HR development strategy. HR strategy. What determines the formation of a company’s HR strategy?

Theoretical study of an enterprise's personnel management strategy in a transition economy is an urgent scientific problem that plays an important role in the economy of a Russian enterprise.

IN modern science Many different models of company personnel management are known about management. The choice of one or another of them is an independent and very important task for the successful operation of an enterprise. However, not all decisions regarding the system and methods of personnel management at an enterprise are strategic. For example, specific personal appointments of middle managers, the establishment of official salaries, and the size of the managerial apparatus are, of course, important and sometimes have long-term consequences, but they can be adjusted or canceled without much expenditure of resources and, therefore, are not strategic.

The concept of HR strategy

The state of the enterprise personnel, the level of their qualifications and professionalism, the ability of hired employees to optimally solve the production problems facing them and bring profit to the enterprise directly depend on the theoretical approaches and practical methods of working with people that they use in their work. daily work company managers. In other words, they are associated with the personnel strategy implemented by the enterprise.

The concept of “personnel strategy” is private, derived from general concept“strategy”, therefore it is logical to begin considering the issue of personnel strategies by defining the generic concept of “strategy”, then turning to its special case - “personnel strategy”.

The term “strategy” (from the Greek stratos - army, ago - lead) is of military origin. Initially, strategy was understood as the art of warfare. Since wars were the most important events in the life of people, nations, countries, the concept of “strategic” in the meaning of “most important”, “determining” has become part of the terminology of management as a whole.

Tooth A.T. considers strategy as a process of determining the relationship of an organization with its environment, consisting in the implementation of selected goals through the allocation of resources, allowing both the organization itself and its divisions to act effectively and efficiently.

An interesting opinion is that of I. Ansoff, who believes that strategy is a set of rules that guide an organization when making management decisions. This author identifies four groups of such rules:

1) the rules by which the company’s relations with the external environment develop - business strategy;
2) the rules by which the company builds relationships within the organization - organizational concept;
3) the rules by which the company conducts its daily activities - basic operational techniques;
4) rules used in assessing the performance of the company in the present and future. At the same time, a task is determined - a quantitative assessment of the results of activities, and a benchmark - a qualitative assessment of the results of activities.

Trenev N.N. considers strategy not as an isolated management process, but as a step in a logical sequence of steps that determines the organization’s path from the top - the mission - to specific strategic tasks assigned to the performers. Mission is the main goal of the enterprise. Enterprise strategy is a way to achieve the goals of the enterprise. Planning is the process of developing the actions necessary to achieve the mission of the enterprise using the chosen strategy.

Among the various definitions of strategy, we can highlight common features in the idea of strategy in the field of management theory:

· the strategy in its development goes through two stages - development and implementation;
· the strategy consists of many decisions, including the analysis of resources and the formation of common goals and options for their possible implementation, but without taking into account the limitations that appear at the implementation stage;
strategy has to do with how external activities firms (state policy, sales markets, competition, etc.), and to internal factors activities of the company: human resources have a strong influence on the implementation of the developed strategy and have their own strategic status;
· strategy is a process that reflects the management philosophy of the company's management.

Thus, strategy is the general line of development of an enterprise, which is formed in response to changes in the external environment, taking into account the characteristics of the internal environment of the organization and is, in fact, the organization’s plan for its future.

Certain resources must be deployed to achieve goals. One of these resources is the personnel needed by the enterprise. The implementation of the goals and objectives of personnel management is carried out through the personnel strategy. Bazarov T.Yu defines this concept as a specific set of basic principles, rules and goals of working with personnel, specified taking into account the types of organizational strategy, organizational and human resources.

Bizyukova I.V. notes the essence of personnel strategy as the general direction personnel work, a set of principles, methods, forms, and organizational mechanism for developing goals and objectives aimed at preserving, strengthening and developing human resources and at creating a highly productive, cohesive team capable of responding in a timely manner to changing market demands. HR strategy is the embodiment of the main direction in working with personnel, a set of fundamental principles that are implemented HR department enterprises. The main object of the enterprise's personnel strategy is personnel (personnel). The personnel of an enterprise is the main (regular) composition of its employees. Personnel are the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production and constantly improve them. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.

Personnel strategy, according to V.V. Bustard, is a set of guidelines, directions, areas, methods and rules of activity in the field of management established “in accordance with the model for a certain (sufficiently long) period; it is a kind of “bridge” between theory and its practical implementation."

Izhbulatova O.V. notes personnel strategy as functional, derived from corporate strategy. First of all, this is the concept of working with personnel, the concept of the formation, use and development of human resources, derived from the business strategy of the organization. Personnel strategy, according to O.V. Izhbulatova, is the general line in working with personnel, which involves developing the composition and sequence of decisions made to achieve the goals set by the personnel management system; this is the plan for organizing its future in the field of personnel management. This means that the personnel strategy creates conditions for making decisions that satisfy both the enterprise and the organization’s personnel. With its help, it is determined how feasible the overall strategy of the organization is and what needs to be changed in working with personnel.

V. Maslov, by personnel strategy, means a programmatic way of thinking and management that ensures coordination of the goals, capabilities of the enterprise and the interests of employees. It involves not only determining the general course for organizing the activities of personnel, but also increasing the motivation and interest of all employees in its implementation. This is not only the development of a development program, but also the adoption and implementation of decisions designed for the future. Personnel strategy is also a complex of processes, phenomena and characteristics that reflect the priority of goals and growth dynamics, timeliness of actions, foresight, analysis of the consequences of management actions and innovations.

The essence of a personnel strategy lies in answering three critical questions:

* where the organization and its staff are located now;
* in what direction, in the opinion of senior management, personnel should be involved in accordance with the company's strategy;
* how personnel should develop in order to fulfill the company's tasks in the future.

Maslov V. argues that the strategy should not be known only to a narrow circle of top managers and should not be made public; nowadays preference is given to openly formulated policies. We agree with this author that in order to become real and effective, a strategy must be a matter not only of the company’s management, but also of all its ordinary employees.

The most complete definition of personnel strategy, in our opinion, is given by A.Ya. Kibanov. He presents it as a priority, qualitatively defined direction of action developed by the organization’s management, necessary to achieve long-term goals of creating a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities. The main features of the personnel strategy are Kibanov A.Ya. believes:

· its long-term nature, which is explained by the focus on developing and changing psychological attitudes, motivation, personnel structure, the entire personnel management system or its individual elements, and such changes, as a rule, require a long time;
· connection with the strategy of the organization as a whole, taking into account numerous factors of the external and internal environment, since their change entails a change and adjustment of the organization’s strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, management style and methods.

Thus, a personnel strategy is a purposeful activity to create a workforce that would best contribute to combining the goals and priorities of the enterprise and its employees.

