Odegov Yu. Personnel management. textbook for bachelors. List of scientific papers

PERSONNEL AUDIT AND CONTROL

| Alpha Press |

Reviewers:

V.S.Polovinko, Doctor of Economics, Professor, Head of the Department of Personnel Management, Omsk State University

N. G. Mitrofanov, Ph.D. in Economics, Head of the Human Resources Department of the Main Department of the Central Bank of the Russian Federation in Moscow

0 41 Odegov Yu.G., Nikonova T.V.

AUDIT AND CONTROL OF PERSONNEL: Textbook. 2nd ed., Rev. and add. - M .: Publishing house "Alfa-Press", 2010. - 672 p.

ISBN 978-5-94280-414-5

The personnel audit, management audit, personnel audit methodology and the practical work of the auditor in this area of \u200b\u200bactivity are considered in detail.

Particular attention is paid to controlling the organization's personnel management system (basic concepts, goals, objectives; personnel costs and their structure, budgeting work with personnel as a controlling tool; analysis and controlling personnel costs).

For students, graduate students and teachers of economic universities, managers and employees of personnel services, as well as a wide range of readers interested in the current problems of audit and personnel controlling.

UDC 005.95 BBK 65.240

INTRODUCTION

Economic analysis and forecasting as a scientifically grounded prediction of possible directions of development of organizations and their structural units solve a number of problems: identifying trends in changes in the most important economic phenomena in the past and present; assessment of the possibilities of spreading the found patterns for the future; foreseeing the most probable situations and problems of economic development in the near and long term; search for possible directions of economic growth; substantiation of the most preferred development strategies in the future. The results of analysis and forecasting are used to select development options, develop recommendations for the implementation of the most optimal of them.

The successful activity of any organization, be it a state enterprise, institution or a private commercial firm, is unthinkable without an analysis of labor indicators, which makes it possible to more accurately assess the technical and economic potential; to determine the reserves for more efficient use of the personnel of the enterprise, improvement of the organization, working conditions and its payment; find ways to normalize social and labor relations in the team, etc.

For a long time in our country, the management of any organization (enterprise, institution) was focused mainly on the effective, rational and economic use of financial and material resources in achieving the set goals, and the understanding of the role of personnel in the effective organization of the operation of the enterprise was significantly reduced. This is especially clearly demonstrated by the level of wages in Russia: its share in GDP, according to official data, is currently just over 40%, while “in countries with effective market economies, the cost of labor in assessing the contribution to the country's national wealth is from 50 to 65% ".

A similar situation in Russia has developed not only because of the collapse of the economy, depreciation of fixed assets and other "global" reasons, but also because of the negligent attitude of the heads of organizations to the employees of their enterprises, because of their desire to get as large a profit as possible without any or investments in personnel, safety, labor organization, etc., as well as due to the state's inattention to these issues.

Taking into account the above, domestic entrepreneurs need to learn that personnel is the main value of an organization, that this is fundamental in understanding the process of managing it. However, paradoxical as it may seem, the study of working personnel, the conditions in which they work, remains a weak link among other issues in the analysis of the activities of enterprises in the Russian Federation. The indicators of the success of the enterprise are usually the final economic criteria, stability, etc. But there are a number of specific indicators, without which the activities of the company cannot be successful. These are: the effectiveness (efficiency) of the activities of structural units and individual employees; staff satisfaction with their work, conditions, work organization at this enterprise; staff turnover; observance of labor discipline; the presence of conflicts at all levels of relations; staff readiness for organizational changes; the nature of the socio-psychological climate and the characteristics of the organizational culture that have developed in the organization.

Objective processes of decentralization of the systems of management of the national economy and its branches, the transfer of the center of gravity to the micro level, to the level of organization make it imperative to bring all the elements of the emerging management system into line with the methods of management adequate to it. Therefore, there is a need to create and test new forms and methods for assessing the activities of an organization, including new methods for analyzing labor relations and indicators that reflect not only their actual state, but also, most importantly, that provide advice and develop recommendations on issues of labor organization and production. ; personnel management; providing practical assistance aimed at improving the efficiency of social, labor and economic activities of the organization by independent experts in the field of labor. Without a thorough study of all these criteria, it is impossible to effectively manage an organization, regardless of the nature of its activities, size, ownership, organizational and legal form. That is why government agencies with the participation of social partners - trade unions and entrepreneurs - need to develop and implement new, modern methods of management and control over the activities of organizations, enterprises, firms in the field of labor and labor relations.

From August 1, 2005, new requirements for the amount of information that Russian enterprises - issuers of securities must disclose about themselves - came into force, and from January 1, 2006, domestic first-tier companies must have a documented information disclosure strategy, i.e. Russian business is becoming more and more transparent.

