The program of personnel events. Relationship of personnel strategy and personnel events. § Strategy Crupure

Personnel Management Shevchuk Denis Aleksandrovich

5.3. Personnel events and personnel strategy

It is known that in the formation of a strategic management system, four main phases can be distinguished:

Chaotic response to constant changes in the external environment;

Strategic planning in a narrow sense - the foresight of new complications in external conditions of the organization and development of pre-volitional strategies (initial assumption: a new strategy should be based on the use of the existing strengths and leveling of the weaknesses of the Organization);

Management of strategic ability - identification of the internal potential of the organization for adaptation in a rapidly changing environment (not only future problems and ways to solve them are predicted, but also the level of professional competence, the necessary organization staff for success in the future);

The management of strategic tasks in real time is the development and implementation of a constantly corrective program.

Personnel events - Actions aimed at achieving conflicting staff to the tasks of the organization's work carried out taking into account the specific tasks of the organization's development phase.

Consider the basic personnel activities depending on the type of organization and planning strategy. For open and closed personnel policies, a different type of event will be adequate for the satisfaction of united personnel needs (Table 5.2).

Table 5.2.

Personnel events implemented in the open and closed type of personnel policy

This text is a familiarization fragment.

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Jerome K. Jerome. Three in the boat

It is known that in the formation of a strategic management system, four main phases can be distinguished:

chaotic response to constant changes in the external environment;
strategic planning in a narrow sense - the foresight of new complications in external conditions of the organization and development of pre-volitional strategies (initial assumption: a new strategy should be based on the use of the existing strengths and leveling of the weaknesses of the Organization);
management of strategic ability - identification of the internal potential of the organization for adaptation in a rapidly changing environment (not only future problems and ways to solve them are predicted, but also the level of professional competence, the necessary organization staff for success in the future);
the management of strategic tasks in real time is the development and implementation of a constantly corrective program.

Personnel events - Actions aimed at achieving conflicting staff to the tasks of the organization's work carried out taking into account the specific tasks of the organization's development phase.

Table 5.2. Personnel events implemented in the open and closed type of personnel policy

	Planning level
strategy Organizations	long-term (strategic)	medium-term (managerial)	short (operational)
Open personnel policy
Entrepreneurial	Attracting young promising professionals. Active policy informing about the firm. Formation of claims for candidates	Finding promising people and projects, creating a bank of candidates for work in the organization, holding contests, issuing grants. Establishing contacts with recruitment agencies	Selection of managers and specialists for projects
Dynamic growth	Active policy involvement of professionals	Development of principles and procedures for assessing candidates and work. Manage managers - the formation of horizontal and vertical management teams. Planning labor resources	Development of a staff schedule. Creating job descriptions. Description of the policy of the company in documents and rules. Set of personnel for specific types of work. Adaptation staff
*Profitability*	Development of new forms of labor organization under new technologies	Development of optimal schemes of stimulating labor, linked to obtaining profit by the organization. Analysis and rationalization of jobs	Implementing programs for assessing and stimulating the labor of personnel. Set of effective managers (managers)
Liquidation	Not considered	Creation of regulatory documents on the personnel aspect of the liquidation of the enterprise. Establishing contacts with employment firms	Evaluation of personnel to reduce. Consultation of personnel on professional orientation, training programs and employment. Using partial employment schemes
Crooked	Evaluation of the need for personnel for various stages of life organization	Search for promising specialists	Consulting assistance to personnel (primarily psychological). Implementation of social assistance programs
Closed personnel policy
Entrepreneurial	Creation of own (branded) institutions	Search for promising students, payment of scholarships, internship in the enterprise	Attraction of friends, relatives and acquaintances
*Dynamic growth*	Career planning. Development of non-traditional hiring methods (lifelong - Japan)	Conducting intra-ammable learning programs, taking into account personal learning needs. Development of labor stimulating programs depending on the contribution and sent	A set of employees with high potential and learning ability. Conducting staff adaptation programs
Profitability	Development of labor optimization schemes, reduce labor costs	Implementing management personnel training programs. Development of social programs	Creating "quality" circles, the active inclusion of personnel in optimizing the organization's activities. Using the resources of "internal hire" - combined
Liquidation	Not considered	Conducting retraining programs	Search for jobs for traveling personnel. Dismissal first of all new employees
Crooked	Creation of "innovative" departments. Development of programs to stimulate the creative activity of employees. Conducting project contests	Development of partial employment programs in the main direction with the ability to realize the activity of employees in areas of useful firm	Cultivation of the "company's philosophy". Inclusion of personnel in the discussion of the development prospects of the organization

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Federal Railway Agency

Federal State Budgetary Educational Institution of Higher Education

"Irkutsk State University of Communications"

Krasnoyarsk Institute of Railway Transport - branch of the Federal State Budgetary Educational Institution of Higher Education "Irkutsk State University of Communications"

department of Culture Training

Test

under the discipline "Fundamentals of personnel policy and personnel planning"

on this topic " "

Performed: A.O. Makaenko

Accept: O.E. Exceived

Krasnoyarsk 2017.

