level of political literacy.

The second group covers the following qualities: a sense of personal responsibility for the task assigned; sensitive and attentive attitude towards people; diligence; personal discipline and exactingness in the observance of discipline by others; level of aesthetics.

The third group includes the following qualities: availability of qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of advanced management practices; work experience in this organization (including in a managerial position).

The fourth group includes the following qualities: the ability to organize a management system; the ability to organize your work; possession of advanced management methods; ability to conduct business meetings; the ability to self-evaluate their capabilities and their work; the ability to assess the capabilities and work of others.

The fifth group includes the following qualities: the ability to work with subordinates; ability to work with leaders of different organizations; the ability to create a cohesive team; the ability to select, arrange and fix frames.

The sixth group includes qualities: the ability to briefly and clearly formulate goals; ability to compose business letters, orders, instructions; the ability to clearly formulate instructions, issue tasks; knowledge of the capabilities of modern management technology and the ability to use it in their work; ability to read documents.

The seventh group is represented by the following qualities: the ability to make decisions in a timely manner; the ability to ensure control over the execution of decisions; the ability to quickly navigate in a difficult environment; ability to resolve conflict situations; the ability to observe mental hygiene, the ability to control oneself; self-confidence.

The eighth group combines qualities: the ability to see the new; the ability to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

The ninth group includes qualities: honesty, conscientiousness, decency, adherence to principles; balance, restraint, politeness; persistence; sociability, charm; modesty, simplicity; neatness and neatness appearance; good health.

In each specific case, those positions that are most important for a particular position are selected from this list (with the help of company experts), and specific qualities are added to them that an applicant for this particular position should possess. When selecting the most important qualities to determine the requirements for candidates for a particular position, the personnel department of the company should distinguish between the qualities that are necessary when applying for a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to a position.

After that, the experts of Trigon Plus LLC carry out work to determine the qualities of candidates for a vacant position and the degree to which each candidate possesses them for each quality. The candidate who best possesses all the qualities necessary for a vacant position, occupies this position.

Evaluation of business and personal qualities of the head of the technical department of Trigon Plus LLC Grigoriev V.N. is given in Appendix 2.

When selecting candidates for the vacant position of a manager, the company uses special methods (methods for assessing and selecting personnel are given in Appendix 3).

The selection of personnel in Trigon Plus LLC is carried out by employees of the personnel department (HR managers). Their functions include:

choice of selection criteria;

· Approval of selection criteria;

selection conversation;

work with applications and questionnaires on biographical data;

a conversation about hiring;

conducting tests;

final selection decision.

The optimal definition of selection criteria should be based on clearly articulated employee qualities that will be required for the proposed activity. The selected criteria should allow obtaining a comprehensive (comprehensive) description of the employee, which will reflect his level of education, experience, health status and personal psychophysiological characteristics. "Reference" levels of requirements for each criterion are usually developed on the basis of the characteristics of the personnel already working in the company, who cope well or excellently with professional (functional) duties.

The most important criterion for the level of qualification of an employee is practical experience. Therefore, the management of Trigon Plus LLC prefers hiring workers with experience. One way to evaluate work experience is to establish seniority. At the same time, not only the general work experience is taken into account, but, first of all, a special one, corresponding to the future type of activity.

In Trigon Plus LLC, there are some types of work that require certain physical qualities from the performer. To this end, personnel officers identify individuals and medical characteristics successful employees of the company and use this data as criteria.

One of the most important personal characteristics of any employee is his social status. It is generally accepted that a family, sedate worker is capable of more efficient, productive and high-quality work than a bachelor.

One of the most important criteria when applying for a job is the age of the applicant. The second important personal characteristic of the applicant is his age. The age criterion is very important for certain types of activities. Therefore, personnel officers carefully study and compare the age requirements of a future position with the age characteristics of a potential candidate for this position. Applicants who are too young and old in age are subjected to especially careful selection.

The final decision in the selection of personnel in Trigon Plus LLC is made in several stages, which without fail each applicant must pass. At each stage, some applicants may be weeded out. Sometimes applicants may waive the necessary selection procedures by deciding to look for a job in another firm.

