Labor potential and his relationship with labor resources. Labor potential of society, its characteristics of the planning of the number of workers

1.1 Enterprise personnel: concept, species, functions

In recent years, Western terminology from the sphere of microeconomics, management, industrial sociology has been transferred to the Russian soil. An example of this can serve as "personnel" and "Human resources".
As for the term "human resources", it is for our economy invention. We even mix it with the concepts of "labor resources", "able-bodied population."
Labor resources - This is a part of the population with physical development, mental abilities and knowledge that are necessary for work in the economy. In other words, labor resources are united, first, citizens in working age (men aged 16-59 years old, women - 16-54 years), with the exception of preferential pensioners - people of working age receiving old-age pensions on preferential grounds (men in the age of 50-59 years old, women are 45-54), as well as non-working disabled people and war I and II groups; Secondly, citizens are older and younger than working age occupied in public production.
Able-bodied population - This is part of labor resources representing a set of citizens, mainly in working age, capable of participating in the labor process. The able-bodied population includes the economically active population and economically inactive population, the relationship between these two categories is determined by the social, economic, demographic, political conditions in the country, as well as in one or another region.
TO economically active able-bodied population include: the employed population and unemployed.
Category "Busy population" Combines such categories of able-bodied population as ::
1) working on hiring, including performing work for remuneration under conditions of complete or incomplete working time, as well as having other paid work (service);
2) independently providing themselves with work, including entrepreneurs, individuals employed by labor activities, as well as members of production cooperatives, persons engaged in the production of material values \u200b\u200band services for personal consumption, if such production is a significant contribution to the overall family consumption;
3) women on maternity leave and child care;
4) elected, appointed or approved for the paid position undergoing service in the Armed Forces, Domestic and Railway Forces, State Security and Interior Bodies;
5) able-bodied citizens studying in secondary schools, vocational schools, as well as a full-time training course in higher, secondary special and other educational institutions, including training towards the Federal Employment Service;
6) working citizens of other countries, temporarily abiding the territory of the country and performing functions that are not related to the activities of embassies and ministries;
Unemployed -- These are able-bodied citizens who do not have work and earnings registered in the Federal Employment Service in order to search for suitable work and are ready to start it. The appropriate is the work that corresponds to professional fitness, former work, health status, the transport accessibility of the workplace.
TO economically inactive able-bodied population Persons include in places of imprisonment, as well as temporarily not working for any reason, but potentially capable of participating in the labor process.
Category "Human resources"- This is a narrower concept than the category" able-bodied population. "This category characterizes the able-bodied population within a separate organization, on the micro level, and not on a regional scale, on the macro level.
Human resources are a set of employees within certain organizational units with the following features:
1. Constancy of work within a single labor collective, that is, the enterprise attributable to the list composition.
2. Participation in the implementation of a complex of operations inherent in this economic unit.
3. Availability of special training.
4. Changing the place and sphere of the application of labor, the kind of activity and production functions.
5. The presence of a complex of republican, regional and internal legislative and legal provisions that determine the nature of the management impact on the part of the management entities.
Thus, the newly advanced term "human resources" is essentially identified by our domestic concept of "enterprise / organization".
The term "personnel" covers the combination of employees within certain organizational units and characterizes the socio-psychological aspects of work:
firstly, the existence of a corporate goal of activities;
secondly, the existence of a division of labor based on specialization when performing work (labor tasks) to achieve the goal;
third, formation of the structure of power, hierarchy of authority and responsibility;
fourth, the establishment of rules and procedures describing the rights, duties and functions of each member of generality, as well as rules and procedures relating to the performance of work;
fifth, functioning of a developed communicative network;
at sixth, distribution of workers on workplaces depending on the volume and structure of human capital of a specific personality;
v-seventhThe formal relationship between individual employees in the team is due to job descriptions, agreements, obligations, etc. and wearing impersonal character (i.e. do not depend on who performs work);
in eighth The domination of a certain form of ownership of the means of production and the results of joint activities.
So, the staff of the enterprise / organization is the association of employees jointly implementing the purpose of the production of goods or the provision of services operating in accordance with certain rules and procedures within a certain form of ownership.
You can allocate various types of personnel, depending on the sphere of its activities: production, Scientific and Reproductive, Training Personnel, Art Staff.
Personnel regardless of its functioning performs a number of basic functions:
1. Function of the main activity. which is implemented on the basis of the organization of all social groups into a single cooperation of employees and is aimed at obtaining the results of a certain amount and quality, in everywhere decrease in costs per unit of result, taking into account the restrictions dictated by society.
2. Socio-integrative function. Ensuring the compliance of public, group and individual interests of employees, consistent implementation of the principle of equitable distribution by labor, social development of personnel.
3. Management function. targeted regulation
Employee activities, increasing their political activity.
The universal need for management exists in all types of business and in each form of human activity. Human, financial, raw materials and water resources determine the possibilities of fulfilling any organization of their functions.
Human resource management represents the most
A complex task for any manager, since:
a) People differ from each other in their physical characteristics, personal features, education, abilities, needs, etc. The organization has no need for people as a whole, but only in a specific working force that is capable of performing specific functions. For example, an auditor and cashier are not interchangeable. Money from where they would not receive them, look exactly equally: a banknote of certain advantages is the same as another banknote of the same dignity. The computer of a certain model is identical to another computer of the same model;
b) Human resources always need a certain place, and they are difficult to move into motion. Financial and commodity resources are easier to move into motion;
c) when there is a staffing staff, it can easily cause a decline in the profitability of the organization. If an excess of financial and raw materials, you can always find a way to use them;
D) Human resource has its own will. This resource is dynamic and sometimes unpredictable. People act consciously: they can be unable to perform a certain job, they may refuse to perform a certain job, they may not approve changes, they may decide to leave the organization;
e) People can think they can generate new ideas, they can initiate events, they can improve themselves (or allow themselves to improve).
1.2 Organizational and economic aspects of studying the effectiveness of personnel

