HR development strategy. Personnel strategy. What determines the formation of the personnel strategy of the company

The theoretical study of the personnel management strategy of an enterprise in a transitional economy is an urgent scientific problem that plays an important role in the economy of a Russian enterprise.

In the modern science of management, there are quite a lot of different models of personnel management in a company. The choice of one or another of them is an independent and very important task for the success of the enterprise. However, not all decisions concerning the system and methods of personnel management in an enterprise are strategic. For example, specific personal appointments of middle managers, the establishment of official salaries, the size of the managerial apparatus are certainly important and sometimes have long-term consequences, but they can be adjusted or canceled without much expenditure of resources and, therefore, are not strategic.

The concept of personnel strategy

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

The concept of "personnel strategy" is a particular, derived from the general concept of "strategy", therefore it is logical to start considering the issue of personnel strategies with the definition of the generic concept of "strategy", then turning to its particular case - "personnel strategy".

The term "strategy" (from the Greek stratos - an army, ago - I lead) has a military origin. Initially, strategy was understood as the art of warfare. Since wars were the most important events in the lives of people, peoples, countries, the concept of "strategic" in the sense of "most important", "determining" passed into the terminology of management as a whole.

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

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

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

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

Among the various definitions of strategy, there are common features in the concept of strategy in the field of management theory:

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

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

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

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

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

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

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

The essence of a HR strategy is to answer three critical questions:

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

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

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

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

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

The components of a personnel management strategy can be:

l working conditions and labor protection, personnel safety;

l forms and methods of regulation of labor relations;

l methods for resolving industrial and social conflicts;

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

ь employment policy in the organization, including analysis of the labor market, a system for hiring and using personnel, establishing a work and rest schedule;

l Career guidance and adaptation of personnel;

l Measures to build human resources and make better use of them;

ь improvement of methods for forecasting and planning the need for personnel based on the study of new requirements for employees and jobs;

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

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

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

ь improvement of the mechanism for managing labor motivation of personnel;

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

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

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

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

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

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

An example of strategic goals in the formation of a personnel strategy can be:

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

Such strategic objectives can only be measured in qualitative terms. The choice of strategy is carried out on the basis of an analysis of all factors and the determination of the most promising option. To make a decision on the choice of a particular personnel strategy, it is necessary to understand their differences.

The personnel strategy of the enterprise allows you to determine the priority areas of work with personnel for the successful achievement of long-term goals. This article will show you how to develop a strategy.

From the article you will learn:

Related materials:

What is an organization's HR strategy?

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

The purpose of the personnel strategy

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

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

What factors determine the personnel strategy of an enterprise

The policy framework is determined by the following factors:

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

The main features of the professional policy of the enterprise:

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

What is the HR development strategy based on?

The company's professional development policy is based on taking into account the relationship with short-term and long-term tasks and plans of the organization. Documents on strategic plans, which contain a list of the main tasks and ways to solve them with the help of specific activities, allow concretizing the issues of personnel strategy. If necessary, attract additional resources, including human resources. In the long-term strategic plan, they indicate the amount of core resources needed to quickly achieve the goals.

The development of a professional policy contributes to:

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

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

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

Step 1. Ask the heads of departments and tops how they assess the situation with the personnel. Make up a questionnaire and ask the managers for it. Don't ask too many questions. Five or six is ​​enough. For example: “How many percent of employees from the total number of departments have met KPI for the year?”, “How many percent on average did the entire department meet KPI?”. By the answers, you will understand how staff work efficiently. See how things are with the adaptation of employees. You know what are the requirements for working with personnel from the heads of the department.

Step 2. Collect data about the company's personnel to understand what kind of people work for you. Consolidate all data into one file. Before you will be a clear alignment of who works in the company. You appreciate are there any obvious excesses in the personnel structure. For example, it is not surprising if in a metallurgical company and in a machine-building holding, the composition of employees is mainly men, and in a weaving factory - women. But if in a company where there is no such traditional linkage of professions with gender, either women or men strongly predominate, this is a reason for reflection.

What personnel data should be collected

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

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

Step 5. Conduct a SWOT analysis of the personnel management system. You enter in the table opportunities and threats, which are in the external environment for the company. In addition, formulate advantages and disadvantages in her internal environment. You already have enough information about this. You will analyze this data at the strategic session.

