Conditions for developing a personnel management strategy. Formation of a personnel management strategy. resolve issues of regulation of labor relations with employees

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Free catalog of policies and procedures and material in HR strategy

How is the development of an organization's personnel management strategy carried out?

Development is carried out in 4 stages.

Diagnostics is being carried out.
Various situations typical for the activity of this enterprise are modeled.
A general management strategy is being developed.
The strategy is detailed in personnel processes, policies, procedures.

At the stage of diagnostics, all the factors that have or may have an impact on the activities and development of the enterprise are determined. It is difficult to cover each of them, so the most significant ones are selected. They are strategic, related to the internal and external environment of the enterprise.

Based on the selected strategic factors, specialists carry out the following work.

Possible threats from outside are analyzed external environment.
Various aspects of the organization, its strengths and vulnerabilities are studied.
Options are being developed that address the perceived problems.

All this becomes the basis for the formation of different options for personnel management strategies, among which the most effective is selected. Experts on strategic planning together with the top management of the company and the HR Director:

formulate goals and objectives to be solved using the selected personnel strategy;
are appreciated by the strengths and weak sides;
develop a phased implementation plan;
develop the main indicators and criteria for assessing the effectiveness of the personnel strategy.

Factors influencing the development of HR strategy

The development of a personnel management strategy is influenced by:

development prospects
market position
field of activity
the personality of the leader
enterprise size
availability and qualifications of specialists in the field of management;
personnel, their quantity and quality
organizational structure
history of the enterprise
legislative field.

This is a non-exhaustive list of factors that influence the implementation of management strategies. It is also important to consider the following points.

Are there mechanisms that allow the implementation of management strategies.
Is it possible to receive "feedback" from both the internal and external environment.
Is there an interaction between strategic, operational and tactical powers, the nature of the division between them.

In addition to this, the quality of the key points of the control system is taken into account: operational and tactical decisions, organizational structures, the financial condition of the organization itself and the already implemented methods of personnel management.

Methods for developing a personnel management strategy

Almost all methods in developing a personnel management strategy are reduced to a combination of:

theoretical analysis
intuition, experience and knowledge of best practices by strategic planners.

Can't be perfectly calculated or thought out overall plan, according to which techniques and methods of influencing human capital will be introduced. Even the most ideal strategy does not remain unchanged and requires adjustments due to changes in external and internal conditions.

Most often, traditional methods are used to develop a plan:

SWOT analysis by Kennot Andrews;
five forces of competition, typical strategies by Porter;
core competencies of Gary Hamel and Coimbatore Prahalad.

SWOT analysis has become a common truth for many managers for a comprehensive assessment of the enterprise. It makes it possible to:

identify the company's capabilities and threats to it
develop and implement a SWOT analysis matrix
pick the most effective methods personnel management
identify ways to implement management practices
build a management strategy taking into account the resources necessary for the implementation that are available.

The five forces model allows you to:

establish which sides of the company are strong and which are weak
find those areas where strategic changes promise the best results.

This model requires the following:

Find an advantageous position that best protects the company from the five forces of competition.
Predict the potential potential of the enterprise personnel.
Develop a strategy that will achieve the best performance.

Core competencies mean the company's ability to do something unique, which will allow it to occupy a leading position in comparison with competitors. This concept formed the basis of the strategy development method, which implies the following procedures.

Determination of what unique properties the team possesses, as well as the product or service being produced.
Assessment of personnel in terms of collective skills and competencies.
Focus on core competencies.

The end point of this method is to develop a leadership strategy that is most appropriate in the given setting and context.

Design principles

In order for the process of developing an enterprise personnel management strategy to produce a quality product, it must adhere to the following principles:

focus on long-term prospects
connection with the general strategy of the company and other areas of the company
systems approach
subsequence
financial justification of the strategy
observance of legality
the ability to change under the influence of external and internal factors.

The personnel management system at the enterprise is being developed for a long period. Forcing events or pursuing quick results can have a positive effect in the short term, but can cause negative consequences in the medium and long term. Errors in personnel management are very costly for the enterprise.

For example, a quick, unprepared transition to a strategy of tough personnel management can come back to haunt the company. The imposed restrictions and harsh penalties can immediately lead to a sharp increase in productivity, but in the future they become the main reason for the outflow of valuable workers and a sharp decrease in the quality and volume of production.

The development of a personnel management strategy should not be carried out in isolation from other areas of the company. To increase the efficiency of the enterprise, the organization's personnel management system must take into account the long-term development plans of the enterprise, its marketing strategy, and financial capabilities.

All introduced changes in the issue must be within the limits allowed by law. Actions in relation to employees that contradict the norms of labor law are unacceptable.

Any introduction and innovation must be justified from a financial point of view. The enterprise is aimed at making a profit, and if the costs of implementing any strategy will require colossal funds that “eat up” all the profit or even exceed it, there will be no point in its implementation. Each personnel innovation must ultimately increase the company's income and be financially justified.

The external and internal factors, numbers and data may change over time. This requires flexibility from the implemented system, the ability to change quickly and adapt to new conditions.

Examples of developing a personnel management strategy

The main thing that needs to be highlighted in the process of creating a system is its individuality for each enterprise. It is not at all necessary that it encompasses all the constituent elements of the company's activities. Only individual elements can be in the field of view of experts. It all depends on what goals and strategy are set for the organization itself and the personnel management system.

Example No. 1

The development of a personnel management strategy provides for:

hiring highly qualified engineers
instructing them to engage in research and development work.

Finding and attracting suitable employees will not be enough for the implementation of this policy of personnel management in the company. It is necessary to effectively use human resources and create conditions that prevented the outflow of engineers from the enterprise, did not allow staff turnover, and motivated them for long-term cooperation.

In this regard, a system and development strategy was developed, providing for the following.

Setting a set of tasks for engineers that corresponds to their potential and requires them to take initiative in making decisions.
Providing specialists with the opportunity to improve their professionalism.
A set of attractive incentives aimed at maximum retention of engineers in the workplace.

In this case, experts and employees of the HR department combined several components at the same time.

Search and attraction of engineers.
Distribution of tasks among staff.
Encouragement and development of employees, provision of appropriate working conditions.

To accomplish this task, a combination of human resources management tools was created that met the requirements of the chosen organization strategy.

Example No. 2

In order to increase profits, the management of a company often sets the task of raising the qualifications of its personnel. It may require the development of new lines of business, as a result of which employees must learn new professions. To ensure this task, a personnel management strategy is being developed, which takes into account the interaction of the following components:

HR policy for recruitment, selection and training of personnel
personnel administration;
organization production activities;
professional development of employees, personnel development;
incentive measures.

HR policy (employment) includes:

attracting personnel to the enterprise, taking into account their professionalism and qualifications;
encouraging employees to conclude long-term employment contracts(partly changing the labor market).

Employee administration (human resource management) implies:

involve personnel (human resources) in solving current tasks and problems;
receiving feedback from employees of the enterprise.

The organization of production activities means:

constant change of tasks, as a result of which employees expand the range of their skills;
distribution of tasks among personnel so that their implementation contributes to the improvement of professionalism and qualifications.
development of personnel rotation system and program career growth.

In addition, the introduction of bonuses and incentives for successful professional development supplemented the total wages and were stimulating and motivating factors.

