Personnel policy should correspond to the development strategy of the enterprise. HR policy and HR strategies in the organization. Characteristics of an affiliate strategy

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The determining factor in the choice of personnel policy is the strategy (concept) of the development of the enterprise (firm) as a production and economic system. Moreover, a well-chosen and implemented personnel policy contributes to the implementation of the strategy itself.

The components of such a strategy are:

- production activities of the enterprise - reorganization of production in conjunction with the demand for its products;
- financial and economic - the possible attraction of monetary resources in production, and, consequently, in the development of the labor force;
- social, associated with meeting the needs of the personnel of the enterprise.

Each of them has the most direct impact on personnel policy, as it determines what kind of personnel the company needs, financial opportunities for recruiting them and the interests of employees that must be taken into account.

The organizational forms of building and developing the production activities of the enterprise are diverse. As you know, there are three basic strategic directions:

1) Cost minimization strategy... This area of \u200b\u200bactivity is acceptable in the production (sale) of consumer goods, in which a high level of professionalism is not required from workers, and the main emphasis is on quantity.

HR strategy under these conditions is based on the following principles:

- the predominance of external stimuli (mainly material) over motivators;
- measuring the effectiveness of employees in the short term based on individual assessment criteria;
- preferential use of external recruitment sources (if the labor market allows hiring cheap workers);
- minimal career opportunities for employees (an employee who has occupied a certain cell in the structure of the enterprise has practically no chance of promotion);
- low guarantee of employment preservation;
- rigid hierarchy and "power distance";
- minimization of investments in personnel.

If the company cannot satisfy its need for workers at the expense of the labor market (for example, ready-made specialists of the required profile are too expensive), then the personnel strategy should provide for the possibility of continuous internal training and development of employees to the level of qualifications required by the company at the present time and in the future. ...

Some businesses with a cost-minimization strategy are lowering their staff costs by saving payroll and cutting fringe benefits for employees, which suggests high turnover rates. Organizations define their “optimal turnover rate” whereby the benefits of savings on staff are greater than the costs of turnover. Turnover costs include: the cost of finding, hiring, and onboarding new employees; expenses for an increase in the volume of documents for registration of hiring and dismissals, loss of profits due to low labor productivity of new and leaving employees; losses from illness and absenteeism of disloyal employees, etc.

2) Quality improvement strategy: focus on diverse consumer demand and production of goods with a specific design, unique quality characteristics, provision of VIP-class services. Higher prices for such products (services) can offset significant investment in workers.

If the company's strategy is based on product quality and the need for labor resources can be easily satisfied in the external labor market, then the priority areas of the personnel strategy can be:

- selection of qualified employees (special attention is paid to improving the tactics of searching and evaluating candidates);
- development and implementation of motivation programs focused on ensuring the involvement of employees in the activities of the enterprise and ensuring a balance between the goals of the organization and the goals of employees;
- creation and implementation of a reward system aimed at stimulating quality. Questions of a tactical nature in this case can be: the choice of forms and criteria of bonuses adequate to the given situation;
- measuring the effectiveness of employees in the short and medium term, both on the basis of individual and group assessment criteria;
- provision of job security. Questions of a tactical nature in this case may be: with which categories of workers to conclude labor contracts, and with which - contracts and for how long;
- creation of a system of training and development of employees employed in the organization. Questions of a tactical nature in this case may be the choice between the introduction of staffing units of internal trainers or the creation of your own training center and the use of the services of external training organizations.
3)Focusing strategy (orientation of the enterprise to certain market niches), for example, sales in different geographical areas, production for specific groups of buyers. The choice of this strategy by an organization practically does not impose significant requirements for work with human resources.

Separately, we can highlight and innovative strategy of the enterprise, which is based on the company's orientation towards constant innovation, systematic updating of products (services). The production of new products that meet the needs of the market allows the company to gain a competitive advantage (for example, due to a more attractive price and / or its quality characteristics, as well as due to quick response to customer requests).

The relationship between enterprise development and personnel policy is most clearly revealed when classifying strategies that takes into account situational factors. According to this approach, there are several situational strategies associated with certain stages of development of the enterprise (firm).

1. An entrepreneurial strategy is built rather on the implementation of specific transactions, meeting all customer requirements and is successful mainly against the background of insufficiently developed competition in this sector, its goal is to gain a foothold in the market. At this stage of enterprise development, there is usually no clear distribution of functions and responsibilities, employees are entrusted with versatile tasks, often from different functional areas. Control over their activities in this situation is usually not required, since the employees are passionate, work as a team, focused on achieving their goals.