An example of a SWOT analysis of a personnel management system

How to conduct a SWOT analysis

Step 6. Prepare for the strategy session. Form a team of session participants. Invite managers of all levels, specialists with expert knowledge to it. Prepare a presentation to present at the beginning of the session. Tell us what studies and surveys you have conducted, what conclusions you have drawn, give the figures. Develop rules for participation. Indicate that everyone participates in the discussion, expresses their opinion.

Step 7: Have a Strategy Session and Draft an HR Strategy. The main tool in the session- SWOT analysis table. In the cells that are formed at the intersection of the "Opportunities", "Threats" columns and the "Strengths", "Weaknesses" rows, by the end of the session you should have a list of what needs to be implemented. This, in fact, is the HR strategy for a year, three or five years. The term is determined by you. Present the draft HR strategy to the CEO and board of directors. After it is approved, develop a work plan for its implementation. Specify responsible, terms. Place both documents on the corporate portal so that employees can study them. Familiarize the heads of departments under the signature. Those who participated in the strategy session will broadcast a positive attitude towards HR innovations.

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

Download full plan

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

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

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

What is a public professional policy

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

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

The public personal policy is aimed at the dynamic growth of the company. When developing such a strategy, the specifics of attracting and retaining highly qualified specialists must be taken into account. Some organizations prefer to focus their efforts on the development of their own human resources. This helps to optimize costs, reduce the total number of staff, manage with a minimum number of employees who perform labor duties with a greater degree of effectiveness.

How to plan a personnel strategy in an enterprise

• external and internal incentives;
• performance evaluation in the short and long term;
• making decisions on the rationality of using external sources of labor;
• ensuring career growth;
• job security;
• investment in personnel;
• development of principles of motivation.

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

Seven components of success or what is an effective personnel strategy

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

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

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

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

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

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

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

On the contrary, with a focus on product quality, it is likely that additional investments will be required to hire highly qualified specialists, create a multi-stage system of continuous training, assess and monitor the quality of personnel work, and create an innovative environment.

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

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

The involvement of senior managers in the process of developing a personnel strategy is necessary not only for the formation of a common understanding by the company's management of long-term goals and ways to achieve them. Such joint work also allows achieving the optimal balance between "practitioners" and "strategists" of the company, which is necessary for obtaining effective results. And the involvement of key highly specialized performers who know all the intricacies of a particular technology and the situation on the labor market will make the strategy more “lively” and accurate, foreseeing all possible risks in it in advance.

Now, on the basis of the corporate strategy of the company, it is necessary to start forming a strategic "portrait" of the company's personnel. To do this, you need to think about what the role of staff will be in solving new problems, what competencies and skills will be needed in order to effectively implement the plan.

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

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

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

A simple but effective method - SWOT analysis (strengths - strengths, weaknesses - weaknesses, oppor-tunities - opportunities, Threats - dangers) will help to conduct a comprehensive and visual assessment of your organization. Concentrate on the strengths and weaknesses of the company's personnel. Consider the existing problems with the qualifications and potential opportunities of workers.

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

Based on the analysis, the potential of the company's HR department should be assessed by carefully analyzing the current directions of its activities, the quality of work and the competence of employees. We need to think about in which areas of HR activities the unit has succeeded, and which areas of work need to be improved. To do this, you can also conduct COPS - analysis (culture - culture, organization-organization, people - people, systems - personnel management systems). Formulate the state of current and desired affairs. Analyze what will need to be changed in the personnel management system to ensure the achievement of strategic goals.

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

After the analysis of the current one has been carried out and the desired state of the human resources resource has been determined, and the most priority “bottlenecks” have been identified, one can begin to formulate the goals and objectives of the personnel strategy.

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

As an example, I will cite the long-term goals of the personnel strategy of the Ekonika retail chain, which ensure the achievement of the overall strategy of the company.

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

3. Ensure effective recruitment and adaptation of personnel in the Ekonika retail chain (taking into account the program of active regional development).

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

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

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

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

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

A. Bednenko, HR Director of the Ekonika retail chain, candidate of psychological sciences. Source otiss.ru/

• Leadership and Management

Keywords:

1 -1

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

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

Table 3.7 Components of a personnel management strategy

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

Table 3.8 The main factors determining the strategy of personnel management of the organization

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

Table 3.9 Organization life cycle and human resource management

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

Rice. 3.5. Stages of formation of personnel strategy

At the first stage, a situational analysis is carried out, which has two main goals: 1) determining what kind of human resources the enterprise has (analysis of the enterprise); 2) identification of its chances and risks in relation to personnel in comparison with competitors (environment analysis). The central question that needs to be answered as a result of the situational analysis is: “What is the position of the enterprise at the present time with the available human resources?