Example No. 3

The company's management decided to manufacture products according to low prices... At the same time, it is planned to significantly increase production volumes. According to top managers, this will reduce production costs. In this regard, a new key moment- increase in labor productivity by 15%. For this, the following steps were envisaged:

Increasing requirements for applicants when hiring them, the testing system becomes more complicated, the most qualified and motivated ones are identified.
Increased communication among plant personnel to increase productivity.
Improved motivation, wages and incentives that take into account the increased intensity of work and high rates development of each individual employee.

Development of new strategy HR management has enabled the tech company to successfully increase labor productivity and reduce product prices.

HR strategy implementation

After developing a strategy, it can be recorded in a document (Roadmap). Typically Roadmap or Detailed project plan displays the following points:

Specific actions to be performed under the new system.
The time frame in which these activities need to be completed.
Officers responsible for execution depending on the governance structure.
The amount of financial, material and information resources.

As the planned activities are completed, the heads of departments submit reports, on the basis of which the progress on the implementation of the introduced personnel management system is monitored.

The personnel management strategy is a developedleadership of the organization, a priority, qualitatively determined onmanagement of actions necessary to achieve long-termgoals to create a highly professional, responsible and seamlessa strong team and taking into account the strategic objectives of the organizationnization and its resource potential.

The strategy makes it possible to link numerous aspects of personnel management in order to optimize their impact on employees, primarily on their labor motivation and qualifications.

The main features of the HR strategy are:

its long-term nature, which is explained by the focus on the development and change of psychological attitudes, motivation, personnel structure, the entire personnel management system or its individual elements, and such changes, as a rule, take a long time;

connection with the strategy of the organization as a whole, taking into account numerous factors of external and internal environment, since their change entails a change or adjustment of the organization's strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, style and management methods.

The HR strategy as a functional strategy can be developed at two levels:

for the organization as a whole in accordance with its overall strategy - how functional strategy at the corporate, corporate level;

for individual spheres of activity (business) of a diversified, diversified company - as a functional strategy for each business areas, corresponding to the goals of this area (for example, if a large electrical company is engaged in the production of aircraft engines, military electronics, electrical equipment, plastics, lighting devices, then a personnel management strategy is developed for each area of production, since they differ in staff structure, requirements for qualifications and professional training, teaching methods and other issues).

In the context of strategic management, qualitative changes are taking place in the field of work with personnel. They consist in the fact that within the framework of traditional directions of personnel work, strategic aspects are acquiring increasing importance.

Components of HR strategy are :::

working conditions and labor protection, personnel safety;

forms and methods of regulation of labor relations;

methods of resolving industrial and social conflicts;

establishment of norms and principles of ethical relationships in a team, development of a code of business ethics;

employment policy in the organization, including the analysis of the labor market, the system of recruiting and using personnel, the establishment of work and rest hours;

vocational guidance and adaptation of personnel;

measures to build human resources and make better use of them;

improvement of forecasting and planning methods for personnel requirements based on the study of new requirements for workers and workplaces;

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

new methods and forms of selection, business appraisal and certification of personnel;

development of a personnel development concept, including new forms and methods of training, planning a business career and professional and service promotion, forming personnel reserve for the purpose of advanced implementation of these activities in relation to the timing of the emergence of the need for them;

improvement of the mechanism for managing labor motivation of personnel;

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

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

development of new and use of existing measures of social development of the organization;

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

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

The personnel management strategy can be either subordinate to the strategy of the organization as a whole, or combined with it, representing a single whole. But in either case, the HR strategy is guided by a specific type of corporate or business strategy (business strategy). The relationship between the strategy of the organization and the strategy of personnel management (with its components) is shown in table.

Relationship between organizational strategy and personnel management strategy

Organizational strategy type

HR strategy

Components of HR strategy

Entrepreneurial strategy

Accept projects with a high degree financial risk, the minimum number of actions. Resource satisfaction of all customer requirements. The focus is on the quick implementation of immediate measures, even without appropriate elaboration

Search and attraction of innovative workers, proactive, contact, with a long-term orientation, ready to take risks, not afraid of responsibility. It is important that the key employees do not change.

Selection and placement of personnel: finding people who are able to take risks and bring the matter to the end

Rewards: Competitive, unbiased, and where possible suit the tastes of the employee.

Assessment: based on results, not too harsh.

Personal development: informal, mentor-oriented.

planning of movements: in the center - the interest of employees.

Selection of a workplace that meets the interests of the employee

Dynamic growth strategy

Less risk. Constantly collating current goals and building a foundation for the future. The organization's policy and procedures are recorded in writing, since they are necessary here both for stricter control and as the basis for the further development of the organization.

Employees must be institutionalized, flexible in a changing environment, problem-oriented, and work closely with others.

Selection and placement of personnel: finding flexible and loyal people who can take risks

Rewards: fair and impartial.

Assessment: Based on clearly defined criteria.

Personal development: emphasis on the qualitative growth of the level and area of activity.

Relocation planning: taking into account the real possibilities of today and the various forms of career advancement.

Profitability strategy

The focus is on maintaining the current level of profits. The financial effort is modest, perhaps even a termination of employment. The management system is well developed, there is an extensive system of various kinds of procedural rules.

Focuses on the criteria of quantity and efficiency in the area of personnel; terms - short-term; results - with a relatively low level of risk and a minimum level of organizational commitment of employees.

Selection and placement of personnel: extremely tough

Rewards: Based on merit, seniority and intra-organizational perceptions of fairness

Assessment: narrow, result-oriented, carefully thought out

Personal development: emphasis on competence in the field of assigned tasks, experts - in a narrow field.

Liquidation strategy

Sale of assets, elimination of opportunities for losses, in the future the reduction of workers - as much as possible. Little or no attention has been paid to bailout efforts as profits are expected to fall further.

Focuses on the need for workers for a short time, narrow focus, without much commitment to the organization

Recruitment - unlikely due to downsizing

Pay: merit-based, slowly growing, no additional incentive.

Assessment: rigorous, formal, based on management criteria.

Development, learning: limited, need-based.

Promotions: Those with the required skills have the opportunity to promote.

Cycle strategy (cyclical)

The main thing is to save the enterprise. Measures to reduce costs and personnel are carried out with the aim of surviving in the near future and gaining stability for the long term. The morale of the staff is rather depressed.

Employees must be flexible in the face of changes, focus on big goals and long-term prospects.

Diversified workers are required.

Payment: incentive system and merit checks.

Assessment: by result.

Training: great opportunities, but careful selection of applicants.

Promotion: various forms.

The process of developing and implementing a strategy is continuous, which is reflected in the close relationship between the solution of strategic tasks both in the long term and in the medium and short term, i.e. their solutions in the context of strategic, tactical and operational management. Such concretization of the personnel management strategy and bringing it to strategic objectives and individual actions is embodied in strategic plan- a document containing specific tasks and measures for the implementation of the strategy, the timing of their implementation and responsible executors for each task, the amount of necessary resources (financial, material, information, etc.).

The tasks of some components of the personnel management strategy in the context of strategic, tactical and operational management are presented in table.