The staff is an inhomogeneous population of people. It consists of socio-economic groups. The socio-economic group represents a set of workers who have any common feature (for example, profession, qualifications, work experience, age, personal sympathy, motifs for work, etc.). In terms of cooperation of socio-economic groups, personnel can be structured as follows: Primary (or contact) personnel, secondary, main
The socio-economic group of personnel is the inevitable and natural part of the work:
- Managers create groups to achieve a certain work in the required amount required by quality. Groups give rise to less ideas, but with a better study, with a comprehensive assessment, with greater degree of responsibility;
- Employees themselves are naturally formed into groups to protect their interests, to meet their needs.
Based on the binary role of socio-economic groups, under the effectiveness of the personnel group It should be understood as the degree of achieving the objective of the Group and the satisfaction that employees experience is from what they are in this organizational structure.
This implies the need to identify and consider factors that contribute to improving the efficiency of the team, i.e. Driving forces that contribute to the dynamics of the effectiveness of joint labor and satisfaction from this work (Scheme 7.1).
Scheme 1.1. Major co-operational efficiency factors
Principles of formation of effective primary personnel in composition:
(one). The available resources of the group correspond to the tasks worth
in front of her;
(2). The presence of equilibrium both professional and intragroup roles in the group. The effectiveness of personnel depends on how correctly its members are aware of and adapt to the distribution of their human resources both in professional roles and intragroups. Employees act as one team: interdependes from each other when solving organizational tasks;
(3). The full set of intragroup roles is important where fast changes occur, and in more stable groups you can do the limited set of these roles when combining one employee of two or more roles;
(four). Employees are actively engaged in searching for receptions and means of best achievement.
1.3 Subject of the course "Personnel Management", Communication with other managerial disciplines
The modern concept of the distribution of functional spheres in organizations involves the allocation of the "personnel management" function along with the functions "Production", "Financial Management", "Ekkauting", "Marketing", "Innovation". However, when analyzing activities in each of the functional spheres, a specific feature of the "Personnel Management" sphere is revealed: personnel management is so effectively how successful employees of each functional sphere use their knowledge, skills, skills, ability and how fully they satisfy their needs for the realization of standing Before they goals. In other words, personnel management organically presented in all areas of the organization's activities.
IN functionalrelation under personnel Management It is understood by all tasks and solutions related to the formation, distribution and use of personnel to achieve organizational purposes:
1. Ensuring the involvement, selection and placement of employees in
according to their qualifications and complexity of work.
2. Implementation of personnel development opportunities that increase the effectiveness of its work.
3. Maintaining a corporate structure that creates a positive climate of relationships in the team.
4. Implementation of the legal and social obligations of the Organization in relation to personnel, paying particular attention to the working conditions and quality of working life.
Based on the above, in most modern organizations, two groups of employees are engaged in personnel management activities:
1. HR Managers (Functional personnel), i.e. professionally prepared for solving problems for the formation and organization of human resources organization;
2. Managers - Practices In the face of linear / functional leaders who are included in the staff work at all, since they are discarded for the efficient use of all resources at their disposal. They are personally honored for the quality of work performed, for the state of the equipment, and also follow the training, timely performance, professional meetings of their subordinates and content of executable tasks.
The implementation of the Personnel Management Function in practice is fraught with dimming, and other times the abuse, the role of managers of linear / functional units in solving personnel problems in the organization over the role of functional personnel, and vice versa. For example, it is possible to ignore the functional expertise on the personnel policy of the functional / linear head of the division. Or, for example, it is possible to delegate the practice manager of the limitless right to make a decision throughout the spectrum of personnel issues to humanized personnel.
In many organizations, to achieve the harmony of the actions of these employees groups in the implementation of the personnel management function adhere to the so-called dual / concepts / joint responsibility . The main content of this concept is the provision that the responsibility for improving the efficiency of human resources is carried and practitioners and specialist managers.
Expert managers professionally prepared for the implementation of personnel work, at the same time cannot solve these problems without any assistance, since they do not have the necessary detailed information on the specifics of the organization's functional areas. They are able to fulfill only part of personnel management tasks, but, precisely, to develop the general conditions (for example, procedures, systems, programs) that contribute to the effectiveness of the functioning of personnel to achieve the objectives of the organization.
Qualification Characteristics / Human Resources Cardmenreflect the basic requirements for a specialist presented by a specific area of \u200b\u200bactivity at the present stage of social development, taking into account the prospects for socio-economic progress. They describe the main indicators that the "ideal" employee must have to successfully fulfill the functions of managing management, skills, skills, personal characteristics.
Among the many qualities that personnel control experts should have, in modern conditions, the following four, in our opinion, play a key role: - knowledge of the economy and management of the organization (theories, methodologies and practices). The manager in the organization should have a clear idea of \u200b\u200bthe factors of economic growth in its division and in the organization as a whole, which will allow him to deeply understand the objective goals, develop and evaluate the effectiveness of the management subsystems in the organization;
- professional competences in personnel management. The main elements of professional knowledge correspond to the main components of the personnel management - the management of the hiring and selection of personnel, the management of the work of work, the development of employees, the management of employment assessment and remuneration, including knowledge and skills in the field of creating and managing processes and consulting procedures, administration;
- leadership and Management of Changes. Managers should have critical quality management process - to determine the directions of development of a unit or organization, formulate goals, develop methods to achieve goals and implement them, effectively overcoming resistance to change. This requires professional knowledge in the field of analysis, planning, organization, regulation, business control;
- education and development ability. The ability to update professional knowledge and skills is a critical quality for managers of various control levels.
Practitioners, in turn, know much more about the nature and content of the work performed, the requirements for its quality, the needs and capabilities of their personnel, but they do not have professionalism in personnel management. They implement those general conditions that professionals prepare.
Thus, a dialectical unity is achieved, on the one hand, professionalism in the field of work with personnel of specialist managers, from another knowledge of the practitioners of the specifics of the specific functional sphere in the organization.
IN organizationalattitude personnel Management Enclosed all persons and institutions that carry joint responsibility for working with personnel.
As trainingdisciplines personnel Management It is an important composite discipline of the teaching on the management of production with its own facility - personnel. The course "Personnel Management" must provide the basis for knowledge of the development of personnel potential, the skills of effective cooperation with specialist managers.
The market economy is primarily a rigid competition, and only those organizations that apply the regime of tough economy can withstand it, including in the use of human resources. Bureaucratic methods for solving personnel issues are economically and socially ineffective. Personnel problems cannot be solved at the amateur level, as we do so far. These issues need to approach purely professionally. As long as practitioners do not realize the need for knowledge and results of personnel management, they will continue to face both economic problems and psychological difficulties, and often to generate them, not so much wishing.
Topic 2. Place and role management personnel in the enterprise management system
2.1 Personnel Management Place in Enterprise Management

Organization as a system consists of three main subsystems: technical, managerial and human.
The technical subsystem includes a certain sequence of work, accepted technology and a number of other technicial variables.
The managerial subsystem includes organizational structure, policies, procedures and rules, a system of remuneration and punishment, decision-making methods and other elements specially designed to effectively facilitate the management process.
The personality-cultural subsystem is associated with the satisfaction of the needs of the personality, with the culture, values \u200b\u200band norms operating in the enterprise.
The interaction of these subsystems generates the corresponding behavior of workers, which affects the final results of the enterprise (scheme 2.1.).
Personnel management, in the broadest sense of the word, is human management, employees, as one of the most complex and most essential subsystems of any production.
Until recently, the concept of "personnel management" itself in our management practice was absent. In Russia, personnel management began to be formed in the early 90s. As the centralized economy management system weakened, the organizations began to get up fundamentally new tasks related to personnel management - first these were issues of labor incentives and the creation of competitive compensation packages, preserving highly qualified specialists in the enterprise, who had time for choosing work and remuneration, then Wage indexing in high inflation and finally increase labor productivity and reduce the number of employees under pressure from competition.
Experts claim that at present the employee is not afraid of being dismissed, can use only 25% of its potential for work. However, in the implementation of the appropriate measures, this indicator can be increased to 70-80%. Good management makes it possible to get new benefits from intelligence and education, even emotions (motivation) of workers to the same extent as from their hands.
Thus, the selection of the human subsystem management function is quite new for Russian management. The need to make this function into independently due to the action of a number of factors.
Firstly, The action of external factors such as tough market competition in all its manifestations, intensifying the activities of trade unions, as well as legislative regulation of personnel work by the state (establishing equal opportunities for hiring and selection for work, promotion, development of employees; regulation of remuneration, Duration of the working period, unemployment, benefits, etc.).
Secondly, The action of internal factors such as the high proportion of labor costs in the cost of products / services in many sectors of the economy, an increase in the number of employees, the increasing complexity of production and commercial activities of organizations, the development of organizational culture.
Under personnel management The organization means a set of management impacts (principles, methods, means and forms) for the interests, behavior and activities of workers in order to maximize their potential when performing labor functions.
The main goal Working with personnel in modern conditions is the formation of a person who has a high responsibility, collectivist psychology, high qualifications, developed by the feeling of enterprise's maintenance.
Subjectpersonnel management acts as a study of the recovery workers in the process of production in terms of the most complete and efficient use of their potential in the functioning of production and commercial systems.
Personnel management functions can be grouped into two groups: maintenance and providing.
The main fuctions are aimed at implementing specific tasks on the most efficient reproduction of human resources in the organization. And providing functions are aimed at ensuring the conditions for the functioning of the system (implementation of personnel problems).
In turn, the main functions can be divided into common (i.e., characteristic of any type of management activities) and special (i.e., reflecting the specifics of a specific type of management.
General Personnel Management Functions - Etio Analysis, Planning, Organization, Control, Regulation.
With all the variety of organizations that exist in modern society, and the activities of the activities they are employed in managing staff are implemented by the same special functions regardless of the specifics of the activities: (a) hiring and selection of personnel; (b) organization of work, execution, safety; (c) Evaluation of execution, certification; (d) remuneration; (e) staff development.
Hiring and selection of personnel. Each organization engines the employees necessary to achieve its goals. Methods of the selection may be different depending on the nature and conditions of the organization's activities (for example, calling to the army, competitive exams in the university, recruitment of members of political organizations).
Execution Evaluation, Certification. The organization evaluates the participation of each of the employees in achieving the goals facing the organization. Forms are also diverse as types of organizations: the assignment of the next discharge, an increase in position, downgrade, increase and decrease in salary, etc.
Remuneration. Each organization in one form or another rewards its employees, i.e. Somehow compensates for the costs of time, energy, intelligence that they carry, working on achieving organizational purposes.
Staff development.All of the organization, without exception, the development of their employees is to explain the tasks and skills and skills in line with these tasks.
Providing functions personnel management include:
1. Personnel support function;
2. The function of scientific and methodological support;
3. The function of legal support;
4. Financial support function;
5. Information support feature.
Specific forms of manifestation and implementation of hiring and selection of personnel, organization of work, execution, safety, assessment of performance, certification, as well as remuneration and development of personnel in each organization have their own specifics depending on the adopted management traditions and cultures of the organization.
Currently, eight types of modern organizations distinguish between cultural inherent in them, and, therefore, by the type of relations to the organization to personnel and personnel work. This is: Cultures "Orangeneie"; "Collectors of spikes"; "OGOR"; "French Garden"; "Large plantations"; "Liana"; "Holy Fish"; "Wrath orchid".
Culture "Orangeneie" Characteristic for state-owned enterprises that are not interested in changes in the external environment. The staff is weakly motivated, which is associated with the structure of these enterprises, bureaucratic, conformism and anonymity of relations. This system is aimed at saving the achieved.
Culture "Collectors' collectors" - Etog enterprise, for the most part, small and medium, whose strategy depends on the case, their structure is anarchich, functions are sprayed. The basis of the value system is respect for the leader. As a rule, they are in a difficult position and as a result, they cannot motivate personnel, with the exception of those cases when the head of the company is a strong personality, which is able to force themselves to love.
Culture "Grozhod" It is characteristic of enterprises with a pyramidal structure constructed in accordance with the principles of taylorism. For these enterprises, the paternalism of labor relations is characterized. They strive to preserve the dominant positions in the traditional market, using the models tested in the past with a minimum of change in them.
Culture "French Garden"- A variant of the culture of "garden" under the influence of American experience. Distributed on large well-known enterprises (IBM) having a bureaucratic structure, where people relate to both the "screws" necessary for the system functioning.
Culture of "large plantations" (Philips) is characteristic of large enterprises with 3-4 hierarchical levels, their distinctive feature is a constant adaptation to changes in the medium, so the personnel flexibility is in every way is encouraged, the degree of its motivation is quite high.
Culture "Liana"(EPL) is a reduced to a minimum management personnel, widespread use of informatics, orientation of each employee for market requirements, a high sense of responsibility at all levels, which ensures a high degree of personnel motivation.
Culture "Holy Fish"(Accor Group) - these are enterprises characterized by high maneuverability and flexibility that constantly change their structure and behavior depending on the changes in the market environment. They need physically and intellectually flexible personnel.
Culture "Kooming Orchid" Inherent in various advertising agencies, consulting firms, etc., which exhausted the possibility of one market, go to another. Have an informal, ever-changing structure, limited number of busy. Their goal is to offer a one-of-a-kind product. The degree of personnel motivation is relatively low.
According to modern theory and practice, the cultures of "large plantations" and "Lian" are the most dynamic.
Today's heads of personnel services in the United States and Europe are unanimous in the opinion that starting their career 20-30 years ago, they could not even guess what opportunities will open their profession not only to improve the working conditions of workers, but also in the development of strategies saving companies Millions of dollars, and in strengthening their competitive position in the global market.
2.2 Strategic personnel management

