General features of the personnel strategy of small enterprises. Features of small business management

1. HR STRATEGY OF SMALL ENTERPRISES 1.1. Basic concepts and categories of personnel policy of the enterprise In the 90s of the XX century. in management, a fundamentally new approach to personnel management begins to take root - people, their activities, potential, organizational cultures of various types become objects. Today's leaders view the culture of their organization as an important strategic tool in guiding all departments towards common goals, mobilize the initiative of employees, facilitate mutual communication. The essence of personnel management, including employees, employers and other owners of the enterprise is to establish organizational, economic, socio-psychological and legal relationship subject and object of management. These relations are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their use. Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of ​​management has a specific conceptual apparatus, has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment, and others; methods of studying and directions of analysis of the content of labor of various categories of personnel. Improving the personnel management system of industrial enterprises in the context of the transition to market relations is one of the urgent tasks of modern economic development. Optimization of the system for the formation, distribution and use of personnel and its potential during the transition from the planned centralized system management of the national economy to the market model of the economy of a particular region, and for each industrial enterprise, regardless of the form of ownership, is a matter of particular importance.

CONTENTS INTRODUCTION 3 1. HR STRATEGY OF SMALL ENTERPRISES 5 1.1. Basic concepts and categories of personnel policy of the enterprise 5 1.2. Features of personnel management of a small enterprise 6 2. RESEARCH AND ANALYSIS OF PERSONNEL POLICY ON THE EXAMPLE OF THE ENTERPRISE LLC "AVIASTAL" 11 2.1. History and economic characteristics AviaStal LLC 11 2.2. Grade human resources AviaStal LLC 14 2.3. Strategic personnel management as an element of the personnel policy of AviaStal LLC 27 CONCLUSION 32 LIST OF USED REFERENCES 35

LIST OF USED LITERATURE 1. Civil Code Russian Federation Part two. No. 14-FZ. Adopted by the State Duma on December 22, 1995 (as amended by FZ dated 02.02.2007 No. 19-FZ, as amended by Federal Law dated 26.01.1996 No. 15-FZ, Resolution of the Constitutional Court of the Russian Federation dated 23.12.1997 No. 21-P ) 2. Tax Code of the Russian Federation. (Parts one and two). - M.: IKF "EKMOS", 2005 - 480s. 3. Labor Code of the Russian Federation No. 197-Fz. Adopted by the State Duma on 21.12.01 (as amended by the Federal Law of 09.05.2005 No. 45-FZ) 4. Aberdeen V.Z., Kibanov A.Ya. Improvement of the structure, functions and economic relationships of management units of enterprises in different forms management. / Textbook. manual / M .: GAU, 2005 .-- 548 p. 5. 10. Bogdanova E.L. Marketing concept of organization personnel - management and competitive work force... M .: Progress - Academy, 2004 .-- 419 p. 6. Vesnin V.R. Strategic management: textbook. - M .: TK Welby, Publishing house "Prospect", 2007. - 328 p. 7. Vinogradova I. The strategy of personnel management in the conditions organizational changes... // Effective management. September, 2007.S. 12-15. 8. Egorshin A.P. Fundamentals of personnel management. - M .: Infra-M, 2007 .-- 512 p. 9. Kartashov S. A., Sapozhnikov S. S. Review of the activities of companies in the selection of personnel and employment of the population of Moscow. M., 2005 .-- 312 p. 10. Small business in Russia: Stat. Sat. / Goskomstat of Russia. M., 2007 .-- 321c. 11. Maslov V.I. Strategic personnel management in an effective organizational culture: Textbook. - M .: Publishing house "Finpress", 2004. - 288 p. 12. Nelyubina M. Approaches to assessing the effectiveness of investments in personnel // Problems of theory and practice of management, 2006. - N 5. - p.23-31 13. Odegov Yu., Mausov N., Kulapov M. Efficiency of the personnel management system ( socio-economic aspect) .- M .: REA im. Plekhanov, 2003 .-- 328 p. 14. Okhotskiy E.V. The book of the employee of the personnel service. M .: Economics, 2006 .-- 496 p. 15. Pugachev V.P. Personnel management of the organization. M .: INFRA-M, 2003 .-- 459 p. 16. Rofe A.I., Zhukov A.L. Theoretical basis economics and sociology of labor. M .: Publishing house MIC, 2005 .-- 234 p. 17. Sokolova L., Tishina T. Modern production equally needs professional managers and skilled workers. // Man and Labor, 2005 - №2. - p.43-46 18. Travin V.V., Dyatlov V.A. Fundamentals of personnel management. - M .: "Delo", 2004. - 264 p. 19. Thompson A.A., Strickland A.D. Strategic management: concepts and situations for analysis, 12th edition: Per. from English - M .: "Williams", 2007. - 928 p. 20. Personnel management of the organization: Textbook for universities. / Ed. AND I. Kibanova, L.V. Invanovskaya. - M .: Publishing house "Examination", 2007. - 352 p. 21. Formation and implementation of the personnel strategy of the enterprise // personnel management. 2008. No. 1 (155). S. 70-72. 22. S.V. Shekshnya Personnel Management modern organization: Textbook. - practical. allowance. Ed. 4th, rev. and add. M .: ZAO Business School Intel-Sintez, 2002. - 368 p.