Tasks of the main components of the personnel management strategy in the context of strategic, tactical and operational management

Period and type of management	Components of HR strategy
Period and type of management	Selection and placement of personnel	Rewards (salary and bonuses)	Personel assessment	Staff development	Promotion planning
Strategic (long term)	Determine the characteristics of the workers required by the organization in the long term. Predict changes in the internal and external environment	Determine how labor will be paid during the period under consideration, taking into account the expected external conditions. Align these decisions with the capabilities of your long-term business strategy.	Determine what exactly needs to be assessed in the long term. Use various means of assessing the future. Give a preliminary assessment of your potential and its dynamics.	Assess the ability of the existing staff to reorganize and work in new conditions necessary in the future. Create a system for forecasting changes in the organization.	Build a long-term system that provides the necessary combination of flexibility and stability. Link it to your overall business strategy.
Tactical (medium term)	Select the criteria for the selection of personnel. Develop a labor market action plan.	Develop a five-year plan for the development of the employee compensation system. To work out the issues of creating a system of benefits and bonuses.	Create a well-grounded system of assessments of current conditions and their future development.	Develop a general personnel development management program. Develop measures to encourage self-development of employees. Work through the questions organizational development	Determine the stages of promotion of employees. Align the individual aspirations of employees with the objectives of the organization.
Operational (short term)	Make up staffing table... Develop a recruitment plan. Develop a scheme for the movement of workers.	Develop a remuneration system. Develop a bonus system.	Create an annual employee assessment system. Establish a day-to-day control system.	Develop a system of advanced training and training for employees.	Ensure the selection of suitable employees for individual workplaces. Plan the next personnel movements.

The strategy in the field of personnel should help to strengthen the organization's capabilities (in the area of personnel) to resist competitors in the relevant market, to effectively use its strengths in the external environment; enlargement competitive advantages organization by creating conditions for the development and effective use labor potential, formation of qualified, competent personnel; full disclosure of the staff's abilities for creative, innovative development, in order to achieve both the goals of the organization and the personal goals of employees.

The development of a personnel management strategy is carried out on the basis of a deep systematic analysis of external factorsher and the internal environment, as a result, a holistic concept for the development of personnel and the organization as a whole can be presented in accordance with its strategy. The external environment includes the macroenvironment and immediate environment organizations with targeted influence and contacts with the personnel management system. The factors by which the analysis of the external and internal environment is carried out to develop a strategy for personnel management are presented in table.

External and internal factors affecting the development of a personnel management strategy


External environment: macroenvironment	Factors of an international nature (military tension, scientific activity, etc.). Political factors (political stability, activity of social and trade union movements, criminal situation in the country). Economic factors (trends in changes in economic ties, average annual inflation rates, the structure of the distribution of incomes of the population, tax indicators). Socio-demographic factors (life expectancy of the population, standard of living, fertility and mortality, infant mortality as a percentage of fertility, population structure by indicators, migration, etc.). Legal (labor and social security regulation). Environmental. Natural and climatic. Scientific and technical. Cultural
immediate environment	The local labor market, its structure and dynamics, Competitors' personnel policy. Market infrastructure (the degree to which the organization's needs for resources are met and the state of market structures). Monitoring environment(quality of the external environment). Healthcare (capital-labor ratio, qualifications, etc.) Science and education (the level of education of the population, the novelty of scientific developments, etc.). Culture (the degree of satisfaction of the needs of the population in cultural and similar objects). Trade. Catering. Transport and communications. Suburban and agriculture. Construction and housing and communal services. Household supplies
Internal environment	Principles, methods, management style. Human resources of the organization. Personnel structure. Staff turnover and absenteeism. Staff rotation rate. The structure of knowledge and skills of personnel. Workload of workers. Labor productivity. Social protection measures. Organization finances. The level of organization of production and labor. Prospects for the development of technology and technology in the organization. Organizational culture. The level of development of the personnel management system, etc.

As a result of the analysis of the external and internal environment using the method SWOT(CBOT) identifies the strengths and weaknesses of the organization in the area of personnel management, as well as the opportunities it has and the threats to be avoided.

Revealing strengths and weaknesses reflects the self-esteem of the organization and allows it to compare itself with the main competitors in the labor market and, possibly, in the sales market. The assessment can be carried out on individual indicators and functions of personnel management using the so-called competitive profile. The assessment of individual indicators is carried out by the method comparative analysis, and management functions - by the expert method.

The strengths and weaknesses of the organization in the area of personnel, as well as threats and opportunities, determine the conditions for the successful existence of the organization. Therefore, within the framework of strategic personnel management, when analyzing the internal environment, it is important to identify which strengths and weaknesses individual areas of personnel management and the personnel management system as a whole have.

Thus, a personnel management strategy can cover various aspects of an organization's personnel management: improving the structure of personnel (by age, category, profession, qualifications, etc.); optimization of the number of personnel, taking into account its dynamics; improving the efficiency of personnel costs, including salaries, remuneration, training costs and other cash costs; personnel development (adaptation, training, career advancement); measures of social protection, guarantees, social security (pension, medical, social insurance, social compensation, social, cultural and welfare, etc.); development of organizational culture (norms, traditions, rules of behavior in a team, etc.); improvement of the organization's personnel management system (composition and content of functions, organizational structure, personnel, information support, etc.), etc.

When developing a personnel management strategy, the achieved, prevailing level in all the indicated areas should be taken into account and taking into account the analysis of the external and internal environment of the organization and the factors affecting their change, as well as taking into account the strategy of the organization as a whole, the level should be determined, the achievement of which will make it possible to implement organization strategy.

At the same time, the task of developing the necessary strategy for personnel management can be so difficult due to the lack of financial, material, intellectual resources, the level of professionalism of managers and specialists, that it will become necessary to establish priorities for choosing the necessary directions and components of the personnel management strategy. Therefore, the criteria for choosing a strategy can be the amount of resources allocated for its implementation, time constraints, the availability of a sufficient professional and qualification level of personnel, and some others. In general, the choice of strategy is based on strengths and the design of activities that enhance the organization's ability to compete through a workforce advantage.

The effectiveness of the functioning of the integrated personnel management system of the enterprise is legitimately considered as part of the effective activity of the enterprise as a whole.

The main stages of the formation and development of the company's human resources are shown schematically in Figure 1.

Figure 1 - Stages of formation and development of human resources

enterprises

In a market economy, a sine qua non successful work each enterprise is the choice and use of strategies for managing its own personnel. In this case, it is necessary to take into account the specific market for the sale of goods (services), the specialization of the enterprise, its potential, the type of employment, the development and implementation of new technologies and a number of other factors.

The term "Strategy" literally translated from Greek (strategos) means the art of the general.

Strategy in general view Is a program of action for the future to ensure survival and development. It is expressed in the search for the most effective options for the commissioning of resources (capital, labor) in accordance with the main goals of the organization and taking into account the market situation both now and expected in the future.

The goal of the strategy is to achieve long-term competitive advantage that enables the organization to generate sustainable profit and ensure profitability. In modern conditions of global competition and the acceleration of scientific and technological progress, organizations are under constant pressure from competitors, which forces them to improve products or services, expand their range, optimize production and management processes. Therefore, modern companies are in a state of constant change, the speed of implementation of which depends on the success of the company.

The key to mastering innovative management lies in the effective use of available human resources, and this can only be achieved if personnel management is part of the overall development strategy of the organization.

Analysis of literary sources and practical activities made it possible to distinguish three approaches to the classification of enterprise personnel management strategies, related to:

The development of the enterprise and its general strategy;

Management philosophy and personnel policy;

Separate elements (mission of the enterprise, type of workforce, management functions, etc.).

According to the first approach, the most common is the classification of personnel management strategies depending on the type of general strategy of the enterprise. Within this approach, the HR strategy focuses on a specific type of corporate or overall strategy of the organization.

However, different scientists use different classification signs of general strategies, predetermine the selection different types HR strategies.

