Personnel policy must comply with the development strategy of the enterprise. Personnel policy and personnel strategies in the organization. Characteristics of the partnership strategy

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The determining factor in the choice of personnel policy is the strategy (concept) of the development of an 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 activity of the enterprise - reorganization of production in conjunction with the demand for its products;
- financial and economic - possible attraction monetary resources in production, and, consequently, in the development of the labor force;
- social, associated with the satisfaction of 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 their recruitment and the interests of workers to be taken into account.

Organizational forms of construction and development production activities enterprises are diverse. As you know, there are three basic strategic directions:

1) Cost minimization strategy. This direction of activity is acceptable in the production (sales) of consumer goods, in which workers are not required to have a high level of professionalism, and the main emphasis is on quantity.

The personnel strategy under these conditions is based on the following principles:

- the predominance of external incentives (mainly material) over motivators;
- measuring the performance of employees in short term based on individual evaluation criteria;
- preferential use of external sources of recruitment (if the labor market allows you to hire cheap workers);
- minimal options career development for employees (an employee who occupies a certain cell in the structure of the enterprise has practically no chance of promotion);
- low job security;
- Rigid hierarchy and "power distance";
- Minimization of investments in personnel.

If an enterprise 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 qualification required by the enterprise at the moment and in the future .

Some businesses that adopt a cost-minimization strategy are reducing their personnel costs by saving the fund wages and cuts in employee benefits, suggesting a high turnover rate. Organizations define their "optimal churn rate" where the benefits of staff savings outweigh the costs of churn. The costs of turnover include: the costs of finding, inducting and adapting new employees; the cost of increasing the volume of documents for registration of admission and dismissal, loss of profit due to low labor productivity of new and retiring employees; loss from sickness and absenteeism loyal employees etc.

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

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

- selection of qualified workers ( Special attention is given 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. Issues of a tactical nature in this case may be: the choice of appropriate forms and criteria for bonuses in this situation;
- measuring the performance of employees in the short and medium term, both on the basis of individual and group evaluation criteria;
- provision of job security. Questions of a tactical nature in this case may be: with what categories of workers to conclude employment contracts, and with which - contracts and for how long;
- creation of a system of training and development of employees employed in the organization. Tactical issues in this case may be the choice between introducing staff positions of internal coaches or creating your own training center and using the services of external training organizations.
3)Focus strategy(orientation of the enterprise to certain market niches), for example, sales in different geographical areas, production for specific customer groups. The choice of this strategy by the organization practically does not impose significant requirements for working with human resources.

Separately, one can single out innovative strategy of the enterprise, which is based on the orientation of the enterprise to constant innovation, systematic updating of products (services). The production of new products that meet market needs 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 a quick response to customer requests).

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

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

Personnel strategy of the enterprise implementing this species strategies may focus on:

- staff formation: in a strategic plan - to determine the requirements for employees (for example, the development of competency models for all positions); in tactical terms, attracting employees who meet these requirements, as well as forming a database of potential candidates; in the operational - acquisition of project teams;
- application of differentiated wages (based on the achievements of employees);
- formation and maintenance of a favorable moral and psychological climate conducive to creative activity: in the strategic plan - to determine the requirements for the working atmosphere; in tactical - the development of tools for monitoring moods and relationships in the team; in the operational - diagnostics, development and implementation of measures for its correction;
- carrying out regular evaluation of performance: in the strategic plan - development of evaluation procedures; in tactical - planning of evaluation procedures; in the operational - carrying out activities to monitor activities and making personnel decisions based on them;
- development of personal characteristics of employees (mainly through mentoring and providing employees with regular feedback on the results of performance evaluation);
- movement of 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 seek to as soon as possible take a leading position, or enterprises operating in the field the latest technologies(for example, sphere information technologies). They are characterized by constant and high rates of increase in the scale of activities, a focus on laying the foundation for future activities. Policies, business processes and procedures of the enterprise are beginning to be fixed in order to control and streamline activities.

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

- attraction of qualified employees, purposeful and flexible, aimed at personal and professional development;
- creation and implementation of a system for evaluating the effectiveness of employees, based on key indicators performance;
- development and implementation of employee potential assessment (to make decisions regarding the career growth of employees);
- formation and application of result - oriented systems of remuneration;
- development and implementation of the organization's ideology - in the strategic plan, development and implementation of employee motivation programs - in the tactical plan;
- creation and debugging of the system of internal communications;
- formation of a system for training and developing the competencies of employees (primarily professional ones);
- planning the movement and promotion of employees in accordance with the current needs of the enterprise and the abilities of employees.
3. A moderate growth strategy is inherent in organizations that confidently occupy their position in the market and operate in traditional areas (for example, in construction, automotive). There is also progress in most areas, but at a more relaxed pace - a few percent a year. Rapid growth in this case 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 aim of this strategy is full use internal and external opportunities, as well as the identification of negative trends that have arisen in the activities of the enterprise at previous stages of the development of the enterprise. The organizational and managerial structure of enterprises implementing this strategy becomes multi-level, they already have a system of rules and procedures.