The components of a personnel management strategy may include:

ь conditions and labor protection, personnel safety;

b forms and methods of regulating labor relations;

b methods of resolving industrial and social conflicts;

b establishing norms and principles of ethical relationships in the team, developing a code of business ethics;

b employment policy in the organization, including analysis of the labor market, the system of hiring and using personnel, establishing work and rest hours;

ь career guidance and adaptation of personnel;

b measures to increase human resources and make better use of them;

b improving methods for forecasting and planning personnel requirements based on studying new requirements for employees and jobs;

b development of new professional qualification requirements for personnel based on systematic analysis and design of work performed in various positions and workplaces;

b new methods and forms of selection, business assessment and personnel certification;

b development of a concept for personnel development, including new forms and methods of training, business career planning and professional advancement, formation of a personnel reserve in order to carry out these activities ahead of the time when the need for them arises;

ь improvement of the mechanism for managing staff labor motivation;

b development of new systems and forms of remuneration, material and non-material incentives for workers;

b measures to improve the resolution of legal issues of labor relations and economic activities;

b development of new and use of existing measures social development organizations;

b improving information support for all personnel work within the framework of the chosen strategy;

b measures to improve the entire personnel management system or its individual subsystems and elements (organizational structure, functions, management process, etc.), etc.

In each specific case, the personnel strategy may not cover everything, but only its individual components, and the set of these components will be different depending on the goals and strategy of the organization, the goals and strategy of personnel management.

An example of strategic goals when developing a personnel strategy can be:

· Meeting the organization's personnel needs for the next 5 years (both in quantitative terms and in relation to certain categories of personnel).
· Regulating the level of remuneration sufficient for the selection, retention and motivation of personnel at all organizational levels.
· Providing effective training and development programs to improve the skills of all personnel and create high dynamics of internal personnel rotation.
· Development efficient systems communication between management level and other employees, between departments and departments.
· Creation of mechanisms to combat the consequences of psychological perception of change.

Such strategic objectives can only be measured qualitatively. The choice of strategy is based on an analysis of all factors and determination of the most promising option. To make a decision on choosing one or another personnel strategy, it is necessary to understand their differences.

The personnel strategy of an enterprise allows you to determine priority areas of work with personnel for the successful achievement of long-term goals. In this article we will tell you how to develop a strategy.

From the article you will learn:

Related materials:

What is an organization's HR strategy?

In order to successfully exist and develop, any organization needs to plan its activities, not only for the next year, but also for a longer period. At the same time, in order to implementbusiness strategy, certain resources are needed, and first of all human ones. Developing a HR strategy is prerequisite for successful implementation organization development plans, especially if management intends to carry out a number of organizational or technological reforms.The personnel strategy must take into account all areas of work with personnel - from selection to dismissal - and be clearly aimed at implementing the strategic objectives of the organization's business development.

Purpose of HR strategy

The goals and objectives of the personnel strategy are to create integrity and harmony of all elements of the management system: professional policy, strategy, planning. Personnel policy helps to understand what kind of team needs to be created in the company, how to organize the work of all personnel in order to achieve all the assigned tasks and goals as quickly as possible. The organization's personnel development strategy is aimed at developing effective methods that will help to recruit and retain the necessary specialists and avoid high turnover.

When forming an individual strategy for an organization, strategic (long-term), tactical (medium-term) and operational (short-term) planning is simultaneously carried out. The professional development policy of the enterprise is the main component of the interconnected elements of the system effective management personnel.

What factors determine the personnel strategy of an enterprise?

The policy framework is determined by the following factors:

the operating environment of the enterprise;
main type of strategy;
level of development of planning;
open or closed form personnel policy.

Main features of the enterprise’s professional policy:

Long term perspective	Psychological attitudes are formed; a motivation system is being developed; increased attention is paid to all control systems, their development and adaptation to new conditions.
Relationship with overall strategy organizations	When the organization's strategy changes, the personnel strategy is revised; the structure and number of personnel are changed; management styles and methods are being revised; qualification and retraining methods are optimized; Selection requirements change.

What is the HR development strategy based on?

Policy professional development enterprise is based on taking into account the relationships with short-term and long-term objectives and plans of the organization. Documents on strategic plans, which contain a list of main tasks and ways to solve them through specific activities, allow you to specify issues of personnel strategy. If necessary, additional resources are involved, including human ones. The long-term strategic plan indicates the number of basic resources necessary to quickly implement the assigned tasks.

The development of a professional policy contributes to:

increasing competitiveness by effective use core potential;
strengthening advantages over competitors through the dynamic development of personnel, changing conditions of use and the formation of a highly qualified team;
identifying the main capabilities of staff for development, self-expression, and achievement of goals.

How to develop a HR strategy: a step-by-step algorithm

The sequence of the process of developing and implementing a personnel strategy consists of conducting a preliminary informative assessment of management functions and a number of other indicators through the use of a competitive profile. When assessing management success rationally apply expert methods. All other indicators are checked using comparative analysis. HR can develop a personnel strategy independently. It is enough to take 7 steps.

Step 1. Ask department and top managers how they assess the situation with personnel. Compose a questionnaire and ask managers for it. Don't ask too many questions. Five or six are enough. For example: “What percentage of employees of the total number of the department fulfilled the KPI for the year?”, “What percentage on average did the entire department fulfill the KPI?” From the answers you will understand how staff works efficiently. See how things are going with employee adaptation. You will find out What complaints do you have about working with staff? from the heads of the department.

Step 2. Collect data about the company’s personnel to understand what kind of people work for you. Combine all data into one file. You will see a clear breakdown of who works in the company. You will appreciate Are there any obvious excesses in the personnel structure?. For example, it would not be surprising if metallurgical company and in the machine-building holding, the staff consists mainly of men, and in the weaving factory - women. But if in a company where there is no such traditional link between professions and gender, either women or men strongly predominate, this is a reason for reflection.

What personnel data should be collected?

Step 3. Find out at what stage the company's strategy is now. Finding out what stage of development the company is at is necessary to understand what to focus on when working with personnel. Ask top officials about this. If it turns out that the company is at the first stage, then the business is being formed. The main task is to create a personnel management system, formulate corporate principles. If the organization has reached the second stage - growth, it is important to attract good staff and form a team. And when the company has reached the third stage - stable operation, it is time to develop standards and regulations and reduce staff.

Step 4. Find out how employees evaluate HR processes in the company. This way you will identify what demotivates people and reduces the employer’s reputation in their eyes. For this compile questionnaires for each area of HR work– selection, adaptation, motivation, training. A separate questionnaire is about working conditions. You can download a sample questionnaire.

Step 5: Conduct a SWOT analysis of your HR system. You indicate in the table opportunities and threats that exist in the external environment for the company. In addition, you formulate advantages and disadvantages in her internal environment. You already have enough information about this. You will analyze this data at the strategic session.

An example of a SWOT analysis of a personnel management system

How to Conduct a SWOT Analysis

Step 6: Prepare for the Strategy Session. Form a team of session participants. Invite managers of all levels and specialists with expert knowledge to it. Prepare your presentation, which you will present at the beginning of the session. Tell us what studies and surveys you conducted, what conclusions you drew, and provide numbers. Develop rules for participation. Indicate that everyone participates in the discussion and expresses their opinion.

Step 7. Hold a strategy session and create a draft HR strategy. The main tool for the session- SWOT analysis table. In the cells that are formed at the intersection of the “Opportunities”, “Threats” columns and the “Strengths”, “Weaknesses” rows, by the end of the session you should have a list of what needs to be implemented. This, in fact, is the HR strategy for a year, three or five years. The deadline is determined by you. Present the draft HR strategy to the CEO and board of directors. After it is approved, develop a work plan for its implementation. Indicate those responsible and deadlines. Place both documents on the corporate portal so that employees can study them. Inform heads of departments against signature. Those who participated in the strategy session will convey a positive attitude towards HR innovations.