One of the methods of external assessment of the organization's activities, in particular, the analysis of labor indicators, is the creation of a special direction of audit activity - audit of the labor sphere (personnel). Currently, audit is mainly used to assess the financial performance of an organization. Inspections in certain areas of labor activity - labor rationing, organization of workplaces, labor protection, personnel management, etc. - allow only minimal control over the state of the labor sphere. At Russian enterprises, inspections are carried out (and often are not carried out) or carried out formally, especially in private firms. All checks are independent from each other, and their analysis and results in most cases are not related to each other; personnel audit is not conducted, and therefore there is no data on the effectiveness of their implementation, impact on the activities of the enterprise The legal framework has not been developed, there is no training of specialists for auditors in this area, there is no clear methodology for conducting an audit in the labor sphere, and the analysis and assessment of one indicator or phenomenon in isolation from others gives only a one-sided idea of \u200b\u200bthe object under study. In other words, a comprehensive analysis is needed to assess the level and dynamics of any individual indicator in close relationship with changes in the level and dynamics of all others.

This problem is poorly worked out and in the literature is represented by the developments of a number of specialists, set out in the work under the guidance of Doctor of Economics, Professor R.P. Kolosova (Labor Economics and Social and Labor Relations: a textbook for universities / Ed. By G.G. Melik'yan, R. P. Kolosova. M .: CheRo; Publishing house of Moscow State University, 1996); research by scientists from the Belgorod State Technological Academy of Building Materials and the Belgorod Branch of the Moscow International University of Business and Information Technologies (Garmashev A.L., Zakharov B.M. Organizational and personnel audit. Belgorod: Publishing House of the Belgorod Center for Social Technologies, 1998); the textbook of II Kulintsev "Economics and Sociology of Labor" (Moscow: Center for Economics and Marketing, 1999); the textbook "Personnel Management of the Organization" edited by Professor A. Ya. Kibanov (M .: Ipfra-M, 2001), as well as in the works of the authors of this book.

In these works, the main characteristics of auditing in the world of work are considered. For now, it has been mainly done on the audit of personnel as such, and not on a comprehensive analysis of all aspects of the labor indicators of the enterprise. The main issues of personnel audit (types, methods, audit parameters) are considered very briefly, the audit methodology and technology are not given, there is no scheme for concluding contracts for conducting an audit and giving audit opinions, etc.

At the same time, there is an objective need for a detailed development of a mechanism for conducting an audit of personnel, characterized by the complexity and interconnectedness of all its constituent elements, taking into account the modern requirements of the market for the activities of the enterprise. the sphere of work. Such an "examination" will allow to objectively evaluate the activities of an institution or enterprise in the field of organizing the labor process and make sure that these activities are consistent with the company's development strategy, the regulation of labor relations and laws, rules, instructions and methods that determine them. Based on the results of the audit, it is possible to determine the directions for establishing, changing and improving the standards that determine the organization of the labor process and the formation of social and labor relations in the organization (for example, internal regulations, job descriptions, qualifications, etc.). Audit promotes personnel changes, improvingqualitative composition of employees; promotion of the most promising employees and the development of their creative activity, it allows to increase the role of personnel management services, bring their activities closer to the goals of the organization, and focus on the most important issues. Personnel audit allows us to make sure that labor potential is used fully and effectively, and the organization and working conditions comply with legal requirements. Thus, personnel audit is an entrepreneurial activity to carry out independent non-departmental inspections of economic entities in the sphere of labor and labor relations.

Its main goals are to assess the activities of an economic entity in the sphere of labor and labor relations; Establishing the conformity of the forms and methods of organizing labor activity and labor relations used by an economic entity to legislative and legal acts in force in the Russian Federation; development, based on the results of the checks, proposals for optimizing the organization of labor activity and labor relations, carried out by the economic entity. Achievement of these goals should be facilitated by the features (requirements) of auditing activities: independence and objectivity during audits; confidentiality; professionalism; the competence and integrity of the auditor; the use of methods for analyzing labor indicators; application of new information technologies; the ability to make rational decisions based on audit data; benevolence and loyalty to clients; the responsibility of the auditor for the consequences of his recommendations and conclusions based on the results of audits.

The object of personnel audit is the state of the labor sphere of an economic entity, and the subject is the labor collective, its activities; organization, regulation, conditions and labor protection of personnel; observance of the character and duties of employees of all levels provided for by the legislation of the Russian Federation. It should be especially noted that in countries with a market economy, great importance is attached to the condition of workers. They are the most important factor ensuring the profitability of the company's activities, and this has long been confirmed by the existence of special personnel services at enterprises, whose functions include organizing the labor activity of the company's personnel in all its manifestations, as well as analyzing the effectiveness of this activity.

the principle of standardization in personnel management, a standard has been developed for the personnel management process when opening a new chain store, which allows to optimize costs and increase the efficiency of forming new network units.

The main provisions of the dissertation work of M.B. Ionina were used by Prod-Torg CJSC, the Astor retail chain, as well as in the training of economists at the Omsk State University. F.M. Dostoevsky.

5.S.G. Leonov on the topic "Development of a motivational model of management of scientific and pedagogical personnel of the university" in the specialty 08.00.05 - Economics and management of the national economy (Labor economics).

In this dissertation work, a scheme of a motivational model for managing the scientific and pedagogical personnel of the university is developed, a methodological approach to the classification of the scientific and pedagogical personnel of the university is proposed, a technology for distributing the educational and scientific workload of university teachers is developed, an algorithm for assessing the level of effectiveness of the professional activities of the scientific and pedagogical personnel of the university is proposed.