HR strategy of an enterprise that implements this type of strategy can focus on:

- staff formation: in a strategic plan - to determine the requirements for employees (for example, the development of competency models for all positions); tactically - attracting employees who meet these requirements, as well as forming a base of potential candidates; in the operational field - recruiting project teams;
- the use of differentiated wages (based on the achievements of employees);
- the formation and maintenance of a favorable moral and psychological climate conducive to creative activity: in the strategic plan - to determine the requirements for the industrial atmosphere; in the tactical - the development of tools for monitoring moods and relationships in the team; in the operational area - diagnostics, development and implementation of measures for its correction;
- Conducting a regular assessment of the effectiveness of activities: in the strategic plan - the development of assessment procedures; in tactical - planning of assessment procedures; in the operational field - carrying out activities to monitor activities and making personnel decisions on their basis;
- development of personal characteristics of employees (mainly through mentoring and providing employees with regular feedback on the results of performance assessment);
- moving employees in accordance with interests and abilities.
2. The strategy of dynamic growth, as a rule, is used by young enterprises, regardless of their field of activity, which strive to take leading positions in the shortest possible time, or enterprises operating in the field of the latest technologies (for example, the field of information technology). They are characterized by a constant and high rate of increase in the scale of activities, a focus on forming the foundation for future activities. The policies, business processes and procedures of the enterprise begin to be recorded in order to control and streamline activities.

With such a development strategy, the personnel strategy should focus on:

- attracting qualified employees, motivated and flexible, aimed at personal and professional development;
- creation and implementation of a system for assessing the effectiveness of employees' activities based on key performance indicators;
- development and implementation of an assessment of the potential of employees (for making decisions about the career development of employees);
- the formation and application of result - oriented systems of remuneration;
- development and implementation of the ideology of the organization - in a strategic plan, development and implementation of employee motivation programs - in a tactical one;
- creation and debugging of the internal communications system;
- formation of a system of training and development of competencies of employees (first of all, professional);
- planning the movement and promotion of employees in accordance with the actual needs of the enterprise and the abilities of employees.
3. The strategy of moderate growth is inherent in organizations that confidently occupy their position in the market and operate in traditional areas (for example, in construction, automotive). Here, too, there is progress in most areas, but at a more calm pace - a few percent per year. In this case, rapid growth is no longer needed and even dangerous, since it can provoke a crisis that will be difficult to overcome due to the increased inertia of the enterprise. For these organizations, stable functioning and maintaining the existing level of profit are much more important. The purpose of this strategy is to make full use of internal and external opportunities, as well as to identify negative trends that have arisen in the company's activities at the previous stages of the company's development. The organizational and management structure of enterprises implementing this strategy becomes multi-level, they already have a system of rules and procedures.

HR strategy in this case should be guided, first of all, by:

- increasing the requirements and quality of the selection and placement of employees (to ensure the stability of the production team, attracting highly specialized professionals);
- debugging the procedure for assessing the effectiveness of employees and their regular implementation;
- construction of multifactor salary systems (for example, taking into account the influence of such factors as: the degree of influence of employees on the business processes of the enterprise, the level of development of their competencies, efficiency, the level of remuneration in the labor market);
- securing employees and stabilizing personnel (including by providing employees with social guarantees and benefits);
- introduction of a system for assessing potential and planning the internal movement of employees; and, accordingly, their retraining;
- training and development of employees;
- maintenance of the system of internal communications and work on team building.
4. The strategy of circulation (cyclical) is used during periods of crisis in the economic activity of an enterprise, when restructuring or "reorganization" is necessary, reduction of unprofitable areas of activity. This strategy is aimed at the survival of the organization, its goal is to stabilize the situation in the short term, and in the long term - to move to the stage of growth. It requires from the management, on the one hand, quick, decisive, fully coordinated actions, on the other hand, prudence and realism in decision-making, therefore, the enterprise is centralized management. The enterprise analyzes the current state of affairs in order to reduce all types of costs (including personnel costs), reorganize the management system and organizational structure.