An example of a plan for developing a personnel strategy at an enterprise

Download the full plan

Thus, the most important factors taken into account when developing a personnel policy is to take into account the level of fundamental problems:

differential control structures;
quantitative optimization of workers;
current development dynamics;
cost effectiveness;
long-term development dynamics;
adaptation;
promotion processes;
motivation;
social security;
corporate culture.

Personnel policy systems are part of the overall economic strategy of the organization. With the help of carefully designed systems, the overall performance of personnel and management efficiency are ensured. Professional policy and strategy have a general integration. The basic methodology of managing the function includes a consistent process of transition from emergency and ineffective management methods to integrity and efficiency. All this is aimed at solving long-term problems of the organization.

What is public professional policy?

Public professional policy takes into account general trends in business development. Depending on this, changes in methods of working with personnel are being worked out, the basic requirements for employees and management of their development are taken into account. An entrepreneurial business strategy is aimed at increasing competitiveness and the ability to occupy an appropriate niche in the domestic and global markets.

It is worth considering that any policy is most effective at the initial stage of the formation and development of an enterprise. In the future, it should be reviewed and modernized taking into account general trends in the market. A clear distribution of functions contributes to coordinated and efficient work. And creating an optimal staff and candidate base allows you to count on stability and economic growth.

Public personal policy is aimed at the dynamic growth of the company. When developing such a strategy, the specifics of attracting and retaining highly qualified specialists must be taken into account. Some organizations prefer to focus their efforts on developing their own human resources. This helps optimize costs, reduce total number personnel, make do with a minimum number of workers who perform job responsibilities with a greater degree of effectiveness.

How to plan a personnel strategy at an enterprise

external and internal incentives;
performance assessment in the short and long term;
making decisions on the rational use of external sources work force;
ensuring career growth;
job security;
investments in personnel;
development of principles of motivation.

Efficiency mark personal policy modern organization carried out with a certain cyclical development. It is impossible to plan such work in advance. It is necessary to take into account the specifics of the enterprise and the stability of the use of all developed methods.

Seven components of success or what is an effective personnel strategy

Please tell me where should I go from here?
“It largely depends on where you want to come,” answered the Cat.
“Yes, I almost don’t care,” Alice began.
“Then it doesn’t matter where you go,” said the Cat.
L. Carroll "Alice in Wonderland"

The human resource management function today is gradually beginning to move to a fundamentally new qualitative level - from solving operational problems to building a holistic, independent, orderly system that contributes to the achievement of the organization’s long-term goals. Understanding and developing a personnel strategy is the most important component of this system.

What is a personnel strategy? This is nothing more than a set of basic goals, principles and rules for working with personnel. At the same time, a full-fledged strategy clearly and unambiguously defines not only long-term HR goals, but also the main methods and directions for their implementation. Otherwise, she risks repeating the story of the famous joke about the strategist owl, who advised mice to turn into hedgehogs in order to get rid of the annoying fox.

I invite my fellow readers to consider seven simple recommendations that will help you formulate an effective strategy for your enterprise.

Often, when forming it, serious mistakes are made at the very beginning. And the first and most common is that they often begin to formulate a personnel strategy in isolation from the main corporate one. It is important to remember that the first is functional strategy, which should be aimed primarily at supporting the implementation of long-term goals and objectives of the company as a whole.

For example, if a company plans to actively develop and increase its market share, then as part of the personnel strategy, the main emphasis should be on creating a fast and effective technology for attracting and selecting personnel, its rapid adaptation, standardization of procedures for working with people, as well as on the development of corporate communications .

If a company has chosen a cost strategy, it should think about optimizing the cost of business processes, finding inexpensive labor, creating an effective and cost-effective personnel management system, etc.

On the contrary, when focusing on product quality, additional investments will most likely be required to hire highly qualified specialists, create a multi-stage system of continuous training, assess and ongoing monitoring of the quality of personnel, and create an innovative environment.

Another common mistake is that many companies, when forming their long-term strategy, do not take into account the need to rebuild the company's personnel strategy, or take it into account only in a truncated version. For example, having set themselves the task of restructuring the sales system from passive to active, they often start with changes in the organizational structure, while losing sight of the need to rebuild the system of selection, training and incentives.

Therefore, when developing a personnel strategy, it is necessary to take into account the mandatory interaction of all its “dimensions” and aspects. For example, if a company, when building its basic strategy focuses on the quality of services and maximum satisfaction of all client needs, it is necessary to review not only the organizational structure and quality management system, but also the system of training, assessment, material and non-material motivation, and the system of corporate communications. Otherwise, a contradiction will inevitably arise between what management says about the quality of service and what people are actually trained to do and what they are incentivized for.

Involving senior managers in the process of developing a personnel strategy is necessary not only to create a common understanding among the company's management of long-term goals and ways to achieve them. Similar collaboration It also allows you to achieve the optimal balance between the “practitioners” and “strategists” of the company, which is necessary to obtain effective results. And the involvement of key highly specialized performers who know all the intricacies of a particular technology and the situation on the labor market will make the strategy more “live” and accurate, and provide for all possible risks in it in advance.

Now, based on the company’s corporate strategy, one should begin to form a strategic “portrait” of the company’s personnel. To do this, you need to think about what the role of personnel will be in solving new problems, what competencies and skills will be needed in order to effectively implement what is planned.

Particular attention should be paid to the company's future organizational structure and business processes. Here you should formulate answers to questions about what organizational structure is the most effective for achieving strategic objectives, which new business processes will need to be created, and which efficiency will need to be improved.

Before you begin to formulate the goals and objectives of your HR strategy, you should conduct a thorough audit of your existing human resources. It is appropriate here to quote from the famous work of Jerome K. Jerome: “The plan may be a good one... but you just need to know where we are now.” First, analyze all available information about the company’s personnel and their qualifications. Critically review existing procedures and policies. Ask yourself whether they meet not only today's operational challenges, but also new strategic goals.

When forming a personnel strategy, it is necessary to take into account not only the personnel situation within the company, but also trends in the external environment. This includes the socio-economic and demographic situation in the country, tax legislation, and technical and economic trends that make it possible to change the requirements for personnel. Competition in the labor market, the availability of qualified personnel and their cost, etc. are also important.

To conduct a comprehensive and clear assessment of your organization, a simple but effective method– SWOT analysis (strengths – strengths, weaknesses – weaknesses, oppor-tunities – favorable opportunities, Threats – dangers). Focus on the strong and weaknesses company personnel. Consider existing problems with the qualifications and potential capabilities of workers.

You should also frankly answer questions about whether your current organizational structure is meeting your strategic objectives? Does the organization of business processes ensure the achievement of set goals? Is the company's business process map exhaustive or will it be necessary to create new business processes?