Preliminary interview. Candidates come to the personnel department or to the intended place of work. An HR specialist or line manager of the company conducts a preliminary conversation with him. At the same time, the company applies general rules of conversation aimed at clarifying, for example, the education of the applicant, assessing his appearance and defining personal qualities. After that, the applicant is sent to the next stage of selection.

Filling out the application form and application form for the position. Applicants who have passed the preliminary selection interview must fill out an application form and a questionnaire. The number of questionnaire items is minimal, and they request information that most affects the applicant's productivity. The questions are related to past work and mindset so that a psychometric assessment of the applicant can be made on their basis. Questionnaire items are worded in a neutral style and suggest any possible answers, including the possibility of refusing to answer. Questioning is the first stage of the procedure for assessing and selecting applicants in Trigon Plus LLC. The purpose of the method is twofold. Along with solving the problems of screening out less suitable candidates, a range of factors is determined that need particularly close study based on subsequent methods, as well as sources from which the necessary information can be obtained. Any distortion of it in the questionnaire is the basis for the dismissal of the employee at any time when it turns out (the corresponding indication is included in the text of the questionnaire).

Analysis of personal data in combination with other selection methods reveals the following information:

1) compliance with the professional education and practical experience of the applicant qualification requirements future position;

2) the presence of certain restrictions (age, gender, anthropometric) on the performance of official duties;

3) the applicant's readiness to perform additional loads - overtime assignments, business trips;

Hiring session. In Trigon Plus LLC, a hiring interview is conducted according to a previously developed scheme. During the conversation, information is exchanged in the form of questions and answers.

During the interview process, it is necessary to avoid various mistakes that can significantly reduce the effectiveness of the interviews. One of the most common mistakes is trying to draw a conclusion about the applicant from the first impression formed in the first minutes of the conversation. Very often there are cases when the interviewer forms his opinion about the candidate on the basis of an assessment of external signs (appearance, landing features in a chair, on a chair, maintaining contact when meeting eyes). Recruitment based primarily on these criteria often leads to erroneous decisions.

1) careful study of the nature and manner of the applicant's conversation;

2) observation of the behavior of the applicant, aimed at obtaining the most complete information about the candidate;

3) a conversation with a future employee must be conducted around issues that meet the main selection criteria;

4) assessment of the candidate's compliance, first of all, with the requirements for future work;

5) the final decision on employment should be based on a comprehensive (comprehensive) assessment of the candidate;

Check references and track record. When applying for a job at one of the stages of selection, a candidate may be asked to provide testimonials from previous supervisors and other similar documents (for example, service characteristics, information about participation in professional competitions). The value of recommendations depends on the completeness of the information contained in them. If former employers provide only general minimal information, then the benefits of letters of recommendation small. If there is a need for background checks, a more acceptable alternative to writing may be a phone call to the previous boss in order to exchange views or clarify any questions of interest. The most frequently checked items are the last place of work and education.

After a comprehensive study of the candidate, a decision is made to refuse or employment. Reception ends with signing by both parties labor contract(contracts).

2.3 The main results of the implementation of the personnel policy at the enterprise Trigon Plus LLC

The management of Trigon Plus LLC understands that a competent, highly qualified and highly motivated staff plays a key role in increasing the value of the company. That is why the company pays great attention to the selection of highly qualified personnel, the continued growth of their qualifications and motivation.

On May 19, 2009, the company's management approved the fundamental document in the field of personnel work - "Policy of personnel management of Trigon Plus LLC". The personnel management policy formulates tasks in the field of personnel management, based on the business strategy, determines the needs of the business in human resources and, as a result, is part of the overall strategy of the company

Let us briefly consider the results of 2008–2009. in the field of personnel management and personnel policy:

The “Policy of personnel management of Trigon Plus LLC” was developed and approved;

The development, coordination and implementation of the programs for the formation of the “Health Protection System for Employees of Trigon Plus LLC” have been completed;

The corporate system of non-state pension provision was transferred to work according to the scheme equity participation employees in the formation of pension savings.

One of the main directions of the company's development is the professional training of its employees. The level of personnel qualification is the most important factor determining the competitive advantages of any organization. The system of continuous personnel training created in the company is aimed at acquiring the necessary knowledge and professional skills by the personnel.