Personnel management is not a set of functional tasks and personnel procedures, but comprehensive activities, politics, linking all aspects of personnel work with the organization's strategy. The formulation of the main objectives of personnel policies that relevant strategies of the enterprise occurs within a certain approach.
Currently, three main approaches can be distinguished:
* Strategic approach Binding personnel management to long-term organization strategies. The main task when it is implemented is to create such conditions under which
personnel manifests commitment to high standards of quantity and work;
* Systems approachrecognizes that the organization is a system as part of its external environment. When implementing the approach, managers must combine social and technological processes in order to transform the entire incoming and emanating in relation to the environment;
* Practicalthe approach combines the strategic and systemic approaches, so that the practice and policy of work with personnel depends on both external and internal situations in which the organization works.
By creating the philosophy of the enterprise, defining its strategic goals, the parameters of the personnel management system are largely set (scheme 2.2.).
Scheme 2.2.
Relationship of enterprise strategy and personnel management strategy

The science and management practices have developed a system of methods (methods) of impact on the control object to achieve its ultimate goal. Personnel Management Methods- This is a combination of actions and ways to achieve the goal, in some way ordered activities on the effective functioning of human capital in the organization.
In the system of methods it is necessary to distinguish (a) personnel management science methods under which the combination of targeted actions and methods for obtaining new knowledge of management relations and personnel management system should be understood; (b) direct personnel direct management methods . A combination of methods and techniques for the purposeful impact of a subject of personnel management for socio-economic relations on the accumulation and use of human potential.
Personnel Management Science Methods Combine in two groups: first - total methods of knowledgewhich are used in almost all theoretical studies. This group includes the method of materialistic dialectics, scientific abstraction, logical and historical methods of displaying reality in thinking, analysis and synthesis, induction and deduction, etc.
The second group of personnel management techniques form special methods of knowledge - special and single. Special methods of career management science unite:
1) primary information collection methods (observation, study of opinions, analysis of documents, interviewing, surveying, experiment, collection of statistical data, assessment of the competitiveness of labor, etc.) and methods of primary processing of specific management data (relative and medium-sized, groupings, indexes, chain substitutions, balance method);
2) methods of study, assessment and generalization information received to develop and adopt management decision. This is a systemic analysis, linear programming, economic and statistical methods, economic and mathematical modeling, examination, probabilistic, etc.);
3) methods of strategic analysis and forecast. In the current Russian conditions, such methods are applicable (taking into account the adaptation of them to the labor market): Matrix modeling (Matrix of the Boston Consulting Group - BKG, Multifactor Portfoliatrian "General Electric", Export-oriented Strategic Marketing Analysis - ESMA), Brain Attack, Syncical Method, Control issues, methods of collective notebook, morphological analysis, Delphi method, etc.
Direct personnel direct management methods Rely on the knowledge of the laws of social development, the interests of the subjects of the labor market, on legal norms regulating the basic principles of the behavior of these subjects in the field of the use of increasing human capital. Among these methods, the methods of direct and methods of flexible impact distinguish.
2.4 Socio-economic efficiency of personnel management

Personnel management is a multifunctional process with a given goal, tasks planned by specific results: it gives a steady effect if at all stages it is purposeful and functions as a system in which individual elements are not only developed, but also coordinated in their impact on the control object;
The economic category of effectiveness expresses production relations protruding in the form of communication between the resulting effect and costs reflects the combination of processes and phenomena characterizing the quality of personnel management. Personnel management efficiency is the result of various types of activities for the management of the formation, distribution and use of human resources of the organization, providing achieving objectives facing the object of management at the lowest costs.
Economic efficiency of personnel management F (t) is determined by the ratio of financial costs Z (T) and the results P (T), providing the desired H\u003e `` `` `` `` `` `` `` `` "and within the control subject. Then, the difference between the financial results and the costs of managing personnel on each of its T-Stage (on each T-Tom of the calculation step) there is nothing more than a stream of real money or absolute commercial management efficiency:
Fi (t) \u003d pi (t) - zi (t).
The indicator of the relative economic efficiency UI (T) is determined when comparing the magnitude of the absolute end result to the costs of management and reflects the level of profitability of personnel management in the organization:
PI (T)
UI (T) \u003d.
Zi (T)
In turn, the financial costs of ZI (T) include, firstly, the cost of developing and operating the Personnel Management System OI (T); Second, strategic investments Si (T):
Zi (t) \u003d oi (t) + gi (t).
Financial costs for the development and operation of the management system Personnel Oi (t) It can be determined using the formula of the current costs:
Oi (t) \u003d s + 0,1 x and x / en x
Where: ST - current (operational) costs for managerial activities in the domestic labor market; SE - one-time costs associated with the development and implementation of management decisions; A - annual depreciation percentage; EN is a coefficient of comparative efficiency.
Current costs to carry out management activities in the domestic labor market include (s): the main and additional wages of the personnel management system of personnel in the organization; deductions on social expenses for business trips (including on the content of passenger transport); stationery and typographic, postal and telegraph and telephone costs; the cost of maintenance and operation of buildings, premises and inventory (repair, depreciation, etc.); the cost of maintenance and operation of the computer, office equipment; training costs, advanced training personnel personnel personnel personnel; And other expenses (such as the cost of third-party services, fees for funds in the budget, etc.).
One-time cost of development and operation of the management systempersonnel (S) include the costs of R & D (S "E); capital investments in management associated with the implementation of activities (S" E); related capital investments in personnel management caused by the implementation of activities (S "E); Career development costs (s »» E).
The size of the R & D S "R is determined by the estimated cost of the work, if they are implemented under the contract by third-party organizations. If the work is carried out by the forces of regional subjects of the labor market, then the costs should be determined:
S "e \u003d s x m x kd x ks + SR,
Where: S is a monthly salary of workers employed R & D, rub; M - the number of months of work in the year employees occupied by R & D; COP - coefficient, taking into account social insurance deductions; KD - coefficient that takes into account additional wages; SP - other expenses related to the development and implementation of R & D results.
Capital investments in the management associated with the implementation of activities (S "E), It should be determined by the formula:
S »E \u003d KSTU + KTMN + KI + KSR + PDA + KV - KV,
where: KSTU - the cost of acquiring computing and organizational equipment; KTMN - the cost of transportation, installation, commissioning and start of technical controls; Ki - the cost of buying production and economic inventory; KSR - the cost of building and reconstruction of buildings, structures and premises related to activities to improve the career management system; PDAs - the cost of retraining and improve the qualifications of employees of the career management system to work in conditions after the implementation of events; Kos - the cost of replenishment of working capital;
KV - the amount of the implementation of released technical means of management as a result of the implementation of R & D results.
Capital Capital Investments in Management Personnel caused by the implementation of events (s "e), Include the cost of purchasing or making basic (OS) and circulation funds (OB).
Personnel care costs (S »» E) include the costs of facilitating the career development of employees in the organization R1 (for example, advertising / propaganda), price or non-counseling incentives for staff development for employers R2 (for example, tax breaks and subsidies to entrepreneurs in the development of labor; allocation of funds target appointment to increasing the competitiveness of certain groups of working, etc.), maintaining an effective supply of labor R3 (for example, the cost of increasing the educational, professional, territorial mobility of workers, etc.), market research R4, other R5 (for example, costs On the redistribution of cash, stimulation of early retirement cessation of the hiring of foreign labor; the creation of workplaces of flexible forms of employment, etc.).
Part strategic investment in personnel managementit is necessary to include: (1) attachments in power S1, i.e. the cost of buildings, equipment to ensure the required capacity of educational institutions, network distribution and redistribution of labor, marketing, R & D, and so on; (2) Investments in the strategy S2, i.e. costs of strategic analysis, planning, regulation, organization, control, and also on the formation of career management systems; (3) Investments into the potential of the personnel management entity S3, i.e. Hole and staff training, the acquisition of technology, the cost of creating functional services, etc. By virtue of the above strategic investment in the career management can be formalized in the following form:
Gi (T) \u003d (0.1 x a + en) x (S1 + S2 + S3),
where: a - annual depreciation percentage; EN is a coefficient of comparative efficiency.
Topic 3. Principles of the personnel management system in the organization