Introduction

In modern conditions, the development of measures of socio-economic policy, including the policy of employment of the population, cannot be ensured without appropriate theoretical understanding and justification. Employment issues are among the most important macroeconomic, social, and, ultimately, political problems of society.

At present, in Russia there is an acute problem of employment of the population associated with the competition for jobs that require professionalism, knowledge and skill. One of the ways to solve the problems of employment of the population is the development of socially oriented entrepreneurship. This topic is very relevant, because According to global trends, small business is the future in providing employment for the population, because it provides a significant increase not only in new jobs, a decrease in unemployment, but also tangible results in the development of the country's economy.

Currently, the state policy in relation to small business in the Russian Federation is only being formed, its goals, directions, implementation mechanisms are being determined. Only the first, not always correct and consistent steps have been taken towards the formation of an integral policy of support and development of small business and the creation of a mechanism for its implementation.

The purpose of this course work is to study the personnel strategy of entrepreneurial activity, in particular, small business, and identify ways to improve it.

To achieve this goal, the following tasks were identified:

consider theoretical views on personnel policy as a specific part of an entrepreneurship strategy;

substantiate that employment of the population in small business is one of the main factors in the development of the country's economy;

to analyze the structure of employment of the population of the city of Bogoroditsk and the Bogoroditsk region for the period 2010 - 2011;

identify the main personnel problems of small businesses in the city of Bogoroditsk and develop recommendations for their solution.

The object of the research is the personnel strategy of entrepreneurial activity at small enterprises in the city of Bogoroditsk and the Bogoroditsky region.

The subject of research is social relations in terms of personnel strategy, organization of employment and labor motivation personnel on the basis of shops "Bober" and "Building materials" IE Tolmachev D.M.

framenew business policy

1. HR policy as a specific part of the business strategy

The transition of the Russian Federation from an administrative-command-type economy to market relations demanded reforms in the sphere of personnel policy, since in the Soviet period they strove for universal employment, i.e. providing the entire working-age population with jobs. In the new economic conditions, the state abandoned direct centralized management of employment.

The main links of the state's personnel policy in modern conditions are laws, programs to stimulate employment; agreements concluded by subjects of social labor relations at federal, regional, sectoral levels and within enterprises. An important role is currently assigned to investment and structural, tax, financial and credit policies. By joint efforts of the subjects of commercial activity, the main directions of the personnel strategy, changes in the structure should be determined. staff, improving the quality characteristics of labor resources, increasing their competitiveness in the domestic and international market labor. The state in the new economic conditions in this system acts as a coordinator of these efforts, creates market conditions for their functioning.

Against this background, each business entity should develop its own personnel policy - a strategic line of conduct in working with personnel. HR strategy not only becomes an integral part of the enterprise development concept, but also organically combines with it, taking into account the analysis of the real situation in production and on the market.

The personnel policy should be flexible enough, economically justified, that is, proceed from the real financial capabilities of the enterprise, as well as provide an individual approach to its employees.

When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:

production requirements, enterprise development strategy;

the financial capabilities of the enterprise, the permissible level of costs for personnel management determined by them;

quantitative and qualitative characteristics of the existing personnel and the direction of their change in the future, etc .;

the situation on the labor market (quantitative and qualitative characteristics of the supply of labor by occupation of the enterprise, conditions of supply);

demand for labor from competitors, the emerging level of wages;

the influence of trade unions, rigidity in defending the interests of workers;

requirements of labor legislation, the accepted culture of working with hired personnel, etc.