The main elements of the HR strategy can be:

- determination of a strategy for minimizing personnel costs (including through the analysis of the existing organizational and staff structure, analysis of work);
- optimization of the staff (for example, dismissal of part of the employees and assistance to them in finding a job, transfer of part of the employees to part-time employment or out-of-staffing, retention of the most valuable employees in line with the future directions of the enterprise, retraining of employees);
- planning and implementation of a set of measures to maintain staff morale (for example, by informing employees about the temporality of this stage and about plans to overcome it through different sources, describing the future goals and prospects of the enterprise, strengthening corporate ideology, promoting organizational values);
- Conducting a regular assessment of the efficiency of employees;
- increasing the dependence of payment on the effectiveness of employees, determining the criteria for bonuses that are important for the enterprise at this stage;
- identification of key and loyal employees, their training and development;
- planning the promotion of potential employees.
5. Combined (selective strategy), includes a set of elements of the previous strategies of enterprise development. A business organization becomes a kind of umbrella for several businesses, which can, working in different markets, have a common infrastructure. Within its framework, different areas of activity and structural divisions function as separate enterprises that develop at different rates: some - fast, others - moderate, others are undergoing a stage of stabilization, and the fourth - are curtailed or reduced their activities. The main task of this development strategy is to increase the economic efficiency of the organization as a whole. This strategy is most often encountered in reality.

HR strategy in this case will be aimed at:

- creating and maintaining the image of a fair head of an enterprise, capable of leading people;
- building the ideology of the "internal client" at the enterprise;
- promoting the value of performance in production activities and respect for employees who demonstrate it;
- maintaining the spirit of initiative and activity;
- construction of remuneration systems based on performance indicators of departments and employees' performance.

The tasks of a tactical and operational nature, which are solved by the personnel strategy, will be differentiated depending on the direction of development of structural divisions.

Researchers also identify this type of HR strategy, which determines the business strategy of the enterprise. This type of strategy is intended for those cases when the employer does not have an objective opportunity to find motivated personnel of the required qualifications on the labor market, and training of employees within the organization requires too much time and money. In this case, new activities are limited by the potential of the current employees. In addition, this approach is applicable in cases where the owners (management) consider the human potential of their enterprise to be the main resource and competitive advantage.

The main advantage of this type of strategy is that strategic plans based on actually available human resources are more realizable than those involving the involvement of external labor sources.

The main disadvantage of this strategy is that the strategic plans of the enterprise are significantly limited by the approach to personnel management.

The existence of a well-developed and detailed personnel policy and strategy by itself does not yet ensure effective personnel management. It is also important that they are implemented in practice through an effective personnel management system, which we will try to analyze in the 2nd practical part.

Federal Agency for Education of the Russian Federation

State educational institution

Higher professional education

Regional center for advanced training and retraining

leadership

Department of "Finance and Management"

Course work

On the course "Strategic management (special chapters)"

"STRATEGY AND PERSONNEL POLICY"

COMPLETED by student of group 760162c _______________ Zh.N. Eliseeva

CHECKED Cand. eq. Sci., Associate Professor _______________ R.Yu. Boldyreva

Tula 2011

2. Criteria for evaluating personnel policy 12

3. Improving personnel policy 13

Introduction

The market economy poses a number of fundamental tasks, the most important of which is: the most efficient use of human resources. In order to achieve this, a well-developed personnel policy is needed.

HR strategy (HR strategy) is a specific set of basic principles, rules and goals of work with personnel, concretized taking into account the types of organizational strategy, organizational and personnel potential (human resource), as well as the type of HR policy of the organization.

The purpose of personnel policy is to timely formulate goals in accordance with the development strategy of the organization, set problems and tasks, find ways and organize the achievement of goals.

To achieve these goals, it is especially important to ensure the required production behavior of each of its employees. Like the development strategy of the organization as a whole, the personnel policy is developed taking into account the internal resources and traditions of the organization and the opportunities provided by the external environment.

Personnel policy is part of the organization's policy and must fully comply with the concept of its development.

The main object of the personnel policy of the enterprise is personnel (personnel). The personnel of an enterprise is the main (full-time) composition of its employees.

Cadres are the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, they constantly improve them. Production efficiency largely depends on the qualifications of workers, their professional training, and business qualities.

The purpose of the course work is to study personnel policy on the example of the organization of JSC "Shcheglovsky Val".

1. The essence of personnel policy

1.1 The concept of personnel policy

The implementation of the goals and objectives of personnel management is carried out through the personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of the enterprise. In this respect, the personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a labor collective that would best contribute to the alignment of the goals and priorities of the enterprise and its employees.

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

fire employees or retain; if you save, then which way is better:

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 seek out those who already have the necessary training;

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

to recruit additional workers or to get by with the existing number, subject to its more rational use, etc.

When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:

production requirements, enterprise development strategy;

the financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;

quantitative and qualitative characteristics of the available personnel and the direction of their change in the future, etc .;

the situation on the labor market (quantitative and qualitative characteristics of the supply of labor by occupation 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;

the requirements of labor legislation, the accepted culture of working with hired personnel, etc.

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

Personnel policy should be closely linked with the development strategy of the enterprise. In this respect, it represents the staffing of this strategy.

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

Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy must be economically justified, i.e. proceed from his real financial capabilities.