Introduction

1. Personnel strategy

2. Personnel events

3. Relationship of personnel strategy and personnel events

Conclusion

List of sources used

Introduction

During the period of the modern economy and during the financial economic crisis, the management and work with personnel in the organization is a key position and a key element of business entrepreneurial activity.

In addition, the formation of a strategy staff is currently a very relevant problem of becoming labor resources of any modern, competitive enterprise.

Changes related to the irreversibility of economic reforms and the movement towards healthy competition are forced to pay considerable attention to aspects of personnel policy management based on scientifically based planning.

Effective management of the organization or enterprise is impossible without creating such an atmosphere within it when all the staff is interested in achieving a common goal, everyone feels their personal involvement in victories and defeat the team. Today, success or failure in business largely depend on the creative activity of employees of the organization, their willingness to take responsibility for the decisions made. It is necessary to understand that the overall high level of management may only work out if each will work, realizing its potential.

The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams, ensuring high quality of personnel potential is decisive factors of production efficiency and competitiveness of products.

1 . Personnel strategy

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

The practice of the functioning of many organizations indicates a clear relationship between strategic decisions on their management with the personnel management system.

The personnel strategy of the organization is determined by the following complex factors:

§ external and internal environment of the organization;

§ type of the organization's strategy adopted by its leadership;

§ level planning;

§ openness (closeness) of personnel policy; Competence of personnel.

§ Analysis of the external environment consists of two parts:

§ Analysis of macrobractions (state of the economy and the general trend in the labor market, legal regulation in the field of labor, political processes, etc.);

§ Analysis of the immediate environment (local labor market, personnel policy of competitors, etc.).

An analysis of the internal environment identifies the state and prospects for the development of personnel, the style of management, the state of technology, which has established organizational culture. The most important element of the analysis of the internal environment in strategic personnel management is the analysis of the mission and objectives of the organization.

Types of organization strategy:

§ entrepreneurial strategy;

§ dynamic growth strategy;

§ Profitability strategy;

§ liquidation strategy;

§ Strategy Course.

Table 1 Comparative characteristics

	Advantage	disadvantages
"Buy shots"	Minimum costs	Significant attraction costs
	on learning high	narrow specialization.
	level of specialists.
	Minimum costs
	on the search and adaption,
	search, openness.
	Minimum costs	Expensive, very narrow specialization.
personnel "	for education.	Low% fastening leasing
		workers.
"Contractual	Minimum costs	High fluidity.
strategy"	for education,
	sufficient level for
	specialization.

5. Professional guidance and adaptation: the introduction of hired workers in the organization and its divisions, the development of employees of an understanding of what the organization expects from him and what kind of work is obtained by a well-deserved assessment.

The development of a personnel strategy consists of seven steps, and in each of them it is preferably the active participation of senior executives (Appendix 1). This guarantees the balance between personnel practitioners and company strategists, so necessary to obtain effective results.

A personnel strategy is raised not only from the point of view of a practical approach to business management, but also from the position of the theory. Thus, in Europe, approximately from the mid-80s of the last century, the relationship of business strategies and personnel management is rapidly discussed.

In particular, the question of whether a personnel strategy should be a projection of a business strategy or vice versa.

With the entrepreneurial type of strategy, open personnel policy in the long run involves attracting young professionals, active information interaction and the formation of claims for candidates. At the medium-term planning level, this is a search for promising people and projects, creating a database of candidates, holding contests, supporting contacts with personnel agencies. Under short-term planning it is understood as the selection of managers for specific projects. Management personnel personnel

Each organization has several opportunities for strategic planning work with personnel. In practice, it is often observed by the management of individual elements of several systems for

adaptation of the personnel strategy to the requirements of the enterprise.

The development of the team is an indispensable object of management organization and at the same time, the composite part of the management system of its personnel.

The main objectives of the team development are:

§ Improving staff structure, his demographic and professional qualification composition, regulation of the number of employees, an increase in their educational and cultural and technical level;

§ Improving ergonomic, psychophysiological, sanitary and hygienic, aesthetic and other working conditions, labor protection and security of workers.

2 . Personnel events

Personnel events - actions aimed at achieving personnel compliance to the tasks of the organization's work carried out taking into account the specific tasks of the organization's development phase.

It is known that in the formation of a strategic management system, four main phases can be distinguished:

§ chaotic response to constant changes in the external environment;

§ Strategic planning in a narrow sense - the foresight of new complications in external conditions of the organization and the development of pre-strategies of response (initial assumption: a new strategy should be based on the use of the existing strong and leveling of the weaknesses of the Organization);

* Management of strategic capabilities - identifying the internal potential of the organization for adaptation in a rapidly changing environment (not only future problems and ways of their decisions are predicted, but also the level of professional competence, the necessary personnel of the organization for success in the future);

Consider the basic personnel activities depending on the type of organization and planning strategy. For open and closed personnel policy, a different type of event will be adequate for the satisfaction of united personnel needs (Table 2.).