Taking into account the above, we can say that the personnel policy of an enterprise is the resulting strategic direction in personnel work, i.e. resulting from interaction on a compromise basis of priorities public policy employment and the overall development strategy of the enterprise.

Consequently, in modern conditions, it is the development of entrepreneurship that solves the most important social problem of society - the creation of new jobs.

2. Employment of the population in small business as a significant factor in the development of the country's economy

In the conditions of market relations, the development of small business in Russia will largely depend on the involvement of the country's population in it.

Employment in small business can become that important basis with the help of which a turn towards positive processes in the economy, reduction of unemployment, and, consequently, greater stability in society will be made.

The absence of complicated management structures in small enterprises facilitates the process of establishing such enterprises. The widespread use of flexible working conditions and employment allows women, students and citizens who want to work part-time (part-time workers) to be involved in labor activities.

An important social function of small business in industrial developed countries connected with its ability on a large scale to absorb the unemployed labor force released from large enterprises, to reduce social tension arising in conditions of chronic unemployment and economic crises. The experience of developed industrial countries that coped with the structural crisis of the mid-70s of the twentieth century shows that employment issues can be effectively resolved through the mass creation of small enterprises.

The important role of small business as an employer is also due to the fact that, with low costs of job creation, many types of work in this sector are characterized by high labor costs. The combination of these two properties explains the influence of small business on the employment of the population and on the entire mechanism of the functioning of labor in society, and that is why this sector absorbs surplus labor. In addition, another part of the small business sector is currently developing - individual entrepreneurship... All over the world this sector of the economy is called "the active part of the real economy", "the basis of the middle class." The number of entrepreneurs without the formation of a legal entity in Lately is constantly growing, and therefore it is through this line that small business generates a significant, if not the main part of additional jobs.

Legislative and regulations a system of economic, financial, material and other incentives is being formed, guaranteeing the necessary support for certain categories of small businesses; general rules their behavior in a market economy, at the same time, some barriers to the existence of illegal entrepreneurship are introduced. At the same time, legislative acts should establish measures to protect business entities from the external environment, including from illegal actions of government bodies at different levels. For entrepreneurship in Russia to develop successfully, the state (represented by the Russian Federation, the constituent entities of the Russian Federation and local governments) must support legal, innovative entrepreneurship, the formation of which is an important condition for economic growth.

Setting the goal of creating conditions conducive to the development of small business in Russia, providing a preferential treatment for the functioning of small enterprises, attracting the most active and qualified part of the population to the sphere of commercial activity, it is first of all important to create a favorable environment for entrepreneurial activity. This problem can be solved by adopting clear, specific and targeted regulatory and legislative acts, i.e. to form the legal environment for small business not only at the federal, but also at the regional level.

3.Analysis of the personnel strategy of entrepreneurial activity on the territory of the municipality of Bogoroditsk and the Bogoroditsky district of the Tula region

As of 01.07.2011, 1276 small entities (including 250 legal entities and 1025 individual entrepreneurs) and medium-sized businesses (1 entity).

The total number of people employed in small and medium-sized businesses was 4237 people as of 01.07.2011 (26.5% of the population employed in the district's economy), incl. in small business 4091 people, on average - 146 people.

Structure of small and medium-sized enterprises by type economic activity has remained practically unchanged for a number of years. The sphere of wholesale and retail trade, due to a fairly high capital turnover, is most in demand in small and medium-sized businesses (Table 1). As of 01.07.2011, the share of wholesale and retail trade enterprises in the total number of small and medium-sized enterprises in the region is 37.8%. The second largest share in the structure of small and medium-sized businesses are organizations engaged in production (17.1%).

As of 01.07.2011, according to the data of enterprises and organizations reporting to the administration of the municipal formation Bogoroditsky district, the average monthly wage small businesses amounted to 7930.68 rubles. and medium-sized businesses 10 530.18 rubles. The average monthly wage for January-June 2011 in the municipality of Bogoroditsky district amounted to 12363.4 rubles. Its growth rate compared to the corresponding period of last year was 112.07%.

Tab. 1 Structure of small and medium-sized enterprises by type of economic activity as of 01.07.2011

Types of activityNumber of enterprisesmedicine3public services6transportation and communications9hotels andulture, hunting and forestry30 real estate operations, rent and provision of services14production44wholesale and retail95

According to the Bogoroditsk Department of State Statistics, wages were higher than the average regional level at enterprises wholesale trade, including trade through agents, except for trade in motor vehicles and motorcycles - 43,128.9 rubles, agriculture - 20,844.4 rubles, manufacturing - 14,406.9 rubles, transport and communications - 14,932.9 rubles, in institutions government controlled- 16396.7 rubles.