Based on the analysis, you should evaluate the potential of the company’s HR department by carefully analyzing the current directions of its activities, the quality of work and the competence of employees. We need to think about which areas of HR activities the department has succeeded in, and which areas of work need improvement. To do this, you can also conduct a COPS analysis (culture, organization, people, systems, personnel management systems). Formulate the state of current and desired affairs. Analyze what changes will need to be made to your HR system to ensure that strategic goals are achieved.

When the analysis of the current and desired situation has been carried out, attention should be paid to Special attention analysis of inconsistencies between them. By comparing the results of SWOT and COPS analyzes with the business strategy, identify the most important personnel problems, i.e. those that have a major impact on the implementation of the business strategy. In other words, try to understand how realistic it is to achieve your goals with the personnel at your disposal. Compose detailed list such "bottlenecks". Then rank the top staff issues by importance.

After the work has been carried out to analyze the current and the desired state of the human resource resource has been determined, and the highest priority bottlenecks have been identified, you can begin to formulate the goals and objectives of the personnel strategy.

Strategic goals and objectives are general directions that are a kind of bridge connecting the present state of affairs with the future, the real and the desired. In other words, the goals and objectives formulate what exactly should be done to bring the current state of the human resource to the desired state necessary to implement the chosen strategy. We repeat: the formulation of the goals of the personnel strategy takes place in open dialogue with top managers and key executives of the company.

As an example, I will give long-term goals of the personnel strategy retail network"Econika", ensuring the achievement of the overall strategy of the company.

2. Build a human resources management model based on increasing labor productivity at each workplace through the effective organization of business processes.

3. Ensure effective selection and adaptation of personnel for the Econika retail chain (taking into account the active regional development program).

4. Ensure the development of the company’s corporate culture in accordance with corporate values.

Once the goals are formulated, they can be decomposed into the level of tasks and specific activities. In other words, we need to formulate how you plan to implement your strategy. Moreover, the decomposition should be carried out enlarged. More detailed development of programs should be carried out outside the framework of the strategic document. All activities must be divided by year, and also have a preliminary cost estimate.

When the main part of the strategy is formulated, it is necessary to highlight external and internal risks that may arise during the implementation process. At the same time, it is important not only to identify potential risks, but also to select methods and tools for managing identified risks to reduce the likelihood of occurrence and minimize possible negative consequences.

The implementation of the personnel strategy includes two main stages: implementation of the strategy and control over its implementation, followed by coordination of all actions based on the results of control. The implementation stage consists of developing a plan for implementing the HR strategy, plans for detailed programs and activities within the framework of the set goals.

It should be remembered that external environment around us is constantly changing. Consequently, the strategy cannot be stationary and unchangeable. Therefore, it must be subject to constant monitoring and adjustment, and your HR management must be built precisely through the prism of a changing strategy.

A. Bednenko, HR Director of the Econika retail chain, Candidate of Psychological Sciences. Source otiss.ru/

Leadership and Management

Keywords:

1 -1

A personnel management strategy is a qualitatively defined course of action developed by the management of an organization that is necessary to achieve long-term goals of creating a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities.

The components of the personnel management strategy are given in table. 3.7.

Table 3.7 Components of a personnel management strategy

The formation of a personnel management strategy depends on a number of factors (Table 3.8).

Table 3.8 Main factors determining the organization’s personnel management strategy

The specifics of the implementation of the main functions of personnel management in accordance with the stages of the organization's life cycle are shown in Table. 3.9.

Table 3.9 Life cycle organization and human resource management

The process of forming a personnel strategy consists of several stages (phases). Most often, it is not carried out in a “pure” form, but is marked by many deviations, especially if it is carried out according to a resource-based model.

Rice. 3.5. Stages of forming a personnel strategy

At the first stage, a situational analysis is carried out, which has two main goals: 1) determining what human resources the enterprise has (enterprise analysis); 2) identifying its chances and risks in relation to personnel in comparison with competitors (environmental analysis). The central question that needs to be answered as a result of the situational analysis is: “What position does the enterprise currently occupy given the existing human resources?

Analysis of the enterprise, the result of which should be the realization of the first goal initial stage developing a personnel strategy is essentially an analysis of the personnel employed in it. It aims to research " human resources enterprises from the point of view of their presence in the organization and suitability for the implementation of strategic decisions.” A tool for such research can be the development of a “portfolio of human resources”: the enterprise’s employees are divided into four categories, for each of which a corresponding square is allocated in the matrix (Fig. 3.6).

Rice. 3.6. "Human Resources Portfolio"

“Stars” are considered the most valuable asset of the enterprise’s human capital - firstly, because the level of productivity of their work is already high, and secondly, because they also demonstrate potential in their further development. The abilities and capabilities of “Routine Workers” in achieving significant (maximum) results are limited by certain limits, which must be taken into account when setting goals and formulating tasks and, accordingly, in organizational expectations from the employee. “Problem employees” can be both managers and ordinary employees.

Their difference from other categories of personnel is the absolute recorded insufficiency of labor results and at the same time limited personal development potential. When implementing strategy in an organization, such employees pose a danger. Question marks are a group of workers who are united, on the one hand, by high potential performance at work, and on the other hand, by the achievements they demonstrate that qualify as “below existing capabilities.” Working with such personnel must include an in-depth situational analysis of the task at hand and thoughtful motivation to enable them to demonstrate their abilities to achieve organizational goals.

The distribution of employees by category and the analysis of quantitative indicators of the received shares show opportunities for development and improvement of personnel performance. The division of employees into performance categories should be carried out and analyzed in each of the formed groups.

Portfolio method

Portfolio method for valuation management personnel introduced American company General Electric Company (GE). The main goal was to find out to what extent managers, implementing their managerial behavior, are ready to implement a resource-oriented personnel strategy. The components of the assessment were such organizational values as inclusion (involvement) of employees; direct, personal communications, similar to contacts in small businesses; so-called borderless management, i.e. communication and cooperation, regardless of hierarchy levels or boundaries of areas of activity. This goal was determined due to the current situation in the company, which was characterized by the fact that “... some managers were unwilling or unable to move away from the habits of autocratic leadership and the role of “big whales” and embrace the values that they were trying to develop in the company.” .

As a result of the work, four types of managers were identified, subordinate to other managers, depending on whether they contribute to or hinder the implementation of organizational values. The first type included managers who involve their employees in decision making and share the company’s values. This type of behavior is progressive: the one using it management team represents the essence of organizational top management for the long term. The second type of manager does not accept suggestions from his subordinates and does not share the company’s values, so he does not stay in the company. Managers of the third type, on the one hand, generally share the company’s values, although not always, and on the other hand, sometimes they do not accept employee suggestions. This category of leaders “has a chance to improve.” Leaders belonging to the fourth type are characterized by good short-term results in their work and there is nothing to criticize them for. However, achievements are achieved through their authoritarian behavior, which is contrary to the company's values and can reduce the employees' readiness for long-term productive work. “The final test to back up words with deeds in the company was the decision to eliminate managers of the fourth type. This turning point was necessary: the only possible way for General Electric Company employees to be held accountable for their words, and in addition to maintaining traditional authoritarian relationships and functional casting, would learn to actively cooperate with each other."