An analysis of the enterprise, the result of which should be the realization of the first goal of the initial stage of developing a personnel strategy, is essentially an analysis of the personnel employed in it. It aims to study "the human resources of an enterprise in terms of their availability in the organization and suitability for the implementation of strategic decisions." The tool for such a study can be the development of a "portfolio of human resources": the employees of the enterprise are divided into four categories, for each of which a corresponding square is assigned in the matrix (Fig. 3.6).

Rice. 3.6. "Human Resource Portfolio"

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

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

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

portfolio method

The portfolio method for assessing managerial personnel was introduced by the American company General Electric Company (GE). The main goal was to find out how managers, realizing their managerial behavior, are ready to implement a resource-oriented personnel strategy. The components of the evaluation were such organizational values ​​as the inclusion (inclusion) of employees; direct, personal communications, similar to contacts in small businesses; the so-called management without borders, i.e. communication and cooperation, regardless of the levels of the hierarchy or the boundaries of the areas of activity. Such a goal was determined due to the current situation in the company, which was characterized by the fact that "... some leaders were unwilling or unable to move away from the habit of autocratic leadership and the role of "big whales" and embrace the values ​​that they were trying to develop in the company" .

As a result of the work carried out, four types of managers were identified, to which other executives were subordinate, depending on whether they contribute to or hinder the implementation of organizational values. The first type included managers who involve their employees in decision making and share the values ​​of the company. This variant of behavior is progressive: the management team using it represents the essence of organizational top management for the long term. The second type of leaders does not accept proposals from subordinates and does not share the values ​​of the company, so they do not stay in the company. Managers of the third type, on the one hand, generally share the values ​​of the company, although not always, and on the other hand, sometimes they do not accept the proposals of employees. This category of leaders "has a chance to improve." Leaders belonging to the fourth type are characterized by good short-term results in work and there is nothing to criticize them for. However, achievements are made at the expense of their authoritarian behavior, which is contrary to the values ​​of the company and may reduce the readiness of employees for long-term productive work. “The last test to reinforce words in the company with deeds was the decision to eliminate managers of the fourth type. This turning point was necessary: ​​the only option for the employees of the General Electric Company to answer for words, and in addition to maintaining traditional authoritarian relationships and functional casting, learn to actively cooperate with each other.

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

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

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

The second stage is the definition of goals. First of all, the requirements imposed by the personnel strategy on the development of human resources in their qualitative and quantitative terms are examined. According to experts, in carrying out this study, policymakers should determine what human resources are needed now and in the designated future in order to provide the desired adaptability in relation to the business strategy of the enterprise; the implementation of which business strategy allows the available staff resources.

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

- provide the necessary human resources for the implementation of the enterprise strategy;

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

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

The third stage in the development of a personnel strategy is the need for development. The main purpose of this stage is the analysis of deviations, during which the difference between the required potential of human resources and its actual state is revealed. Based on the deviation indicator, the need for personnel development is calculated and the so-called “field of activity” of the personnel strategy is determined, due to the business strategy in the organization.

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

Fig 3.8. Central target positions in personnel strategy

With a short-term "niche strategy", the acquisition of know-how is carried out through external recruitment of personnel, short-term planning and little in-house activity in the sense of developing personnel, which is central to the personnel strategy. Personal development of personnel in the face of high quality short-term requirements makes little sense.

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

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

- long-term personnel planning to ensure that in the long term the required human resources will be at the disposal of the enterprise;

– Intensive internal assistance to the personnel, so that the once created human resources potential can be optimally used in the long term.

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

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

Action planning can be supplemented by a strategic workforce matrix (Table 3.10), which provides an overview of the direction of the workforce strategy in relation to the tasks and stages of long-term development.

Table 3.10 Strategic workforce matrix

Important in the implementation of the personnel strategy is to check, or control the achievement of the goal.

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

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

The success of the personnel strategy formation process is also determined by regular target conferences, the obligatory delegates of which are representatives of the personnel service and line management. An important point is the participation in them of representatives of the Council of the enterprise and the labor collective. At BMW, for example, instead of conferences during the formation of the personnel strategy, “round tables” were held, which were attended by relevant line managers; the functions of management and moderation were performed by the personnel service (Fig. 3.9).