Below the regional indicator, wages in the spheres of education - 10,317.8 rubles, health care and provision social services- 10,044.4 rubles, in cultural and sports institutions - 7195.8 rubles.

Meetings of the interdepartmental commission are held monthly in the administration of the municipality of Bogoroditsky district. Per reporting period 6 meetings of the interdepartmental commission were held, to which 5 heads of small and medium-sized businesses were invited, paying wages below the subsistence level for the working-age population, who have arrears in payments to the Main Directorate of the Russian Federation in the city of Bogoroditsk and Bogoroditsky district, arrears on tax payments to the budget of the municipal formation Bogoroditskiy district. At the meetings, they were advised to legalize wages and bring the level of actually paid wages to the level of the subsistence minimum of the working-age population.

On February 2012, the Regional Agreement on the Minimum Wage in the Tula Region was signed, according to which the minimum wage was established in the Tula Region:

a) for employees of organizations of the non-budgetary sector of the economy:

The labor market in the Bogoroditsky region is characterized by a tendency towards lack of demand for citizens with specialties related to intellectual work. Of course, there is a demand for such specialists, but working conditions and remuneration for them remain at a low level.

As of 01.07.2011, the coefficient of tension in the labor market was 5.1 and remained at the level of the same period in 2010.

According to the State Institution of the Tula Region, the Employment Center of the City of Bogoroditsk, the number of persons not employed as of 01.07.2011 was 834 people, of which 784 people (94.0%) have the status of unemployed.

In January-June 2011, the level of officially registered unemployment was 3.4%, in the 1st half of 2010 - 3.9%.

Analysis of the structure of citizens who applied to the CPC for the provision of public service assistance in finding a job for the 1st half of 2011 shows that in the structure of citizens who applied for assistance in finding a job, the majority of citizens dismissed from organizations of the region for various reasons, their number is 83.9%.

The structural composition of citizens who applied to the CPC also includes: disabled people (4.8%), graduates educational institutions (1,2%).

Citizens who applied in the 1st half of 2011 have a low level of education, only 32.8% have higher and secondary vocational education. Consequently, there are problems with the issue of employment, since the modern employer is interested in more qualified workers.

During the first half of 2011, the following professions and specialties were most in demand on the labor market of the district: car driver - 19 vacancies announced, road worker - 25 vacancies announced, auxiliary worker - 323 vacancies announced, accountant - 13 vacancies announced, engineering specialties - 25 vacancies, bricklayer - 7 vacancies announced, chemical water treatment laboratory assistant - 30 vacancies announced, nurse - 17 vacancies announced, machine operator - 17 vacancies announced, - tractor driver - 24 vacancies announced.

In the 1st half of 2011, 942 people were employed, which is 91% of the corresponding level of 2010 (1035 people).

A positive role in the growth of employment of unemployed citizens was played by the holding of job fairs, of which 12 have been held since the beginning of the year, 717 people took part in them, 277 people were employed after job fairs.

During the 1st half of 2011, 219 people participated in public works.

The number of people who took part in public works increased by 31 people (188 people) compared to the same period last year.

In order to implement the program of additional measures to reduce tension in the labor market of the Tula region in 2011 government agency Tula Region Employment Center of the city of Bogoroditsk as of 01.07.2011 concluded:

3 contracts with 2 enterprises of the municipal formation Bogoroditsky District for the organization of special jobs for disabled people, parents raising disabled children, parents with many children;

5 contracts with 3 enterprises for the organization of internships for 5 graduates;

6 contracts with 3 enterprises for the organization of an advanced vocational training workers at risk of dismissal.

As part of the implementation of the program of additional measures to reduce tension in the labor market of the Tula region in 2011, 20 unemployed citizens expressed a desire to organize their own business and received a positive assessment after testing.