The main provisions of S.G. Leonova were used in the activities of the Altai Academy of Economics and Law, GOU VPO Altai State University named after I.I. Polzunov ".

INFORMATION ABOUT SCIENTIFIC WORKS Yu.G. Odegova

Odegov Yu.G., Rudenko G.G. Staff economics. Part I. Theory: textbook. - M .: Alfa-Press, 2009 .-- 1056 p.

Odegov Yu.G., Rudenko G.G., Fedchenko A.A. Staff economics. Part II. Practice: textbook. - M .: Alfa-Press, 2009 .-- 1312 p.

Recently, understanding of the value of human resources is growing in Russian organizations and there is a willingness to invest in the creation and augmentation of their human capital. The great interest in this issue is explained by a number of circumstances, in particular, the reduction in the working-age population in our country, as well as the influence of globalization of the world economy, the acceleration of technological changes, the expansion of cross-cultural interaction, contributing to the unification of technologies, goods and services. In these conditions, the reserves for the use of material and technical resources of an individual organization are significantly reduced. The only unique resource that distinguishes one company from another is human. The development and effective management of personnel based on the formation of balanced social and labor relations can become the basis for an enterprise to achieve a real competitive advantage.

This textbook is devoted to the systematic presentation of the fundamentally new in its content and structure of the course "Economics of personnel", which is at the junction and develops the problems of labor studied in the courses

"Labor Economics" and "Personnel Management". Its creation is due to the need for an in-depth study of the foundations and modern areas of labor economics, practical personnel management by future specialists in the field of human resource management, regardless of their professional specialization.

The advantage of this textbook is an innovative approach to personnel management, taking into account the socio-economic role of a person in an organization and based on the design of processes for the formation of human capital and modeling the necessary competencies.

The presented work examines in detail the issues of organizational development and culture, the formation of the internal labor market and the competitiveness of personnel, philosophy, strategy of its management, as well as the main directions of the HR department and modern personnel technologies.

For better assimilation of the material, at the end of each topic there are appendices containing interesting evidence and practical recommendations for working with human resources of organizations. For self-examination of the degree of mastery of the material at the end of the textbook there is a final test.

The textbook is intended for students and teachers of economic universities, scientific and practical workers in the field of labor and personnel management, heads of organizations.

The issues of typology and diagnostics of organizational culture, unity and goals, formation of the company's image, management of corporate culture changes, self-assessment of the organization, approaches to the formation of ethical codes, mechanisms for changing organizational culture are considered. Complies with the third generation FSES HPE. For undergraduate students in management and economics. It can be useful for graduate students, heads of organizations and specialists dealing with organizational culture.

Chapter 1. Human Behavior in the Organization

A person's behavior is largely determined by the organization in which his labor activity is carried out.

What is meant by the term "organization"?

P.M. Kerzhentsev wrote: “Organization is a mechanism where one wheel engages with another. Both in the mechanism and in the organization, this results in internal friction. The less friction, the better the job goes. The organizer must coordinate the work of individual wheels in such a way as to reduce friction to a minimum. "

Any organization includes the following main subsystems:

1) technical and technological - a complex of jobs (from jobs of direct executors to company managers);

2) economic, which is based on the problems of formation and distribution of profits, the system of remuneration, etc.;

3) social (social organization) - a set of people united by a common goal.

The social subsystem is characterized by the following features:

Having a corporate goal;

Horizontal specialization, or horizontal division of labor, associated with the existence of departments and workers performing independent functions;

Vertical specialization, or vertical division of labor, which means the presence of a certain hierarchy and subordination.

The key points defining behavior in the organization of workers are:

The goals of the organization;

Organization model;

Organizational structure;

Organizational culture;

Communications;

Motivation;

Evaluation of labor results and remuneration;

Organization changes and innovation management;

Leadership style;

External environment;

Behavioral Marketing.

Organization classification

The following classification principles are most often used and have the greatest practical significance.

By way of education can be distinguished formal and informal organizations. Formal organizations are registered in accordance with the legislation in force in a given country and have rights and obligations that determine their status. Informal organizations arise spontaneously, in accordance with the will and interests of their creators, they are not inscribed in a formal social structure and do not have formal obligations and, accordingly, rights. If an informal organization passes the official registration specified by law, it will acquire the appropriate status and become a formal organization.

By relation to the basic goals of the activity can be allocated commercial and non-profit organizations. Commercial organizations see their main goal in making a profit; the goals of non-profit organizations are not related to making a profit (charitable, political, religious, cultural organizations).

Depending on the forms of ownership can be allocated state, private and municipal organizations. The main owner state organizations are the state. Private organizations -these are organizations whose primary owner is an individual or group of individuals. Municipal organizations -organizations, most of which are owned by local governments.

Organizations can be defined according to the specifics of the content of the main activity... The list of types of enterprises identified on this basis is as voluminous as the list of types of human activities. These include educational, industrial, trade, military organizations, healthcare and cultural organizations, etc.

An organization's belonging to one or more of the listed types affects the behavior and activities of people working in them or being their members.

Organization models

Analysis and design of the organization. Managing human behavior in an organization begins with constructing the organization itself, analyzing conditions, goals and choosing an appropriate organizational model.

There are two main classic models: mechanical and organic.

