The main approaches to the personnel management of the organization. Personnel Management. Maslova V.M. Organization personnel management

Personnel Management. Maslova V.M.

2nd ed., Revised. and add. - M.: 2015 .-- 492 p.

The publication is a personnel management course that meets the Federal State educational standard of higher education of the third generation. The textbook addresses the issues of personnel management: the concept of labor resources and personnel of the organization; regulation of social and labor relations of personnel; personnel management system; strategic personnel management; the process of selection, selection and placement of employees; management of motivation and stimulation of labor behavior; personnel development management; formation and promotion of corporate culture in the organization; methods for assessing the effectiveness of the organization’s personnel public relations in personnel management; HR records management in the organization; assessment of the results of work on personnel management. It is focused on the competency-based approach in training, which will allow, after studying the course, to form the students' professional competencies that they need in successful practice. For bachelors, undergraduates, graduate students of economic universities, students of additional professional education and personnel management specialists.

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Table of contents
Foreword 8
Chapter 1. Personnel of the organization as an object of management 12
1.1. The concepts of “labor resources” and “labor potential of an employee” 12
1.1.1. Labor resources and their composition 12
1.1.2. Employee potential 17
1.2. The main characteristics of the personnel of the organization 18
1.2.1. Organization Staff Concept 18
1.2.2. Headcount and staff structure 20
1.3. Labor collectives and their role in managing the organization 24
1.3.1. Characteristics of labor collectives 24
1.3.2. The participation of labor collectives in the management of the organization 27
1.4. Managing Conflicts in Workers 30
1.4.1. Conflicts in labor collectives 30
1.4.2. Conflict Prevention and Resolution 36
Questions, Tasks, and Tests 43
Practice 44
Chapter 2. Regulation of social and labor relations of personnel of the organization 47
2.1. The content of social and labor relations of the personnel of the organization 47
2.1.1. The subjects of social and labor relations 48
2.1.2. Subjects of social and labor relations 50
2.1.3. Types of social and labor relations 52
2.2. Collective-contractual regulation of personnel relations 56
2.2.1. The concept and functions of the collective agreement 56
2.2.2. Parties to the collective agreement 59
2.2.3. Development and approval of a collective agreement 63
2.2.4. Collective Labor Disputes 68
2.2.5. Social Labor Agreement 72
2.3. Employment contract and employee job function 74
2.3.1. The content of the employment contract 74
2.3.2. Labor function - the basis of an employment contract 78
Questions, tasks and tests 79
Chapter 3. The personnel management system of the organization 82
3.1. Principles and methods of personnel management system 82
3.1.1. The concept of personnel management 82
3.1.2. HR principles 85
3.1.3. HR methods 89
3.2. Key elements of a personnel management system 93
3.2.1. A systematic approach to personnel management 93
3.2.2. The content of the elements of the personnel management system 94
3.3. Organizational structure of personnel management 103
3.3.1. The process of building the organizational structure of personnel management 103
3.3.2. The main tasks and functions of the personnel management service 107
3.3.3. The number of personnel HR 110
Questions, Tasks, and Tests 112
Chapter 4. Strategic personnel management of the organization 115
4.1. Personnel policy - the basis for the formation of a personnel management strategy 115
4.1.1. Fundamentals of personnel policy of the organization 115
4.1.2. Types of personnel policy 122
4.2. HR Strategy 127
4.3. Organization staffing planning 130
Questions, tasks and tests 134
Chapter 5. The process of selection, selection and placement of staff of the organization 136
5.1. Personnel Marketing 136
5.1.1. Personnel Marketing Basics 136
5.1.2. Self-marketing and its directions 144
5.1.3. The procedure for compiling a resume 149
5.2. Hiring staff and its types 154
5.2.1. Recruitment and selection process 154
5.2.2. Job Interview 159
5.2.3. Competitive election of staff 163
5.2.4. Employee hiring part-time 166
5.2.5. Personnel security in the organization 170
5.3. Adaptation of new employees 176
5.3.1. The concept of adaptation 176
5.3.2. Types and forms of labor adaptation 181
5.4. Staff Release Management 183
Questions, Tasks, and Tests 191
Business game 192
Chapter 6. Management of motivation and stimulation of labor behavior 194