The company uses the entire arsenal of modern teaching aids: seminars, trainings, foreign internships, computer distance learning programs. Over the past three years, there has been a steady growth in the number of employees who have improved their skills.

The company's special concern is working with young specialists. A system has been created for the training and professional growth of young specialists. Over the past three years, about twenty young specialists have improved their qualifications, the vast majority of them are enrolled in the reserve for higher positions.

In 2008–2009 continued work with higher educational institutions on the implementation of the adopted strategic agreements in the field of personnel training. In order to coordinate this activity, the Council for Work with Higher Educational Institutions was approved.

One of the main components of the personnel management policy is the creation of an effective system of general remuneration, which is designed to attract and retain highly qualified employees, create incentives for improving management in the company, increasing the capitalization and investment attractiveness of the company. The personnel policy is aimed at increasing the efficiency of work, social security of employees, maintaining stability in the team. An effective social protection system helps to attract qualified specialists to the company, reduces staff turnover and is the basis for successful production activities.

The company stimulates the work of its employees by paying them decent, regularly indexed wages and implementing a wide range of programs and activities, constituting social package employees and non-working pensioners, which include:

· health protection and medical care of employees, including voluntary medical insurance;

creation of conditions for recreation and health improvement of employees and their families;

social support for women and families with children;

social support for pensioners and disabled people;

· the program of personal insurance of workers;

social support for young professionals;

· a program of non-state pension provision for retired workers;

Carrying out sports and recreational activities.

3. Development of measures to improve the personnel policy at the enterprise Trigon Plus LLC

3.1 Development of an adaptation system for new employees at Trigon Plus LLC

In connection with the expansion of the enterprise at the moment and planning its increase in the future, the adaptation of new employees in the team is an urgent problem. The task of the company is to minimize the period of adaptation and facilitate the entry of new employees into the life of the organization.

When developing an adaptation system at an enterprise, we will proceed from the fact that recently the management of the organization has been hiring employees who do not have work experience, mainly immediately after graduating from economic universities.

Presumably, the adaptation system for such employees is designed for 2 months.

Figure 3.1 schematically shows the key points of the adaptation procedure for a new employee, let's consider them in more detail.

The first stage of adaptation is orientation - this is a practical acquaintance of a new employee with his duties and requirements that are imposed on him by the organization.

At this stage, the immediate supervisor and the head of the enterprise are involved in the adaptation of the beginner.

Table 3.1. Distribution of functions for employee adaptation

1. General view about company:

goals, priorities, problems;

Traditions, norms, standards;

· products and its consumers, stages of bringing products to the consumer;

Organization, structure, communications of the company;

Information about leaders.

2. Policy of the organization:

principles of personnel policy;

principles of personnel selection;

direction of vocational training and advanced training;

rules for using the telephone within the enterprise;

· Rules for the protection of trade secrets and technical documentation.

3. Remuneration:

norms and forms of remuneration and ranking of employees;

Weekend pay, overtime.

4. Additional benefits:

insurance, record of work experience;

· temporary disability allowance, severance pay, maternity allowance;

support in case of dismissal;

· Opportunities for on-the-job training;

The presence of a canteen

other services of the organization for its employees.

5. Occupational health and safety:

places of first aid;

· precautionary measures;

fire safety regulations.

6. The employee and his relationship with the organization:

terms and conditions of employment;

· probation;

Appointments, transfers, promotions;

the rights and obligations of the employee;

the rights of the immediate supervisor;

work management;

information about failures at work and being late for work;

management and performance appraisal.

7. Economic forces:

labor cost

damage from absenteeism, delays.

The next sub-stage of employee orientation is the implementation of a special program. A special program involves a more detailed acquaintance with job responsibilities, and is conducted by the head of the department. The recommended application time is the next day after the general program, so that the employee can think about the general information about the company and draw conclusions. The head of the department describes in detail the job descriptions, introduces the internal regulations, talks about the functions of the unit and the role of the unit in the organization.

The following questions should be clarified.

1. Job duties and responsibilities:

· detailed description current work and expected results;

explaining the importance of work, how it relates to other departments and the enterprise as a whole;

Working hours and schedule.