Mechanical model. In accordance with this model, the organization is viewed as a kind of machine that works according to a strictly established order. It involves achieving a high level of production and efficiency based on the widespread use of rules, procedures, centralized authority, and high specialization of work.

The authorship of this model is attributed to a German scientist Max Weber ... He first described its application and introduced the term "bureaucracy" as a way of organizing collective action. According to Weber, the bureaucratic structure is superior to any other form in accuracy, stability, discipline, and reliability. It allows the leaders of the organization to predict the results of management actions and reactions to these results with high accuracy.

With a mechanical approach to designing an organization, according to Weber, favorable conditions are provided for managing organizational behavior, since:

All tasks are divided into specialized jobs. Specialization and division of labor make it possible to clearly define the functions, powers and authority that are necessary for the employee to perform the duties assigned to him, as well as the measures of coercion and the procedure for their application;

Each task is performed in accordance with a system of certain rules. These rules ensure unity and coordination of efforts, as well as continuity and stability, since they remain unchanged even if workers change;

Each structure of the organization is designed to carry out work under the direction of only a manager, whose authority is provided by delegation of tasks from the top level of the hierarchy, and, therefore, any subordinate unit is subordinate to the higher one. Thus, a continuous chain is created in the command structure;

Each employee of the organization is connected with his subordinates, clients or customers in an impersonal, formal way: emotional attachment harms the business;

The basis for filling job vacancies is only professional qualifications, which are at the same time protection against arbitrary dismissal of an employee. Career growth is carried out by seniority or depending on achievements in work.

As practice shows, the mechanistic model is usually used when constructing an organization with a stable internal environment and a low level of uncertainty in the environment.

However, the practice of organizations has shown the limitations of "impersonal" models. In modern conditions, when the external business environment is subject to rapid changes, ideas about what an ideal organization should be are changing significantly.

The American classic of organizational behavior F. Lutens said in this regard: "In our age of complex, highly conflictual relations and independently-minded workers, the bureaucratic model is only the starting point, but not the final point of organizational analysis."

What are the main disadvantages of the bureaucratic model?

First of all, it is a conflict between specialized units, inherent in the very idea of \u200b\u200bfunctional specialization. The degree of this conflict may be different, but its existence leads to imbalances in the activities of the organization and, as a result, to a decrease in the effectiveness of its activities.

Each specialized division strives for a higher status and control over a large amount of resources, considering the functions that it performs as the most important. In addition, the system of narrow specialization has negative consequences not only for the organization as a whole, but also for each employee in particular. Performing specialized, repetitive and repetitive work can cause overwork and boredom in most workers, leading to a loss of motivation and interest in the work.

The hierarchy of power leads to the inhibition of personal initiative, difficulty in the passage of upward flows of information, the lack of horizontal communications.

The main disadvantage of the system of rules is their high intrinsic value, when following them becomes an end in itself. In this case, the form is more important than the content: the main thing is not to achieve a result, but to do it right. The disadvantage of depersonalization is the loss of personal factors of activity: initiative, responsibility, motivation, creativity.

The limitations of traditional models of effective joint activity of people gave rise to the need to search for other approaches. At the same time, management theorists and practitioners proceed from the fact that the modern business environment is highly volatile. In these conditions, the most important requirements for modern organizations are flexibility, adaptability and the ability to learn.

Organic model. This model is used to design an organization that is characterized by a high level of adaptability, limited use of rules and procedures, decentralization of power and a relatively low degree of specialization.

The development of this model is associated with the names of English researchers T. Barnes and J.M. Stalker who pioneered the term "organic system" to refer to organizations with flexible management. In their opinion, the main advantages of the organic model are as follows:

Flexibility and adaptability to the environment;

Provides maximum opportunities to the employee in all his interactions with the organization;

Promotes the creation and maintenance of the employee's sense of personal dignity and importance;

The processes of decision-making, control and setting goals in an organization built on the basis of such a model are decentralized and divided at all levels;

Communication takes place in all directions, not just from the top down the command chain.

The differences in the qualitative characteristics of this and the previous model are explained by the fact that the first of them puts at the forefront the criteria of maximum efficiency and productivity, and the second - the criteria of maximum satisfaction, flexibility and development. These differences are especially pronounced in the processes that affect human behavior in the organization.

American scientist Rensis Likert conducted a comparative analysis in this direction and came to the results reflected in table. 1.1.

Table 1.1. Differences between mechanical and organic models

Ending

Despite the conclusions of Rensis Likert, both models have their supporters. Practice shows that when designing an organization, one cannot be guided by the theory of “one best way”. It all depends on the specific situation: the size of the organization, technology, the level of uncertainty of the environment, etc. Thus, large organizations in normal conditions require high specialization, formalization, standardization and a large number of hierarchical levels. The same organizations, if they operate in a rapidly changing environment, must use the characteristics of the organic model.

The goals of the organization and its mission

The main purpose of the organization's existence is designated as its mission... Based on the mission, the specific goals of the organization are determined. As a rule, they are different and varied. One of the possible options for their classification is given in table. 1.2.

Table 1.2. Classification of organizational goals

Successful implementation of goals depends primarily on how correctly they are selected and formulated. When setting goals, certain requirements must be observed.