6.1. Basic concepts and theories of personnel motivation 194
6.1.1. The essence of labor motivation 194
6.1.2. Theories of staff motivation 198
6.2. Integrated staff motivation system 204
6.2.1. Principles and functions of staff motivation 204
6.2.2. Components and tools of personnel motivation system 209
6.3. Types of labor incentives and their main content 215
Questions, tasks and tests 220
Chapter 7. Management of training and development of personnel 222
7.1. Organization of vocational training and professional development 222
7.1.1. Corporate Training and Personnel Development 222
7.1.2. Coaching as a form of training 232
7.1.3. Features of distance learning 237
7.1.4. Assessment of the effectiveness of training 238
7.2. Formation and development of a business career 243
7.2.1. Concept and types of business career 243
7.2.2. Business Career Management 251
7.3. Formation of personnel reserve and work with it 256
7.3.1. The stages of the formation of personnel reserve 256
7.3.2. Work with personnel reserve 264
Questions, tasks and tests 268
Chapter 8. The formation and promotion of corporate culture in the organization 270
8.1. The essence and main stages of the communication process 270
8.1.1. Communications and management 270
8.1.2. Forms of communication and their contents 273
8.2. Creating Corporate Culture 284
8.2.1. Fundamentals of Corporate Culture ... 284
8.2.2. Strengthening Corporate Culture in an Organization 292
8.3. Business Ethics 296
8.3.1. Professional Ethics 296
8.3.2. Business Etiquette 298
8.3.3. Leadership Style 301
Questions, Tasks, and Tests 309
Chapter 9. Methods for assessing the effectiveness of the personnel of the organization 313
9.1. The role of personnel assessment in the personnel management system 313
9.1.1. The concept of staff assessment 313
9.1.2. Personnel Evaluation Criteria 315
9.1.3. Types of rating scales 319
9.2. The main methods of personnel assessment 321
9.2.1. Management by objectives (MBO) 322
9.2.2. Performance Management (SD) - Performance Management (PM) 323
9.2.3. Assessment Center (group and individual) 323
9.2.4. 360 degree method 325
9.2.5. Express personnel assessment 330
9.3. Traditional Personnel Evaluation System - Certification 334
9.3.1. The essence of certification personnel 334
9.3.2. Training and certification of personnel 335
Questions, Tasks, and Tests 338
Chapter 10. Public relations in personnel management 340
10.1. The concept and main directions of public relations in personnel management 340
10.1.1. Creation of a PR system in the management of staff OM.340
10.1.2. Professional and personal qualities of a PR specialist 349
10.1.3. Legal basis of PR activities 351
10.2. Human Resources Public Relations Tools 354
10.2.1. Relations with the media 354
10.2.2. Corporate Public Relations Tools 357
10.2.3. Preparation and holding of special events 360
10.3. Assessment of the effectiveness of PR-activities in personnel management 364
10.3.1. Criteria for evaluating PR in personnel management 364
10.3.2. Recommendations on the organization of the effective work of the service in personnel management 367
Questions, Tasks, and Tests 370
Chapter 11. HR administration in the organization 373
11.1. The composition of the personnel management documentation 373
11.1.1. The concept of personnel documentation 373
11.1.2. Composition and structure of personnel service documentation 376
11.2. Rules for the design and creation of personnel documents 378
11.2.1. Rules for registration of personnel documents 378
11.2.2. Rules for the creation of personnel documents 393
11.3. Organization of storage of documents by personnel (personnel) 405
Questions, Tasks, and Tests 408
Chapter 12. Assessment of the results of work on personnel management 410
12.1. Analysis of the effectiveness of personnel management 410
12.1.1. Personnel costs 410
12.1.2. Assessment of the effectiveness of personnel management 413
12.2. HR audit 421
12.2.1. The concept of audit of personnel management 421
12.2.2. HR audit 425
12.3. Professional associations in the field of personnel management 431
12.3.1. National Union of Personnel Officers 431
12.3.2. Russian Association of Personnel Specialists 436
12.3.3. Recruitment Consultants Association 438
12.3.4. Club of HR Specialists 440
12.4. Foreign experience in personnel management 441
12.4.1. China Experience 441
12.4.2. Japan Experience 444
Questions, tasks and tests 450
Applications 454
Answers to tests 490
References 491

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Annotation:

This article is devoted to an overview of the main models of personnel management. The study suggests that the problem of productive personnel management is one of the most urgent problems of the effectiveness of the organization. For Russia, this is a relatively new problem. Its topical nature requires the study of accumulated domestic and foreign experience.