Personnel policy should provide an individual approach to its employees.

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

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

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

The personnel policy is both general, when it concerns the personnel of the enterprise as a whole, and private, selective, when it focuses on solving specific problems (within individual structural divisions, functional or professional groups of workers, categories of personnel).

Personnel policy forms:

Requirements for the labor force at the stage of its recruitment (education, gender, age, length of service, level of special training, etc.);

Attitude towards “investment” in the labor force, towards the targeted impact on the development of certain aspects of the employed labor force;

Attitude towards the stabilization of the team (all or a certain part of it);

Attitude to the nature of training new workers at the enterprise, its depth and breadth, as well as to retraining of personnel;

Attitude towards intra-company personnel movement, etc.

HR policy properties:

Link to strategy

Focus on long-term planning.

The importance of the role of cadres.

The range of interrelated functions and procedures for working with personnel.

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

Personnel policy should not only create favorable working conditions, but also ensure the possibility of career advancement 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 work collective are taken into account in the daily personnel work.

Human resource management within an 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).

Personnel policy defines the goals related to the attitude of the enterprise to the external environment (labor market, relations with government bodies), as well as goals related to the attitude of the enterprise to its personnel. Personnel policy is implemented by strategic and operational management systems. HR strategy objectives include:

raising the prestige of the enterprise;

study of the atmosphere inside the enterprise;

analysis of the prospects for the development of labor potential;

generalization and prevention of reasons for dismissal from work.

The day-to-day implementation of the HR strategy, as well as at the same time assisting the management in carrying out their enterprise management tasks, lie in the operational area of \u200b\u200bHR management.

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

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

In education, as in a specific branch of the national economy, cadres play a very important role. “Cadres are everything,” but cadres can also be a major cause of failure. There are four key problems in the management of university teaching staff. This is the age, qualification and job structure and wages. Each of these problems requires control from the administration and the development of principles for solutions, long-term 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 structure of the personnel 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 prominent professors and associate professors is the key to high scientific and pedagogical prestige. However, any department, faculty and university as a whole must plan the internal process of self-reproduction of personnel and take the necessary measures to grow and attract the most qualified specialists.

In previous years, it was largely characterized by a political (ideological) coloration, which was reflected in its very content and definition: long-term perspective or a separate period ".

The transition to a market economy significantly changes the fundamental principles and content of personnel policy. Currently, this is a deliberate, purposeful activity to create a workforce that would best contribute to the alignment of the goals and priorities of the enterprise and its employees.

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

Fire employees or retain; if we keep it, then in what way is it better: 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 seek out those who already have the necessary training;

To recruit from outside or retrain employees to be dismissed from the enterprise;

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

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

Since the formation of the company's personnel is associated not with an unambiguous decision, but with the alternative of possible paths with the choice of the most effective of them, it is legitimate to raise the question and choose a labor supply strategy, taking into account all the factors and circumstances characteristic of the present and the future.

When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:

· Production requirements, enterprise development strategy;

· The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by them;

· Quantitative and qualitative characteristics of the existing personnel and the direction of their change in the future, etc .;

· The situation on the labor market (quantitative and qualitative characteristics of the supply of labor by occupation 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;

· The requirements of labor legislation, the accepted culture of working with hired personnel, etc.

General requirements for personnel policy in modern conditions are as follows.

1. Personnel policy should be closely linked to the development (or survival) strategy of the enterprise. In this respect, it represents the staffing of this strategy.

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since it is with stability that certain expectations of the employee are associated, on the other hand, dynamic, i.e. be adjusted in accordance with changes in the tactics of the enterprise, production and economic situation. Stable should be those aspects of it that are focused on taking into account the interests of personnel and are related to the organizational culture of the enterprise (firm). The latter includes the values \u200b\u200band beliefs shared by employees and predetermining the norms of their behavior, the nature of the enterprise.

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

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

Thus, the personnel policy in the new conditions is aimed at the formation of such a system of work with personnel, which would be focused on obtaining not only economic, but also social effect, subject to compliance with the current legislation, regulations and government decisions.

The latter, as a reflection of the state policy regarding the reproduction of the labor force, influence personnel policy through the regulation of the situation on the labor market, as well as through the requirements for ensuring adequate social protection of the employee.

Personnel policy is implemented through personnel work. Therefore, the choice of personnel policy is associated not only with the definition of the main goal, but also with the choice of means, methods, priorities, etc.

Personnel policy forms:

· Requirements for the labor force at the stage of its recruitment (education, gender, age, length of service, level of special training, etc.);

· Attitude to "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 (all or a certain part of it);

· Attitude to the nature of training new workers at the enterprise, its depth and breadth, as well as to the retraining of personnel;

· Attitude to intra-plant personnel movement, etc.