Goals should be specific and measurable. Concrete and measurable forms form the basis of the report for subsequent decisions and evaluation of results.

Targets should be time-based. Not only should the organization want to do it, but also when it needs to be precisely defined. Typically, goals are long-term (designed for five, sometimes more years), medium-term (from one year to five years) and short-term (within a year).

Goals must be achievable. If goals are unattainable, employees' drive for success will be blocked and their motivation will weaken.

To be effective, the organization's multiple goals must be mutually supportive, that is, the actions and decisions needed to achieve one goal must not interfere with the achievement of other goals.

On the basis of the goals of the organization, the goals of its divisions, groups and individual employees are formed. The organization makes it possible

Figure: 1.1. The tree of goals for managing the development of the organization for people to achieve personal goals, to collectively realize what they are not able to implement individually.

Thus, a hierarchy of goals is formed. The leader must coordinate the goals of departments, individual groups and individuals, direct them to achieve the goals of the entire organization, avoiding the emergence of sharp contradictions and conflicts that affect the behavior of the organization.

An example of developing a tree of goals for managing the development of an organization is shown in Fig. 1.1.

Organization mission is a generalizing idea that forms the purpose of the organization in society.

As foreign experience shows, the importance of the mission can hardly be overestimated.

First, it provides direction and guidance for setting goals and strategies at various organizational levels.

Secondly, it influences the image of the organization, informing consumers, partners, employees, society as a whole about what this organization is, what it strives for, what values \u200b\u200bit shares.

Third, the mission gives the organization certainty and individuality.

Finally, the mission is the foundation for building an organizational culture. It helps the administration manage the behavior of individuals, groups, and the entire organization.

Depending on the content and purpose of the mission, organizations are classified as follows (Figure 1.2):

Figure: 1.2. Classification of company missions

Determining the organization’s goals — whether it should act to maximize profits or “serve customers” —is a critical moral issue for a leader to decide. And although it has long been proven that attention to the consumer, the clientele determines the stability of the enterprise, provides him with long-term interest, this truth is hard to learn even in countries with a developed market. R. Merton emphasizes that this moral choice “is largely determined by the system of values \u200b\u200bwithin which the corporation operates. And these values, in turn, are based not so much on the economic functions of the corporation, but on the culture, traditions, their own experience and the personal inclinations of their leaders, found in the current economic, political and social situation. "

The head of a thriving American firm IBM Thomas Watson Jr. said: “I am deeply convinced that every business needs a healthy set of core beliefs to guide all decisions and activities in order to survive and thrive.”

The favorable attitude of society towards the corporation (and society is the whole aggregate of real and potential customers, business partners, shareholders of the corporation) has a rather attractive economic background: the activities of companies that are advanced from the point of view of society are covered in the media, a positive opinion spreads by word of mouth, and this contributes to the growth of sales, the competitiveness of the company, allows counting on loans, and such "indirect" advertising is highly valued.

The presence of socially significant values \u200b\u200bin the activities of the company can sometimes increase efficiency without special costs. For example, McDonald's management initially focused not only on prices, quality, and market share, but was confident that the company was indeed providing a service to Americans with limited funds, giving them the opportunity to satisfy their hunger cheaply but fully. This "social" mission has given more weight to the operational objectives. The chefs and waiters treated these “lofty” goals as a useful technique helping to maintain a strict system of total quality control. High standards were easier to maintain when presented in the context of community assistance.

As an example, let us also cite the formulation of the mission of the American company (bank) Sun Banks: “The mission of Sun Banks is to promote the economic development and well-being of the communities served by the company by providing citizens and businesses with quality banking services in such a way and to the extent that meet high professional and ethical standards, ensure fair and appropriate returns for the shareholders of the company and fair treatment of the company's employees. "

In this formulation, the bank's orientation towards ensuring the interests of three groups is obvious: customers, shareholders, employees.

It is necessary that the goals were specific, pragmatic, expressed in the form of measurable indicators. For example, “to increase the return on invested capital up to 15% after deducting taxes within five years” is addressed to shareholders; “To put into effect the provision of such and such a new service”, “to increase income on such and such types of deposits up to so many percent per annum” - this is addressed to clients; “Implement a 20-hour on-the-job management training program for 120 lower-level managers by the end of 1998 at a cost not exceeding 200 euros per student”, “increase the hourly wage rate by so many cents” - this is employee address; “To recruit 120 long-term unemployed people over the next two years” is addressed to society.

B. Gerchikov, based on the study of fundamental strategic documents, conversations with about 30 top leaders of large Western European, American and Canadian companies and firms, identified six main components, various combinations of which were the missions of Western firms.