JEL classification:

Personnel management is a combination of various methods of managerial impact on the organization and conditions of employees, the formation of their skills, ensuring maximum use of the labor potential of workers in the interests of the enterprise.

Human resources management is a targeted impact on the human component of the organization, which focuses on establishing a correspondence between the goals of the organization and the capabilities of employees. Personnel management is based on a generalized idea of \u200b\u200ba person’s place in the organization.

One of the elements of managerial activity is personnel management, which determines a person’s place in the organization. The very concept of "management" is ambiguous. It can be interpreted from the point of view of personnel management, human resource management or just a person. At first glance, it might seem that there are no differences between the terms, but for control theory these concepts are fundamentally different.

Human resources management is an activity focused on the totality of certain rules and methods of influencing the labor process of employees in order to develop their skills necessary to maximize labor potential.

Human resources management involves activities aimed at uniting the main labor components: the labor function and interpersonal relationships of employees. This approach is based on the consideration of the employee as the main element of the organization, which, of course, is social in nature.

Human management is considering creating a comfortable working environment for the employee: building friendly relations in the team, assisting in self-development, which will help maximize the employee’s labor.

The formation of personnel management as a science began more than a hundred years ago, at a time when organization management and organization personnel management were almost identical. For more than a century, the place and importance of a person in an organization has changed significantly, which contributed to the refinement of existing and development of new concepts of personnel management.

To date, science knows many approaches to the personnel management of an organization. In modern conditions of a market economy, the most acceptable, according to the author, is the approach of a famous Russian scientist in the field of management L.I. Evenko, who traces the change in perceptions of management over time. The author identifies four concepts that are developing in the framework of three management approaches: economic, organizational and humanistic.

The economic approach has stimulated the emergence of a concept within which instrumental rather than managerial training of personnel occupies a dominant position. This approach is called the concept of the use of labor resources. Speaking about this approach in more detail, it can be noted that the organization here is considered as a mechanism that operates according to a certain algorithm, which, in turn, ensures the stability and predictability of the organization. Of course, this approach is based on certain principles: ensuring that subordinates receive orders directly from the line manager; building a vertical management chain: from top to bottom; establishing a control system for effective communication between management and employees; achieving maximum compliance between the powers of the employee and the work entrusted to him; the formation of an effective staff incentive system through fair remuneration for work.

In the framework of the organic approach, the organization was perceived as a living system that exists in the environment. In this regard, the organization was considered in two aspects: its identification with the person and with the human brain.

The identification of an organization with a person was based on the assertion that an organization, like a person, goes through such basic stages of the life cycle as birth, adulthood, aging and death. And also the thesis was formulated that the organization has the needs and motives of its activities, which is inherent, for the most part, to man.

Comparison of the organization with the human brain made it possible to look at the activities of the organization by analogy with the activities of the human brain. This allowed a completely different look at the personnel management of the organization than in the framework of the economic approach, when an analogy of the organization with the mechanism was drawn. Thus, after analyzing this concept, we can conclude that managers often operate in conditions of limited environmental awareness, therefore they are unable to fully assess the results of a decision.

Summing up, we note that the organic approach is based on the need to pay attention to the environment in which the organization operates in order to identify and meet the organization's needs for its survival.

The humanistic approach is the youngest. He has achieved his active development recently. The fundamental idea of \u200b\u200bthis approach is the idea of \u200b\u200borganization as a cultural phenomenon, i.e. this concept proceeds from the thesis that the organizational culture of an organization determines the concept of this organization. Today, theorists no longer argue about the impact of the cultural context on personnel management, this is already obvious. In the framework of the humanistic approach, organizational culture is an important element that allows employees to model their behavior in a certain way in a specific situation. This comes from the fact that each organization has its own written and unwritten rules of conduct, but in practice these rules are not a guideline, but only a means.

Thus, we can conclude that the humanistic approach focuses on the human side of the organization, which distinguishes this approach from others.

The humanistic concept certainly has its positive role, which consists in the following:

1) a look at the organization from the perspective of the influence of organizational culture on it helps managers to make their activities more efficient;

2) a humanistic approach helps to understand with what characters and images the activities of employees are carried out. Understanding this allows you to influence organizational reality through elements of organizational culture: folklore, norms, language. All this helps managers to carry out actions aimed not just at motivating or coordinating employees, but at the formation, implementation and development of certain meanings and symbols;

3) the humanistic approach also gives an understanding that the organization is able not only to adapt to the existing environment, but also to change it, based on what the mission of the organization is. That is, the development of an organization’s mission or strategy can transform the existing environment.