The principles of personnel management in managerial literature are usually classified into two groups:
1 group. Principles characterizing the requirements for the formation of the personnel management system:
1.1. Principle Conditions of personnel management functions of production targets. .
1.2. Principle primary personnel management functions.
1.3. Principle the optimal ratio of management orientations.
1.4. Principle economy.
1.5. Principle progressiveness.
1.6. Principle perspective.
1.7. Principle complexity.
1.8. Principle efficiency.
1.9. Principle optimality.
1.10. Principle research.
2 groups. Principles that determine the directions of development of the personnel management system:
2.1. Principle concentration.
2.2. Principle specialization.
2.3. Principle parallelism.
2.4. Principle adaptabilityor flexibility.
2.5. Principle continuity.
2.6. Principle continuity.
2.7. Principle directionfulness.
Topic 4. Labor potential as an economic category and its place in the social production assessment system
4.1 The concept of labor potential

Labor potential - This is an integral characteristics of the totality of labor abilities, which determines the possibilities of both a separate employee and a total employee for their participation in labor activity.
Labor potential is formed at various levels of the aggregate employee:
- employee's employment potential. The ability of the combination of the abilities of a separate employee to achieve in the specified conditions of certain results. In other words, the employment potential of the employee -
This is his possibility, labor capacity, its resource opportunities in the field of labor;
- labor potential organization. The ability of the organization's personnel in the presence of certain qualitative characteristics and relevant socio-economic, organizational conditions for the limited end result. In other words, the employment potential of the company is the cumulative capacity-capacity, the resource possibilities of the list of enterprises based on physical abilities, age, knowledge:
FP \u003d FC -TNP \u003d h x d x TCM,
where: FP is the cumulative potential fund of the enterprise's working time; FC is the value of the working time calendar fund; TNP - non-serving non-appearance and breaks in work; H - the number of employees; D - the number of days of work in the period; TCM - the duration of the working day in the clock;
- labor potential of society. Potential labor efficiency of society, its work resources. Labor resources are a carrier of the Company's labor potential. An indicator of the employment potential of society can be formalized as follows;
FPO \u003d h x Tr,
where: Tr \u003d (RD X TRV) is the legislatively established amount of work time on groups of workers during the calendar period; RD-Nity of working days in the period; TRV-aneficated duration of the working day in hours; H - the population of capable of participating in public production.
Maintenance tasks Personnel management in the formation and use of the organization's employment:
1. Identify the most significant structural shifts in the professional composition and qualifying level of employees caused by scientific and technical progress and contributing to the satisfaction of the market need for goods and services;
2. Determination of the design magnitude of the employment potential of the composition of the released employees as a result of changes in the structure of production, the implementation of achievements of scientific and technological progress;
3. Identify the additional need of an organization in a qualified workforce in groups of leading professions;
4. Determination of the most rational sources of providing additional need for labor and its preparation in various links of the learning system;
5. Optimization of the need for labor;
6. Alignment of selected personnel on workplaces in accordance with the employment potential of employees;
7. Organization and development of a system that contributes to improving the working force mobility and the growth of the organization's labor potential;
8. Creating conditions that contribute to the more complete and efficient use of the potential of each employee in the organization;
9. Improving the complex of social working conditions and the life of workers.
4.2 Evaluation of labor potential

The main requirement for measuring the capacity is the need to distinguish between quantitative and qualitative characteristics achieved and possible level of use of labor potential.
The most important quantified Indicators characterizing the industrial opportunities of the Organization in the field of labor are:
1.- the number of industrial production potential:
1.1. The number of worked (FFR): Chfp \u003d OPC: KRD,
where: OPC \u003d (Yachd - PCD) - worked out, people.; Yachd - appearance, people.; PCD -Pretty native, person; Krd - the number of working days in the calendar period;
1.2 .. Average number (heart rate):
Heart rate \u003d (i + nya): kkd,
Where: I and Nya - respectively, the first and uncomfortable fund of working time in the person-days; Kkd - the number of calendar days in the calendar period;
1.3. The uncertainty number (whose):
X \u003d me: kkd;
1.4. The utilization ratio of the average number (CCC):
KSS \u003d Chfp: heart rate.
2. - the number of labor time production regulated for the needs of labor intensity, labor intensity:
2.1. Maximum possible working time fund (MRV):
MRV \u003d KV - PR - OO,
Where: CRV - Calendar Foundation in the analyzed period in days; PR-holiday days in the analyzed period; BX - weekends in the analyzed period; OO - Days of the next holiday in the analyzed period;
2.2. The actual time of the working day (RU):
Ru \u003d Ochu: od,
Where: Ochu - worked out in the urgent time in the analyzed period; One is worked out people-days in the analyzed period;
2.3. Actual full time of the working day (RP):
RP \u003d Och: one
Where: Pts - Worch-hours (including overtime) in the analyzed period;
2.4. The use ratio of the established duration of the working day (KRD):
KRD \u003d RP: RZ,
where: RZ is the legislative duration of the working day;
2.5. The coefficient of use of the installed duration of the working period (month, quarter, year) (KRP):
KRP \u003d O: PD,
Where: O - actually worked out by one employee; PD - the required duration of the working month;
2.6. Integral working time utilization (ki):
Ki \u003d krp x krp \u003d very
Where: IF - Planned Duration of the Working Period in Chever 3. - labor intensity.
Quantitative indicators are insufficient for the complete characteristics of the system of indicators, which would represent a functional, temporary and spatial structure, which would evaluate human resources and production from the standpoint of activating the economic resource of labor. In this regard, use qualitative characteristics of labor potential.
Quality characteristics of labor potential is advisable to divide on structural indicators and status indicators.
Labor capacity building indicators Include the characteristics of the staff structure, and, it is: age(share of employees aged 25-49 years, pre-age workers), polit(the proportion of women, men), by level of education (share of persons with higher and secondary education; the proportion of employees by type of activity, in terms of qualifications), in terms of physical and psychological potential employees, etc.
Labor capacity indicators Reflect the level of use, in particular, an assessment of use:
- the physical and psychological potential of enterprise employees (health, physical development, etc.);
- the volume of general and special knowledge, labor skills and skills that determine the ability to work a certain quality);
- qualities of members of the team as subjects of economic activity (responsibility, discipline of labor, initiative, etc.).
Quantitative and qualitative characteristics of labor potential within certain limits interchangeable: The cumulative labor capacity can be maintained and even increase while reducing its number.
Actual The values \u200b\u200bof quantitative and high-quality characteristics reflect valid level of labor potential (RD). These characteristics, made by progressive values \u200b\u200bshow possible level of labor potential (RV).
The difference between these two levels in the context of individual indicators (RDI - RVI) gives an idea of reserves B. the use of the employment potential of the organization (RESI):
Resi \u003d rdi - RVI.
4.3 Labor Control: Concept, Content, Tasks

Labor personnel management is a systematic systematic systematic impact on the processes of formation, distribution, redistribution and the use of workers' work qualities in order to ensure the effective functioning of production and its development.
The essence of the problem of labor personnel management is to solve three interrelated tasks:
1. To such formation and improvement of human productive abilities, which most fully corresponded to the requirements for the quality of the workforce by a specific workplace;
2. The creation of such socio-economic and production and technical conditions in which the maximum use of employee's abilities to this work would happen;
3. So that these processes occur not to the detriment of the body and the interests of the employee personality (Scheme 4.1.).
Theme 5. Labor market and the implementation of labor potential in the employment relationship system
5.1 The concept of labor market. Place and role of the labor market in the employment relationship system