2. Required reporting:

· the types of assistance that can be provided, when and how to ask for it;

Relationship with local and national inspectorates.

3. Procedures, rules, regulations:

Rules specific only to a given type of work or a given unit;

relations with employees who do not belong to this unit;

rules of conduct in the workplace;

the use of the equipment;

monitoring violations;

breaks;

telephone conversations during business hours;

monitoring and evaluation of performance.

4. Representation of employees of the unit

5. Assigning a supervising specialist to a new employee for up to 1.5 months.

A specialist should be attached to a newcomer only with his consent, and it is recommended that the employee be paid remuneration for the duration of this function.

Effective adaptation (actual adaptation of the beginner to his status).

All questions related to direct work, new employee asks the specialist. After the oral report of the new employee, the immediate supervisor evaluates the level of his knowledge and develops an individual adaptation plan.

It is recommended that the individual adaptation plan first include joint work with the specialist supervising the beginner. The deadline for joint work is determined by the immediate supervisor individually. Control over the performance of work and interaction between a specialist and a novice is carried out by the head of the department. At the first sign of incompatibility between a specialist and a novice, the functions of supervision should be transferred to another employee. After joint work, when the beginner is ready for independent work, he is granted this right, but the work takes place in close cooperation with a specialist. After a month, the new employee fully begins to conduct his duties, he retains the right to support and assistance, both from the employee assigned to him and from other members of the team.

Attaching a new employee to a specialist also has a positive effect on his introduction into the team, since the curator feels responsible for the newcomer, and recognizes him faster than other employees, he tries to introduce him to the rest of the team.

Functioning. This stage completes the adaptation process. It is characterized by the gradual overcoming of industrial and interpersonal problems and the transition to stable work. At this stage, the new employee is assessed as a specialist.

Assessment of the quality of the tasks performed by the immediate supervisor. Based on the results of the assessment, an interview is held, in which the head of the enterprise, a new employee and a supervising specialist take part, then, depending on the results of the assessment, an order is prepared to end the probationary period.

An important role in the adaptation of workers is played by the organization of control and regulation of the adaptation process (Table 3.2).

Table 3.2. Organization of control and regulation of the adaptation process

The organization of control and regulation of adaptation will reduce its time and identify the shortcomings of the existing structure.

3.2 Organization of the certification system at the enterprise LLC "Trigon Plus"

Certification is closely related to all elements of the personnel management system, being part of this system, it contributes to the interconnected, effective work of all its elements. The presence of a unified assessment system at the enterprise Trigon Plus LLC can increase the efficiency of personnel management through:

positive impact on employee motivation;

planning of training, retraining and advanced training;

career planning;

Making decisions about remuneration, promotion, dismissal.

At present, due to the lack of proper regulatory and methodological support for certification, Trigon Plus LLC is forced to develop an assessment program, including the methodology for its implementation, on its own or redo standard recommendations, use the experience of other enterprises and organizations (adapting it to their own needs). goals, time and financial possibilities).

When building an assessment system at the Trigon Plus LLC enterprise, the following conditions must be taken into account:

· the assessment procedure is applied to all personnel, and not to certain categories, and even more so to specific individuals;

Managers and employees act both as appraisers and appraisers;

· the assessment is regulated by established rules (frequency, procedure, procedures, assessment documentation);

The assessment is carried out for compliance with certain standards and requirements, which are communicated to employees not at the time of the assessment activities, but in advance, by the beginning of the period for which the assessment is carried out;

Evaluation activities do not perform a “punitive function”, but are carried out in the form of a dialogue in which both the employee and the administration are interested;

assessment methods are adequate to the tasks that are solved with their help, provide the necessary reliability, they are able to competently use all participants in the assessment process;

· for various categories of personnel, functional and qualification-positional groups, their own, specific set of criteria and evaluation indicators, the most significant for the corresponding type of activity, is formed.

The choice of evaluators is one of the most important points in the preparation of attestation. In line with the practice adopted by most Russian organizations, in the role of the subject of assessment are specially created attestation commissions, the decisions of which form the basis of the order of the head based on the results of attestation. the main task attestation commission - a decision on the compliance (non-compliance) of the employee with the position being substituted. A necessary condition for the certification procedure to be carried out by the certification commission is the utmost objectivity in assessing the professional activities of employees.