The personnel strategy in this case should focus primarily on:

- increasing the requirements and quality of 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 its regular implementation;
- building multifactorial remuneration 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, performance, the level of remuneration in the labor market);
- securing employees and stabilizing personnel (including through the provision of social guarantees and benefits)
- introduction of a system for assessing the potential and planning the internal movement of workers; and, accordingly, their retraining;
- training and development of employees;
- maintaining the system of internal communications and work on team building.
4. The circular strategy (cyclical) is applied during periods of crisis in economic activity enterprises, when restructuring or “rehabilitation” is necessary, reduction of unprofitable activities. 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 growth stage. 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 company analyzes the current state of affairs in order to reduce all types of costs (including personnel), restructuring the management system and organizational structure.

The main elements of a HR strategy can be:

- determination of a strategy for minimizing personnel costs (including through analysis of the existing organizational and staffing structure, analysis of work);
- optimization of the staff (for example, dismissal of part of the employees and assistance to them in finding employment, transfer of part of the employees to part-time employment or withdrawal from the staff, retention of the most valuable employees that meet the future directions of the enterprise, retraining of employees);
- planning and implementation of a set of measures to maintain the morale of the staff (for example, by informing employees about the temporality this stage and plans to overcome it through different sources describing the future goals and prospects of the enterprise, strengthening the corporate ideology, promoting organizational values);
- carrying out regular assessment of the effectiveness of employees' activities;
- increase the dependence of payment on the performance of employees, the definition of bonus criteria 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 previous enterprise development strategies. The business organization becomes a kind of umbrella for several businesses that can, working for different markets, have a common infrastructure. Within its framework different directions activities and structural units operate as separate enterprises that develop at different rates: some are fast, others are moderate, others are undergoing a stabilization stage, and others are curtailing or reducing their activities. The main objective of this development strategy is to increase economic efficiency activities of the organization as a whole. This strategy is the most common in reality.

The personnel strategy in this case will be aimed at:

- creating and maintaining an image fair leader an enterprise that can lead people;
- building the ideology of the "internal client" at the enterprise;
- promotion of 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.

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 units.

Researchers also identify this type of personnel 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 qualification in the labor market, and the training of employees within the organization requires too much time and financial costs. In this case, new areas of activity are limited by the potential of current employees. In addition, this approach is applicable in cases where the owners (management) consider the main resource and competitive advantage personnel potential of your enterprise.

The main advantage of this type of strategy is that strategic plans built on realistically available human resources are more feasible 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-designed and detailed personnel policy and personnel strategy does not in itself ensure effective management staff. It is also important that they be implemented in practice through an effective personnel management system, which we will try to analyze in the 2nd practical part.

federal agency by education of the Russian Federation

State educational institution

Higher professional education

Regional Center for Advanced Studies and Retraining

leadership

Department of Finance and Management

Course work

According to the course "Strategic management (special chapters)"

"STRATEGY AND PERSONNEL POLICY"

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

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

Tula 2011

2. Criteria for evaluating personnel policy 12

3. Improvement of 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-defined personnel policy is needed.

Personnel strategy (personnel management strategy) - a specific set of basic principles, rules and objectives for working with personnel, specified taking into account the types of organizational strategy, organizational and personnel potential (human resource), as well as the type of organization's personnel policy.

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

To achieve the set goals, it is especially important to ensure the production behavior of each of its employees required by the organization. Like the development strategy of the organization as a whole, 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 the personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees.

Personnel is the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, constantly improving them. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.

aim term paper is the study of personnel policy on the example of the organization 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 personnel policy. Personnel policy is the main direction in the work with personnel, a set of fundamental principles that are implemented personnel service enterprises. In this regard, personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a workforce that would best contribute to the combination 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:

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

a) transfer to reduced forms of employment;

b) use at unusual works, at other objects;

c) send them to long-term retraining, etc.

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

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

recruit additional workers or get by with the existing number, provided that it is used more rationally, 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 existing staff and the direction of their change in the future, etc.;

the situation on the labor market (quantitative and qualitative characteristics of labor supply by profession of the enterprise, conditions of supply);

demand for labor from competitors, the emerging level of wages;

the influence of trade unions, rigidity in defending the interests of workers;

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

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

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

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

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

The personnel policy should provide an individual approach to its employees.