Table 2 Personnel activities implemented in an open and closed type of personnel policy

The type of strategy of the organization (the stage of development of the organization on which the strategy is mainly implemented)	Planning level
	Long-term (strategic)	Medium-term (managerial)	Short-term (operational)
1. Open personnel policy
Entrepreneurial (stage of formation)	Attracting young promising professionals. Active policy informing about the firm. Formation of claims for candidates	Finding promising people and projects, creating a bank of candidates for work in the organization, holding contests, issuing grants. Establishing contacts with recruitment agencies	Selection of managers and specialists for projects
	Active policies to attract professionals, disseminating information about the possibility of implementing venture projects	Development of principles and procedures for assessing candidates and work. Training managers, the formation of horizontal and vertical management teams. Planning labor resources	Development of a staff schedule. Creating job descriptions. Description of the policy of the company in documents and rules. Set of personnel for specific types of work. Adaptation staff
	Development of new forms of labor organization under new technologies	Development of optimal schemes of stimulating labor, linked to obtaining profit by the organization. Analysis and rationalization of jobs	Implementing programs for assessing and stimulating the labor of personnel. Set of effective managers (managers)
	Not considered
2. Closed personnel policy
Entrepreneurial (stage formation)	Creation of own (branded) institutions	Search for promising students, payment of scholarships, internship in the enterprise	Attraction of friends, relatives and acquaintances
Dynamic growth (intensive growth stage)	Career planning. Development of unconventional hiring ways (lifelong (Japan)	Conducting intra-ammable learning programs, taking into account personal learning needs. Development of labor stimulating programs depending on the contribution and sent	A set of employees with high potential and learning ability. Conducting staff adaptation programs
Profitability (stabilization stage)	Development of labor optimization schemes, reduced labor costs	Implementing management personnel training programs. Development of social programs	Creating "quality" circles, the active inclusion of personnel in optimizing the organization's activities. Using the resources of "internal hire", combined
Liquidation (stage of crisis)	Not considered	Creation of regulatory documents on the personnel aspect of the liquidation of the enterprise. Establishing contacts with employment firms	Evaluation of personnel to reduce. Consultation of personnel on professional orientation, training programs and employment. Use of partial employment schemes. Consulting assistance to personnel (primarily psychological). Implementation of social assistance programs

3 . Relationship of personnel strategy and personnel events

Relevant personnel events depend on the openness or closure of personnel policy.

For an entrepreneurial type of strategy, openness of personnel policy and long-term (strategic) level of planning, personnel activities include:

· Attracting young promising professionals;

· Active information about the organization;

· Formation of claims for candidates.

For the same conditions, but when closed personnel policies, the creation of its own brand institutes and training courses is envisaged.

For the formation of market relations in Russia, it is characterized by improving the role of personnel policies in enterprises and organizations of all forms of ownership. The increase in the role of personnel policy is explained by the indigenous changes in social and economic conditions, the essence of which is to transition from command-administrative methods of personnel management to the use of economic, social and moral and psychological incentives. To date, a new period has come in working with personnel, characterized by increasing attention to the personality of the employee, to the search for new incentives, which puts forward the problem of creating a personnel management system based mainly on economic incentives and social guarantees focused on rapprochement of the interests of the employee with the interests of the organization. Strategy of personnel management is one of the directions of modern management aimed at the development and effective use of personnel potential of the organization. In the framework management system, you can allocate:

· Tactical control level (dominates personnel management;

· Strategic management level (dominates human resource management);

· Political management level of the corporation (development and control over the implementation of personnel policies).

Human management is important for large and small, commercial and non-commercial, industrial and organizations operating in the field of organizations. Human Resource Management is one of the most important aspects of the theory and management practices. The specific responsibility for the overall management of labor resources in organizations is usually entrusted with professionally trained personnel departments, usually as part of staff services. In order for specialists to actively promote the implementation of the objectives of the Organization, they need not only knowledge and competence in their specific area, but also awareness of the needs of the lower level managers. It is important that all the leaders and specialists understand the methods and methods of managing people.

Labor management includes the following steps:

1. Resource planning: Development plan to meet future human resources needs.

2. A set of personnel - the creation of a reserve of potential candidates for all positions.

3. Selection: Assessment of candidates for jobs and the selection of the best from the reserve created during the duration.

4. Determination of wages and benefits: Development of the structure of wages and benefits in order to attract, hiring and saving employees.

5. Professional guidance and adaptation: the introduction of hired workers in the organization and, development of employees of an understanding of what the organization expects from him and what kind of work it receives a well-deserved assessment.

Conclusion

Depending on the stage of formation of personnel policies, the enterprise allocate its various principles and the requirements arising from them. Principles of development of personnel policy - individuality; complexity; priority; Perspective and adaptability.

Principles of implementing personnel policy - orientation; Multifactivity; Motivation and responsibility. Stages of personnel policy development depend on its level - state or organizational. Directions of the personnel policy of a particular organization correspond to the functions of the personnel management system in effect in this organization. Basic personnel events and their development depend on the type of organization and planning strategy.

If a strategy of maximum product quality is elected, then employees who are on key posts and the team as a whole must have the most professional level and competence that allows you to realize the level of quality regardless of the costs of production and technological failures.