Labor market - this is a system of economic relations that add up over, firstly, the exchange of individual labor abilities to the fund of vital funds necessary for the reproduction of labor; Secondly, the placement of workers in the system of public division of labor under the laws of commercial production and circulation.
In the exchange in the labor market, all parties engaged in the reproduction of goods workforce directly or indirectly participate. Relationship system includes:
a) directly the relationship between the workshops and employees;
b) The relationship of each of them with other subjects of the labor market on the transfer of part of their own functions related to hiring, on the basis of voluntary alienation in their favor of its income part. These are trade unions, the Association of Employers / Entrepreneurs, Mediation Employment Services, etc.;
c) the relationship of the listed subjects of the labor market with the state for funding through the system of taxation of its activities related to the regulation of the relationship of hiring, maintaining social consent between employers and employees in wages, protection against forced unemployment, labor protection and health, as well as Social guarantees of the right to work and income.
For the implementation of the Act of the purchase and sale of labor in the labor market, it is necessary that a number of conditions have been implemented. First, it is necessary to exist legally independent goods for labor, capital, land. Secondly, the workforce carrier must be separated from the means of production and means of existence. Thirdly, it is necessary to have at least two interested in the exchange: the seller is the carrier of labor and the buyer - the consumer of this workforce. Fourth, it is important that each part of the act of sale of sale can offer something that has a consumer value for another, namely: a hired worker - the ability to concrete labor, the consumer of this ability - a fund of vital funds for reproduction of individual labor. Fifth, each of the parties should be able to accept the offer another or refuse. Sixth, each of the parties should trust the PARERERA and believes in the possibility of obtaining a consumer value as a result of exchange, equal or even superior to the one that is represented by it.
Functions The labor market is the following: coordination of economic interests of labor market subjects; ensuring proportional distribution of labor in accordance with the structure of the needs of the market in products and services, as well as with the development of technical basis; maintaining equilibrium between supply and supply of labor; formation of a labor reserve for the normal course of the public reproduction process; Stimulating the most complete implementation of the employment of each employee by creating mechanisms for efficient motivation to work and economic coercion to high-performance work.
Basic elementsthe mechanism of the labor market is demand on labor, sentence work force, competition , price work force.
The main features of Soviet emplood deficient K.onjuntes on the labor market should be considered:
- monopolism of the buyer of labor in the face of the state;
- Almost complete closure of local labor markets due to restrictions in registration and housing deficit;
- a significant shortage of labor at a maximum high level of employment of the population;
- the minimum level of unemployment, which is due only to organizational costs;
- Lack of fear of losing work in employment.
Employee conjuncture on the labor market, on the contrary, is characterized by the fact that
- a relatively low level of employment on hiring determines a significant potential reserve of labor;
- unemployment is no longer only a consequence of organizational costs, but turns into a large-scale, while the excess of the labor force significantly exceeds its deficiency, which is at the minimum level;
- Traditionally, employed is the likelihood of loss of employment.
The duration of the transformation of conjunctures in the labor market depends on the pace of economic reforms. The following stages of transformation are distinguished in the literature:
first stage - There is a reduction in labor deficit by eliminating unreasonable demand for labor from entrepreneurs, since in new economic conditions it becomes unprofitable to have absolute reserves of labor. The scope of unemployment does not go beyond the minimum due to organizational costs,
second phase - The release of labor from the public sector begins, but not due to the bankruptcy of enterprises, but when moving them to new economic forms. The labor deficit is far from a minimum, and the unemployment dimensions are barely exceed;
third stage - There is a significant release of labor due to the denationalization of the economy and the elimination of unprofitable enterprises. The Gossector is reduced, but all working power from it cannot be absorbed by enterprises of other forms of ownership and the potential reserve of labor. A chronic unemployment appears;
fourth stage - finally folded the workflow in the labor market. An increase in excess workforce occurs throughout the phase of the avian economy from the crisis. By the beginning of the rise of the economy, the unemployment rate is tapping, only minor oscillations are possible around the accurate mark.
There is a labor market at the level of the Federal Republic (federal), region ( regional or territorial), enterprises ( interior).
The regional labor market includes subsystems such as:
- persons with sustainable employment in one employer, i.e. Permanent part of personnel, attracted specialists, temporary and partially occupied employees ( internal labor markets);
- Persons with sustainable employment in a number of employers, i.e. Associations employed at the large number of enterprises of the region of highly qualified specialists involved in the work of a small duration ( professionallabor markets). Organizational forms of the professional labor market - consulting firms, professional associations. Infrastructure of the professional labor market - Innovative centers, technoparks, scientific and educational institutions, information structures;
- Persons with unstable employment, i.e. Most mobile part of the regional labor market ( free labor market). Free labor market is a mechanism for self-regulation of labor resources in a market economy with free demand and a proposal;
- Persons with semi-resistant employment, i.e. transitional form between the free labor market and internal ( irregular labor market). An irregular labor market is a reflection of the imperfection of the action of market patterns.
The labor market is a multi-layered structure formed open Labor Market (Official, Organized and Unofficial, Elemental) and hidden .
5.2 Features of the implementation of labor potential in market conditions

Active action by the state in the implementation of the Bankruptcy Law of Enterprises, to expand the preparation and retraining of personnel, taking into account the structural restructuring of the economy, an increase in the funds of social support for the unemployed, the creation of a legislative basis for the formation of the labor market is designed to promote the transformation of the hidden labor market in open.
Self-regulation factors The labor market is the factors are: the state of the economy; sectoral structure of the economy; level of development of the technical base; the level of welfare of the population; Factors of reproduction of the population and labor resources; political situation; national-ethnic factor that causes the formation of local, relatively closed labor markets; Psychological factor.
The labor market mechanism is based on the value principles of the linking and coordination of socially different interests of various groups of employers and the working-age population in need of work and wanting to work on hiring. The interaction of demand and supply of labor is under the influence of (1) of specific economic and socio-political situations, (2) movement of labor price, the level of real incomes of the population (Fig. 5.1.)
The mechanism of the labor market in the ideal case should be self-regulating, but in reality it is not always achieved. When the labor market is self-regulated in a lack of extent, state intervention is necessary in this process. Speaking about the typology of a market economy on the macroeconomic level to the extent that it affects the nature of labor relations and the functioning of the labor market mechanism, economists allocate two models: liberal and socially oriented.
State intervention in Russia is carried out in two directions: by direct impact on the labor market through the implementation of employment programs and by improving the formation of the flexible labor market.
The immediate impact of the state to the labor market is carried out through the implementation of employment programs. As part of this direction, the labor market regulation involves a number of measures that can be combined into four groups:
1) an increase in job supply (state subsidies to entrepreneurs in the hiring of labor; an increase in the number of jobs in the service sector; traditional measures to create jobs, such as the allocation of public funds to the targeted appointment to the creation of jobs for young people, etc.) ;
2) redistribution of cash (stimulating early retirement; tax breaks by entrepreneurs, subject to the replacement of the pensioner unemployed; cessation of hiring foreign labor; creation of jobs by reducing working time per busy, etc.);
3) measures to preserve jobs (tax breaks and subsidies; the introduction of new technologies; stimulation of small entrepreneurship);
4) Implementation of the Strategy "Adaptations" (professional orientation, retraining, professional development of employees; promoting the professional and regional mobility of employees; an increase in the efficiency of mediation services in employment, etc.).
Measures taken through employment policies can be divided into active and passive.
The transition to an innovative development model, involving the wider use of scientific and technological progress, high-tech technologies, is naturally accompanied by an increase in the flexibility of the labor market. Economists - Representatives of the theory of economics proposals believe that the cause of mass unemployment is the "sclerotic" of the Russian labor market.
Frequency of labor market Means: His ability to adapt to changes, mobility in the following directions: under the conditions of hiring and dismissing employees, subject to the norms of labor legislation; in establishing and regulating wages; in regulating the volumes of products and provision of services; in the development and adjustment of models of the organization of production and labor; In the regulation of working time.
There are two types of labor market flexibility. Internal (Functional) Flexibility is, firstly, the redistribution of labor within the enterprise, and, secondly, the redistribution of production functions performed by workers. This suggests the existence of a worker of two or more specialties, raising the qualifications, a change in model working time models, incl. Introduction of forced vacations, transition to a simpler flexible system of discharges, the use of labor leasing, remote hire strategies. Exterior (meaningful) flexibility is the free movement of employees throughout the country and abroad. This implies the territorial, industry and intersectoral mobility of the labor force, strengthening the orientation of enterprises to workers prepared and retramed by the internal labor market of enterprises.
The formation of the flexible labor market involves:
- Fast adaptation of the price of labor to fluctuations in demand and supply in the labor market;
- adaptation of the supply of labor to changes in price levels, wages, income;
- adaptation of the qualitative characteristics of the workforce to the changing structure of demand for it;
- a mutual execution of the wage level, the number and quality of labor;
- the weakening of state regulation of remuneration, hiring and dismissing employees.
5.3 Domestic labor market: concept, manifestation, features