The object of environmental analysis is, first of all, competitors - in this case, those human resources with which they are currently provided and in the future. The responsibility of specialists involved in personnel marketing is to compare the attractiveness of jobs for employees already employed in the organization (internal labor market) and candidates who intend to take the corresponding position in any enterprise (external labor market). The traditional tool for doing this work is to create a workplace attractiveness profile. With its help, it is determined which attractive factors when choosing an employer are important for applicants and what chances and risks are identified regarding the provision of human resources to the organization in the future. Carrying out subsequent internal (comparing the claims of candidates with the capabilities of the enterprise) and congruent (comparing the opportunities to satisfy the needs of candidates with the offers of competitors) analysis makes it possible to develop an action plan and ensure effective positioning of the enterprise in the labor market.

Analyzes of the enterprise and the environment collectively provide information about the weaknesses and strengths (production areas, the enterprise as a whole), chances and risks in the personnel area expected in the future (Fig. 3.7). Since situational analysis is the starting point for making further management decisions, then, according to experts, it should be carried out as carefully as possible and with all the necessary expenses.

Rice. 3.7. Profile of chances and risks in the field of personnel

At the second stage, goals are determined. First of all, the requirements imposed by the personnel strategy on the development of human resources in their qualitative and quantitative terms are examined. According to experts, when performing this study, strategy developers must determine what human resources are needed at the present time and in the designated future to ensure the desired ability to adapt in relation to the business strategy of the enterprise; implementation of which business strategy is possible with available personnel resources.

In accordance with the overall strategy of the enterprise, it is important to determine goals in the field of work with personnel:

– provide the necessary human resources to implement the enterprise strategy;

– ensure their further development in order to make it possible to implement other (relative to the present) strategies of the enterprise, etc.

When determining the goals of the HR strategy, the possibility of achieving them should be taken into account, based on the results of the situational analysis. Goals are achievable if the required human resources can really be provided to the enterprise within the planned period of time and in the required quantity.

The third stage of developing a personnel strategy is the need for development. Main goal this stage– variance analysis, which identifies the difference between the required potential of human resources and its actual state. Based on the deviation indicator, the need for personnel development is calculated and the so-called “field of activity” of the personnel strategy is determined, determined by the business strategy of the organization.

Depending on the combination of internal and external factors, target groups, and organizational units of the enterprise, different elements of the personnel strategy will be decisive. The different placement of central points in the personnel strategy (coordinated with the business strategy) is shown in Fig. 3.8.

Figure 3.8. Central target positions in personnel strategy

In a short-term “niche strategy”, the acquisition of know-how is carried out through external recruitment, short-term planning and little in-house activity in the sense of personnel development, which is central to the personnel strategy. In-house staff development in conditions of high quality short-term demands makes little sense.

When an enterprise builds stable product-market relations, on the contrary, the dominant orientations of the personnel strategy become the following:

– intensive personnel development in order to ensure the required competencies for long-term satisfaction of customer needs;

– long-term personnel planning to ensure that the enterprise will have the required human resources at its disposal in the future;

– intensive internal assistance to personnel so that the once created human resources potential is optimally used in the long term.

At the fourth stage of developing a personnel strategy, event planning is carried out. Here all target positions identified at the previous stages are specified and priorities are set. Areas of activity (“activity field”) are ranked in order to organize tasks according to the time they are completed. To carry out this work, an accurate schedule is required that contains the time horizon for carrying out the planned activities (such a plan should allow the answer to the question: “what needs to be done and at what time?”).

As part of the planning of events, the prerequisites for their implementation are formed and specific performers are identified. In addition, the development of the plan must be accompanied by appropriate justification from financial and human resources.

Event planning can be supplemented by a strategic human resources matrix (Table 3.10), which provides an overview of the directions of personnel strategy in relation to the tasks and stages of long-term development.

Table 3.10 Strategic Matrix human resources

Important in the implementation of a personnel strategy is verification, or monitoring of goal achievement.

During the formation of the strategic procedure, it is necessary to check whether the goals formulated at the second stage are valid and legal and whether the measures determined by them will be successfully implemented. Identified deficiencies must be eliminated through corrective measures. An analysis is also important and necessary, the result of which should be information confirming or refuting the fact that the chosen personnel strategy and the subsequent activities really lead to the creation of a personnel structure that contributes to the implementation of the goals defined by the organization’s business strategies.

Structures at all levels of the organizational hierarchy should take part in the process of forming a personnel strategy. “Developing people strategy is not a delegated task of management.” Line management not only participates in the development of personnel strategy, but also contributes to the implementation of tasks that implement the strategy in a planned time and with the adoption of operational decisions. At the same time, line managers must actively promote adaptation and increase responsibility, so that through the implemented personnel strategy, decisions are made strategic goals organizations.

The success of the process of forming a personnel strategy is also determined by regularly held targeted conferences, the obligatory delegates of which are representatives of the personnel service and line management. An important point is the participation in them also of representatives of the Enterprise Council and the workforce. At BMW, for example, instead of conferences during the formation of the personnel strategy, round tables were held, which were attended by specialized line managers; management and moderation functions were performed by the personnel service (Fig. 3.9).

Rice. 3.9. Systematic version of personnel management

A condition for the success of a personnel strategy is that it must cover all personnel management, performing functions implemented at the organizational level, as well as those related only to the personnel area. General Features- planning, conducting and managing work with personnel - allow us to determine, if possible, the most significant contribution to achieving organizational goals. The group of specialized functions implemented to carry out work with personnel includes employee benefits, time management, group dynamics, leadership and motivation, personnel monitoring

Let's consider some types of personnel strategies associated with corresponding entrepreneurial strategies. Let's start with the so-called competitive strategies, with the help of which the company fights for the buyer.

According to an American researcher M. Porter , three variants of strategies can be distinguished: leadership in low costs , differentiation and focus.

Strategy low cost leadership is most common today. It directs the company to receive additional arrived due to savings on fixed costs. Such savings result from maximizing sales volumes of standard consumer goods, which makes it possible to reduce prices and conquer new markets on this basis. The personnel strategy corresponding to it is ¾ attracting and retaining workers in mass professions of medium qualifications . In this case, there is usually no need to use highly qualified workers with creative potential. As for managerial personnel, administrative managers are apparently preferable here.

The essence of the strategy differentiation consists of the company concentrating its efforts on several priority areas where it tries to achieve superiority over others. Since these directions can be diverse, there are an infinite number of options for such a strategy in practice. An appropriate personnel strategy should, unlike the previous case, focus on staff narrow specialization and the highest possible qualifications, including scientists, researchers, and developers. Managers here are required to have leadership skills and entrepreneurial spirit.

Market focus strategy involves the company choosing one market segment and the implementation of one of the previous strategies on it. The corresponding functional personnel strategy will be one of those described above.

Strategies development as an object they have, first of all, potential and competitive advantages companies. Currently, it is customary to talk about four types: growth, moderate growth, reduction and combined strategies.

Strategy growth is inherent primarily in young companies, regardless of their field of activity, seeking to as soon as possible take a leading position, or those who are at the forefront NTP . They are characterized by constant and high rates of increase in the scale of activity. This strategy allows for increased competitive advantages companies, active penetration into new markets, diversification production, constant innovation. An example here is the company Microsoft, engaged in the development and production of computer programs.