The innovative type of strategy involving the introduction of the most progressive technologies requires employees of maximum flexibility, broad professional erudition, readiness for the perception of new technologies and types of equipment.

Technical and technological strategy relies mainly on the internal scientific and technical potential of the manufacturing organization. This strategy requires the initiative, creativity, active participation in the research work.

The importance of these elements of an integrated strategy of the organization is explained by the fact that their successful implementation is the most directly related to the qualification level of the organization's personnel.

Therefore, we can say that the content of innovative, technical and technological and product quality strategies largely determine the combination of promising requirements for the organization's personnel.

In turn, the development of a combination of staff requirements is a mandatory and necessary condition for the formation of an organization's personnel development strategy.

List of sources used

1. Bakanov, M.I. Theory of economic analysis. / M.I. Bakanov, A.D. Sheremet. - M.: Finance and Statistics, 2011. - 456 p.

2. Vesnin, V.R. MANAGEMENT BASES / V.R. Vesnin, - M.: "Triad, Ltd.", 2012. - 347 p.

1. 3. Galenko, O.A. "Personnel Management and Efficiency of Enterprises." / O.A. Galenko, S.I. Insurance, O.I. Filebushevich. - M.: 2010. - 276 p.

3. Egorzyn, A.P. Personnel management / A.P Egorshin. - N. Novgorod: Nimb, 2010. - 720 p.

4. Zagorukhiko, I. How to manage the personnel of a commercial organization / I. Zagorukhiko, V. Fedorov // Man and Labor. - 2013. - №6. - C.101-106.

5. Komarov, MA Management. / MA Mosquitoes, tutorial. - M: Uniti, 2012. - 384С.

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Personnel events

Improving the efficiency of personnel work in government bodies is possible only on the basis of a clear definition of the place and role of carriage services in the personnel management system and personnel policy. The main goal of the personnel service is as such in providing the apparatus of personnel, in organizing their effective activities, professional and social development. The main goal is specified by the definition of tasks, personnel activities covering the entire system of working with personnel. This is a picking, selection, arrangement of employees, the development of their creative potential, organization of public service. It is necessary to solve many specific tasks related to the personality of a civil servant: the study of the demographic situation, training systems, labor assessment, planning and development of career employees, their social protection, etc.

The main activities of personnel services of federal authorities are enshrined in the Federal Law "On the System of the Public Service of the Russian Federation".

In accordance with the law, the Personnel Service of the State Body performs the following functions:

ensures competitions for replacing vacant public office posts, certification, the passage of civil servants of the tests when replacing public service posts, qualification exams;
regulates the decisions of state bodies related to the passage of public service employees, leads their personal affairs, makes the necessary entries in employment records;
advises civil servants on their legal status, compliance with restrictions related to public service;
analyzes the level of professional training of civil servants, organizes retraining (retraining) and raising their qualifications, determines the prospects for career growth of the employee.

Currently, the following areas of personnel events can be distinguished in personnel personnel:

strategic planning of the state apparatus;
formation of a system for attracting the civil service;
adaptation of newly accepted services to the state apparatus of employees;
labor inspection, assessment and certification;
formation of personnel reserve;
creating a stimulation system;
social protection of public service personnel;
planning and development of a civil servant career.

Consider each of the directions in more detail in terms of

providing specific solution tools.

Strategic planning of the state apparatus. This personnel event is the initial personnel planning step and is based on data on available and planned workplaces, the plan for conducting organizational and technical measures, staffing and planning of vacant posts.

Strategic staff planning should be based on several grounds, among which the most important are the following:

principles of personnel policies of state authorities;
analysis of the prospects for changing the regulatory framework of state power and the development of the system of civil service;
accounting for the size and composition of activities;
evaluation of personnel composition of organizations and civil service as a whole.

The principles of personnel policies of state authorities as part of the consideration of the issue of strategic planning are designed to determine the strategic guidelines for the formation of personnel potential, understanding the term itself and the specific principles of its development.

Relying on the formulated objectives and principles of personnel policy, strategic planning of personnel potential should be based on programming the process of personnel development, increasing its competence in order to create a professional

corps of civil servants capable of ensuring effective public administration, as well as to support the development of the democratic process and the development of the country as a whole.

Formation of the system of attracting staff. Personal attraction planning is planning for hiring and personnel reception in order to meet the needs of the body in personnel by domestic and external sources. Domestic sources of attracting personnel make it possible to better use the staff already available in the organization as a result of the emergence of additional work, redistribution of tasks or movement, promotion of employees. External sources of attracting personnel are a new employees.

The current system of attracting personnel in the authorities and management is responsible to the norms and traditions characteristic of closed personnel policies and bureaucratic organizational culture. It is necessary to create such a system to attract personnel, which would have given the opportunity to solve some of the formulated tasks:

increase the openness of the public service for the population;
to form the population an active position in relation to the processes occurring in the state apparatus, and the sense of involvement in the processes of public administration;
enhance the transparency of candidates for work in the state apparatus.