Thus, having analyzed one of the classifications of management approaches, we can conclude that the productive development of the organization is based not only on a change in the technological, but also in the human component of the organization’s activity: on a change in the values \u200b\u200bthat underlie the cooperation of people.

In addition, the analysis of this concept allows the author to note that each of the approaches existing within the framework of the concept has its own positive role. Thus, the economic approach gave rise to the concept of the use of labor resources, within the framework of which the ordering of relations between parts of the whole organization is promoted.

The organic approach, in turn, gave rise to the concept of human resource management, outlined a new perspective for personnel management, and contributed to the birth of a new understanding of the organization.

And, finally, the humanistic approach proceeds from the concept of human management and from the idea of \u200b\u200borganization as a cultural phenomenon, which allows us to understand how people are integrated into organizations.

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Personnel Management Organization: Textbook / Ed. A. Ya. Kibanova. - M .: INFRA-M, 1997.

- 512 s.

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INTRODUCTION .........................................
CHAPTER 1. HUMAN FACTOR OF LABOR ACTIVITY .....
1.1. AND HISTORICAL DEVELOPMENT OF LABOR AND BUSINESS ENTREPRENEURSHIP........
1.2. P PSYCHOPHYSIOLOGY OF LABOR PROCESSES AND SOCIOLOGY OF LABOR....
1.3. T ORE RESOURCES AND EMPLOYMENT PROBLEM..................
1.4. G LABOR RESOURCES MANAGEMENT SYSTEM................................................................................
CHAPTER 2. METHODOLOGY OF HUMAN RESOURCES MANAGEMENT ........................................... ..................
2.1. TO HUMAN RESOURCES ONCEPT...............
2.2. P PRINCIPLES AND METHODS FOR BUILDING A HUMAN RESOURCE MANAGEMENT SYSTEM........................................................................
2.3. M HUMAN RESOURCES...........
CHAPTER 3. ORGANIZATION PERSONNEL MANAGEMENT SYSTEM ........................................... .............................
3.1. ABOUT HR MANAGEMENT SYSTEM DESIGN....................................................................
3.2. Ts FIRES AND FUNCTIONS OF THE PERSONNEL MANAGEMENT SYSTEM..
3.3. ABOUT HUMAN RESOURCES MANAGEMENT STRUCTURE..............................................................................
3.4. HADROW AND BUSINESS MANAGEMENT OF THE PERSONNEL MANAGEMENT SYSTEM .............................................
3.4.1. Staffing.............
3.4.2. Office software......
3.5. AND INFORMATION AND TECHNICAL SUPPORT OF THE HUMAN RESOURCES MANAGEMENT SYSTEM .................................................
3.5.1. Information support of the organization’s personnel management system ........................................................
3.5.2. Technical support of the organization’s personnel management system.................................................................
3.5.3. Organizational forms of building systems for automated processing of information management systems
organization staff..........
3.6. N FORMATIC AND METHODOLOGICAL AND LEGAL SUPPORT OF THE HUMAN RESOURCES MANAGEMENT SYSTEM ......................................
3.6.1. Regulatory and methodological support .........
3.6.2. Legal support......
CHAPTER 4. STRATEGIC MANAGEMENT OF ORGANIZATION PERSONNEL ........................................... ............
4.1. IN IDENTIFICATION OF THE HUMAN RESOURCES MANAGEMENT STRATEGY...................................................................................................
4.2. FROM REMAINING HUMAN RESOURCES MANAGEMENT STRATEGIES...................................................................................................
4.3. IN CONNECTION WITH THE HUMAN RESOURCES MANAGEMENT STRATEGIES AND THE ORGANIZATION DEVELOPMENT STRATEGIES ..........................................
4.4. TO STAFF PERSONNEL AS AN OBJECT OF STRATEGIC MANAGEMENT..........................................................................
4.5. At PERSONNEL COMPETENCE MANAGEMENT.........................................................................................................................
CHAPTER 5. PLANNING WORK WITH PERSONNEL IN THE ORGANIZATION ......................................... ....................
5.1. WITH ESSENCE, GOALS AND OBJECTIVES OF PERSONNEL PLANNING..................................................................................................
5.2. ABOUT PERSONNEL WORK PLAN....................................................................................................................
5.3. M STAFF ARKETING..................