In order to make the certification of employees at the enterprise Trigon Plus LLC more objective, in our opinion, it is necessary:

1) involve experts in the work of the certification commission, the conclusions of which can improve the efficiency of the certification commission, not only in relation to an individual employee, but also to the enterprise as a whole.

2) to recruit members of the attestation commission and experts, the relationship between which would be as businesslike as possible, to prevent possible conflict relations between members of the attestation commission and experts and (or) their negative attitudes towards each other;

3) to carry out the selection, involvement of members of the attestation commissions and experts who would not have biased attitudes towards the attested employees;

4) ensure optimal communication during the attestation of members of the attestation commission and experts with employees subject to the attestation procedure;

5) to form the optimal motivation for the qualitative performance of the members of the attestation commission and experts of their duties;

6) keep a record of the psychological effect, i.e. features of perception and processing by members of the attestation commission and experts of information, their evaluation activities.

An important role in the certification process is played by the assessment of the immediate supervisor. It is absolutely clear that it is the leader who can give the most complete picture of the work of his subordinate. Many organizations are now using a broader approach, involving in the assessment not only the immediate manager, but also colleagues, subordinates and the person being directly assessed, which, in our opinion, is very relevant. We propose to use this experience when carrying out certification and at the LLC "Trigon Plus" enterprise.

In the latter case, the assessee is given the opportunity to evaluate himself and compare the results of self-assessment with the desired level. He can independently determine his need for advanced training, since the information obtained as a result of self-assessment provides an understanding of the need for certain knowledge and skills to work in a particular position. Self-assessment allows you to find out the attitude of the employee to his duties, the degree of possession of certain knowledge and skills, as well as those areas in which it is necessary to improve in the first place.

In addition, self-assessment according to the same criteria by which others evaluate it, allows you to find out how well the employee represents his strengths and weaknesses, and effectively organize the procedure for discussing them.

According to the current legislation, the main document submitted to the attestation commission is a review (characteristic) of the person being certified, which is compiled by his immediate supervisor. The response to the certified employee should contain, first of all, objective information about the work of the employee in his position, a list of issues in which he personally or in a team took part, a motivated assessment of professional, personal qualities and performance results. In addition to the recall, for each certified employee, an attestation sheet is filled out, in which the conclusions of the attestation commission based on the results of the attestation are recorded.

In our opinion, in order to increase the objectivity of the assessment, it would be advisable to use a new form of assessment document, for example, the “Employee Evaluation Sheet”, which will be filled out not only by his immediate supervisor, as is generally accepted , but also the employee himself, evaluating his activities during the certification period, the degree of implementation of the proposals and comments of the previous certification, etc. (see Appendix 4).

The assessment of business and personal qualities of employees at the Trigon Plus LLC enterprise can be carried out according to the methodology that we propose further, in paragraph 3.3 of this study.

When choosing evaluation criteria and indicators, it is necessary to be guided, first of all, by the objects, goals and content of the evaluation. This means that systems of criteria and indicators must be found for evaluating managers, specialists and other employees.

At the same time, it is necessary to take into account the specifics of the field of activity of specific employees, their functional affiliation and other specific features.

It should be noted that managers and specialists cannot be evaluated according to a single scheme, since when evaluating managers, many different circumstances must be taken into account that require a non-standard approach. In modern management conditions, the importance of such qualities of leaders as:

- the ability to think strategically;

– ability to make decisions;

- the ability to integrate various aspects of the activity and understand subordinates;

- the ability to act as a leader of the group and work as part of it;

– flexibility of thinking and management actions;

- the ability to convince;

– vision key factors team performance, etc.

One of the main conditions for strengthening the methodological and regulatory framework for assessing employees is, in our opinion, the organization of professiographic research, the creation of models (professiograms) of a particular position or specialty. Unlike qualification characteristics they are more detailed and contain, in addition to qualification requirements, requirements for special skills and abilities, personal qualities of the employee.

A position professiogram is a ranking list of abilities (in order of their importance) required to work in a given position.