Adaptation of newly accepted employees. The process of adaptation is the procedure for the inclusion of new employees to the organization, familiarization of a novice with the requirements of activities, organizational culture, rules and methods of behavior in the team. During the interaction of the employee and the organization, their mutual adaptation occurs, the basis of which is the gradual entry of the employee to new professional and socially economic conditions. The service in the state apparatus and the bodies of the municipal department is specific, and the process of adapting to it every newly received employee is associated with overcoming all the difficulties. For the overwhelming number of citizens, the transition to the service is associated with a change in the specifics and working conditions. It is necessary to optimize the process of integrating a new employee into an organization with minimal time loss and rapid output to the level of efficient functioning.

In the process of adaptation, the employee must master the content and familiarity with the features of the team and corporate culture, i.e. To pass the socio-psychological adaptation of inclusion in the team. Indicators of the effectiveness of the employee adaptation may be indicators of labor efficiency, assessment of the level of personnel of personnel among new employees, the number of job advances during the first years of work, as well as the number and causes of conflict arising.

Labor Evaluation, Qualification Exam and Personnel Certification. Establishment of labor in the authorities and management can be carried out only if it is preceded by work on the creation of rules of activity, determining the order and volume of the pile. This can be done only in the framework of the formation of the rational structure of the control body itself, identifying its functions and powers, the distribution of responsibility related to the achievement of these goals, between divisions and employees. Otherwise, the conduct of qualifying exams, personnel certification, labor assembly and the growth potential of the employee of the employee.

Certification is carried out in order to determine the conformity of the civil servant of a replaced position of civil service based on an assessment of its professional work. Certification is designed to contribute to the formation of personnel composition of the State Civil Service of the Russian Federation, improving the professional level of civil servants, solving issues related to the definition of the preemptive right to replace civil service posts in reducing civil service posts in the state body, as well as issues related to changing the pricing of pile civil servants.

To optimize certification procedures, it is necessary to comply with a number of requirements:

the criteria used should be understood by each evaluation participant;
the information used to evaluate must be available;
the results of the assessment must be closely related to personnel
activities: Labor Estimation System, Program Development
training, reserve formation, staff promotion;
the evaluation system must correspond to the organizational culture.

The qualifying exam is one of the means of an objective assessment of staff staff, administrative and social control over its professionalism and level of qualifications, identifying and rational use of reserves based on the effective use of professional abilities of the employee in the interests of their career and with benefit for the state.

Programs out and inside organizational learning, retraining and personnel development. Personnel training allows you to use your own production resources of employees without searching for new highly qualified personnel on the foreign labor market. In addition, employee training planning creates conditions for mobility, motivation and self-regulation of the employee, accelerates the process of adapting an employee to changing conditions at the same workplace. Preparation, retraining and development of personnel are an indispensable condition for the effective functioning of the organization.

The theoretical basis of training programs is the concept of continuous personality professionalization and an idea of \u200b\u200bthe systemic structure of work.

In practice, two forms of training personnel have developed: in the workplace and outside it. Learning in the workplace is cheaper and more efficient, is characterized by a close relationship with everyday work and facilitates the entry into the educational process of workers who are not accustomed to learning in the audiences. The most important methods of training in the workplace are: the method of complicating tasks, a change in the workplace (rotation), aimed at acquiring experience, instructing, the use of workers as assistants, delegation method (transmission) of part of functions and responsibilities. Training outside the workplace is more efficient, but is associated with the financial costs and distraction of serving from his official duties.

Development of motivation and labor stimulation programs. Social defense of employees. The effective personnel incentive system currently must be maximally focused on individual interests and be as flexible as possible. However, any organization faces a sufficiently rigid restriction of stimulating funds, in this situation more attention must be paid to intangible incentive programs, as well as combining stimulating and social protection programs.

Social protection of employees should ensure sufficient social independence of employees and prevent negative trends in the corruption of personnel of state and municipal bodies.

Planning a career of a civil servant. Career is the result of a conscious position and human activity in the field of service activities related to official or professional growth.

Career planning is the process of comparing potential capabilities, abilities and objectives of the employee with the requirements of the organization and its development plans, expressed in the preparation of the program of professional and official growth.

The distribution of career planning functions in the organization is as follows. The employee himself answers:

for the primary choice of profession;
for the choice of organization and position;
for orientation in the organization;
for the formulation of growth goals;
for the realization of growth.

The personnel service of the organization is engaged in:

assessment when receiving work;
arrangement of employees;
labor assessment and potential of the employee, periodic certification;
formation of personnel reserve;
developing and implementing growth programs;
promotion to the next job position.

Direct supervisor:

evaluates the results of the labor and potential of the employee;
evaluates motivation;
engaged in the organization of professional development;
develops proposals for inclusion in the reserve for learning programs and stimulating labor.

In one chapter, the reader clarified how banks from the Australian canned meat to turn into colors in pots; In another chapter - how to turn a person from under the oil into a ridden piano stool; And in the third - how to use old hats for device blinds, ...