5.4. ABOUT STAFF NEEDS........................................................................................................................
5.5. P LABORING AND ANALYSIS OF INDICATORS ON LABOR, STAFF EXPENDITURE..................................................................
5.6. N ORGANIZING AND ACCOUNTING NUMBER OF PERSONNEL...........................................................................................................
CHAPTER 6. TECHNOLOGY OF PERSONNEL MANAGEMENT AND ITS DEVELOPMENT IN THE ORGANIZATION ......................
6.1. N AEM SELECTION AND RECEPTION OF PERSONNEL
6.1.1. Staff selection preliminary information.........................................................................................................
6.1.2. Content analysis and job requirements..............................................................................................................
6.1.3. Recruitment Sources........
6.1.4. Qualifying Interview.....
6.1.5. Other selection methods.............................................................................................................................................
6.2. D FIRST STAFF ASSESSMENT...........................................................................................................................................
6.3. P ROPORIENTATION AND LABOR ADAPTATION OF PERSONNEL..................................................................................................
6.4. AND USE OF STAFF............................................................................................................................................
6.5. ABOUT STAFF TRAINING...............................................................................................................
6.5.1. Identification of training needs....................................................................................................................
6.5.2. Resource allocation............................................................................................................................................
6.5.3. Curriculum and curriculum development................................................................................................................
6.5.4. Training methods and their choice...................................................................................................................................
6.5.5. Assessment of learning outcomes..................................................................................................................................
6.6. At PERSONNEL BUSINESS CAREER MANAGEMENT...................................................................................................................
6.6.1. Concept and career stages........................................................................................................................................
6.6.2. Business Career Management.................................................................................................................................
6.7. THE MANAGEMENT BOARD IS DUTY - PROFESSIONAL STAFF PROMOTION...................................................................
6.7.1. System service - professional promotion ................................................. ...........................................
6.7.2. Work with personnel reserve...................................................................................................................................
6.8. IN STAFF RELEASE...........................................................................................................................................
CHAPTER 7. MANAGEMENT OF BEHAVIOR OF PERSONNEL OF THE ORGANIZATION ........................................... ........................
7.1. At ORGANIZATION SOCIAL DEVELOPMENT BOARD.....................................................................................................
7.1.1. Social development of the organization as an object of management.....................................................................................
7.7.2. The main factors in the development of the social environment of the organization................................................................................
7.1.3. Social Service Organization..............................................................................................................................
7.2. T EORIA OF PERSONAL BEHAVIOR..........................................................................................................................................
7.3. P GROUP IDENTITY....................................................................................................................................
7.3.1. Group goals
7.3.2. Group performance...........................................................................................................................................
7.4. M EMPLOYEE LABOR ACTIVITIES.........................................................................................................
7.5. At MANAGEMENT OF INNOVATIONS IN HUMAN RESOURCES SYSTEMS.................................................................................................
7.5.1. Key concepts of innovation in personnel systems.............................................................................................
7.5.2. The essence and classification of personnel innovations...............................................................................................
7.5.3. The concept, goals, functions of innovation and personnel management. Organizational forms of personnel
innovations .......................
7.5.4. Motivational support for innovations in personnel work..............................................................................
7.6. E TIKA OF BUSINESS RELATIONS...........................................................................................................................................
7.6.1. General patterns of interpersonal relationships............................................................................................
7.6.2. Ethics of greetings and views......................................................................................................................
7.6.3. The appearance of a business person.............................................................................................................................
7.6.4. Conducting a business conversation............................................................................................................................................
7.6.5. Telephone Ethics.................................................................................................................................
7.6.6. Rules of criticism ................................................ .................................................. .................................................. ...
7.6.7. Rules of perception of criticism...................................................................................................................................
7.6.8. Basics of rhetoric ................................................ .................................................. .................................................. ..
7.7. At MANAGEMENT OF CONFLICTS AND STRESS.......................................................................................................................
7.7.1. Conflicts and their management...................................................................................................................................
7.7.2. Stress management..............................................................................................................................................
7.8. At SECURITY MANAGEMENT..........................................................................................................................................
7.8.1. Organization Safety.......................................................................................................................
7.8.2 Personnel Health Management...................................................................................................
7.8.3. Organization economic security..............................................................................................................
7.9. ABOUT MANAGEMENT OF LABOR MANAGEMENT.......................................................................................................
7.9.1. Characteristic of managerial work. Management personnel.................................................................................
7.9.2. Essence goals and objectives of the organization of a pile of management personnel...............................................................
7.9.3. Time factor. Analysis of the cost of working time of the head........................................................................
7.9.4. Individual planning of the head’s working time.............................................................................
CHAPTER 8. EVALUATION OF RESULTS OF ACTIVITIES OF PERSONNEL OF THE ORGANIZATION .......................................... ..
8.1. ABOUT THE PRICE OF LABOR EFFICIENCY OF MANAGERS AND MANAGEMENT SPECIALISTS ......................................................