1. Profit: “The main goal and meaning of the activity of any business organization is profit ... It is the size of the current profit that shows how successful the organization’s activities are. If the profit is sufficient, you can think about business and development, pay a decent salary, and solve social problems. If it is not there, there is no rest either. "

2. Clients: “The client in business is the most important thing. If we have regular and reliable clients and we will satisfy their needs well, there will be everything else - profit, development, and people who are satisfied with their work and salary. "

3. A business: “Our business is necessary for people, without it society (country, humanity ...) cannot live. And we must do this on a global scale. And then everything will be there - clients, profit, development, and people satisfied with their work. "

4. Workers: “The employee is the most important factor in any business. If he wants to work, is qualified, loyal to the company and is active, he will provide everything - clients, high quality, profit, and constant development of our business. "

5. Development: “Life is dynamic, and in order to stay afloat for a long time, you need to change clients, business, and employees. Therefore, development is the only foundation for long-term success for any company. "

6. Territory (locality): “This component of the strategy can be leading if the organization's business is limited to a certain territory. Typically, a firm seeks to spread its influence over territories far beyond the limits dictated by the specifics of the business relationship itself. "

The mission, like many basic concepts of modern management, does not have a single generally accepted definition. There are many interpretations of this concept. Here are some of them.

“Mission is a strategic (general) goal that expresses the meaning of existence, the generally recognized purpose of the organization. This is the role that the company wants to play in society ”( Gitelman L. Transformative management. M., 1999).

"The mission (purpose) of the organization is the answer to the question of what the company's activities are and what it intends to do" ( Mazur I., Shapiro A. Restructuring of enterprises and companies. M., 2000).

"In the case of a broad understanding, the mission is considered as a statement of philosophy and purpose" ( Vikhansky O., Naumov A. Management. M., 2001).

"Mission \u003d Foresight + Creed" ( Wissema X. Strategic management and entrepreneurship. M., 2000).

The general goal, the meaning of existence, purpose, role, philosophy, foresight, credo ... - you can continue the list of concepts with which the mission of the company is associated. However, this is unlikely to bring us closer to understanding the role of the mission as a fundamental regulation for managing the company in general and personnel in particular. And of course, this will not give an idea of \u200b\u200bthe methodology for developing the mission and the format of its description.

The increased interest in the mission among Russian companies is associated not only with the fashion for the external attributes of advanced business and the emergence of educated managers.

FirstlyThere are a number of objective reasons giving rise to the need for a mission for companies that have come to the market for a long time.

Mission as a global goal of a company turns it into a system. Moreover, an open socio-economic system is the basis of market relations.

The mission as the most long-term goal of the company allows you to reasonably allocate efforts and resources to ensure long-term business performance. This is a necessary condition for the transition from a crisis management style (achievement and (or) preservation of momentary gain) to truly intellectual management (ensuring development prospects).

A mission (purpose) is an inherited purpose that ensures a reasonable inheritance of capital under a shared family system of values \u200b\u200band aspirations. This is a real mechanism for ensuring the continuity of a business that can outlive its founder.

Secondly, the development of the Russian market and its integration into the world economy, intensifying the competition, led to an understanding of the resource-forming role of the mission.

The cost of production is determined not only by resource savings. The mission can also significantly reduce the cost of production by reducing transaction costs by improving the quality of interaction of the company's divisions with each other and with the external environment.

The most advanced companies, having exhausted traditional methods of increasing competitiveness, are striving to introduce technologies for managing organizational development based on proactive changes. It is the mission that provides the necessary strategic vision for this.

Thirdly, the transition to a saturated market, giving rise to new sales circumstances in the buyer's market, gave the mission additional facets. Business success is now largely outside the company itself and is determined by its infrastructure. At the same time, the mission helps the company to take the right position in the partner value chain, optimally realizing its potential.

The transition to professional corporate management based on procedures is fundamentally impossible without developing a mission statement. It sits at the top of the organizational programming pyramid (Figure 1.3). It is thanks to the mission through building a tree of goals and strategies, as well as a list of areas of commercial activity, a company can determine its functionality - a list of constantly reproduced business functions, management functions and support functions. This allows the formation of basic corporate regulations: a regulation on the organizational structure of the company as a whole and a package of provisions on individual divisions that fix the areas of responsibility of management (see Fig. 1.3). Further detailing of these documents makes it possible to obtain personnel management regulations: regulations on functional responsibilities, job descriptions and job descriptions (see Fig. 1.3).

Figure: 1.3. The organizational programming pyramid

Ideal Organizational Behavior Model

Through values, ideals and principles of relations, a model of ideal production behavior is formed - the basis of the “soft” method of personnel management (Fig. 1.4). The personnel management strategy is implemented both through resource management - the formation of the necessary personnel potential, and through the management of the organization - personnel motivation (Fig. 1.5). At the same time, the mission allows us to overcome the apathy of established (successful) companies that have accumulated primary capital and satisfied their hygienic needs. It brings strategic meaning (purpose) to the activities of such companies, gives rise to ambitious striving for excellence and, thus, becomes a platform for motivating further development.

Figure: 1.4. Organizational and functional model

At present, the mission is viewed as a basic regulation by supporters of both "hard" (regulations, structures, processes) and "soft" management schemes (ideology, culture, spirituality). Moreover, the mission is consolidation platform these approaches.

Market management of the company is based on the recognition of a fundamentally new basis for the relationship between the company and the market - the mutual openness of these systems.

Figure: 1.5. The structure of the basic regulations for personnel activities

This means that to determine the mission (purpose) of the company in the external environment, it is necessary:

Identify the supersystem (market) of which the company is a part;

Determine the properties (needs) of the market;

Determine the purpose (mission) of the company based on its role in the market to meet the needs of the latter.