Jerome to. Jerome. Collection "Another idle thoughts"

In a market economy, one of the decisive factors of the efficiency and competitiveness of the enterprise - ensuring high quality recruitment potential.At the same time, it should be borne in mind that work with staff does not begin with a vacancy and does not end with a job. The process of working with personnel should be built so as to the shortest way to come to the desired result in respect of any question or problems in the personnel sphere. So, in the course of the formation of personnel policy, in the ideal case, it is necessary to agree on the following aspects:

Development of general principles of personnel policy, identification of priorities of goals;

Organizational and staff policies - planning the need for labor resources, formation of structure and state, appointment, creation of reserve, movement;

Information policy - the creation and support of the system of personnel information;

Financial policy - the formulation of the principles of distribution of funds, ensuring an effective system of stimulating labor;

Personnel development policy - Providing development programs, vocational guidance and adaptation of employees, planning individual promotion, formation of teams, training and advanced training;

Evaluation of the results of activity is an analysis of the compliance of personnel policy and the strategy of the organization, identifying problems in personnel work, assessment of personnel potential (assessment center and other methods of assessing the effectiveness of activity).

Table 9.1.

Features of the implementation of personnel processes in open and closed personnel policy

Personnel process	Type of personnel policy
Personnel process	Open	Closed
Recruitment	Situation of high competition in the labor market	Labor deficit situation
Adaptation staff	The possibility of rapid inclusion in competitive relationships, the introduction of new to the organization of approaches assumed by newbies	Effective adaptation at the expense of the institution of mentors ("guardians"), high collective cohesion, inclusion in traditional approaches
Training and staff development	Often carried out in external centers, promotes borrowing new experience	Often carried out in internal corporate centers, contributes to the formation of a single view, following the general technology, is adapted to the specifics of the organization's work
Promotion of personnel	On the one hand, the possibility of growth is difficult at the expense of a constant inflow of new frames, and on the other hand, the dizzying career is likely due to high frame mobility	Preference for appointments to higher positions is always given to the company's deserved employees, career planning is planned
Motivation and stimulation	Preference is given to the stimulation of labor (primarily material)	Preference is given to motivation (satisfaction of stability, security, social adoption)
Implementation of innovation	Constant innovative impact on the part of new employees, the main mechanism of innovation - contract, definition of employee and organization responsibility	Innovative behavior is necessary either specifically initiated, or it is the result of a realization by the employee of the community of its fate with the fate of the enterprise

Consider personal Policy Formation Processin the organization. Thus, part of the long-range organizations (in the domestic market it is characterized by enterprises closely working with foreign partners and foreign offices) there is a documented idea of \u200b\u200bthe personnel policy of the enterprise, personnel processes, activities and the norms of their implementation. In another part of the organizations, the idea of \u200b\u200bhow to work with personnel exists at the level of understanding, but not fixed documented, or is in the formation stage. If we create an enterprise and are interested in the personnel policy being carried out consciously, then it is necessary to implement the following stages for the design of personnel policy:

Rationing;

Programming;

Monitoring.

1. Rationing.The goal is to coordinate the principles and objectives of working with personnel with the principles and objectives of the organization as a whole, the strategy and stage of its development. As part of this stage of work, it is important to analyze the essential features of corporate culture, to predict possible changes in the external and internal environment of the organization, to specify the image of the desired employee and determine the goals of the development of the human resource. For example, the presence of an idea of \u200b\u200ban ideal employee is very significant, the principle of mutual responsibility between the employee and the organization, the rules of official and professional growth, the requirements for the development of certain abilities and skills.

2. Programming.The goal is to develop programs, ways to achieve personnel work purposes specified with the conditions for current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies enshrined in documents, forms, and necessarily taking into account both the current state and the possibilities of change. The essential parameter affecting the development of such programs is an idea of \u200b\u200bacceptable tools and methods of impact, their coordination with the values \u200b\u200bof the organization. For example, in a closed personnel policy situation, it is illogical to develop and use programs of intensive recruitment through personnel agencies, media. In this case, when set, it is important to pay attention to the familiar staff, students of corporate educational institutions. For corporate culture with elements of organic organizational culture based on "family" values, when recruiting staff, it seems inappropriate to use strict psychological tests. Rather, in this case, more attention should be paid to the procedures of interviews, group events and modeling of real production situations.

3. Monitoring staff.The goal is to develop procedures for diagnosing and forecasting the personnel situation. At this stage, it is important to identify significant indicators of the staff of personnel potential, as well as to develop a comprehensive program of permanent diagnosis and development of skills and skills of workers. In addition, it is advisable to develop and implement a methodology for assessing the effectiveness of personnel programs.

For enterprises carrying out staff monitoring on an ongoing basis, a variety of personnel work programs (at least such as assessment and certification, career planning, maintaining a favorable social and psychological climate) can be included in a single system internally interconnected programs. Within the framework of such a mega-program, not only personnel tasks can be solved in the organization, but also implemented ways to diagnose the management situation, and methods for making and implementing management decisions have been practically worked out. In this case, the personnel policy of the organization appears as an enterprise management tool.

9.3 . Personnel events and personnel strategy

The plan can, maybe not bad, "said someone, but only you need to know where we are now.