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

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

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

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

Personnel policy forms:

Requirements to labor force at the stage of her hiring (to education, gender, age, length of service, level of special training, etc.);

Attitude towards "investment" in the labor force, to the purposeful impact on the development of certain aspects of the employed labor force;

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

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

Attitude towards intra-company movement of personnel, etc.

Personnel policy properties:

Link to strategy

Orientation to long-term planning.

The importance of the role of personnel.

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

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

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

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

industrial;

financial and economic;

social (personnel policy).

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

raising the prestige of the enterprise;

study of the atmosphere inside the enterprise;

analysis of the prospects for the development of labor force potentials;

generalization and prevention of the reasons for dismissal from work.

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

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

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

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

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

The implementation of the goals and objectives of personnel management is carried out through 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 an enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel.

In previous years, it was largely characterized by a political (ideological) coloring, which was reflected in its very content and definition: "Personnel policy is the general direction in personnel work, determined by the totality of the most important, fundamental provisions expressed in the decisions of the party and government on long term or a separate period.

Transition to market economy significantly changes fundamental principles and content of personnel policy. Currently, this is a conscious, purposeful activity to create a workforce that would best contribute to the combination 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:

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

Train workers yourself or look for those who already have the necessary training;

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

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

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

Since the formation of enterprise personnel is not associated with an unambiguous decision, but with alternative possible ways with the choice of the most effective of them, then it is legitimate to raise the question of choosing a labor supply strategy, taking into account all the factors and circumstances characteristic of the present and 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 staff and the direction of their changes in the future, etc.;

· the situation on the labor market (quantitative and qualitative characteristics of labor supply by profession of the enterprise, conditions of supply);

Demand for labor from competitors, the emerging level of wages;

• the influence of trade unions, rigidity in defending the interests of workers;

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

The 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 the implementation of this strategy.

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

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

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

Thus, the personnel policy in the new conditions is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation, 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 proper 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 hiring (to education, gender, age, length of service, level of special training, etc.);

· the attitude to "investment" in the labor force, to the purposeful 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 the training of new workers at the enterprise, its depth and breadth, as well as to the retraining of personnel;

· attitude to intra-factory movement of personnel, 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 a personnel policy and criteria for its evaluation.

4) Personnel strategies of the organization.

5) Types of HR strategies relevant life cycle organizations.

The concept of the personnel policy of the enterprise

Personnel policy 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 combination 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) prepare workers yourself or take ready-made.

3) recruit employees from outside or find inside the team.

When choosing a personnel policy, the following factors of external and internal environment enterprises:

1) production requirements, enterprise development strategy.

2) the financial capacity of the enterprise.

3) quantitative and qualitative characteristics of the existing staff.

4) situation in the labor market.

5) demand for labor from competitors.

6) the influence of trade unions.

7) labor code requirements.

General requirements for personnel policy:

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

2) personnel policy should be flexible.

3) personnel policy should be justified.

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

Thus, the personnel policy is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic and social benefits, while observing 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- the choice of goals for the long term.

Personnel work - This is an operational solution to personnel issues.

Personnel policy forms:

1) labor requirements at the stage of hiring.

2) attitude towards investment in labor force.

3) relation to the stabilization of the team.

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

5) attitude to intra-company movement of personnel.

Personnel policy properties:

1) related to the company's strategy.

2) orientation to long-term planning.

3) the importance of the role of personnel.

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 staffing needs - headcount planning.

2) recruitment and selection of personnel.

3) career guidance and adaptation.

4) definition of labor incentive systems.

5) employee development.

6) efficiency mark labor activity workers.

Types of personnel policy of the enterprise

There are two reasons for grouping personnel policies:

1) level of awareness of the rules and norms underlying personnel activities:

BUT) passive personnel policy - management does not have a program of action for personnel, that is, management eliminates negative consequences.

B) reactive personnel policy - monitoring of the symptoms of a negative state in work with personnel is carried out. Management takes measures to localize the crisis, as it has the means to diagnose the situation to provide assistance. The plans of the enterprise include personnel measures.

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

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

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

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

D2) opportunistic personnel policy – there is no quality diagnosis and no quality forecast. Work plans are drawn up on an emotional level.

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

There are two types of personnel policy:

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

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

Stages of building a personnel policy and criteria for its evaluation

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

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

2) organizational and staffing policy - demand planning, structure and staffing, appointments, reserve creation and relocation.

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 being created.

2) programming is the development of personnel technologies and fixing them 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.

Criteria for assessing personnel policy:

1) quantitative and qualitative composition of the staff.

2) staff turnover rate.

3) flexibility.

4) the degree of consideration of the interests of employees.

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