So, J. Ivantsevich and A.A. Lobanov distinguishes between the following five types of organization strategies: entrepreneurial, dynamic growth strategy, profitability strategy, liquidation and cyclical strategy.

1) entrepreneurship strategy - it is chosen by organizations that seek to develop new areas of activity. In such organizations, there is an intensive replacement of existing personnel with new, usually young, workers - innovators. The system of labor motivation sharply individualizes and is directed towards the development of individual capabilities of the individual;

2) a dynamic growth strategy - its basis is the modification of the goals of the organization's activities, balancing between changes and stability. It combines the preservation and development of existing human resources with the selection of highly qualified workers for key positions that provide modernization of the organization. The reward system is based on a combination of individual and group incentives.

3) profit strategy - it is used by stable organizations that have a well-developed mechanism of activity, qualified personnel with potential development opportunities. They have not observed significant personnel changes, only those specialists are involved in the competence of which there is a need. Incentives for employees are stable and balanced within the professional and qualification groups;

4) liquidation strategy - it is used by organizations balancing on the brink of bankruptcy. Its signs are an intensive reduction in the number of employees, different ways minimization of staff costs (transition to incomplete working week, shorter working hours, unpaid leave, internal movements of workers, etc.). Recruitment of new employees is not carried out, and incentives are carried out within the limits of official salaries;

5) strategy of changing the course - this strategy is effective when a stable working organization begins to struggle to increase profitability, develop a new or expand an existing market. This is associated with the creation of new jobs, intensive internal movement of workers and the recruitment of qualified specialists from outside, tangible changes in the system of incentives for workers (the most dramatic - in the direction of changing the course). Its use is justified when it is necessary for an organization to get out of a crisis state by changing the course. Under such conditions, the personnel management strategy is to consolidate personnel, within certain limitations of the incentive system, until the organization achieves stable results.

However, it should be noted that this classification HR management strategies do not sufficiently take into account the conditions and environment of the enterprise in the market, its potential, competitive advantages and goals of activity.

In general, according to the first approach to the classification of enterprise personnel management strategies, when identifying their types, scientists are based on the general directions of enterprise development (corporate strategy, marketing strategies, stages of development (life cycle), etc.). This does not take into account the influence of personnel policy and management style on the corresponding type of enterprise personnel management strategy and options for its implementation through a set of personnel management functions, as well as motivational measures in relation to its personnel.

Proponents of the second approach to classifying personnel management strategies distinguish between their types in accordance with the philosophy of management and types of personnel policy of the enterprise.

According to the philosophy of management, scientists classify the strategies of enterprise personnel management in works into three types:

1. Taylor's (corresponds to the type of person "X", model D. McGregor);

2.integrated (corresponds to the type of person "Y")

3. Japanese.

According to Taylor's strategy for personnel management, preference is given to less qualified, but efficient workers, equated to the role of a tool.

An integrated strategy is the opposite of Taylor's and involves the attraction of highly skilled workers and the development of personnel.

The Japanese HR strategy is based on a system of lifelong recruitment, on-the-job training and systematic staff rotation.

When implementing such strategies, attention is focused on four of its components (employment policy and guarantees, organization of work and professional development of workers). At the same time, due importance is not attached to motivational activities.

In general, according to the second approach to the classification of personnel management strategies, the expediency of using the personnel management strategy at a certain point in the development of the enterprise has not been established. In addition, the influence of the workforce and its characteristics in the decision-making process, as well as the existing type of leadership style, are not taken into account.

In the third approach, the classification of personnel management strategies is based on various elements: the mission of the enterprise, the type of workforce, management functions, etc.

Depending on the mission of the enterprise, the classification of strategies for managing its personnel is given in the works of such scientists as

IN AND. Gerchikov, I.B. Gurkov, O. I. Zelenova, A.A. Mutovin. They identify 6 types of personnel management strategies that correspond to the main component of the overall strategy of the organization - its mission (profit, customers, work, employees, development, territory). In this case, the difference in the types of personnel management strategies consists mainly in the perception and positioning of the employee as a resource, an active communicator, a specialist in this case, a person (partner), a source and means of development.

According to the types of labor collectives, the Russian scientist G.B. Kleiner. This author identified 6 types of collectives of workers, which correspond to the strategy of personnel management. With this classification, the difference between the types of personnel management strategies lies in the role of the leader (significant or insignificant) and the relationship between team members (rivalry, indifference, cooperation).

Within the framework of the third approach, in addition to the classifications of personnel management strategies discussed above, in the scientific literature on strategic management and personnel management, researchers propose to distinguish their types by the time period (short-term, medium-term, long-term), the number of criteria (single-criteria, multi-criteria), decision-making methods (intuitive, based on considerations, based on a rational procedure), by the nature of resources (external, internal ), by the nature of the strategy (real, pronounced), etc.

In general, according to the third approach, the classification of personnel management strategies is narrowly focused. At the same time, the main directions of development of the enterprise, its potential and production capacity, the level of qualifications of personnel, etc. are not taken into account.

The analysis of the considered approaches to the classification of enterprise personnel management strategies allows us to draw the following conclusions:

Firstly, all the listed classifications of personnel management strategies exist and are used separately from each other, that is, there is a disorder of their features;

Secondly, the relationship between separate types HR strategies;

Thirdly, there is no hierarchical representation of them, that is, the main and secondary signs of the classification of strategies are not highlighted.

enterprise personnel management.

In today's highly competitive environment domestic enterprises must be competent in their field of activity, which will ensure a sufficiently high level of their competitiveness. Ensuring a sufficient level of competitiveness in strategic perspective possible under the condition not so much constant improvement, search for new, use the latest technologies and methods of organizing production and management, how much training of personnel who have unique knowledge and experience in this area.

In the process of developing a personnel management strategy for a competent organization, it is necessary to take into account its key competencies, i.e. capabilities that shape the distinct features of an organization, are difficult to replicate, and meet the primary needs of customers and enable entry into a variety of markets.

When developing a development strategy, a competent organization should rely not only on those competencies that it already has, but also provide for their further development or mastering new competencies. Since the bearers of key competencies are employees of the organization who accumulate diverse (technological, organizational, communicative, etc.) experience, then when developing a strategy, an organization should be aimed at developing key competencies, which implies, first of all, a system of personnel development as a bearer of key competencies.

Thus, we can conclude that when forming a strategic set of a competent organization, the personnel management strategy should decide a decisive role and be integrated with the general strategy and other strategies of the enterprise.

Development methodology and procedure for assessing the effectiveness of the personnel management strategy

Development problem methodological approach to determine the indicator for assessing human resources is important for various business entities, including for state and municipal management structures.

The proposed method for determining the level of personnel potential by components is based on the need to take into account the following:

1) determination of the list of components of the personnel potential of the enterprise;

2) the rationale for the choice of the sample and the possibility of modeling personnel

potential that would be as close as possible to the needs of a business entity (ideal human resources) based on the theory of desirability;

3) orientation when comparing components not at the average level, but at

desired;

4) ensuring the analysis of components that have a beneficial effect on human resources, and components that reduce its level, in order to develop a set of measures to eliminate their negative impact.

Evaluation of the chosen strategy is mainly carried out in the form of an analysis of the correctness and sufficiency of taking into account the main factors that determine the possibilities of implementing the strategy when choosing a strategy. The procedure for evaluating the chosen strategy is ultimately subordinated to one thing: whether the chosen strategy will lead to the achievement of the firm's goals. And this is the main criterion for evaluating the chosen strategy. If the strategy is consistent with the goals of the company, then its further evaluation is carried out in the following areas.