Jerome to Jerome. Three in the boat

The main phases of strategic

management

It is known that in the formation of a strategic management system can be allocated fourmain phases:

1) chaotic response to constant changes in the external environment;

2) strategic planning in a narrow sense - the foresight of new complications in external conditions of the organization and development of pre-promotional actions strategies (initial assumption: a new strategy should be based on the use of the existing strong and leveling of the weaknesses of the Organization);

3) management of strategic capabilities - identification of the organization's internal potential for adapting in a rapidly changing environment (not only future problems are projected. toways to solve them, but also the level of professional competence, the necessary personnel of the organization for success in the future):

4) The management of strategic tasks in real time is the development and implementation of a constantly corrective program.

Personnel programs and personnel

events

Depending on the phase of management practiced in the organization, as well as the level of planning can be allocated personnel programsdifferent type focused on solving operational, tactical or strategic tasks. Programs include various personnel activities, individual areas of work and projects aimed at improving the quality of personnel, developing its ability to solve problems dictated by the organization's development phase.

Consider the mains personnel eventsdepending on the type of strategy of the organization (stage in the development of the organization) and the level of planning. For open and closed personnel policies, a different type of event will be adequate for the satisfaction of universities in essence (Table 9.2).

Of course, the content of the personnel programs described above is determined by the idea of \u200b\u200bthe trajectory of the organization as a whole, and the targeted choice that the owners or top management are usually made.

Table 9.2.

Personnel events implemented in open and closed types of personnel policy

The type of strategy of the organization (the stage of development of the organization on which the strategy is mainly implemented)	Planning level
	long-term (strategic)	medium-term (managerial)	short-term (operational)
1. Open personnel policy
Entrepreneurial (stage of formation)	Attracting young promising professionals. Active policy informing about the firm. Formation of claims for candidates	Finding promising people and projects, creating a bank of candidates for work in the organization, holding contests, issuing grants. Establishing contacts with recruitment agencies	Selection of managers and specialists for projects
Dynamic growth (Stage of intensive growth)	Active policies to attract professionals, disseminating information about the possibility of implementing venture projects	Development of principles and procedures for assessing candidates and work. Manage managers  form horizontal and vertical managerial commands. Planning labor resources	Development of a staff schedule. Creating job descriptions. Description of the policy of the company in documents and rules. Set of personnel for specific types of work. Adaptation staff
Profitability (stabilization stage) Liquidation (Stage of Crisis)	Development of new forms of labor organization under new technologies Not considered	Development of optimal schemes of stimulating labor, linked to obtaining profit by the organization. Analysis and rationalization of jobs Creation of regulatory documents on the personnel aspect of the liquidation of the enterprise. Establishing contacts with employment firms	Implementing programs for assessing and stimulating the labor of personnel. Set of effective managers (managers) Evaluation of personnel to reduce. Consultation of personnel on professional orientation, training programs and employment. Use of partial employment schemes. Consulting assistance to personnel (primarily psychological). Implementation of social assistance programs
2. Closed personnel policy
Entrepreneurial (stage of formation) Dynamic growth (intensive growth stage)	Creation of own (branded) institutions	Search for promising students, payment of scholarships, internship in the enterprise		Attraction of friends, relatives and acquaintances
	Career planning. Development of non-traditional hiring methods (lifelong yapony)	Conducting intra-ammable learning programs, taking into account personal learning needs. Development of labor stimulating programs depending on the contribution and sent		A set of employees with high potential and learning ability. Conducting staff adaptation programs
Profitability (stabilization stage)	Development of labor optimization schemes, reduced labor costs	Implementing management personnel training programs. Development of social programs		The creation of "quality" circles, the active inclusion of personnel in optimizing the activities of the organization. Using the resources of "internal hire" Set
Liquidation	Not considered	Conducting retraining programs Development of partial employment programs in the main direction with the ability to realize the activity of employees in other areas, useful firm		Search for jobs for traveling personnel. Dismissal primarily by new employees cultivating the Philosophy of the Company. Inclusion of personnel in the discussion of the development prospects for the organization and development of projects to overcome the crisis

9. 4 . Currency Policy Development Terms

Any offensive army has:

Base.

Remote and neighboring objects.

Path action.

Path message.

Food paths.

And combat line.

Denis Davydov. Partizan's theory experience

The personnel policy as a whole, the content and specifics of specific programs and personnel events affect the factors of two types: external in relation to the organization and internal.

External environmental factors

External environmental factors can be combined into two groups:

1) regulatory limitations; 2) situation in the labor market. For example, the presence in the norms of some prohibitions for the use of tests when taking a job forces employees of personnel management services to be very inventive in the design of personnel selection and orientation programs.

Focusing on the situation on the labor market, it is necessary to analyze the availability of competition, the sources of the acquisition, the structural and professional composition of the free labor force.

It is important to obtain an idea of \u200b\u200bprofessional and public associations, which, one way or another, employees or candidates for work are involved. The strategy of the activities of such associations, their traditions and priorities in the means of struggle should be taken into account to create and implement effective personnel programs.