It is developed on the basis of expert assessments.

In some cases (as a rule, for managers), psychograms are developed - a description of the psychological characteristics that must be observed in order to fulfill professional duties.

The psychogram includes the requirements for professional activity to:

- mental processes (perception, memory, imagination, thinking);

- mental conditions (fatigue, apathy, stress, anxiety, depression);

- emotional and volitional characteristics.

A full description of the position also includes working conditions, workplace equipment and various connections, both horizontally and vertically.

When building a position model at the Trigon Plus LLC enterprise, it should be taken into account that it is designed to work in certain conditions and is essentially static. On its basis, a portrait of an ideal employee is created, possessing certain qualities, which, in the process of selection or evaluation, are compared with the qualities of the applicant for the position, and thus his compliance or non-compliance with a certain position is determined. In reality, any professional activity takes place in constantly changing conditions, which should be taken into account by changing requirements for employees.

Functional changes in the content of labor in a particular position can be caused by structural restructuring at the enterprise associated with changes in its goals, processes of downsizing, the introduction of new technologies, new technical means, etc. At Trigon Plus LLC, such changes occur quite often, which requires constant consideration of their influence in job descriptions, periodic adjustments to their content, and, accordingly, adjustments to the requirements for a particular position.

As for the frequency of certification at the Trigon Plus LLC enterprise, despite the fact that among some experts there is an opinion that frequent certifications unnerve staff and increase the burden on those who evaluate, we consider it appropriate to conduct certification at this enterprise once or even twice a year. This will make certification an important tool for personnel management to influence the performance of an employee, ensure a closer connection between the results of certification with job and qualification promotion, with the results of work and its remuneration.

The crucial moment in the certification process is the decision-making on the results of certification.

In our opinion, the recommendations that are given to the employee: corresponds, does not correspond, etc. clearly not enough. In addition to the traditionally accepted assessments, we propose to introduce the assessment “exceeds the requirements of the position” at the Trigon Plus LLC enterprise. The introduction of such an assessment will allow the management of the enterprise to make more reasonable and objective decisions about the promotion of employees, their enrollment in the personnel reserve, and increasing wages.

When applying the results of the assessment at the enterprise Trigon Plus LLC, certain principles must be observed: maintaining the prestige of the assessment based on the mandatory use of its results; publicity of evaluation results, etc.

After the results of the assessment and the recommendations of the certification commission are received, they must be discussed with the certified employee. It is best, in our opinion, if this conversation is conducted by the immediate supervisor.

A conversation with an employee, in addition to telling him the results of certification, can have two goals:

- Encouragement of high labor productivity so that this level is maintained as long as possible;

- changing the behavior of employees whose performance does not fit into acceptable standards.

One of the results of the certification interview should be the approval of the employee's personal plan for the next certification period, the main purpose of which is to develop a "recipe" to improve the employee's work efficiency. The plan should also include a clause on vocational training, if the recommendations of the attestation commission contained this.

During the entire certification period at the Trigon Plus LLC enterprise, the manager must monitor the work of the employee, including the implementation of the personal plan. To do this, the manager must be in constant contact with his employees, maintain with them feedback which will help to increase the efficiency of their work and will greatly facilitate the certification process in the future.

In order for certification not to be perceived as a formal procedure, it is very important to ensure the relationship between employee incentive systems and the results of the assessment. A system of material and moral incentives is needed that will interest both specialists and managers in a high level of professionalism, business activity and working capacity.

In this regard, the grading system (from the English "grade" - rank, class), which has become widespread abroad, is interesting. The only example of a Russian company in which the grading system is debugged and successfully operates is IBS.

Evaluation of the company's employees is carried out according to the following factors: knowledge, experience, competencies (ability to do something) and the fulfillment of tasks. The assessment is made by the immediate supervisor, evaluating all four parameters on an 8-point scale. Estimates are not taken from the ceiling - there is a special methodological guide, which describes in detail what a person must do in order to earn an appropriate mark. Moreover, a separate description is made for each type of activity.

According to the results of the assessment, each employee is assigned a certain grade. And each grade corresponds to a certain level of salary and a set of social benefits.