Compliance of the chosen strategy with the state and requirements of the environment. It checks to what extent the strategy is linked to the requirements of the main subjects of the environment, to what extent the factors of market dynamics and the dynamics of the development of the product life cycle are taken into account, whether the implementation of the strategy will lead to the emergence of new competitive advantages, etc.

Compliance of the chosen strategy with the potential and capabilities of the firm. In this case, it is assessed how the chosen strategy is linked to other strategies, whether the strategy corresponds to the capabilities of the personnel, whether the existing structure allows the strategy to be successfully implemented, whether the program for implementing the strategy is verified in time, etc.

The acceptability of the risk inherent in the strategy. The assessment of the justification of the risk is carried out in three directions:

Are the assumptions underlying the choice of strategy realistic;

What negative consequences for the company can the failure of the strategy lead to;

Does the possible positive result justify the risk of losses from failure in the implementation of the strategy?

The proposed method for determining the level of personnel potential of an enterprise is based on the following principles:

Human resources are characterized by a set of components that determine its suitability for use in specific conditions;

Conducting an assessment of human resources on indicators important for management;

The competitive advantages of human resources should be long-term, i.e. be forward-looking.

It is proposed to assess the level of the personnel potential of the enterprise in the following stages:

1. The first stage is the study of the external environment, which involves the collection and analysis of information, as well as the assessment of opportunities and threats.

2. Selection of the list of components for assessing the level of human resources.

The components for the assessment should reflect those properties of human potential that are related to it from the side of management and can be measured.

On the basis of the general nomenclature of human resources components, each manager must form a list of them specifically to assess the level of human potential of his business entity, based on the requirements of the analysis of its management.

To solve this problem, they conduct a questionnaire survey of enterprise managers or a survey of experts who are specialists in this field.

Determining the components that are primarily of interest to the management and determine the level of human potential and the possibility of achieving the goals of the enterprise is the first step to assessing the degree of this satisfaction and comparing the human potential of various enterprises with each other for each component separately and in aggregate.

3. At this stage, the analysis of the components of the personnel potential of the enterprise is carried out in order to determine the trends of their change and to identify the strengths and weaknesses.

The development of a comprehensive methodology for the analysis of human resources revealed the need to build a system of indicators classified in relation to a specific feature.

In the process of developing and testing the methodology for analyzing human resources, the indicators that characterize them are classified into primary, secondary and integral.

Primary indicators refer to the system of labor indicators, characterize the quantitative and qualitative components of human resources, are determined by calculation or are normative.

Secondary indicators are built separately for each of the components of the quality of human resources in order to obtain a group indicator. Secondary indicators are the basis for adoption management decisions and for a comprehensive assessment of the level of human resources (determination of the integral indicator). In further studies of human resources, it is the secondary indicators that are of great importance. The more flexible and meaningful they are, the more likely it is to achieve their goals based on them.

An integral indicator can include primary, secondary and both types of indicators and refer to any set of workers, structural unit and the entire enterprise. In the study, the integral indicator is the value of the desired and actual level of human resources

4. Determination of the level of the personnel potential of the enterprise by components: vocational qualification, labor, personal, psychological and physiological. Assessment of the level of personnel potential by components is carried out for all indicators characterizing the main components of a particular component.

5. Determination of the integral indicator of the level of the personnel potential of the enterprise, taking into account its components.

This indicator gives a complex (integral) characteristic of the level of human resources, which takes into account all the components.

The main criteria for assessing personnel management of a state body can be the following:

1) staffing level;

2) quality level qualification requirements(of Education);

3) staff turnover;

4) rotation of personnel "center-region", "region-center";

5) training and development of personnel;

6) the level of corruption;

7) satisfaction of civil servants with work in government agency;

8) the level of development of the personnel management system in the state body.

For each of the above criteria, indicators are determined, in accordance with which points are assigned. The weighted values of the criteria and indicators are presented in Appendix 2. Let us dwell in more detail on the assessment of each criterion proposed in the methodology.

Assessment according to the criterion "staffing of the state body" is determined according to the following indicators:

Share of man-days vacancies;

The proportion of man-days during which the positions were not occupied due to illness of civil servants and for other reasons.

The assessment is carried out on the basis of the analysis of analytical information provided by central government bodies. The assessment takes into account the data of monitoring reports on the state of personnel on the number of civil servants.

K1 = P1 + P2 (3)

К1 - assessment of the state body according to this criterion;

Р1 is an estimate according to the indicator "the share of vacant man-days, formed due to the availability of vacant posts, of the total number of man-days";

P2 - score for the indicator " specific gravity man-days during which the positions were not occupied due to illness of civil servants and for other reasons. "

P1 = k * (1 - 10 * a / b) (4)

a is the number of man-days created due to the availability of vacant posts;

The total number of man-days is determined using the following formula:

c - the average number of staff in the state body;

d is the average number of working days per year.

The average number of staff is determined as the average value of the sum of the number of staff of a state body from the first to the fourth quarter inclusive.

P2 = k * (1 - 10 * a / b) (6)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a - the number of man-days during which the positions were not occupied due to illness of civil servants and for other reasons. This number does not include cases when the employee is on annual labor leave, on maternity leave during the period established Labor Code RK, business trip;

b is the total number of man-days;

10 is an indicator of the severity of the assessment.

If the result obtained is a value with a minus sign, the state body for this indicator is given a score of 0.

Assessment according to the criterion "level of quality of qualification requirements (by education)" is determined by the following indicators:

- "share established posts for which specific specialties (by education) are not indicated in the qualification requirements ";

- "the share of full-time positions of the state body, for which the requirements for education have been changed in the qualification requirements."

The calculation is carried out according to the following formula:

K2 = P1 + P2 (7)

К2 - assessment of the state body according to this criterion;

Р1 - assessment according to the indicator "the proportion of staff positions for which specific specialties (by education) are not indicated in the qualification requirements, of the total staff number";

P2 is an estimate according to the indicator "the proportion of full-time positions of the state body, for which the requirements for education have been changed in the qualification requirements, of the total staff number."

P1 = k * (1-5 * a / b) (8)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a - the number of full-time positions of the state body for which specific specialties are not indicated in the qualification requirements (by education);

b is the average number of staff in the state body.

5 - indicator of the severity of the assessment;

P2 = k * (1-50 * a / b) (9)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a is the number of full-time positions of the state body for which the qualification requirements for reporting period educational requirements were changed;

Assessment according to the criterion "staff turnover" is determined by the following indicators:

- "the level of turnover of management personnel";

- "the level of turnover of non-management personnel";

- "the average length of service of all employees (in a given government agency);

- "the proportion of executives dismissed after the change of the first head";

- "the share of non-executive employees dismissed after the change of the first manager."

The score is calculated using the following formula:

K3 = P1 + P2 + P3 - P4 - P5 (10)

К3 - assessment of the state body according to this criterion;

Р1 - assessment according to the indicator "level of turnover of management personnel";

Р2 - assessment according to the indicator "the level of turnover of non-managerial personnel";

Р3 - assessment according to the indicator "average length of service of all employees (in a given government agency);

Р4 - assessment according to the indicator "the proportion of executives dismissed after the change of the first manager";

Р5 - assessment according to the indicator "share of non-executive employees dismissed after the change of the first manager".

P1 = k * (1-5 * a / b) (11)

a - the number of civil servants from among the leadership of the state body, dismissed in the reporting period;

b - the number of leading government positions;

5 - an indicator of the severity of the assessment.