Rice. 3.9. System version of personnel management

A condition for the success of a personnel strategy is that it must cover all personnel management, performing functions that are implemented at the corporate level, as well as those related only to the personnel area. General functions - planning, conducting and managing work with personnel - allow you to determine, if possible, the most significant contribution to the achievement of organizational goals. The group of profile functions implemented for the implementation of work with personnel includes employee remuneration, time management, group dynamics, leadership and motivation, personnel controlling

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

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

Strategy low cost leadership most common today. It orients the firm to obtain additional arrived by saving on fixed costs. These savings result from maximizing sales of standard mass-market products, which allows prices to be lowered and new markets to be won on the basis of this. The corresponding personnel strategy ¾ attraction and retention of workers of mass professions of the middle qualifications . In this case, there is usually no need to use highly skilled workers with creative potential. As for managerial personnel, managers of the administrative warehouse are apparently preferable here.

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

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

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

Strategy growth inherent primarily in young companies, regardless of the field of activity, striving to take a leading position in the shortest possible time, or those who are at the forefront NTP . They are characterized by constant and high rates of increase in the scale of activities. This strategy provides an increase in the competitive advantages of the company, active introduction to new markets, diversification production, constant innovation. An example here is a company microsoft, engaged in the development and production of computer programs.

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

The most important objectives of such a strategy should be:

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

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

¨ continuous professional development;

¨ providing opportunities for professional and scientific growth.

Problems of retraining, social guarantees, retirement, etc. are of secondary importance here.

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

Orientation staff-strategies in this case, it should be somewhat different compared to the previous ¾, not only attracting, but also retaining personnel, stabilizing personnel. The structure of the need for it is somewhat different - relatively less need for highly qualified persons, scientists. For such firms, the following are of comparatively greater importance:

¨ internal movement of workers;

¨ their retraining;

¨ strengthening of social guarantees;

¨ the organization of retirement (because a significant number of elderly people already work in their composition).

Strategy cuts the scope of activities involves rehabilitation firms, getting rid of everything obsolete. The main directions of the personnel strategy in this case will be:

¨ in organizing mass layoffs and assistance in finding employment;

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

¨ retraining of workers.

Questions of recruitment, advanced training, etc. are practically not considered here.

In practice, most often combined, or selective, a strategy that includes elements of the previous ones in one ratio or another. Within its framework, some divisions or market segments of the company develop rapidly, others ¾ moderately, the third ¾ stabilize, the fourth ¾ reduce their activities. Depending on the specific combination of these approaches, there will be a general increase, a general stabilization or a general reduction in the capacity and scope of activities. The corresponding personnel strategy should contain, depending on the specific situation, elements of the three previous strategies.

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

Typically, growth and moderate growth strategies have an offensive character, offensive-defensive ¾ combined strategy; purely defensive ¾ activity reduction strategy.

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

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

1. The implementation of an entrepreneurial strategy with a high degree of financial risk in a resource-poor environment requires a quick response. Therefore, initiative, contact, decisive, partner-oriented people are needed, for whom the selection of jobs is organized taking into account their interests, and the evaluation of activities is based on specific results.

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

3. The strategy of profitability, aimed at maintaining its current level, prioritizes short-term hiring, a rigid approach to the selection and placement of personnel, assessment of current performance and quality of work, encouragement of rivalry, recognition of merit. It focuses on the narrow specialization and high competence of employees in their field.

4. The liquidation strategy is based on short-term hiring of highly specialized employees, strict formal evaluation, payment based on merit. Staff development is limited here, and promotion is associated with the availability of the necessary skills.

5. The strategy of a sharp change in course requires an internal redistribution of specialists, attracting the missing ones on the basis of leasing , their evaluation based on the obtained financial results, involvement of personnel in the management.

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

The strategies of personnel management themselves form a single balanced system, but now a transition to strategic personnel management is needed.

For self-control of the acquired knowledge, complete the training tasks
from the set of objects to the current paragraph

Chapter 1.4. Personnel (human resources) planning

The concept and principles of personnel planning

Personnel planning(human resources), and in another way ¾ personnel planning, is the most important (although in most cases ¾ secondary, derivative) element of the overall system planning organizations.

With the help of personnel planning is determined:

¨ how many employees, which qualifications when and where needed;

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

¨ how to attract the right and reduce unnecessary staff;

¨ how to use personnel in accordance with their potential;

¨ how to ensure the development of this potential, improve skills;

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

¨ what costs will be required by the activities.

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

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

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

¨ adaptive.

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

1. Participation the maximum number of employees of the organization in the work on the plan already at the earliest stages of its preparation (basic principle). If we are talking about social events, this principle is unconditional, in other cases its application is desirable.