4. Evaluation of the personnel strategy of a small business entity on the example of IE Tolmachev D.M.

The basis for studying the personnel strategy of entrepreneurial activity for the purpose of this work is individual entrepreneur D.M. Tolmachev. This commercial enterprise, registered on July 2, 2004, has been carrying out retail trade in construction materials since March 5, 2002. Currently, these products are sold to customers through two retail stores: "Bober" and "Building Materials". The first one is located directly in the city of Bogoroditsk at the address: ZMR, 1. The second - in the village. Tovarkovsky, st. Kirov, 1. Although IP Tolmachev D.M. refers to small businesses, the range of goods in its stores is very wide - more than 20,000 names of power tools, electrical goods, plumbing, paint and varnish coatings, fasteners and accessories, finishing materials, etc.

Organizational structure of the "Bober" store IE Tolmachev DM is fairly straightforward due to the relatively small number of employees. The organization employs 10 people, namely: sales assistant - 4, cashier - 2, administrator - 1, accountant - 1, cleaner - 2 people.

Management structure of individual entrepreneur Tolmachev D.M. - linear. The advantage of this structure lies in the fact that the manager concentrates in his hands the management of all departments, has the ability to promptly control any area of ​​work and make the necessary management decisions. The linear structure of HR management is simple and cost effective. The management of the enterprise monitors the symptoms of a negative state and in the work with personnel, takes measures to localize the crisis, is focused on understanding the reasons that can lead to personnel problems.

Personnel policy of individual entrepreneur Tolmachev D.M. based on internal organizational principles, rules, relationships:

) the principle of simplicity, i.e. simple personnel management system;

) development of personnel through professional development, self-expression, self-development;

) the principle of the correspondence of remuneration to the volume and complexity of the work performed;

) the principle of efficiency, i.e. timely decision-making and improvement of the personnel management system;

) the principle of optimality - the study of all possible proposals and the choice of a more rational one;

) the principle of a proportionate combination of incentives and sanctions;

The main lever of personnel management in a commercial enterprise is a system of incentive payments, which are material incentives for personnel. This management form corresponds to the entrepreneurial organizational culture.

Personnel strategy individual entrepreneur Tolmachev D.M. is aimed at a clear focus on the company's profit and the direct dependence of the personal income of each employee on the result obtained. For these purposes, in the shops of IE Tolmachev D.M. apply:

competition and encouragement of employee individualism;

system of remuneration of sales personnel, including salary and% of sales;

systematic bonus payments for achievements in work;

rigid system of administrative pressure;

sliding work schedule;

motivating commitment to the ideals of the firm;

social guarantees employees;

dress code for all employees and uniform for sales staff.

In the shops of IE Tolmachev D.M. a friendly atmosphere of interaction between employees and customers has been created. The sales personnel of this enterprise are characterized by discipline, organization, hard work, attentive attitude to the client, the ability to establish contact with him. In order to maintain a high level of qualifications of employees, exclude staff turnover, job seekers undergo a rigorous selection process. People with secondary vocational education are employed at the age of 18, without bad habits aimed at professional growth, possessing such personal qualities, as sociability, stress resistance, self-control.

At the same time, this enterprise is open to potential employees at any level: in the shops "Bober" and "Building materials" you can start working both from the lowest position and from a position at the top management level. The employer is ready to hire any specialist if he has the appropriate qualifications, without taking into account work experience. Therefore, this enterprise is very attractive in terms of job search for young people, in particular, graduates of the Bogoroditsk College of Electronic Devices. Such a personnel policy is inherent in organizations that pursue an aggressive policy of conquering the market, focused on rapid growth and rapid advancement to the leading positions in their industry.

Qualified personnel is one of the key factors for the successful functioning of any organization. Therefore, it is extremely important to successfully organize work on personnel management. This requires a personnel strategy that finds its expression in the personnel policy of the organization.

The main elements of personnel policy are:

determining the need for staff;

recruitment and selection of personnel;

its adaptation;

personnel training and development;

personnel certification;

shaping personnel reserve.

It is important to remember that all elements of the personnel policy are equally important for the successful functioning of the personnel management system, that is, the personnel policy must be balanced.

On the example of individual entrepreneur Tolmachev D.M. it should be noted that improvements to any one element do not fundamentally change the situation. Thus, the presence of a strict selection of job applicants and a system of incentive payments do not exclude the difficulties of adaptation to the work of newly hired employees and the likelihood of their failure to pass the probationary period. Analysis of knowledge and skills specified in job descriptions sales staff of a building materials store with real qualification level, allowed us to draw the following conclusions:

In order to form a personnel reserve, it is advisable for the management of the enterprise to create long-term contractual relations with educational institutions of secondary vocational education of the region, such as the Bogoroditsk technical school of electronic devices, the Novomoskovsk construction technical school, to take part in the joint development of programs industrial practice for students, taking into account the specifics of practical skills required when working on this enterprise;

It is necessary to rationally organize the working hours of sales personnel, enterprises, introduce a flexible hourly schedule of lunch breaks for employees trading floor so that during the hours of the most active buyers do not leave departments without sellers;

Regularly required for sales consultants short presentations new positions in order to increase the level of knowledge of the assortment and develop communication skills;

At the enterprise, it is possible to carry out special trainings for employees to work out the algorithm of actions during various checks and the occurrence of conflict situations with customers.