Figure: 1.6. Ideal production behavior model

In other words, the mission is the result of positioning the company among other market participants.

The company and its micro- and macroenvironments are a hierarchy of nested systems.

The market is, on the one hand, a supersystem for the company, and on the other hand, an open system for the external environment. The company itself also simultaneously represents, on the one hand, an open system that is part of the market environment, and on the other hand, a supersystem in relation to its subdivisions, owners, managers, and personnel.

Figure: 1.7. HR strategy implementation

The model of the company as an open socio-economic system is shown in Fig. 1.8.

Development (more precisely, design) of a company's mission in a market microenvironment, like everything else in engineering, begins with a coordinate system (Fig. 1.9).

The "Should" axis reflects the needs of the environment.

The "I can" axis defines the company's capabilities (uniqueness of resources and skill).

The "I want" axis represents the business philosophy (expectations, values, principles).

Figure: 1.8. Model of the company as an open socio-economic system

Figure: 1.9. Construction of the company's mission in the market microenvironment

HR strategy and its implementation

In such a coordinate system, the development of a mission is the task of finding a compromise between the needs of the market, on the one hand, and the capabilities and desires of the company, on the other.

The very construction of the mission is done in stages.

First step -description (fixation) of the company's special vision regarding:

1) companies (self-identification) - as a subject (knowledge, experience, values, expectations, principles) and as an object (resource, technology);

2) market (microenvironment) - buyers (needs), competitors (alternative offers), partners (integration opportunities);

3) external environment (macroenvironment) - politics (rules of the game, regional interests), economy (opportunities, including purchasing ones), social sphere (support or opposition to our goods and (or) technologies), technology (development, provision or threats of goods -substitutes).

The result of this stage will be:

Development of corporate values \u200b\u200band expectations of the company as a compromise of interests of owners, managers and personnel in relation to the list of characteristics and relevant parameters that determine business efficiency (Fig. 1.10, 1.11);

Formation of corporate principles as a system of legal, moral, ethical, aesthetic and other restrictions on the company's activities;

Initial understanding of socially significant market needs that are of interest to the company's activities;

Determination of the limitations and possibilities of the external environment regarding the proposed activities of the company;

Formation of a basic product (service), including a joint one.

At this stage, the types of commercial activities of the company are formed and a scheme of partnership interaction with all participants in the market environment is determined (to satisfy what, what, to whom, with whom, where, when we provide). The development algorithm from a primary understanding of market needs through a sequence of refinements to the formation of types of corporate activities is shown in Fig. 1.12.

Figure: 1.10. Taking into account the interests of the parties

Figure: 1.11. Business performance parameters

Second phase -description of the business credo: goals, principles and ideals of interaction with all participants in the external environment (primarily with the buyer) and internal groups of the company's subjects (see Fig. 1.12):

What the customer will receive in terms of meeting his needs;

Who, for what and how can act as a partner of the company, on what basis is it supposed to build relationships with competitors (what, in particular, is the willingness to make temporary compromises);

What will the owner and shareholders get from the business;

What will managers get from business and company;

What will the personnel receive from the company;

What cooperation with public organizations can be;

How will the company's relations with the state be built (in particular, possible participation in supporting state programs).

Figure: 1.12. The development algorithm from the initial understanding of the market needs through a sequence of clarifications to the formation of types of corporate activities: VD - type of activity; ZhVD - the desired type of activity

The third stage isdeclaration of the mission by means of external and internal PR (the image of the company is being developed based on the business credo).

The completeness of the description format and the detailed elaboration of the mission are an indisputable sign of the company's maturity, a criterion for the quality of its business. This is the basis for effective personnel management.

Figure: 1.13. Interaction of business parties

Of undoubted interest is the four-stage process proposed by B. Nanus, which consists of a number of questions, answering which you can build a “dream” of your organization (Table 1.3). He advises starting with an assessment of the resources available, that is, asking the following questions:

What kind of business does the company do? what values \u200b\u200bdoes she profess at present?

Do her employees agree with her direction?

Then a reality check should be done, answering, for example, questions such as: Does the company have important customers and other stakeholders and organizations and is the company meeting their needs? Nanus goes on to advise defining the context of the vision by identifying which processes in the future may affect the vision and what some future scenarios are. Finally, alternatives must be developed and a mission chosen.

Table 1.3. B. Nanus's systematic approach to the development of new missions

Continuation

Ending

Mission development. The Five Whys Approach

There is another approach to mission design, the five why approach recommended by J. Collins and J. Porras: “Start with a descriptive statement 'We produce X products "or" We provide Y services "and then five times in a row ask the question:" Why is this important? "After you give two or three answers to this question, you will find that you have reached the fundamental purpose of the organization."

A possible option for developing the company's mission is shown in Fig. 1.14.

Development of company strategy

Mission development

1. Which customer groups are the main ones for your company:

2. Which customer group is the main one (it may be necessary to combine several customer groups into one)?

_________________________________________________________________

3. What need is expected to be satisfied from this group?

_________________________________________________________________

4. How is this need supposed to be met (lines of business or product groups)?

5. Formulate the mission of your company:

For _____________________________________ (target group from question 2), we satisfy the need for ______________________________ (from question 3) by ___________________________________________________ (from question 4).