THEME №4

1) The concept of the personnel policy of the enterprise.

2) Types of personnel policy of the enterprise.

3) Stages of building personnel policy and criteria for its assessment.

4) HR strategies of the organization.

5) Types of HR strategies appropriate for the life cycle of the organization.

The concept of personnel policy of the enterprise

Personnel policy - This is a strategic line of conduct in working with personnel.

Personnel policy - this is a purposeful activity to create a workforce that would best contribute to the alignment of the goals of the enterprise and its employees.

The main object of personnel policy is personnel.

Personnel Is the permanent staff of the organization.

The target task of personnel policy can be solved in different ways:

1) fire or retain employees.

2) train workers themselves or take ready-made.

3) to recruit employees from outside or find within the team.

When choosing a personnel policy, the following factors of the external and internal environment of the enterprise are taken into account:

1) production requirements, enterprise development strategy.

2) financial capabilities of the enterprise.

3) quantitative and qualitative characteristics of the available personnel.

4) the situation on the labor market.

5) demand for labor from competitors.

6) the influence of trade unions.

7) requirements of the labor code.

General requirements for personnel policy:

1) personnel policy should be closely linked to the strategy of the enterprise.

2) personnel policy should be flexible.

3) HR policy must be sound.

4) personnel policy should provide an individual approach to employees.

Thus, the personnel policy is aimed at the formation of such a system of work with personnel, which would be focused on obtaining not only economic and social effect, subject to the current legislation. The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the preparation of personnel development, ensuring the interaction of employees and the organization.

Personnel policy - then the choice of goals for the long term.

HR work - this is an operational solution to personnel issues.

Personnel policy forms:

1) labor requirements at the recruitment stage.

2) attitudes towards labor investment.

3) attitude to the stabilization of the team.

4) attitude to the nature of training new workers and retraining of personnel.

5) attitude to the intra-company movement of personnel.

HR policy properties:

1) is related to the strategy of the enterprise.

2) orientation towards long-term planning.

3) the importance of the role of cadres.

4) personnel policy outlines the range of functions and procedures for working with personnel.

Any concept of enterprise development consists of three components:

1) production.

2) financial and economic.

3) social.

Basic directions of personnel policy:

1) determination of personnel needs - planning of the number.

2) recruitment and selection of personnel.

3) vocational guidance and adaptation.

4) definition of labor incentive systems.

5) development of employees.

6) assessment of the efficiency of labor activity of employees.

Types of personnel policy of the enterprise

There are two reasons for grouping HR policy:

1) level of awareness of the rules and regulations underlying HR activities:

AND) passive personnel policy - management does not have a program of action in relation to personnel, that is, management eliminates negative consequences.

B) reactive personnel policy - monitoring the symptoms of a negative state in the work with personnel. The management is taking measures to localize the crisis, as it has the means of diagnosing the situation to provide assistance. The company's plans include personnel measures.

IN) preventive personnel policy - the management has reasonable forecasts of the development of the situation, but does not have the means to influence it. Forecasts are made for short and medium term, but there are no targeted programs.

D) active personnel policy - management has not only forecasts, but also means of influencing the situation. Anti-crisis personnel measures are being developed. Analysis can be rational and irrational, and the mechanism can be rational and irrational.

In accordance with this, there are two approaches to active personnel policy:

D1) rational personnel policy - everything is carried out consciously.

G2) adventurous personnel policy - there is no qualitative diagnosis and no qualitative forecast. Work plans are made on an emotional level.

2) orientation towards own personnel or external - the degree of openness to the external environment.

There are two types of HR policies:

AND) open personnel policy - any employee can take any position.

B) closed personnel policy - you can only get to a lower position.

Stages of building personnel policy and criteria for its assessment

During the formation of personnel policy, the following aspects are agreed upon:

1) development of general principles of personnel policy and determination of priority goals.

2) organizational and staffing policy - planning needs, forming the structure and staff, assignments, creating a reserve and moving.

3) information policy.

4) financial policy.

5) personnel development policy.

6) performance evaluation.

Stages of designing personnel policy:

1) rationing - creating images of ideal employees for work. A competency map is created.

2) programming is the development of personnel technologies and their consolidation in documents.

3) personnel monitoring is the development of procedures for diagnosing and predicting personnel situations - assessment and certification, career planning, personnel planning and labor motivation.

Personnel policy evaluation criteria:

1) quantitative and qualitative composition of personnel.

2) staff turnover rate.

3) flexibility.

4) the degree of consideration of the interests of employees

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