If the result obtained is a value with a minus sign, the state body for this indicator is given a score of 0.

P2 = k * (1 - 4 * a / b) (12)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 10);

a - the number of civil servants from among the non-management staff of the state body, dismissed in the reporting period;

b - the number of non-executive government positions;

4 - an indicator of the severity of the assessment.

P3 = k * ((a) / 10) (13)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a is the average length of service of civil servants in a government agency;

10 - threshold value.

P4 = a, a = b / c (14)

a - the share (ratio) of civil servants from among the leadership of the state body, dismissed before the end of the reporting period after the change of the first head;

b - the number of civil servants from among the leadership of the state body, dismissed before the end of the reporting period after the change of the first head;

с - the number of leading government positions.

If the value (s) is:

From 0 to 5%, the score is (0) points.

From 11 to 15%, the score is (-4) points (subtracted from the total score for this criterion).

More than 15%, a score (-6) points is given (subtracted from the total score for this criterion).

P5 = a, a = b / c (15)

a - the share of civil servants from among the non-management staff of the state body, dismissed before the end of the reporting period after the change of the first head;

b - the number of civil servants from among the non-management staff of the state body, dismissed by the end of the reporting period after the change of the first head;

с - the number of non-executive government positions.

If the value (s) is:

From 0 to 3%, the score is (0) points.

From 4 to 5%, the score is (-1) point (subtracted from the total score for this criterion).

From 6 to 10%, the score is (-2) points (subtracted from the total score for this criterion).

From 11 to 15%, the score is (-3) points (subtracted from the total score for this criterion).

More than 15%, the score is (-4) points (subtracted from the total score for this criterion).

If the total score for this criterion is a value with a minus sign, the state body is given a score of 0.

When calculating the assessment of turnover, the dismissed civil servants are not taken into account: in connection with the transfer to another state body according to the rotation system "center-region", "region-center"; in connection with retirement; in connection with the reorganization of a government agency or staff reduction; for health; in connection with the appointment to a political office.

Assessment by the criterion "staff rotation" center-region ",

"region-center" is determined by the indicator "the proportion of civil servants appointed in the order of transfer from center to region, from region to center, of the staff number."

Calculated using the following formula:

К4 = k * ((a / b * 100) / 3) (16)

К4 - assessment of the state body according to this criterion;

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a - the number of civil servants transferred according to the "region-center", "center-region" rotation system; (to central government bodies from local executive bodies or territorial subdivisions of central state bodies), "center-region" (from central state bodies to local executive bodies or territorial subdivisions of central state bodies);

b is the average number of staff in the state body;

3 - threshold value.

The maximum score for this criterion is 5 points.

Assessment according to the criterion "training and development of personnel" is determined by the following indicators:

- "the proportion of civil servants who have completed advanced training courses";

- "the proportion of civil servants who have completed retraining courses."

- "correspondence of the subject of advanced training programs to the goals and objectives of the strategic development plan of the state body"

Calculations are carried out according to the following formula:

K5 = P1 + P2 + P3 (17)

К5 - assessment of the state body according to this criterion;

Р1 - assessment according to the indicator "share of civil servants who have completed advanced training courses";

Р2 - assessment according to the indicator "share of civil servants who have completed retraining courses";

P3 is an assessment according to the indicator "correspondence of the subject of advanced training programs to the goals and objectives of the strategic development plan of the state body".

P1 = k * (a / b) (18)

a is the number of civil servants who completed advanced training courses in the reporting period;

b - the proportion of civil servants subject to training in refresher courses in the reporting period.

P2 = k * (a / b) (19)

k - coefficient for reducing the obtained results to a weight value (for this indicator, the coefficient is 6);

a is the number of civil servants who completed retraining courses in the reporting period;

b - the number of civil servants to be trained in refresher courses in the reporting period.

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 3);

a - the number of civil servants who have completed training in refresher courses, the subject of which corresponds to the goals and objectives strategic plans state body;

b is the total number of civil servants who have completed training in refresher courses;

The maximum score for this criterion is 15 points.

Assessment according to the criterion "level of corruption" is determined by the following indicators:

- "the proportion of civil servants convicted of a corruption offense";

- "the share of civil servants brought to administrative responsibility for committing a corruption offense";

- "the proportion of civil servants brought to disciplinary responsibility for committing a corruption offense."

The score is calculated using the following formula:

K6 = P1 + P2 + P3 (21)

К6 - assessment of the state body according to this criterion;

Р1 - assessment according to the indicator "share of civil servants convicted of corruption offenses";

P2 is an estimate according to the indicator "the proportion of civil servants brought to administrative responsibility for committing a corruption offense";

Р3 - assessment according to the indicator "share of civil servants brought to disciplinary responsibility for committing a corruption offense".

P1 = k * (1 - 100 * (a / b)) (22)

k - coefficient for reducing the obtained results to a weight value (for this indicator, the coefficient is 6);

a - the number of civil servants convicted of a corruption offense;

b is the average number of staff in the state body;

100 is an indicator of the severity of the assessment.

If the result obtained is a value with a minus sign, the state body for this indicator is given a score of 0.

P2 = k * (1 - 80 * (a / b)) (23)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a - the number of civil servants brought to administrative responsibility for committing a corruption offense;

b is the average number of staff in the state body;

80 is an indicator of the severity of the assessment.

If the result obtained is a value with a minus sign, the state body for this indicator is given a score of 0.

P3 = k * (1 - 50 * (a / b)) (24)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 4);

a - the number of civil servants brought to disciplinary responsibility for committing a corruption offense of the actual number;

b is the staffing of the state body;

50 is an indicator of the severity of the assessment.

If the result obtained is a value with a minus sign, the state body for this indicator is given a score of 0.

Assessment according to the criterion "satisfaction of civil servants with work in a state body" is determined by the following indicators:

- "the share of civil servants dissatisfied with career opportunities";

- "the share of civil servants dissatisfied with the system of motivation and reward";

- "the share of civil servants dissatisfied with working conditions."

The assessment is determined based on the results of interviews with civil servants of the executive bodies. Polls are carried out in the form of anonymous questionnaires. Human Resources Services ensure the participation of civil servants in the survey.

The score is calculated using the following formula:

K7 = P1 + P2 + P3 (25)

K7 - assessment of the state body according to this criterion;

Р1 - assessment according to the indicator "share of civil servants dissatisfied with career opportunities";

Р2 - assessment according to the indicator "share of civil servants dissatisfied with the system of motivation and reward";

Р3 - assessment according to the indicator "share of civil servants dissatisfied with working conditions".

P1 = k * (1 - 2 * (a / b)) (26)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a is the number of civil servants dissatisfied with career opportunities in a government agency;

If the result obtained is a value with a minus sign, the state body for this indicator is given a score of 0.

P2 = k * (1 - 2 * (a / b)) (27)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a - the number of civil servants dissatisfied with the system of motivation and reward in the state body;

b - the number of civil servants who were actually present at work on the days of the survey;

2 - an indicator of the severity of the assessment.

If the result obtained is a value with a minus sign, the state body for this indicator is given a score of 0.

P3 = k * (1 - 2 * (a / b)) (28)

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a - the number of civil servants dissatisfied with working conditions in a government agency;

b - the number of civil servants who were actually present at work on the days of the survey;

2 - an indicator of the severity of the assessment.

If the result obtained is a value with a minus sign, the state body for this indicator is given a score of 0.