The strategy of such companies in relation to human resources should be focused primarily on attracting highly qualified individuals with creative and entrepreneurial inclinations. The issue of staff retention does not always come to the fore, because the staff is often still in the process of formation.

The most important objectives of such a strategy should be:

¨ creation of an appropriate system of remuneration and incentives for employees;

¨ formation of a favorable moral and psychological climate conducive to creativity;

¨ constant professional development;

¨ providing opportunities for career and scientific growth.

Problems of retraining, social guarantees, retirement, etc. here have a subordinate meaning.

Strategy moderate growth is inherent in organizations that have their feet on the ground and operate in traditional areas, such as the automotive industry. Here, too, there is progress in most areas, but at a slower pace of ¾ several percent per year. In this case, rapid growth is no longer necessary and even dangerous, since in the event of unexpected difficult situations, significant inertia can make it difficult to overcome the crisis.

Orientation personnel strategies in this case, not only the attraction, but also the retention of personnel and the stabilization of personnel should be somewhat different compared to the previous ¾. The structure of the need for it is somewhat different: relatively fewer highly qualified persons and scientific workers are needed. For this type of company, the following become relatively more important:

¨ internal movement of workers;

¨ their retraining;

¨ strengthening social guarantees;

¨ organization of retirement (since they already employ a significant number of elderly people).

Strategy reductions the scale of activity assumes reorganization companies, getting rid of everything obsolete. The main directions of the personnel strategy in this case will be:

¨ in organizing mass layoffs and assistance in employment;

¨ stimulating early retirement while retaining the most valuable part of the staff that meets future working conditions;

¨ retraining of workers.

Issues of recruiting personnel, improving their qualifications, etc. are practically not considered here.

In practice, it most often occurs combined, or selective, a strategy that includes, in one way or another, elements of the previous ones. Within its framework, some divisions or market segments of the company are developing rapidly, others are developing moderately, others are stabilizing, and others are reducing their activities. Depending on the specific combination of these approaches, there will be an overall increase, an overall stabilization, or an overall reduction in capacity and scope. An appropriate HR strategy should contain, depending on specific situation elements of the three previous strategies.

By character implementation, three types of strategies can be distinguished: offensive, offensive-defensive (stabilization strategy) and defensive (survival strategy).

Typically, growth and moderate growth strategies are of an offensive nature, and an offensive-defensive ¾ combined strategy; purely defensive ¾ strategy of reducing activity.

The nature of the strategy is reflected in the requirements for management personnel. To implement the first type of strategy, entrepreneurial managers are required who are looking for unconventional ways of working. To implement the second type of strategy, prudent manager-administrators are preferable. The third type of strategy requires a unique combination of entrepreneurial and administrative inclinations, rigidity, allowing to save the company from collapse.

O. N. Gromova offers her vision of the relationship between the company's strategy and personnel management strategies.

1. To implement an entrepreneurial strategy with high degree financial risk In conditions of resource scarcity, quick response is required. Therefore, proactive, contactable, decisive, partner-oriented people are needed, for whom the selection of jobs is organized taking into account their interests, and the assessment of activities is based on specific results.

2. The dynamic growth strategy involves a long-term focus and is associated with a high degree of risk . It requires the involvement of workers with flexible problem-oriented thinking, their assessment on the basis of clearly defined criteria with an emphasis on the quality of work.

3. The profitability strategy, aimed at maintaining its current level, prioritizes short-term hiring, a strict approach to the selection and placement of personnel, evaluation based on current efficiency and quality of work, encouraging competition, and taking into account merit. It places emphasis on narrow specialization and high competence of workers in their field.

4. The elimination strategy is based on short-term hiring of highly specialized employees, strict formal evaluation, and merit-based pay. Staff development is limited here, and promotion is dependent on having the necessary skills.

5. The strategy of a sharp change in course requires internal redistribution of specialists, attracting missing ones on the basis leasing , their estimates based on the received financial results, attracting personnel to participate in management.

In general, the listed points are reflected in the table:

The HR strategies themselves form a single balanced system, but now a transition to strategic management staff.

To self-monitor your acquired knowledge, complete training tasks
from a set of objects to the current paragraph

Chapter 1.4. Personnel (human resources) planning

Concept and principles of personnel planning

Personnel planning(human resources), or in other words ¾ personnel planning, is the most important (although in most cases ¾ secondary, derivative) element common system planning organizations.

By using personnel planning defined:

¨ how many workers, what qualifications when and where necessary;

¨ what requirements are imposed on certain categories of personnel (for this purpose, professional qualification models of positions are used);

¨ how to attract the necessary personnel and reduce unnecessary ones;

¨ how to use personnel in accordance with their potential;

¨ how to ensure the development of this potential and improve qualifications;

¨ how to organize fair wages, motivation personnel and solve their social problems;

¨ what costs the activities will require.

Typically, personnel planning is carried out in the following stages:

¨ preparatory (career guidance, vocational selection, professional training);

¨ distribution (recruitment, selection and placement of personnel);

¨ adaptive.

Personnel planning, like planning in general, is based on a number of principles, i.e. the rules for its implementation:

1. Participation the maximum number of employees of the organization in working on the plan already at the earliest stages of its preparation (basic principle). When it comes to social events, this principle is unconditional; in other cases, its application is desirable.

2. Continuity due to the need permanent job With personnel , accompanying their movement, development, etc. Therefore, personnel planning is considered not as a single act, but as a regularly repeating process.

3. Continuity requires that everyone current plans were developed taking into account the fact that they will serve as the basis for drawing up future ones, and at the same time were based on the results of the previous ones.

4. Flexibility assumes the ability to change made personnel decisions in accordance with changing circumstances. For this purpose, so-called “cushions” are included in the plans, which, if necessary, provide freedom of maneuver within certain limits.

5. Coordination plans through their coordination and integration, caused by the unity and interconnectedness of individual parts of the organization. Coordination carried out horizontally, i.e. between departments of the same level, and integration¾ vertically (between higher and lower). They are necessary because often the same work can be performed by different departments, and therefore positions appear in them that duplicate each other.

6. Compliance with labor laws. For example, the need for workers cannot be accurately determined without taking into account the fact that certain categories have the right to reduced working hours, provision of additional and educational leaves, etc.

7. Taking into account the individual and collective psychology of workers. Without this it is difficult to plan career , advanced training, internal movements of people, etc.

8. Creation necessary conditions to implement the plan. For example, a plan for advanced training will remain on paper if it is not supported by the organization training center, drawing up programs, establishing contacts with educational institutions.

9. Maximum development of employees' abilities.

10. Consideration of economic and social impacts personnel decisions made in the company.

Since today personnel is a decisive factor in the activities of any organization, the effectiveness of personnel planning is indicated by the degree to which organizational goals are achieved.

Personnel planning is carried out using various methods, to which we now proceed.

Planning methods in working with personnel

The simplest planning method is budget.

The budget is a one-sided table reflecting either the receipt or distribution of some resources .

Personnel planning primarily uses working time budgets, source and distribution budgets human resources .

Another common planning method is balance.

Literally translated from French, the word “balance” means “scales”; in planning, there is a system of indicators that characterize the state of equilibrium in any constantly changing phenomenon.