The grading system is nothing entirely new. In our country, there are tariff scales that are analogous to grades. This is a basic management mechanism that embodies the strategic goal of any organization - to ensure that the behavior of employees at work meets its requirements. A person seeks to increase his grade, since both material wealth and career growth within the company are associated with it, and for this he needs to work better.

In our opinion, the grading system can also be used at Trigon Plus LLC. However, it should also be taken into account that grades are meaningless if the company does not supplement them with motivation programs, certification, etc.

In addition, in our opinion, in contrast to the existing practice of using the grading system at IBS, when the decision on compliance with a particular grade is made by the immediate supervisor of the person being certified, a “round-robin assessment” should be introduced at Trigon Plus LLC, which will increase the objectivity of the solutions.

3.3 Development of a methodology for assessing personnel at the enterprise LLC "Trigon Plus"

We propose a method business evaluation employees, which can be used during the certification of personnel at the Trigon Plus LLC enterprise.

The methodology involves the complex use of such assessment methods as the method of expert assessment, the scoring method of measurement and the method of "360 ° certification" and allows you to solve the issues of wage differentiation, promotion, etc. The criteria are ranked by their importance by the expert group, as a result of which each criterion assigned a degree of significance.

To develop evaluation sheets, an expert group is created, which includes managers and specialists who have been working at the Trigon Plus LLC enterprise for at least a year, who are well aware of the specifics of the work, and who have proven themselves to be competent workers.

The expert group should include at least 10 people, because based on the proposals of experts, evaluation sheets of business and personal qualities are formed, criteria and indicators for evaluation are determined.

The working group, which includes personnel officers, a sociologist (psychologist), a lawyer, technical performers, formulates a list of qualities that will serve as the basis for creating evaluation sheets for various categories of workers. Experts are invited to rate these qualities in terms of importance.

Score in points

Based on the proposals of the experts, the working group draws up a summary table in which the points given by each expert for a certain quality are put down. Further, the sum of points is divided by the number of experts, the qualities that have received the greatest significance are selected and will be included in the evaluation sheet.

Taking into account the importance (degree of significance) of business and personal qualities, their share in the group is determined. To determine the specific weights of qualities, experts must rank the qualities in order of importance for each category of those being assessed. The most important quality is assigned a rank equal to the number of qualities in the group, the least important - a rank equal to one. In this case, the ranks cannot be repeated.

Summary table of expert opinions for determining the proportion of qualities

Expert opinions are summarized in one table, and the arithmetic mean of each quality is calculated. The share of the quality that received the highest average rank is taken as one; specific gravity other qualities are determined by dividing the value of the obtained rank by the highest value, taken as one.

In order for the evaluation sheet to take on its final form, it is necessary to develop an evaluation scale of business and personal qualities, which should be sensitive to expert assessments and contain the position “I find it difficult to answer”.

Rating scale option

Direct assessment of the business qualities of employees is carried out:

Managers: by a higher manager (estimated from above); heads of other departments, colleagues (side assessment); direct reports (lower estimate).

Specialists: senior manager; work colleagues; in self-assessment.

The minimum number of evaluators is 3 people.

As practice shows, the accuracy of such an assessment with the number of evaluators from 6 to 10 people is quite high. Each expert, when evaluating a certified person, is guided only by his own opinion and notes the degree of development of a particular quality in accordance with the proposed scale. It should be noted that the use of a corporate local network can significantly simplify and facilitate the assessment process itself, when the questionnaire is sequentially (in electronic form) sent to each of the experts.

Determination of the reduced values ​​of business qualities

The results of assessing the business qualities of certified employees are entered in the table:

The allowable interval of the given assessments of the development of qualities is calculated by the formula:

Extra int. \u003d A ± (3 * 5) K,

where K = (max–min): n;

n - the number of certified;

max and min - respectively, the maximum and minimum reduced score obtained by the certified person in the group.