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

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

4. Flexibility implies the ability to change the adopted personnel decisions in accordance with changing circumstances. To do this, the so-called "pillows" are laid in the plans, which, if necessary, within certain limits, provide freedom of maneuver.

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

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

7. Accounting for the individual and collective psychology of workers. It's hard to plan without it career , advanced training, internal movement of people, etc.

8. Creating the necessary conditions for the implementation of the plan. For example, a plan for advanced training will remain on paper if it is not supported by the organization of a training center, the preparation of programs, and the establishment of contacts with educational institutions.

9. Maximum disclosure of the abilities of employees.

10. Accounting for economic and social impacts personnel decisions made in the company.

Since today the personnel is a decisive factor in the activity of any organization, the degree of achievement of organizational goals testifies to the effectiveness of personnel planning.

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

Planning methods in work with personnel

The simplest of the planning methods is budgetary.

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

In personnel planning, work time budgets, source and distribution budgets are primarily used. human resources .

Another common planning method is balance.

Literally translated from French, the word "balance" means "scales"; in planning - a system of indicators that characterize the state of equilibrium in some constantly changing phenomenon.

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

If there are not enough resources compared to the need, then there is a search for their additional sources (attracting from outside or internal savings) that make it possible to cover the deficit. The impossibility for one reason or another to solve the deficit problem leads to the need to reduce consumption on the basis of either its rationalization or mechanical reduction, with a corresponding decrease in the final results compared to the expected level.

If resources are available in abundance, then it is necessary to solve the inverse problem ¾ to expand their use or get rid of the surplus. With regard to personnel, the latter may be appropriate, for example, in order not to pay extra wages.

The balance method is implemented through the compilation of a system balance sheets¾ material, cost and labor, which, according to the time horizon, can be reporting, planning, forecasting, and by appointment ¾ analytical and working.

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

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

At the same time, as such, equality between resources and their distribution is not the only goal of compiling balance sheets. An important role here is played by achieving the optimal structure of resources and their use. This ensures the greatest efficiency of the organization.

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

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

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

In practice, the balance is developed as follows:

¨ technical services outline promising directions for improving production and developing the organization;

¨ the planning service (labor organization) determines in connection with this the need for personnel, up to each workplace;

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

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

To better visualize the essence of this method, it is enough to take any recipe from a cookbook. It contains information about how much you need to take certain products (resource consumption rates) to get the desired dish (planned production volume).

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

In the conditions of collective forms of organization and remuneration of labor, such norms can be enlarged or complex. As certification is carried out, jobs are rationalized, new equipment and technology are introduced, organizational and technical measures are taken to ensure the growth of labor productivity, the norms are subject to updating.

Norm of time¾ is the amount of his costs for the performance of a unit of work by one or a group of persons of a certain qualification in these organizational and technical conditions. It is set in man-minutes, man-hours or man-days and includes:

¨ norms of preparatory and final time;

¨ the norms of the main and auxiliary time;

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

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

The summation of the norms of time for individual operations gives complex time limit characterizing its total expenses to complete the task.

When normalizing manual and machine-manual work, the norms are based on time standards. This is the regulated time spent on the performance of individual production operations under normal conditions. This assumes the use of advanced techniques and methods of work, modern equipment and the work of performers of the necessary qualifications.

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

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

Service rate¾ is the amount of work to service a certain number of objects for a certain time under given organizational and technical conditions.

population rate¾ is the number of employees of the appropriate professional and qualification composition required to perform a certain amount of production and management work. With the help of such norms, the number of performers required to service equipment and jobs is determined. A variation of the population norm is controllability rate(the optimal number of subordinates for one leader).

Norms can be established for an indefinite period before revision or temporarily.

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

Most often, norms in an organization are individualized(in relation to individual divisions and workplaces), however, there are also group designed for the same type of jobs in different departments.

Rationing is carried out in a reporting-statistical, pilot-production and analytical-calculation way.

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

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

Finally, analytical and settlement the method of determining the norms proceeds from the physiological potencies of the human body, identified on the basis of special medical and biological studies.

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

Methods linear programming allow, by solving a system of equations and inequalities linking a number of variable indicators, to determine their optimal values ​​in mutual combination. This helps, according to a given criterion, to choose the most appropriate option for functioning or development. control object ; for example, to ensure the distribution of workers, which allows, on the one hand, to serve all customers most fully, and on the other, to do this at minimal cost. However, the possibilities of applying this method in the field of personnel planning are limited.