Labor market at the enterprise level, firms internal (corporate) labor market.
Features Domestic labor market:
(1) The ratio "demand offer" is implemented within the staff of a particular organization (change of workplace, profession, qualifications);
(2) there is a clash of the interests of the employer (administration) and employees of the enterprise;
(3) there is its salary level for various categories of workers, depending on their need and utility for the enterprise;
(4) may occur both intra-profit unemployment (or incomplete employment of the employee at the initiative of the enterprise with a decrease in the SPORS for labor) and the supervaluation of employees with an increase in unsatisfied demand for labor;
(5) availability of market segmentation for the primary and secondary segments of the domestic labor market;
(6) Elastic proposal curve (i.e., the value of the proposal varies to a larger percentage than the labor force price): The market salary level is also determined by the enterprise due to a minor share in the market does not have any influence on it (Fig. 5.2.). Salary Elasticity is the degree of reaction of the amount of labor proposed in response to a change in the price of labor, which is defined as the percentage of a percentage of the amount of labor to the percentage of changing the price of labor.
The domestic labor market is not single and monolithic. It is formed by various categories of employment population, and each of them has its workplace requirements, their own opportunities regarding labor, their rules for entering the labor market. The use of these categories of workers is closed on certain types of work, according to individual professions, in specific sectors of the economy. It disintegrates into segments, combined by some common feature (level of employment stability, degree of revenue warranty, level of qualifications, and age-age characteristics of workers, etc.).
In the most general form, the entire labor market can be segmented by two subsystems, which in foreign economic literature got a name primary and secondary markets, i.e. Accordingly, markets of independent and subordinate jobs and labor groups.
The reasons Segmentation of the labor market: a) differences in the level of labor efficiency; b) differences in the level of social efficiency of labor; c) differences in the level of socio-economic efficiency of production. The border The primary and secondary labor markets is an integral indicator characterizing the socio-economic efficiency of production.
The development of the theory of classical segment of the labor market is the allocation of the five segments of the labor market on the basis of the guarantee of employment and material security is allocated five:
first group - Highly qualified managerial workers with high social status, having stable employment and guaranteed income. However, their minority;
second group - Those who compete among themselves in the labor market, but have a guarantee of employment. This group is not subject to mass unemployment. It includes mostly specialists, professionals;
third group - It is physical labor workers engaged in the sectors of the economy, which tend to narrow. This category "is washed out" from production, but it is protected due to the regulation of labor relations through a collective agreement;
fourth group - Those who have professions in the labor market are in excess. This group of employees has low wages and there are no serious guarantees of employment;
fifth group - Employees, to a greater or lesser extent "removed" from the labor market. These are young people, women who have children, and those who have been working for a long time. Their income is low and can continue to reduce.
5.4 Socio-economic fundamentals of personnel management in a market economy

Factors affecting people in an organization can be combined into three groups.
First A group of factors is associated with hierarchical structure of the organization , where the main means of providing impact is the relationship of power-subordination, pressure on a person from above by coercion, control over the distribution of material goods.
Second A group of factors is due organizational culture , That is, joint values \u200b\u200bgenerated by the organization, a group of people, social norms, behavior installations that regulate the actions of the individual, force the individual to behave like that, and not otherwise without visible coercion.
Third A group of factors is related to the development market which represents a network of equal relations based on the purchase and sale of products and services, attitudes to property, equilibrium of the interests of the seller and the buyer.
These impact factors are quite complex and in practice are rarely implemented separately. Which one is given preference, such and the appearance of the economic situation in the organization.
When moving to the market, there is a refusal to hierarchical personnel management, a strict system of administrative influence, practically unlimited executive authorities for market relations, property relations based on economic methods.
The reasons The formation and development of market factors of exposure to personnel are due:
1. high dynamism of production and commercial activities and tightening competition in all its manifestations, including competition for quality, professionalism, consumer;
2. Completion of the system of motivation and stimulating employees (short-term, contracts, nomination of various prerequisites during hiring, linking material promotion with profit and profit, etc.);
3. Polytic instability and growth of large-scale unemployment.
Therefore, it is necessary to develop fundamentally new approaches to the priority of values:
* The main thing inside the organization is employees;
* The main thing outside the organization is the consumer of products, services.
The organizational hierarchy is moving into the background, giving way to culture and market.
Market conditions are carrying both great opportunities and serious threats for each individual, the sustainability of its existence, make a significant degree of uncertainty to almost every person. Personnel management under these conditions is of particular importance. It allows firstly, implement a whole range of issues of adaptation of an individual to external conditions; secondly, Implement and summarize a whole range of questions of accounting for a personal factor in building an organization management system.
Personnel Management Concept in modern conditions
The following main provisions are compiled:
1. Increasing the role of the personality of the employee;
2. Knowledge of employee motivational installations, staffing staff;
3. The ability to form motivational installation of employees and direct them in accordance with the development strategy;
4. The development of personnel, in which, along with the actualization of professional knowledge, skills, skills, abilities, it is necessary to conduct methodological and social learning;
5. Compliance with legislative standards for the use of personnel.
5.5 Essence, content, approaches to the development of labor potentials

The formation of the market philosophy of economic entity causes the need to isolate development of human resources As a special independent personnel management function.
Development of labor potential (or the development of personnel) is a systematic search aimed at improving the functioning of the organization by increasing the value of the employment potential of personnel.
The development of personnel represents the process of preparing personnel to fulfill new production functions, the occupation of new positions, solving new tasks.
The development of personnel begins to play an increasingly important role in achieving the organization of its strategic goals: as the organization and structure of the organization change, constant changes are required in the models of personnel's production behavior. In the interest of both the organization and personnel, consistent efforts, opposing the "moral and physical wear" of the labor force - its obsolescence.
Under observing An employee should understand the process of using the identity of points of view, theories, concepts and methods in professional activities, which are less effective in solving the problem than other currently existing.
The development of personnel is the normal component of the process of providing services, and not the appendage to it. It contributes to ensuring the permanent compliance of the level of professional competence of employees with the requirements of the developing market.
The first part of the curve (t ") represents the result of initial rapid learning, which is happening when someone is first taken for work, after successfully passing the stage of initial entry into the case case. In the future, as a rule, an obsolescence curve:
- either tends to gradually decrease (curve a);
- either tends to continue growth with an increase in work experience (curve B).
The obsolescence of knowledge can sometimes come after a month after the end of the initial learning.
In order for the factor of the use of professional knowledge to increase work experience, it is necessary to constantly attention to factors fruitfully affecting high-quality labor potential
- Clear objectives of the employee;
- development - the constant accumulation of professional competence by an employee;
- regular feedback, evaluation of the employee's activities;
- Motivation to update knowledge from an employee;
- Order an employee of labor tasks, allowing to use his increasing abilities to him.
IV Stage Monitoring and evaluation of staff development
Decisions to the development of personnel important for a number of reasons to achieve difficulty: it requires identifying potential personality opportunities to do more and better than it is required to fulfill the current work, as well as finding ways to implement these possibilities.
First The approach is training e., or advanced training. At the heart of the decision of the institution about the need to spend funds for training lies, firstly, awareness of the fact that training can have a significant effect on the provision of services; Secondly, faith in an accelerated rate of change conditions of activity, including technological.
Education is the process of a non-fiscal transfer of new professional knowledge and skills to the employees of the Organization in order to fill the "gap" (lack) between cash (available) knowledge, employee skills and those that he must have in accordance with the requirements of the alleged work at the moment in the near future, Or to master the other.
Vocational training prepares an employee to fulfill various production functions, traditionally associated with a certain position. During his professional life, the employee, as a rule, takes not one, but several posts, changes its individual behavior. it second an approach - professional qualifying Promotion . This is an obvious way to use the rising staff abilities. Employees take a number of increasingly responsible posts, developing their abilities, and, in the end, are on the highest post. Satisfying, thus, the desire for status in the organization, power, money, on the one hand, and the need of an organization in capable employees in managerial links - on the other.
The successful economic development of the Organization in the context of the development of market relations depends on the mobility of commercial and production activities and adequate to him by personnel mobility.
Mobility staff - This is the ability of employees to quickly adapt to changing production conditions: to change labor functions, jobs of labor application, readiness to improve the qualifications and development of a new profession.
The main ways of increasing employees of their professional flexibility:
1. Fastening the employee of two or more employment operations for a certain period of time, often a very long period. It provides a more complete loading of the employee, interchangeability, reduction of its monotony and fatigue by labor, increase its effectiveness.
2. Mastering the variety of works related to various complexity within their profession.
3. Mastering adjacent professions, i.e. professions directly not related to the main;
4. The development of other professions that do not have a close connection with the main one that creates conditions for the interchangeability of the employee, the possibilities of their permutation on the most important jobs.
The main tool for implementing these directions is a system of professional qualification promotion.
The third Approach to development staff is management development . Management Development is a system of interconnected activities necessary to ensure the organization effective management structure and managers, relevant quantity and quality. Currently, in the practice of organizations, the following approaches to managerial development can be distinguished:
1. Unstructured, non-planned, on the case of the case of the acquired experience of management work;
2. Planned development outside the work (development special and general);
3. Planned development at work (rotation of managers; delegation of authority subordinate; reserve frames for nomination).
The planned management development involves a decision of three tasks: (1) identifying employees of an organization that has the potential for leading positions; (2) Preparation of employees to work by the head; (3) Ensuring the smooth replacement of the vacant position and adapting to it a new employee. When implementing management measures, two employee groups are allocated: referencing / Dubers and young employees with leadership potential
Since the planned vocational qualification promotion is limited in organizations, raising is small and distant, it is important to look for other areas of use of the increasing staff abilities. Here are useful for the ideas developed during the movement of the organization of work in the 60s - early 70s. So, the third The approach is development of work .
Development of market relations, the transition from linear and linear functional management structures to divisional, the focus on obtaining a ready-made solution to the problem expands the possibility of personnel development through joint activities through the creation of teams. Team organization of labor - This is the synthesis of small businesses with program-target management within a large organization. It - fourthapproach, approach development of joint activities.
Fifth an approach - self-development , or continuous development of an employee based on abilities. It is based on the analysis of its needs in the context of self-esteem against the background of the structure of the main abilities. In fact, it is a compromise between the abilities of the employee, the requirements of the profession to the employee and the needs of the market in labor. An important place in self-development occupies a professional orientation. The latter acts as the general ideology of the continuous development of an employee based on its abilities, designed to constantly prepare an employee to changing living conditions and professional activities.
The acquisition of the minimum level of professional competence does not lead to the termination of vocational guidance, and only its role changes, methods . The basic position of the concept of professional orientation It is approved that the individual cannot fully realize its capabilities and feel happy if he does not receive satisfaction from work.
Unsatisfactory attention to the development of personnel leads to the losses of the following type: the fall in the production of products or the amount of services, a decrease in the quality of work performed, an increase in the number of industrial accidents, an increase in injuries, the growth of personnel flow, an increase in working time loss.
Work on the development of personnel will be unsuccessful if:
- the extensive development program is drawn up without clear objectives for change;
- the program is drawn up for too short time;
- development work is only in seminars, without development activities in workplaces;
- participants of this work are too dependent on state or external specialists;
- There is a significant difference between aspirations to changes from higher and middle managers;
- major changes in organizational activities are carried out in the old organizational framework;
- seeking "recipes from the cookbook", last experience;
- The selected strategy is applied template and inappropriately.
Work on the development of personnel has a good chance of success if:
- The highest management of the organization knows about the personnel development program and undertakes to perform it;
- The personnel development program emphasizes focusing and planning;
- the personnel development program is correlated with the tasks of managing the personnel of the organization;
- the development of personnel is inherent in long-term nature;
- The development of personnel is based on business knowledge and experience of managers.
Topic 6. State employment policy and the role of the enterprise in its implementation
6.1 Hiring personnel: concept, main stages