Assessment according to the criterion "level of development of the system

personnel management "is defined by the indicator" introduction of new technologies for personnel management ".

The assessment is carried out on the basis of information and documents provided by the central state and local executive bodies. Measures for the introduction of new technologies for personnel management include various management systems aimed at increasing the efficiency of civil servants, taking into account the volume and quality of their work, the degree of responsibility, and the level of professionalism. New technologies should be focused on the end result and on measuring the labor contribution of civil servants, determining and developing the professional potential of civil servants, their motivation and career planning.

The assessment takes into account the information of state bodies, to which supporting documents are attached. Calculated using the following formula:

К8 - assessment of the state body according to this criterion;

k is the coefficient for reducing the results obtained to a weight value (for this indicator, the coefficient is 5);

a - presence / absence of measures to introduce new technologies for personnel management.

If there is an event, 100% of the indicator value is assigned, in the absence - 0%.

Final assessment of state bodies

for personnel management is determined by adding up the results of calculations for all criteria:

O = K1 + K2 + K3 + K4 + K5 + K6 + K7 + K8 (30)

О - the final assessment of the central state and local executive body for personnel management.

The conclusion on the results of the assessment of personnel management must contain: the name of the assessed state body; a table of grades for all criteria; analysis of the effectiveness of the activities of the state body according to the criteria; conclusions and recommendations.

The next step should be the development of a mechanism that allows citizens to clearly see and evaluate the quality of the work of any official on the basis of real cases and documents that clearly illustrate the format and nature of communication with citizens.

Conclusions on the first chapter

Personnel management, as well as the organization as a whole, is a necessary element of the life of every organization. Russian experts disagree on the definition of personnel management. The personnel management system is considered as a system that has an object and a subject of management, between which there are organizational and management relations, as well as management functions, which are implemented through a system of certain methods. Changing, improving the personnel management system is a complex process that requires taking into account many variables. It is advisable to consider the change in the personnel management system itself from the point of view of innovation. The innovation process requires the support of personnel from the management and the provision of complete information about the upcoming changes. The task of managers when introducing an innovation is to form the psychological readiness of personnel, as well as ways of personal involvement in the implementation of the innovation.

Personnel management methods are ways of influencing the managing subject on the managed object, the leader on the team headed by him. In the field of work with personnel, various classifications of such methods are used according to the nature of the impact, on the basis of belonging to overall function management, on the basis of belonging to a specific management function.

HR strategy Is one of the main competitive advantages of any company. To measure its effectiveness, you need to know what tools you can use to do this. Today, the most popular are the benchmarking method, the method for assessing investments in personnel, the method of metric indicators of personnel management - HR Metrics.

Methodology for assessing the effectiveness of the central state and local executive bodies of regions, a city of republican significance, the capital for personnel management

developed for the purpose of assessing the performance of central state and local executive bodies.

Sources of information for assessing personnel management public service are reports of state bodies, statistical data, information obtained in the course of inspections carried out by state bodies. It is advisable to assess personnel management annually.

It is recommended to assess the personnel management of the state body according to the following criteria: staffing level; the level of quality of qualification requirements (by education); turnover of personnel; staff rotation "center-region", "region-center"; personnel training and development; the level of corruption; satisfaction of civil servants with work in a government agency; the level of development of the personnel management system in the state body. For each criterion, indicators are determined, in accordance with which the corresponding points are assigned.

Do not forget that the most realistic assessment of the performance of civil servants should be the assessment of citizens, therefore, a mechanism is needed that allows people to clearly see and evaluate the quality of the work of any official on the basis of real deeds and documents.

Literature

12. Bazarova T.Yu., Eremina B.L. Human Resource Management 2nd ed., Rev. and add. - M .: UNITI, 2010 .-- 560 p.

13. Batsenko L. N. Improvement of the personnel appraisal system in rural business enterprises// Young scientist. - 2013. - No. 9. - S. 149-152.

14. Bregel E.Ya. Workbook on management. M., 2012.420s.

15. Velichko V. V. Strategy for the effective use of labor resources in agricultural enterprises. - Economics of the agro-industrial complex, 2011. - No. 5. - P.147-152.

16. Deineka A.V. Personnel Management; Dashkov and K, 2010, 291 p.

17. Elagin Yu.A., Nikolaeva T.I. Technology and commercial activity. Part 1. Retail trade: Textbook. Yekaterinburg: Ural Publishing House. state econom. university, 2010.-S236

18. Endovitsky D.A. Belenova N.N. Complex economic analysis activities of management personnel. - M .: KnoRus, 2011 .-- 192 p.

19. Ivantsevich J., Human resources of management / J. Ivantsevich, А.А. Lobanov. - M.: Delo, 2011. -133 p.

20. Kleiner G.B. Personnel strategy of the enterprise: systematization and basic options / G.B. Kleiner // Handbook of a personnel officer. - 2011. - No. 6. - P. 268 - 272.

21. Komissarova T.A. Control by human resourses: Textbook. allowance;

Institute of Business and Business Administration. - M .: Delo, 2011 .-- 312 p.

22. O. V. Kornienko Exam Cheat Sheets. Management. M., 2012.290 p.

24. V.V. Malyavin The basics personnel management... S.-P., 2012.246 p.

25. Nikiforov G.S., Dmitrieva M.A., Korneeva L.N. etc. Psychological support professional activity... St. Petersburg, 2010., 371 p.

26. Pankov D.A., Golovkova E.A., Pashkovskaya L.V. Analysis of economic activities budgetary organizations Tutorial, - Moscow, LLC "New knowledge", 2010. - 409 p.

27. Porshnev A.G. Organization management: textbook / A.G. Porshnev, Z.P. Rumyantseva, N.A. Salomatin. - M .: INFRA-M, 2010 .-- 669

28. Pyastolov S. M. Analysis of financial and economic activities of the enterprise ACADEMIA, 2012. - 336 p.

29. Rumyantseva E.E. New Economic Encyclopedia. M .: "Infra-M", 2013. P. 428

30. Semekhin A.V. Personnel management / A.V., Semekhin, N.V. Konik M., 2012.S. 177.

31. Personnel management of the organization: Textbook / Under. Ed. Dan. prof. Kibanova A.Ya. - M .: Infra M, 2011., P.21

32. Haylbroner R.L. Management. S-P., 2012.470 p.

33. Chechevitsyna L.N. Analysis of financial and economic activities: textbook. - Ed. 6th, revised; Secondary vocational education, 2013 - 380s.

34. Chekhova O. Employees will be grateful // Handbook of personnel management 2010. No. 10, p. 32;

35. Chernyshev S.B. Fundamentals of management. M., 2012, 245 p.

36. Chirkova E.V. Financial and non-financial management mechanisms. M., 2013.S. 49. Tsvetaev V.M. Personnel Management. - SPb: Peter, 2010- 336 p.

37. S.V. Shekshnya Personnel management of a modern organization. Educational and practical allowance. Ed. 3rd revised and add. - M .: ZAO Business School Intel-Sintez, 2011.-352 p.