Such measures will facilitate the process of adaptation of trainees in the shops "Bober" and "Building Materials" IE Tolmachev DM, improve the general level of qualifications of sellers, and reduce the number of mistakes they make. It will also increase the number of employees who can be enrolled in the personnel reserve of the enterprise.

Conclusion

In the course of this course work, the personnel strategy of entrepreneurial activity, external and internal factors influencing it and the directions of its improvement in modern conditions were studied.

In the theoretical part of the work, the definition of personnel strategy is given as the resulting strategic direction in personnel work, which is the result of interaction on a compromise basis between the priorities of the state employment policy and the general development strategy of the enterprise. It has been substantiated that employment of the population in small business is one of the main factors in the development of the country's economy.

In the course of researching the topic of the course work, theoretical views on personnel policy as a specific part of entrepreneurship strategy are considered, the content and fundamental principles of personnel strategy at small businesses in modern conditions are revealed. A correctly chosen HR strategy ensures:

timely staffing of workers and specialists in order to ensure the uninterrupted functioning of production, the timely development of new products;

formation of the required level of labor potential of the enterprise team while minimizing costs (saving within reasonable limits the costs associated with hiring workers, training personnel, taking into account not only costs in the current period, but also for subsequent retraining and advanced training, etc.);

stabilization of the team by taking into account the interests of employees, providing opportunities for qualification growth and receiving other benefits;

the formation of a higher motivation for highly productive work;

rational use of the labor force according to qualifications and in accordance with special training, etc.

However, the achievement of these results is possible with a correct assessment of the feasibility of personnel policy in specific organizational, technical and social conditions.

In the design and analytical part, the structure of employment of the population was analyzed and the main personnel problems of small enterprises in the city of Bogoroditsk and the Bogoroditsk region were identified as of the first half of 2011, the personnel strategy of individual entrepreneur Tolmachev D.M. as a subject of entrepreneurial activity.

Summing up, we can conclude that the personnel of the organization and its management, regardless of the size of the group, should consciously build their behavior, choose the most optimal team management style to increase the efficiency of the work process and the profitability of the entire enterprise, motivate employees to work with the help of economic and moral-psychological measures.

In addition, this work emphasizes that in the light of the ongoing education reform in the Russian Federation modern entrepreneurs As potential employers, it is important to maintain a relationship with educational institutions, preparing in advance for themselves a personnel reserve with the necessary professional competencies.

Bibliography

1.Organization of commercial activities. Tutorial/ ed. Bragina L.A. - M., Publishing Center "Academy" - 2006

.Ashirov D.A. Personnel Management. - M .: Prospect, Welby, 2008

3.Gerasimov B.I., Denisova A.L. Fundamentals of commercial activity - M., "Forum" - 2010

.V. D. Sukhov, S. V. Sukhov Kommersant in Industry - M., Publishing Center "Academy" / - 2004

.Pankratov F.G., Seryogina T.K. - Basics of commercial activity - M., "Dashkov and K", 2004

.Polovtseva F.P. Commercial activity - M., Infra-M, 2001

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The set goal determined the fulfillment of the following tasks: - to study the essence of strategic management; -determine the features of the strategic management of a small business; - give a brief description of the activities of the enterprise; - to analyze the dynamics of indicators of financial and economic activity; - to investigate the structure of the mini-hotel personnel; - develop recommendations for strategic ...

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8273.		Enterprise planning: strategic, current, operational	81.41 KB
	As open systems, enterprises can be simple small enterprises, complex medium enterprises, and ultra-complex large integrated corporations. For successful operation, each enterprise must simultaneously perform two main functions: 1 to ensure the solvency of the enterprise through effective current activities and 2 to increase the potential of the enterprise, that is, to develop it. Excessive activation of the development of the enterprise large nomenclature of renewable products frequent change of technologies radical innovations, etc.