In our case: n = 18 people; K \u003d (83.6 - 71.2): 18 + 0.69

The first option for calculating the allowable interval:

Extra int. \u003d A ± 3 x K \u003d 75.6 ± 3 x 0.69 \u003d 77.60 - 73.53

The second option for calculating the allowable interval:

Extra int. \u003d A ± 5 x K \u003d 75.6 ± 5 x 0.69 \u003d 79.05 + 72.15

So, the smaller the coefficient K, the more compressed the interval of acceptable values ​​of business qualities. The coefficient K should be selected empirically in such a way that 60-70% of the certified students fall within the acceptable interval.

It is obvious that those attested who have a score above 79.05 points can be promoted or enrolled in the reserve for promotion.

The results of certification can be used to improve the skills of personnel. Using the allowable interval formula above, allowable intervals can be calculated for each of the assessed business qualities.

Thus, the personnel department of Trigon Plus LLC gets the opportunity to individually approach the improvement of the qualifications of each certified person. In addition, having data on the degree of development of business qualities among those being certified, the enterprise gets the opportunity to use personnel more efficiently in accordance with the requirements of the workplace, select employees for key positions, and rotate personnel.

In conclusion, it should be noted that personnel certification at Trigon Plus LLC will be effective only if it is closely linked with other areas of work with personnel, primarily with such as: personnel planning; staff training and development; career planning of employees; system of motivation and stimulation of labor; formation and work with personnel reserve. Certification requires a significant investment of time and material resources. Therefore, the formal certification, when it does not result in any specific actions that can improve the efficiency of the staff and the enterprise as a whole, is an unaffordable luxury. The demand for certification results, the readiness of top management to make specific decisions based on its results is a necessary condition for the effectiveness of this work.

Conclusion

Thus, in the course of the study, all the tasks set at the beginning of the work were solved and the goal was achieved.

Once upon a time, work with personnel consisted exclusively of activities for the recruitment and selection of labor. The idea was that if you can find the right people, they can do the right job. Today's well-managed organizations believe that recruiting the right people is just the beginning. While most of an organization's resources are tangible objects that depreciate in value over time, the value of human resources can and should increase over the years. Thus, both for the benefit of the organization itself and for the personal benefit of the employees of the organization, management must constantly work to increase the potential of personnel in every possible way.

An active personnel policy is ensured by the representation of the head of human resources on the company's board and is aimed at meeting the company's needs for a loyal, stable and satisfied workforce.

Such a personnel policy is the basis for the implementation of a successful, competitive strategy and, unlike traditional methods of personnel management, is based not on the subordination of employees to the will of the employer, but on mutual consideration of the interests of the parties and mutual responsibility.

A successful workforce development program creates a workforce that is more capable and more motivated to accomplish the goals of the organization. Naturally, this should lead to an increase in productivity, and hence to an increase in the value of the organization's human resources. If, for example, as a result of the implementation of such a program, the total amount of sales revenue increases by 10%, even with an increase in the cost of wages for the personnel manager organizations, the development of human resources is much higher than this indicator. Social adaptation is the first step towards increasing the productivity of a new employee. In the dictionary of foreign words, "adaptation" is interpreted as "adaptation of the body, sense organs to environmental conditions." Consequently, a person in life adapts literally to everything, and how quickly and easily this period passes, the greater the return of strength, energy and intelligence will be from a person. Human resource managers have long understood that high employee turnover can be very costly, and experienced and skilled workers are usually quite difficult to replace.

Efficient use of "human resources" is one of the conditions for improving personnel management. Therefore, from the material discussed above, the following conclusions can be drawn:

- personnel management is becoming one of the most important factors for the survival of the enterprise in the conditions of market relations. Sometimes minimal investment and maximum use of "human resources" allow the company to win in the competition;

- HR centers are needed in every enterprise, and the role of the head of this service is increasing. He becomes one of the main leaders of a modern enterprise or firm;

- Personnel planning as a tool for purposeful and effective work with personnel is an integral part of the strategy and tactics for the survival and development of an enterprise in market relations. As the personality of the employee develops, it is increasingly necessary to coordinate market conditions and interests of employees. The development of production is increasingly in need of planning for its staffing;

– efficient use"human resources" precede the selection and selection of personnel of the enterprise. This issue is usually given the most attention in the work of personnel control centers. An error in the selection of personnel entails a chain of unforeseen complications in the work of the company associated with the possible relocation, and sometimes the dismissal of an employee.

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