38. Shermerorn J. Organizational behavior / J. Shermerorn.-SPb.: Peter, 2011.-237s.

39. Shekova E.L. Management: history and modernity / E.L. Shekova, A.K. Tomich. M., 2012. P. 15.

40. Sherstneva G.A. Management: analysis of financial statistics of organizations. M., 2012.S. 144.

41. Shcherbak I.A. Trial and error analysis modern motivation// Management of the twentieth century. 2012.S. 84

47. Tsyrlin S., NLMK: Our goal is efficiency in everything, including the management system

48. Arefiev A.O., Bazhenov A.D. Competence management and rotation of human resources of a project-oriented enterprise

49. Systems of non-material motivation of personnel. examples of implementation,

INTRODUCTION

The personnel management strategy is part of the enterprise management strategy. The same principles apply to the development of a personnel management strategy as to the development of an enterprise management strategy as a whole.

Consequently, the relevance of the chosen topic of the thesis study is due to the importance of the issues of the strategic development of the enterprise; in turn, the personnel is the resource of the enterprise that implements the development strategy of the enterprise, makes the achievement of the goals of this enterprise.

The problem of the human factor is discussed at various levels, including government, in most countries of the world. The efforts of both management theorists and many practitioners are aimed at finding ways to solve it. Today, theoretical management as a scientific discipline, having in its arsenal all the necessary methods of planning and organizing work, is aimed at finding practical methods and mechanisms effective management staff. The main goal is to ensure the highest possible level of labor efficiency. So far, no concrete ways of solving this problem have been found. It is important to note that the management of people in organizations is largely based not on knowledge, not on the basis of effective way management, but on the intuition and personal experience of the leader. In this regard, personnel management is still more an art than a science.

On the one hand, it is theoretical management, based primarily on theory, and only then on its practical substantiation, that can help to correct the situation in the field of personnel management. At the same time, attempts to apply purely theoretical concepts that have not been confirmed by practice are doomed to failure. Thus, a synthesis of theoretical knowledge and practical application personnel management concepts.

Contemporary problems in the organization of work with human resources, in personnel management require their own solutions, adaptation of foreign experience accumulated in these areas, to Russian conditions.

Thus, education in the field of personnel management has a huge impact on the efficiency of a manager, which is one of the reasons for the need for this course. The task of studying the science and art of personnel management is to prepare an effective leader.

Labor activity person has become the object of systematic scientific research relatively recently - only from the second half of the 19th century. As in any field of knowledge, in the sciences of labor and personnel, the process of separating individual areas into independent sciences is carried out. However, the boundaries of these sciences have not yet received sufficient certainty, therefore, the main sections of the system of modern scientific ideas about personnel should be considered.

It can be noted that personnel management is closely intertwined with such sciences as: physiology, sociology and psychology of labor, ergonomics, the science of labor safety, labor law, labor economics, labor rationing.

Purpose of the study: on the basis of modern trends in personnel management of organizations, to develop a strategy for personnel management in the organization.

Based on the set goal, this work must solve the following tasks:

Describe theoretical and practical approaches to building a personnel management system in an organization;

Analyze the effectiveness of personnel management at ALUSTEM LLC;

Research object: LLC "ALUSTEM".

Research subject: HR management strategy at ALUSTEM LLC.

The theoretical and methodological basis of the study was the fundamental provisions of personnel management presented in the scientific and educational literature, studies of domestic and foreign scientists on personnel management, legislative acts of the Russian Federation. When developing the problem on the basis of a systematic approach, the methods of economic, logical, comparative and statistical analysis were used.

The structure of the work: the work consists of an introduction, three chapters, a conclusion, a list of used literature.

The information base was the monographs of Russian scientists, as well as Internet resources.

Chapter 1 Theoretical foundations of designing a personnel management system

1.1 The essence and content of personnel management

Human resource management is a complex and multifaceted art that includes many professional subsystems and professional skills. In its most general form, we can say that the personnel management system consists of two large subsystems: the first is direct personnel management; the second - planning and forecasting of personnel policy at the enterprise, analysis and planning of trends in the formation of the personnel structure. Both subsystems include extensive complexes and options for personnel policy in the organization (firm).

Thus, personnel management in an organization is understood as a specific type of management activity, the object of which is a team of employees.

Personnel management activity is a purposeful impact on the human component of an organization, focused on aligning the capabilities of personnel and goals, strategies, and conditions for the development of the organization.

One of the most important components of management activity - personnel management, as a rule, is based on the concept of management - a generalized view (not necessarily declared) about a person's place in an organization. In the theory and practice of personnel management of an organization, four concepts can be distinguished that have evolved within the framework of three main approaches to management - economic, organic and humanistic.

An economic approach to personnel management gave rise to the concept of using labor resources. Within the framework of this approach, the leading place is occupied by the technical (in general case instrumental, i.e. aimed at mastering labor practices), and not the management training of people at the enterprise. Organization here means the ordering of relations between clearly delineated parts of the whole, having a certain order.

Within the organic paradigm, the concept of personnel management and the concept of human resource management have consistently developed. It was the organizational approach that marked a new perspective for personnel management, bringing this type of management activity far beyond the traditional functions of organizing labor and wages. Personnel function from registration and control gradually became developmental and spread to the search and selection of employees, career planning of figures significant for the organization, assessment of the employees of the management apparatus, and improvement of their qualifications.

Personnel management is a focus on people with an emphasis on maximizing their talent, improving the quality of life;

The essence of the management system lies in the systematic, planned, organized impact with the help of interrelated organizational, economic and social measures on the process of formation, distribution of labor in the organization, on the creation of conditions for testing the potential of workers, as well as the use of labor potential for the effective functioning of the organization as a whole.

To determine the content of the personnel management system in an organization, we will single out the following main components:

Personnel policy;

Personnel planning;

Staff formation;

Optimization of the number;

Professional Development;

Personel assessment;

Staff remuneration;

Employee orientation and adaptation;

Information and analytical work on personnel.

To determine the essence of the personnel management system in an organization, it is necessary to consider the main goals and objectives of this system.

There are the following main goals of the personnel management system:

1) increasing the competitiveness of the organization;

2) increasing the efficiency of labor and production in the organization;

3) strengthening the social activity of employees in the organization.

Among the main tasks of the personnel management system are:

1) providing the organization with a workforce of the required volumes and required qualifications;

2) achieving a reasonable relationship between the structure of production and human resources;

3) complete and efficient use the potential of employees, the formation of stability in the team.

The personnel management system includes several types of work with personnel.

The first, purely technical, type of work with personnel begins with the registration of an employee upon hiring and ends with his dismissal. During this period of time, the personnel service deals with the issues of career guidance of the employee, his movements in the service (of course, not one employee, but the entire staff of the company). The same group of personnel workers (or one employee personnel service) usually deals with the problems of ensuring the employment of employees of the organization: the transfer of workers to another place, if any jobs are eliminated, with appropriate retraining and retraining, if necessary; if it is not possible to take a person from a liquidated workplace within the company, the personnel service tries to resolve the issue of transferring him to other firms, and only after that - dismissal. The same employees of the personnel service are involved in the information support of the entire personnel management system: hiring, firing, the total number of employees, relocation, training, advanced training, vacations, sickness, absenteeism and tardiness, and other violations labor discipline and public order, promotion best employees, retirement, etc.

It might be helpful to read:

Conditions for developing a personnel management strategy. Formation of a personnel management strategy. resolve issues of regulation of labor relations with employees

Send your good work in the knowledge base is simple. Use the form below

Similar documents

Free catalog of policies and procedures and material in HR strategy

How is the development of an organization's personnel management strategy carried out?

Factors influencing the development of HR strategy

Methods for developing a personnel management strategy

Design principles

Examples of developing a personnel management strategy

HR strategy implementation

Development methodology and procedure for assessing the effectiveness of the personnel management strategy