So the final mission statement is:

"The mission of the company _______________________________________ is ____

_________________________________________________________________

_______________________________________________________________».

Figure: 1.14. Mission and vision of the company Business Jet

Business Jet Core Values

In its activities Business Jet is guided by the following core values:

Honesty: doing business honestly. Always choose to be honest;

Fun and Passion: Working surrounded by dedicated people who enjoy the job, are passionate about it, and driven by the goal of excellence in any airline business. Involving employees in the work of the company is our lifestyle;

Consumer orientation: constantly listen to our consumers, define their expectations and provide them with the quality services they expect from us, constantly satisfy their needs;

Safe and Secure: Have a reputation as the safest and most reliable airline for business people.

Figure 1.15 shows the system of basic values \u200b\u200bof the furniture company "Angelina" (according to YG Gorelov), which is based on the following principles.

1. Formation and promotion of a positive position, which is based on confidence in victory (“We are the best in everything!”, “Moving one step forward!”).

2. Formation and promotion of the idea of \u200b\u200bsolidarity, philanthropy, faith in God, openness and understanding of each other ("The company is a second family!").

3. Formation of the internal culture of the company, adherence to the values \u200b\u200bof corporate ideology, patriotism and dedication to the business of the company, a definite and clearly expressed civic position.

4. Formation in society of a positive attitude towards the company on the basis of promoting its mission, goals of its activities and the adopted system of basic values.

5. Purposeful implementation of the idea of \u200b\u200bcontinuous improvement and development ("Quality in everything is the best contribution to the future!").

6. Promotion and implementation of the principle of thrift, diligence and hard work, the ability to focus on achieving goals.

7. Promotion in the firm of the principle of fair remuneration for contribution to the common cause (according to merit) and the consistent implementation of this principle in effective labor incentive systems.

8. Formation of the interest of each employee of the company in increasing sales and improving the quality of customer service.

9. Unconditional focus on the needs of the buyer ("The client is always right!").

10. Faith in honor, dignity, patience, personal responsibility and loyalty to the given word as the dominant motives of human activity.

Figure: 1.15. The system of basic values \u200b\u200bof the firm "Angelina"

To define a mission in the external environment, companies strive to identify the market of which they are a part, to determine the properties and needs of this market and to formulate a main goal based on their role in the market.

Thus, we can say that the mission is the result of positioning the organization among other market participants.

Table 1.4 presents the missions of organizations operating in different market sectors.

Table 1.4. Company missions

The textbook examines in a structured form the issues of personnel management from the point of view of a systematic approach, describes the strategy of personnel management, the career system, the employment system. The publication is distinguished by an innovative interpretation of the main categories and processes taking place in the field of personnel management; analysis of complex relationships and contradictions arising from the implementation of HR technologies. Extensive illustrative material and numerous practical examples will help to better assimilate the theoretical material.

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The problems of assessing the economic and social efficiency of the system and technology of personnel management of the organization are considered.
The existing approaches to measuring the effectiveness of management of an organization and its personnel, topical issues of management of labor turnover and productivity, practical methods of assessing work with personnel are analyzed. Formulas for calculating economic and social indicators related to its management are given.
For teachers, students, undergraduates, graduate students, doctoral students, applicants, students of the second higher education, retraining, MBA, as well as specialists of personnel management services of organizations.
It is recommended for students of the specialty "Personnel Management" and other economic specialties to conduct an economic feasibility study of course, diploma projects and works.

A functional approach to management.
Currently, most enterprises use a functional approach to management, which consists in seeing the business as a mechanism consisting of a set of functions. The organization is divided into functions and divisions; each organizational unit is closed on the performance of its functions and responsibilities in isolation from other performers and consumers. This requires the development of an organizational management system for the company and the assignment of duties, powers and responsibilities to individual functional units. In this case, an organization is a collection of some static structures that perform certain functions, with a complex multi-level hierarchy of departments and a rigid centralization of control.

In these organizations (structures):
the logical relationship between functional areas and management levels is not always maintained;
there is no reliable communication between departments and transparency of activities is not ensured;
the principle of detailed horizontal division of labor (specialization) operates in order to increase its efficiency in a separate area, as a result, the problem of joining operations at the boundaries of functional structures throughout the production cycle arises.

CONTENT
Introduction
Chapter 1. Approaches to human resource management that developed at the turn of the 20th and 21st centuries
Chapter 2. The essence of the concept of "efficiency" and the main approaches to its assessment
Chapter 3. Personnel management and the main areas of loss of efficiency
Chapter 4. Process approach to assessing the effectiveness of the HR function
Chapter 5. Systems approach
Chapter 6. Ways of practical assessment of the performance (work) of various categories of personnel
Chapter 7. Methods for assessing the effectiveness of the personnel management service
Chapter 8. Balanced Scorecard
Chapter 9. Key performance indicators
Chapter 10. Staff turnover in the system of struggle for efficiency
Chapter 11. Management of efficiency (productivity) of labor
Chapter 12. Social responsibility of business in the system of assessing the effectiveness of personnel management
Conclusion
Workshop
Literature.

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