8.2. ABOUT HUMAN RESOURCES MANAGEMENT PRICE...............................................................................
8.3. ON THE ESTIMATION OF ECONOMIC EFFICIENCY OF PROJECTS TO IMPROVE HUMAN RESOURCE MANAGEMENT ...................
8.3.1. The procedure for calculating the economic efficiency of organizational projects to improve the system
hR management.......................................................................................................................................................
8.3.2. Calculation of costs associated with the improvement of the personnel management system ...........................................

INTRODUCTION

The economic reforms carried out in Russia have significantly changed the status of the enterprise (hereinafter referred to as the organization) as the main link in the national economy. Organizations appeared, along with those based on state ownership, private, mixed, with collective ownership. The market puts the organization in a fundamentally new relationship with government organizations, with manufacturing and other partners, and employees. New economic and legal regulators are being established. In this regard, relations between the leaders of organizations, between managers and subordinates, between all employees within the organization, are changing. The attitude towards the personnel of organizations is also changing, since the social orientation of economic reforms turns them face to person, the personnel of organizations.

The term "organization" covers, in addition to enterprises owned by state and municipal property, commercial organizations: business partnerships, business companies, joint-stock companies, production cooperatives, as well as non-profit organizations that are created in the form of consumer cooperatives, public and religious organizations (associations) funds and institutions. All provisions and

This textbook aims to equip the reader with knowledge of the organization’s new personnel management mechanism in an emerging new market environment.

The logically constructed structure of the textbook covers a wide range of problems of personnel management of the organization - from the history of the development of human labor to assessing the effectiveness of its activities.

Having acquainted with the materials of the first chapter, the reader will receive the necessary information about the history of the development of labor and business entrepreneurship in Russia, the psychophysiology of labor processes and the sociology of labor, labor resources and employment, the state system of labor management.

The second chapter is devoted to the consideration of the organization’s personnel management methodology. In her

principles and methods are revealed

the construction of a personnel management system; the concept of personnel management of an organization in market conditions is described.

The third chapter highlights the organization’s personnel management system; sets out the fundamentals of organizational design and construction of the organization’s personnel management system, methods of forming goals, functions, organizational structure of the personnel management system. In addition, the chapter discusses in sufficient detail the issues of personnel, information, technical, regulatory, methodological, legal and office support of the personnel management system.

The fourth chapter of the textbook is devoted to the problems of strategic personnel management of the organization. The necessity of developing a personnel strategy is substantiated, the history of the emergence of a personnel management strategy is described and its components are analyzed, the relationship of the personnel strategy with the organization management strategy is examined. Here are the concepts

personnel competencies and personnel competency management as the most important objects of strategic personnel management.

The fifth chapter, being a logical continuation of the fourth, is devoted to the problems of planning work with the organization’s personnel. Here the essence is disclosed, the goals and objectives of personnel planning are defined, the structure and content of the operational plan for working with personnel are considered. The definition of staff marketing is given, the procedure for its implementation is analyzed, the methodology for determining the needs for staff is described, and the sources of its coverage are provided. The same chapter discusses such important issues on which HR planning is based, such as: planning and analysis of labor indicators, personnel costs, rationing and accounting for the number of employees.

The topic of the sixth chapter is the technology of personnel management and its development. Here, the entire cycle of work with the organization’s personnel is sequentially considered, starting from entering work and ending with dismissal: hiring, selection and hiring; business assessment of staff at all stages of its activities; career guidance and labor adaptation; use of staff; organization of a system of training, retraining and advanced training of personnel; control

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