Hiring to work - This is a number of actions taken by the enterprise, the organization to attract candidates who have the qualities necessary to achieve the goals of the Organization.
Hiring and personnel selection as a process covers the following personnel procedures:
- planning of the need for staff;
- analysis and description of the work;
- the choice of the option to meet the need for staff;
- advertising positions;
- selection of candidates;
- selection of vacancy candidates;
- conclusion of the employment contract;
- Introduction to the position.
6.2 Planning of the need for staff

Personnel planning - These are targeted activities to ensure proportional and dynamic development of personnel, the calculation of its qualification structure, the definition of the overall and additional need for personnel in the upcoming period.
In matters of hiring and using the staff of the enterprise almost always focused on current needs.The economic situation in Russia traditionally consisted in such a way that the company at any time had the opportunity to find a sufficient amount of workforce of necessary quality. Changes in the irreversibility of economic reforms that make are the firms pay great attention to long-term aspects of personnel policies based on strategic planning.
Personnel planning is actually a new type of management. Planning other economic resources - raw materials, financial, material - has always been paid and paid a lot of attention, but the new economic situation causes the importance of personnel planning. The main reasons for this situation are:
1) the formation of the real labor market and the need to take into account its conjuncture in the activities of most enterprises;
2) The cost of labor in many enterprises constitute a significant part of total expenses. The ability of the Organization to effectively use personnel to effectively depends on how accurately the costs for labor will be and configured;
3) The company planning personnel in parallel with business planning. If the company is developing strategic development plans for five years, it cannot not take into account changes in the availability and number of resources involved, and first of all the personnel.
Personnel planning is essentially the application of planning procedures for configuration of states and personnel. In general, the planning process includes three stages:
1) an assessment of the availability of resources - how many people are employed by the fulfillment of each operation, the quality of employees is evaluated, the system of requirements for labor skills is being developed, indicating the number of employees with them;
2) an assessment of future needs - the forecast of the number of personnel for the implementation of short-term and promising purposes based on the analysis of the trends of personnel movement;
3) Development of a program to meet future needs - drawing up specific graphs of activities to attract, hire, prepare and promote employees to implement organizational purposes.
Computerization of personnel work allows you to conduct a quick analysis of any sign. If these data are collected throughout a sufficient period of time and their analysis is regular, then predicting the number of employees who need to be taken, translate to a higher position, to train or dismiss in this year, does not represent much difficulty. The overall need is the entire number of personnel needed by the firm to perform the planned scope of work. Additional need is the number of personnel, which is necessary in the planned period in addition to the existing number of the base year, due to the current needs of the enterprise.
Planning needs involves identifying the most significant factors affecting the number of employees, and a quantitative assessment of the impact of the system of factors. Ideally, all organizations must establish short-term and long-term staff needs. Human resource planning requires considerable time, labor and money.
For small organizations, the return on such investments may not justify the resources spent. As practice shows the planning needs more often used by large enterprises. It allows them to improve the use of their human resources, to effectively relate the promising goals of the organization and personnel policies, optimize the hiring of new employees, expand the information database of personnel management and coordinate various personnel work programs.
In this regard, various methods for calculating the demand for the required labor can be used. But even the most complex methods are not completely accurate: in the best case it is approximate estimates that can only be tested by time.
The most common method of planning demand in personnel in small organizations is method of management judgments. According to which the low-level managers make their judgment about the dynamics of demand in their division, then the top link managers comment on the proposed judgment and argue it. Perhaps the movement of judgment on demand in the personnel from the senior manager to the manager of the lower level of management link.
Another group of demand planning methods is statistical methods. The most common, simple and cheap are Methods of extrapolation and indexation.
Extrapolation It implies the transfer of the past rates of changes in the number of personnel for the future. At the same time, the degree of reliability of the method is inversely proportional to the term of the forecast. Method indexation- This is a method for assessing a promising personnel need by comparing the dynamics of the number of employers employed in an organization with a specific technical and economic indicator index. For example, the population in a certain region determines the need for health services; The number of prosecution determines the number of militiamen, etc.).
More complicated and premieuled statistical methods for determining the need for personnel are economic and mathematical models,which are based on complex correlation ratios between variables, such as, for example, the age of equipment, the polo age structure of the personnel, the size of the financial investment obtained, the level of inflation, etc.
The most common method of planning the need for personnel in Russian enterprises is the statistical method based on the accounting of such factors as: a) the main factors of production and commercial activities such as the volume of production program, the complexity of a unit of products or services; b) Factors reflecting the ratio of jobs and the number of employees in time, such as an effective working time fund of one employee, the real annual equipment unit of the equipment; c) Factors reflecting the spatial-temporal aspect of personnel planning, such as staff turnover, staff reduction, vocational qualification Promotion, input / disposal of production funds.
6.3 Analysis and description of the work