• Lapshenkova Irina Romanovna, student
• Moscow University S.Yu. Witte

• STAFF STIMULATION
• PERSONNEL POLICY
• SMALL BUSINESSES
• SALARY

This article discusses the issues of improving personnel policy at small businesses. The author carried out comparative analysis terminological base. Substantiated practical advice for the development of personnel management in small enterprises

• Single information space as one of the ways of state support for small business in the Russian Federation
• Analysis of the use of labor resources (on the example of the branch of the All-Russian State Television and Radio Broadcasting Company / State Television and Radio Broadcasting Company "Yugoria")
• The main directions of improving the formation and development of human resources
• Human resource management as a field of professional activity

In the modern world, the concept of "personnel policy of an enterprise" has expanded significantly. To fully understand this term, it is necessary to consider various scientific approaches to this problem.

AND I. Kibanov notes that “the organization’s personnel policy is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of timely to respond to the constantly changing market requirements, taking into account the development strategy of the organization and the strategy of its personnel management ”.

K.I. Kabushkin believes that the essence of personnel policy lies in "training personnel, their selection, placement, use, retraining, education, organization of creative growth, creating a personnel reserve, planning the movement of personnel, their re-certification."

Other researchers understand personnel policy as “a system of principles and the resulting forms, methods, directions and criteria for working with management personnel aimed at ensuring social production and other spheres of the national economy by highly qualified management personnel with the necessary business qualities and linked to the goals of the organization's functioning and development ”.

Based on the generalization and analysis of the above concepts, it can be concluded that the personnel policy of an enterprise represents certain rules and principles that govern the relationship of the organization's personnel. One of the main goals of the personnel policy of the enterprise is the formation of a strategic line of behavior in working with personnel, taking into account the development strategy of the organization. Depending on the principles of building the enterprise strategy, methods and technologies of personnel management are developed.

The value of the personnel policy lies in the fact that through it a competitive labor potential is formed at the enterprise, which contributes to the development of the enterprise and the achievement of goals.

Recently, there has been an active development of small business. This is because it is easier for small businesses to adapt to constant changes and market demands. Small businesses are more flexible and mobile, which means that even in times of crisis, they incur fewer losses than large companies.

Also, at present, there is a tendency in which qualified specialists tend to work not only in large enterprises, as it was before, but in small businesses. In our opinion, this is due to the peculiarities of personnel policy at small enterprises.

Typically, in small businesses, employees have the opportunity to interact more closely with the management of the firm, thanks to democratic style management. For example, management takes into account the opinions and wishes of employees, is directly involved in resolving various kinds of conflicts, solves problems, shares plans for the future with employees, etc.

Almost all small businesses lack a HR service. The personnel policy is implemented by the personnel manager or directly by the head of the enterprise. Also, a significant part of the traditional personnel documentation is often missing, which is certainly present in medium or large enterprises. In this regard, the costs of the organization are significantly reduced.

Employees at small businesses, as a rule, carry out advanced training and training not on a referral from the company, but at their own request and at their own expense. The bosses of a small enterprise train employees only in cases when the enterprise undergoes any changes or modernization: a new production line has been launched, a new service or services for customers has been introduced, a new segment of the sales market is being mastered and studied, etc. In other words, training and professional development of employees in small enterprises is characterized by its periodicity.

Let's list the main tools of material incentives for personnel in small businesses. These include:

• wages that can compete with other organizations;
• incentives in the form of bonuses, allowances;
• provision of additional days off at the expense of the enterprise;
• social pact of employees;
• assistance to the company in obtaining a mortgage, loan, etc.

In addition, the management of small businesses often uses various non-material methods to stimulate personnel: it optimizes working conditions, contributes to the creation of a favorable climate in the team, provides employees with a certain freedom of action, is attentive to individual characteristics each employee and knows how to apply them in practice, organizes various corporate events, joint pastime.

Based on the above, we can conclude that correct organization the personnel policy of the enterprise should include: a favorable climate in the team, good relationships between the management of the enterprise and employees, a minimum level of staff turnover. Properly organized personnel policy in a small business has a significant impact on the competitiveness of the firm, and its ability to withstand market difficulties.

The efficiency of any enterprise, both small and large, is closely related to the availability of qualified personnel at the enterprise. That is why one of the primary tasks for small businesses aimed at sustainable development is to attract highly qualified specialists. To do this, the head of the enterprise or the personnel manager must have the skills to attract highly qualified candidates. It is advisable to observe the following rules:

• more often attract candidates for a higher position from among the employees of the company;
• apply at least two methods of attracting candidates from outside.