Internal Policy Factors

The most significant seems to be the following factors:

1) the objectives of the enterprise, their temporary perspective and degree of workout.For example, an organization aimed at rapid profit and then turning out work, completely different professionals are required compared to an enterprise focused on the gradual deployment of large-scale production with many branches;

2) management style, enshrined in the organization's structure.A comparison of an organization built is rigidly centralized, an organization that prefers the principle of decentralization shows that they require a different composition of professionals;

3) working conditions.Attract or repel people such characteristics of work as:

Degree of desired physical and mental effort;

The degree of harmfulness of work for health;

Location of jobs;

Duration and structure of work;

Interaction with other people during operation;

Degree of freedom in solving tasks;

Understanding and acceptance of the organization's goal.

As a rule, the presence of even a small number of not attractive tasks for employees requires the personnel manager to create special programs to attract and hold employees in the organization;

4) qualitative characteristics of the labor collective.Thus, work as part of a successful team can be an additional incentive that promotes stable productive work and work satisfaction;

5) manual style.Regardless of the style of the manual preferred by a specific manager, the following objectives are important:

Maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information on employees who contributes to the formulation of goals, the tasks of personnel policy in the organization's programs.

Summary

1. Personnel policyaims to bring the personnel potential of the organization in line with the goals and strategy of its development.

2. The purpose of personnel policy is to ensure the optimal balance of the processes of updating and preserving the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of the current legislation and the state of the labor market.

3. From the point of view of the level of awareness of the rules and norms that underlie personnel events, the personnel policy of the organization may be passive, reactive, preventiveor active.

4. Depending on the factors of the external environment, as well as the characteristics of the corporate culture can be effective or open or closed personnelorganization policy.

5. In the course of the development of general principles for the formation of personnel policies, it is important to agree on the organizational and staff, information, financial policy and policies of staff development.

6. The stages of the design of personnel policies include registration, programming and monitoring of personnel.

7. To build adequate personnel policies, it is important to proceed from the idea of \u200b\u200bthe objectives, norms and methods of personnel activities. The main mechanism for maintaining adequate personnel policy is monitoring staff.

Perhaps it will be useful to read:

The program of personnel events. Relationship of personnel strategy and personnel events. § Strategy Crupure

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Introduction

During the period of the modern economy and during the financial economic crisis, the management and work with personnel in the organization is a key position and a key element of business entrepreneurial activity.

In addition, the formation of a strategy staff is currently a very relevant problem of becoming labor resources of any modern, competitive enterprise.

Changes related to the irreversibility of economic reforms and the movement towards healthy competition are forced to pay considerable attention to aspects of personnel policy management based on scientifically based planning.

The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams, ensuring high quality of personnel potential is decisive factors of production efficiency and competitiveness of products.

1 . Personnel strategy

The practice of the functioning of many organizations indicates a clear relationship between strategic decisions on their management with the personnel management system.

The personnel strategy of the organization is determined by the following complex factors:

§ external and internal environment of the organization;

§ type of the organization's strategy adopted by its leadership;

§ level planning;

§ openness (closeness) of personnel policy; Competence of personnel.

§ Analysis of the external environment consists of two parts:

§ Analysis of macrobractions (state of the economy and the general trend in the labor market, legal regulation in the field of labor, political processes, etc.);

§ Analysis of the immediate environment (local labor market, personnel policy of competitors, etc.).

Types of organization strategy:

§ entrepreneurial strategy;

§ dynamic growth strategy;

§ Profitability strategy;

§ liquidation strategy;

§ Strategy Course.

Table 1 Comparative characteristics

5. Professional guidance and adaptation: the introduction of hired workers in the organization and its divisions, the development of employees of an understanding of what the organization expects from him and what kind of work is obtained by a well-deserved assessment.

The development of a personnel strategy consists of seven steps, and in each of them it is preferably the active participation of senior executives (Appendix 1). This guarantees the balance between personnel practitioners and company strategists, so necessary to obtain effective results.

In particular, the question of whether a personnel strategy should be a projection of a business strategy or vice versa.

Each organization has several opportunities for strategic planning work with personnel. In practice, it is often observed by the management of individual elements of several systems for

adaptation of the personnel strategy to the requirements of the enterprise.

The development of the team is an indispensable object of management organization and at the same time, the composite part of the management system of its personnel.

The main objectives of the team development are:

§ Improving staff structure, his demographic and professional qualification composition, regulation of the number of employees, an increase in their educational and cultural and technical level;

§ Improving ergonomic, psychophysiological, sanitary and hygienic, aesthetic and other working conditions, labor protection and security of workers.

2 . Personnel events

Personnel events - actions aimed at achieving personnel compliance to the tasks of the organization's work carried out taking into account the specific tasks of the organization's development phase.

It is known that in the formation of a strategic management system, four main phases can be distinguished:

§ chaotic response to constant changes in the external environment;

Consider the basic personnel activities depending on the type of organization and planning strategy. For open and closed personnel policy, a different type of event will be adequate for the satisfaction of united personnel needs (Table 2.).

Table 2 Personnel activities implemented in an open and closed type of personnel policy

3 . Relationship of personnel strategy and personnel events

Relevant personnel events depend on the openness or closure of personnel policy.

For an entrepreneurial type of strategy, openness of personnel policy and long-term (strategic) level of planning, personnel activities include:

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