Based on the analysis of the work, the personnel specialist manager together with the practice manager is developing a job description. The personnel specialist manager acts as a consultant to implement this personnel procedure, it brings his professional knowledge to develop a standard description of the basic functions at a particular workplace. Manager-practitioner When developing a description of the work introduces its knowledge of the specifics of activity at a particular workplace.
Description of work allows the employer to determine the workflow spectrum that the employee must perform at a particular workplace. However, when implementing the hiring process, the employer needs not only to know what an employee must fulfill, but also be able to determine whether the applicant is capable of this workplace to perform these functions. In this regard, it is used traditionally when identifying the requirements for a candidate for a vacant workplace, a job description is used.
Job description - This is a document describing the basic functions of an employee who occupies a specific position. When using the job instructions for assessing candidates for a vacant position, a specialist should determine how this candidate is able to perform these functions. It is quite difficult to make it, especially for a person unfamiliar with the specific work on a vacant position. To facilitate the process of selection of candidates, many organizations began to create (in addition to job descriptions, and recently, instead of them) documents describing the main characteristics that the employees must have a successful work in this position - professional, psychograms, specifications of work.
Professional - This is a modified job description designed to conduct a vocational guidance study of the workplace and use in further practical activities. It allows you to determine the range of subject qualities of the product and equipment that make up a number of necessary restrictions on professional activities. It consists of two parts. First part Contains a brief description of the status of an employee of the organization and the basic requirements for its activities, including the characteristics of technology, technology, working conditions. The second part contains a brief description of the requirements for the level and profile of training, to the structure and content of the basic qualities of the employee necessary to effectively fulfill them of functional duties.
Work specification (Qualification card) is a modified job description containing basic qualifying characteristics (overall discharge, special education, special skills, etc.), which must have an employee for efficient work at a particular workplace. Since during the selection, determine the presence of qualification characteristics is easier than the ability to perform certain functions: a qualifying card is a tool that facilitates the process of selection of candidates. The use of a qualification card also provides the possibility of a structured assessment of candidates (for each characteristic) and comparing candidates among themselves. At the same time, this method focuses on the technical, to greater the formal characteristics of the candidate (its past), leaving aside the personal characteristics and potential of professional development.
Psychogram (Competencies Map) is a modified description of a specific type of work intended for the psychological study of the workplace and use in further practical activities. It contains a description of the main personal characteristics of the employee, its ability to perform certain employment functions at a particular workplace. Preparation of a competency card requires special knowledge and, as a rule, is carried out with the help of a professional consultant or a specially trained personnel management officer.
6. 4 Select the option to meet the need for staff. Eveling staff

The main limiters at this stage are the budget that an organization can spend on attracting personnel, and the time it can spend on the search for the employee to fill the vacant workplace.
Distinguish the following types of satisfaction staff needs:
1. Numerical flexibility personnel - improving the ability of the organization to change the number of employees in accordance with changes in the volume of services provided / manufactured goods by using additional or alternative sources of labor (part-time, temporary workers, short-term contracts, hiring for specific work) or by changing the model of working time workers (For example: Changing the number and types of work shifts, processing, flexible schedule, the annual working time fund).
2. Functional flexibility Personnel - the ability of the organization to change and conduct the qualifications of their employees in accordance with the requirements of the changed labor load.
3. Remote flexibility Personnel is replacing the relationship of hiring commercial relations, when employers may prefer to transfer some work into a subcontract, than something to change in the structure of their personnel.
4. Financial flexibility Personalization of labor, i.e. The degree with which the wage and remuneration system supports and stimulates the use of various flexible employment strategies.
5. Lesing labor - transfer of personnel in debt, i.e. Rent personnel to some enterprises.
In the practice of domestic enterprises, methods of numerical and functional flexibility are most often used. Consider them in more detail.
Numerical adaptation is based on personnel policy, involving a reduction in personnel while reducing the need for them or a set by the part if the need for working force increases again.
The release of labor with enterprises is largely objective and is associated with the orientation on the intensive path of development of production: the introduction of technical and technological innovations, organizational changes in the field of labor, living labor, as well as in connection with the reorganization or liquidation of unprofitable, unprofitable industries, and T .P.
The decline in labor in the production of products is achieved through an absolute and relative reduction in the number: absolute abbreviation Workers dismissed, with relative - The need for them decreases (limited to increasing the production volume of the same number).
Each of the types of release affects labor in different ways, and through them and economic performance of the enterprise. From the position of increasing productivity, a real reduction in the cost of products by saving the wage fund most effectively absolutely reduced employees. It should be borne in mind that there are two options for the actual release of employees: when the employee is dismissed to reduce the states from the enterprise and when the employee is released from one units (workshops, sites, departments) and translates into vacant jobs in other units or newly opened production .
The real release of workers, both from the enterprise and from the structural unit located on economical (contract), has favorably affect the economic indicators: the costs associated with the production of products are reduced, labor productivity is growing, etc.
Although the redistribution of the released labor within the enterprise does not change the total number, for the enterprise it is a more profitable option, since it is not necessary to take care of the employment of the released workers, the period of adaptation of its employee at a new workplace is less than when working under the part of the workforce.
With the release of labor from the enterprise, it is necessary to be guided by a number of circumstances, in many ways with controversial nature:
1) economic conditions require the content of the enterprise really necessary number and release of unnecessary;
2) in accordance with the current labor legislation, enterprises are increasing the responsibility of enterprises for social protection released (payment of relevant compensation), which cannot but restrain their real dismissal;
3) Possible difficulties with the employment of the released workers make the state and local governments in every way to restrain mass release from enterprises. Therefore, the territorial employment program puts the task of reducing the release of labor, providing enterprises to financial assistance in creating new jobs, compensating for the cost of retraining workers subject to reduction.
Bringing into compliance with the required and actual labor efficiency by release requires great preparatory work.
First of all, it is necessary to analyze the causes of changes in the need, as far as they are long-term. It's one thing when the release of employees is a consequence of the introduction of technical and organizational events focused on labor-efficient policies, and the other - if the need for labor is reduced due to the cost of marketing products, due to the decline in production, which can be maintained for a long time therefore analysis The reversibility "reducing the need for the labor force and the feasibility of reducing its number should be carried out in the context of the reasons for the release:
-cake production;
- Ensuring the organization of labor, the decision of the primary labor collective (brigades) to work with a smaller number;
- admission of new equipment and technology;
- Issue to change the work of the production units of the enterprise;
- production volumes of production.
In addition, the scale of the possible release of workers depends on how the release will be linked to the fluidity of personnel in the enterprise. The fact is that there are two processes in the company in parallel. On the one hand, the introduction of new techniques, various kinds of activities to improve labor productivity contribute to the emergence of excessive labor, which is subject to release (reduction). On the other hand, there is a flow fluidity (normal phenomenon is considered to be fluidity of 10% of the average number, and the actual can be significantly greater), which leads to the emergence of vacancies and the need to search for employees in return disengaged.
The question arises as far as possible to combine these two processes to be released working force did not leave, but compensated for the loss in the working force due to the fluidity. It seems that it is advisable here to be guided by the following principles. Personnel fluidity is relatively uniform over the year. Therefore, vacant jobs appear evenly.
The introduction of technical and organizational measures can be both a one-time, timed to a certain time and uniform throughout the year. With a uniform release of labor, there is reason to hope that it can be used to compensate for the flow of personnel and no dismissal to reduce states will occur. With a one-time release, on the contrary, employees are quite likely to be dismissed, as it is economically not justified to maintain them for too long, waiting for the appearance of vacancies in the case of dismissal of workers at their own request.
When analyzing, it is necessary to take into account not only the qualifications planned to release the labor force, but also the nature of vocational training, in particular, allocating two groups of workers:
1) with highly specialized preparation;
2) with universal, or long-term theoretical preparations in the professional formation system.
The possibility of further employment of the working groups is quite different, i.e. The task of release should be solved in conjunction with the task of promotion.
The direction of the redistribution of released employees in the process of balancing demand and supply on the intra-profitable labor market is selected taking into account:
- job requirements for the professional qualifications of the employee and other its qualities;
- characteristics, in the aggregate reflecting the employment of the employee to release;
- acceptable to the employee (based on the identified interests) of changes in these characteristics in the new workplace.
Clarify the situation will help conduct sociological surveys of released employees regarding their interests, the desire to undergo retraining and continue work in other areas of production. This should consider alternative options for employment, as well as typical options for promoting employees in the framework of labor career planning. The solution of such tasks in the enterprise is possible only under the condition of the functioning of the subsystem of the Kadry ACS, the operational introduction of all changes in both the demand and supply of labor detected as a result of sociological studies.
In accordance with the current guidelines, the company must submit to the territorial center of employment information about the release of workers over three months before release. Two months before release, information should be specified by employees, indicating the profession, level of education, qualifications, gender, age, working conditions, payment level, etc.
Release is a serious psychological problem, since it means the loss of the "concerned" workplace, the loss of previous social connections that have developed between the employee and the team of the enterprise, therefore, it is necessary to carry out the reduction of employees so that negative consequences (primarily a socio-psychological nature) are minimal. The selection of candidates for dismissal is carried out taking into account labor legislation, assessing the results of activities, as well as other moments, including humane.
The awareness of the team about the upcoming release, about the presence of vacancies and employment prospects, the creation of an intra-water exchange of labor at the enterprise, is designed to facilitate the employment process in its own enterprise.
6.5 Models of a flexible day and partial hiring

Flexible working time - This is the form of the organization of working time, in which self-regulation of the beginning, end, and total duration of the working day is allowed for individual employees or their groups.
The regulatory framework for the application of flex work time modes is the total accounting of working time and the right of personnel of the unit / organization to independently regulate labor regimes within the normal range established by labor legislation.
Flexible work schedules - This is a schedule of work, in which the employee can choose either the daily principle and end of the working day, or the daily duration of the working day within the management of the organization.
Depending on the variation of labor mode, the following types of flexible graphs distinguish:
1.Flexible cycle Provides the choice by the employee a certain time of starting work at a certain working period. The duration of the working day is unchanged - 8 hours;
2. Flexitime Provides a variable start and ending slave, etc .................