The fourth group of methods used in personnel planning is ¾ graphic. With their help, for example, such documents of a planned nature as a map of functional duties, a procedural diagram, a technological map, a work schedule for managers, a function diagram, etc., are drawn up.

Personnel planning

The planning process finds its logical conclusion in the plan. plan is called an official document, which reflects:

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

¨ intermediate and final tasks facing it;

¨ mechanisms for coordinating current activities and allocating resources;

¨ contingency programs.

Personnel plans:

¨ complement and specify other types of plans and programs;

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

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

¨ help reduce overall costs, etc.

Plans are divided according to the timing of the implementation:

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

¨ medium-term(from a year to 5 years), existing in the form of various programs;

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

Consider the content of a number of plans for staff and the procedure for their preparation on the example of a medium-term (for 2-5 years) plan for the need for personnel.

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

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

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

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

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

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

¨ loss of time (for reasons);

¨ tasks performed in the course of work;

¨ nature of employment (full or partial, temporary or permanent);

¨ hours of work and rest;

¨ degree of mobility;

¨ replacement plan;

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

¨ the amount of basic and additional wages, bonuses;

¨ social payments;

¨ jobs (types, quantity, technical characteristics);

¨ physical, economic, social working conditions, etc.

The requirements for information about personnel are:

¨ simplicity (required minimum of data);

¨ visibility (use of tables, graphs);

¨ uniqueness (no ambiguities);

¨ internal, external and temporal comparability;

¨ Accuracy, prompt delivery.

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

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

In practice, several methods are used forecasting . The simplest of these is ¾ extrapolation, or projection into the future. Its essence lies in the automatic transfer to it of the trends in the development of personnel that existed in the past, for example, the pace and direction of changes in its number and structure. However, this method is only suitable for stable, controlled conditions that should not change in the foreseeable period, and requires studying the situation for at least a decade. If the conditions of the organization's activities are expected to be unstable, but cause-and-effect relationships between events are still visible, more complex methods based on mathematical models can be used for forecasting.

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

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

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

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

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

A detailed description of successive events, with a certain degree of probability leading to the predicted state of the control object or the possible consequences of the choice made, is called script. The multivariance of forecasts involves the compilation of several scenarios (optimistic ¾ in the hope of favorable conditions; realistic, based on normal, average conditions; pessimistic, assuming that the organization can go very badly). The presence of three scenario options sets the limits within which deviations in the strategy are allowed, based on a realistic scenario. In addition, multivariance creates a basis for creative discussions that allow you to improve the script itself.

The planning of personnel requirements itself includes the definition of:

1. The place and time of the shortage of personnel (to identify it by department, the personnel service can send special questionnaires there).

2. The magnitude of the need (gross and net) in labor resources:

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

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

¨ promising.

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

¨ quantitative (where, how much);

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

¨ temporary (when).

When determining the need for personnel, first of all it turns out:

¨ is this work needed at all;

¨ whether additional employees are actually required for its implementation;

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

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

4. Best alternatives .

5. List of additional events.

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

The total demand is determined according to the following scheme:

1. Full-time positions, total:

¨ positions held;

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

Current need or surplus of labor force.

2. The need to replace workers due to:

¨ with retirement;

¨ conscription into the army;

¨ average fluidity ;

¨ average mortality.

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

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

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

5. Release of personnel due to reduction posts .

General need or surplus of personnel.

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

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

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

¨ from the production program;

¨ production standards;

¨ planned growth labor productivity ;

¨ work structure.

There are the following general methods for determining the need for personnel:

The need for specialists is calculated in the context of:

¨ total value;

¨ level of education;

¨ certain specialties.

This makes it possible:

¨ determine the regulatory need for specialists;

¨ assess the level of provision with them;

¨ determine the level of use of specialists;

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

When calculating number of pieceworkers take into account:

¨ laboriousness ;

¨ working time fund;

¨ the level of compliance with the norms.

When calculating the number of timers take into account:

¨ service standards;

¨ number norms;

¨ difficulty of tasks;

¨ working time fund.

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

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

The nomenclature of positions reflects the level of qualifications and the profile of specialists who should occupy these positions in accordance with staffing .

The staff list presents the general structure and number of positions of employees necessary to carry out the planned management work. Staffing is a specific type of personnel plan.

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

Thus, the latter sets the quantitative characteristics of the personnel, and the nomenclature ¾ qualitative. On this basis, it is possible to determine the need for specialists in the context of their individual groups for the planning period.

 

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