Balance The method is based on the mutual linking of the resources that the organization will have within the planning period and the need for them.

If there are insufficient resources compared to the need, then a search is made for additional sources (attracting from outside or internal savings) to cover the deficit. The inability, for one reason or another, to solve the problem of shortage leads to the need to reduce consumption on the basis of either rationalization or mechanical reduction, with a corresponding decrease in final results compared to the expected level.

If resources are available in abundance, then we have to solve the inverse problem: expand their use or get rid of surpluses. In relation to personnel, the latter may be advisable, for example, in order to avoid paying extra wages.

The balance sheet method is implemented through the compilation of a system balances¾ material, cost and labor, which according to the time horizon can be reporting, planned, forecast, and according to purpose ¾ analytical and working.

Balance is a two-way budget table, on the left side of which the sources of resources are reflected, and on the right ¾ their distribution:

The table is based on balance equation: the sum of resource balances at the beginning of the period and their receipts must be equal to the sum of expenses (current consumption and external sales) and the balance at the end of the period.

At the same time, as such, equality between resources and their distribution is not the only goal of drawing up balance sheets. Important role Achieving an optimal structure of resources and their use plays a role here. This ensures the greatest efficiency of the organization.

In the balance sheet, resources are usually given by highlighting the main sources, which allows you to control their movement. The distribution of resources is carried out in such a way as to ensure the fulfillment of production tasks and obligations, to create the necessary reserves, and to implement certain programs.

When planning personnel, they are mainly used labor balances, reflecting labor movement And use of calendar time fund(they will be discussed in detail in the relevant sections).

So, balance of staffing needs determines for a specific period the general need for them both in general and in the context of individual categories And professions ; sources of satisfying this need; sources of attraction, forms and methods of necessary professional training.

In practice, the balance is developed as follows:

¨ technical services plan promising directions improvement of production and development of the organization;

¨ the planning service (labor organization) determines in this regard the need for personnel, down to each workplace;

¨ the personnel service calculates the balance of the total need for personnel, taking into account turnover, additional release, improvement of organization and technology; outlines the main and additional sources of satisfying this need; together with the economic service, evaluates the costs of recruiting personnel, paying intermediary services, training, retraining, advanced training; adjusts the balance if the situation changes.

Normative The planning method consists in the fact that the basis for calculating tasks for a certain period (and, accordingly, the basis for balances) is cost standards various resources (in our case, ¾ of working time, fund wages etc.) per unit of production. For example, the planned number of personnel can be obtained by comparing the planned production volume and the labor intensity of a unit of production.

To more clearly imagine the essence of this method, just take any recipe from a cookbook. It contains information about how much you need to take certain products (resource consumption rates) to obtain the desired dish (planned volume of production).

TO labor standards, used in personnel planning include production, time, service, and number standards. They are established for workers in accordance with the level of development of technology, technology, organization of production and labor.

In conditions of collective forms of organization and remuneration, such standards can be enlarged or complex. As certification is carried out, workplaces are rationalized, and new technology, technology, carrying out organizational and technical measures that ensure an increase in labor productivity, standards are subject to updating.

Standard time¾ is the amount of its costs for performing a unit of work by one or a group of persons of certain qualifications in given organizational and technical conditions. It is set in man-minutes, man-hours or man-days and includes:

¨ norms of preparatory and final time;

¨ norms of main and auxiliary time;

¨ time standards for organizational and technical maintenance of equipment and other production facilities;

¨ time standards for breaks due to technology and organization of production, for rest and personal needs.

The summation of time standards for individual operations gives complex time standard, characterizing its total expenses to complete the task.

When rationing manual and machine-manual work, the standards are based on time standards. This is the regulated time spent on performing individual production operations under normal conditions. This involves the use of advanced techniques and labor methods, modern equipment and the work of performers with the necessary qualifications.

Most time standards are established for workers whose activities are determined by the characteristics of the equipment and the nature of the organization. technological processes(mass, in-line, large-scale, single). The work of employees that does not contain creative functions (for example, a computer operator) can also be standardized.

Production rate¾ is the amount of work in natural units (pieces, measures, etc.) that must be completed per unit of time - ¾ shift, month, etc. by one or a group of workers of a certain qualification.

Standard of service¾ is the amount of work to maintain a certain number of objects over a given period of time under given organizational and technical conditions.

Number of people¾ is the number of employees of the relevant professional qualifications required to perform a certain volume of production and management work. With the help of such standards, the number of workers required to service equipment and workplaces is determined. A type of population norm is controllability rate (optimal number subordinates to one manager).

Standards may be established for an indefinite period pending revision or temporarily.

The normative planning method is used both independently and as an auxiliary method in relation to the balance sheet method.

Most often, the norms in an organization are individualized(in relation to individual departments and workplaces), however, there are also group, intended for the same type of workplace in various departments.

Standardization is carried out using reporting-statistical, experimental-production and analytical-calculation methods.

At reporting and statistical the results are compared with the time spent on obtaining them and on the basis of this their average norms are determined, which is a disadvantage of this method, because the real capabilities of people are not fully taken into account, and in fact any losses are legitimized.

Pilot production the standardization method is based on the timing of operations performed by the most experienced and trained workers, on the generalization and evaluation of the data obtained. This creates the necessary basis for calculating standards.

Finally, analytical and calculation the method of determining norms is based on physiological potencies human body, identified on the basis of special medical and biological studies.

The third group of planning methods consists mathematical-statistical, reducing to optimization calculations based on various types of models. The simplest models include statistical, for example, correlation, reflecting the relationship between two variables. Based on it, it is possible with a certain degree of probability to predict the occurrence of event B if the associated event A has occurred. With their help, for example, knowing average staff turnover , you can calculate their future number at the corresponding date.

Methods linear programming allow, by solving a system of equations and inequalities connecting a number of variable indicators, to determine their optimal values in mutual combination. This helps, based on a given criterion, to choose the most suitable option for functioning or development. control object ; for example, to ensure a distribution of workers that allows, on the one hand, to most fully serve all clients, and on the other hand, to do this with minimum costs. However, the possibilities of using this method in the field of personnel planning are limited.

The fourth group of methods used in personnel planning are ¾ graphic. With their help, for example, planning documents such as maps are drawn up functional responsibilities,proceduralogram, routing, work schedule for managers, functiogram, etc.

Personnel requirement planning

The planning process finds its logical conclusion in the plan. Plan called an official document that reflects:

¨ forecasts for the development of the organization and individual aspects of its activities (in this case, ¾ of the personnel);

¨ intermediate and final tasks facing it;

¨ coordination mechanisms current activities and resource allocation;

¨ emergency plans.

Personnel plans:

¨ complement and specify other types of plans and programs;

¨ ensure their implementation by personnel of the required number and qualifications at acceptable costs;

¨ allow you to effectively organize the hiring and promotion, professional training and development of employees;

¨ help reduce overall costs, etc.

It is customary to divide plans according to completion dates:

on long-term(over 5 years), representing a set of goals;

¨ medium term(from one to 5 years), existing in the form of various types of programs;

¨ short-term(up to a year), in the form of budgets, network graphs and so on. A type of short-term plans are operational plans, drawn up for a period from one shift to one month.

Let us consider the contents of a number of plans for staff and the procedure for their preparation using the example of a medium-term (2-5 years) personnel requirement plan.

Its basis is investment, production, sales plans, research programs, etc. The task of personnel planning here is to ensure the implementation of such plans by the necessary performers.

The first stage of human resource planning is the analysis of information about them for the previous 5 years, which concerns:

¨ objective characteristics of personnel (age, gender, etc.);

¨ its structure (distribution by skill level, length of service in the organization);

¨ list of tasks performed during the work process (what, when, why, where and how is done; who is responsible for people, material and financial resources; with whom the interaction is carried out);

¨ requirements for performers (experience, skills, special training, capabilities , physical data);

¨ loss of time (for reasons);

¨ tasks performed during work;

¨ nature of employment (full or part-time, temporary or permanent);

¨ duration of working hours and rest;

¨ degree of mobility;

¨ position replacement plan;

¨ operating mode (single-shift or multi-shift);

¨ the amount of basic and additional wages, bonuses;

¨ social payments;

¨ jobs (types, quantity, specifications);

¨ physical, economic, social working conditions, etc.

Requirements for personnel information are:

¨ simplicity (minimum required data);

¨ clarity (use of tables, graphs);

¨ unambiguity (no ambiguities);

¨ internal, external and temporal comparability;

¨ accuracy, efficiency of delivery.

The second stage of the cycle personnel planning is forecasting various options for the development of human resources in the future (release, additional needs, structure, as well as supply in the labor market). It is based on the results of the analysis and assessment of the current personnel situation carried out at the first stage.

Personnel forecasts are developed primarily in the form of a set of quantitative (point or interval) and less often ¾ qualitative indicators, as well as estimates of the probability of their achievement. In the simplest case, a forecast is a statement about the possibility or impossibility of a particular event.

In practice, several methods are used forecasting . The simplest of them is extrapolation, or projection into the future. Its essence lies in the automatic transfer to it of personnel development trends that existed in the past, for example, the pace and direction of changes in its number and structure. However, this method is only suitable for stable, controlled conditions that should not change in the foreseeable period, and requires studying the situation for at least a decade. If the operating conditions of an organization are expected to be unstable, but cause-and-effect relationships between events are still visible, more complex methods based on mathematical models can be used for forecasting.

Both of these types of forecasting are the essence genetic approach to him, with the help of which, based on knowledge of the past, current situation, the direction and pace of its change, we can draw an approximate picture of the future.

However, the future can be so uncertain that using a genetic approach may not provide reliable results. In this case, the method is used expert assessments. It is based on a comparison of specialist opinions about the prospects for personnel development and its main characteristics. This allows you to draw an approximate picture of the situation.

The method of expert assessments forms the basis normative approach to forecasting. Unlike the genetic approach, within the framework of which the future is derived step by step from the past, the normative approach allows you to immediately draw a ready-made picture of it, starting from which you can find the path along which you need to move towards it.

Let us give as an example the ability of a company to forecast certain aspects of its personnel situation:

Forecasts are supplemented by certain assumptions that the situation will develop this way and not otherwise, and assumptions fill the gap left by forecasts. When there is not enough material for conclusions, assumptions are used as an independent personnel planning tool.

A detailed description of sequential events, with a certain degree of probability leading to the predicted state of the control object or the possible consequences of the choice made, is called script. Multivariate forecasts involve drawing up several scenarios (optimistic ¾ in the hope of favorable conditions; realistic, based on normal, average conditions; pessimistic, suggesting that things could go very badly for the organization). The presence of three scenario options sets the framework within which deviations in the strategy are acceptable, based on a realistic scenario. In addition, multiple options create the basis for creative discussions that allow you to improve the script itself.

Actually planning personnel requirements includes determining:

1. Place and time of occurrence of personnel shortages (to identify them by department, the personnel service can send special questionnaires there).

2. Amounts of demand (gross and net) for labor resources:

¨ normative (when creating an enterprise or making organizational changes);

¨ current (to compensate for deviations from the norm);

¨ promising.

In this case, the need is considered in three aspects :

¨ quantitative (where, how much);

¨ qualitative (in which ¾ specialties, qualification groups);

¨ temporary (when).

When determining staffing needs, the first thing to determine is:

¨ is it necessary this work at all;

¨ whether additional employees are actually required to carry it out;

¨ is it possible to satisfy the need for them through the redistribution of workers, their internal movement, temporary transfer, combining functions, etc.

3. Possible options for meeting this need (for example, release, redistribution, advanced training).

4. The best alternatives .

5. List of additional activities.

The need for personnel is divided into general (total) and additional. General requirement equal to the number of workers required to solve the problems laid down in the plans and programs of the company, and is predicted based on their analysis.

The total need is determined according to the following scheme:

1. Staff positions, Total:

¨ positions occupied;

¨ newly recruited personnel (after training, after the army, etc.).

Current need or surplus of labor.

2. The need to replace workers due to:

¨retirement;

¨ conscription into the army;

¨ average fluidity ;

¨ average mortality rate.

The need for replacement in the future due to natural causes.

3. The need for personnel in connection with the expansion of activities.

4. The need for personnel in connection with the improvement of activities.

5. Release of personnel due to layoffs positions .

General need or surplus of personnel.

Additional need represents the difference between the total demand and the future forecast number of personnel at the beginning of the period by department, specialty, position, etc. It takes into account the development of the organization under the influence NTR , an increase in the scale of its activities, the need to replace practitioners, fill vacancies, and natural attrition. The calculation takes place both for the planning period as a whole and quarterly, since the listed processes are carried out unevenly.

Separately, it is necessary to take into account the need for workers of a new profile.

In addition, the operational need for personnel is determined, which comes from:

from production program;

¨ production standards;

¨ planned growth labor productivity ;

¨ work structure.

The following general methods for determining personnel requirements are distinguished:

The need for specialists is calculated in terms of:

¨ total size;

¨ level of education;

¨ certain specialties.

This makes it possible:

¨ determine the regulatory need for specialists;

¨ assess the level of provision with them;

¨ determine the level of use of specialists;

¨ resolve issues related to the selection, placement and retraining of personnel;

When calculating number of piece workers taken into account:

¨ labor intensity ;

¨ working time fund;

¨ level of compliance with standards.

When calculating number of temporary workers taken into account:

¨ service standards;

¨ population norms;

¨ difficulty of tasks;

¨ working time fund.

Need in employees in practice, it is determined by two methods: nomenclature and saturation.

Nomenclature method based on the organization’s activity plans, staffing, structure of management units, number and nomenclature of positions to be filled by specialists.

The nomenclature of positions reflects the level of qualifications and profile of specialists who should occupy these positions according to staffing table .

The staffing table contains general structure and the number of employee positions required to carry out planned management activities. The staffing table is a specific type of personnel plan.

It is signed by the deputy head of the organization (head structural unit) and approved by the first person; contains information about the names of positions, the number of employees of the relevant categories (staffing units) for each of them, about official salaries and their allowances.

Thus, the latter sets the quantitative characteristics of the personnel, and the nomenclature determines the qualitative ones. On this basis, it is possible to determine the need for specialists in the context of their individual groups for the planning period.

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