The development and training of personnel is also one of the most important areas of personnel management and factors in the successful operation of a small enterprise. Investing in human resources development plays a greater role than investing in the development and improvement of production processes.

Personnel development should be one of the most important tasks in a small business. For the successful development of personnel, the following conditions must be observed:

• support of the most capable of learning employees;
• dissemination and integration of knowledge and best practices;
• adaptation and, if necessary, training of beginners;
• awareness of the management personnel of the degree of importance of personnel policy and the desire to reduce the level of staff turnover.

As for the remuneration system, the management of a small enterprise itself chooses the form, system and amount of remuneration for its employees, as well as all types of additional payments: allowances, bonuses, increased travel funds, dividends on shares, etc. based on legislation.

The purpose of the rational organization of wages is to ensure consistency between its value and the employee's labor contribution to the overall results of the economic activity of a small business, that is, establishing a correspondence between the measure of labor and the measure of consumption.

Thus, building a system of recruitment, development and training of personnel from the needs of employees to the implementation of the strategic goals of the enterprise, the manager, even in a small business, gets the opportunity to form a team of like-minded people and professionals in their field.

Bibliography

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A feature of a small enterprise is the close interaction of management with personnel. Small enterprises often lack documents on the regulation of personnel work, and there is a system of unofficial installations. This disposes to an individual approach to each situation and the employee, however, it leads to the emergence of conflicts, the expression of personal sympathies and antipathies of the manager to the employees. Let's consider what methods of effective personnel management of a small enterprise will increase labor productivity and ensure the success of the business.

The peculiarities of a small business require managers to be highly professional in the field of personnel management. General features of personnel management of a small enterprise, regardless of the form of ownership and the scope of the organization, include whole line characteristics.

1. Complex nature of activities and flexible organization of work... The lack of a clear functional separation between administrative and production personnel helps to reduce the distance between personnel, but does not eliminate social differences(for example, in wages). Employees of a small enterprise have to perform functions that are not characteristic of their positions, therefore, they do not need specialists of a narrow profile, but universal workers capable of combining positions and performing different kinds works. One of strengths small business - freedom in determining the scope of responsibilities and the ability to quickly change.

2. Lack of tiered organizational structure ... This leads staff to understand careers as extensions and complications. functional responsibilities, the growth of professionalism, an increase in wages, and not a promotion.

3. Relatively higher awareness of workers... It is difficult for the head of the enterprise to hide from the staff information about the methods of work and relations with clients and government agencies. This awareness puts the employer in some dependence on the employee and thereby forces them to search for personnel among relatives, personal acquaintances or on the recommendation of trusted people.

4. Less red tape at work... Small enterprises lack many guidance documents on the regulation of personnel work, but there are informal installation system... This disposes to an individual approach to each situation and the employee, however, it leads to the emergence of conflicts, the expression of personal sympathies and antipathies of the manager to the employees.

5. There is little or no organizational learning... This is explained by a number of reasons: the manager's underestimation of the need for training, lack of funds, uncertainty of the company's prospects.

6. A small business places high demands on the personal qualities of an employee... A small team will quickly get rid of workers whose qualities do not correspond to the accepted norms and values ​​of the given enterprise.

7. The principles of personnel selection are sometimes focused not on direct, but on indirect evidence of professional suitability. Recommendations for small businesses are actually confirmation that the candidate has acquaintances and colleagues who are ready to answer with their reputation for the actions of the employee. In other words, it is not only the content of the recommendation that is important, but the identity (position) of the one who gives it... The principles of personnel selection are focused not on direct, but on indirect evidence of the candidate's professional competence. The company receives an employee with specific capital in the form of personal acquaintances, official contacts and informal connections, which in the future can bring additional orders and proposals to the company.

8. One of the most important problems of small business workers is social insecurity... The well-being of staff depends on the manager. There is a weak formalization of labor relations: often preference is given to oral employment contracts, labor protection is rarely guaranteed, flexible forms of forcing employees to work without paying sick leave and annual leaves are widely practiced. Practically all small enterprises lack collective agreements or trade unions that could put pressure on the administration to protect the interests of workers. The only document that regulates the employer's relationship with employees is the Labor Code of the Russian Federation.

9. Significant difference in the starting conditions of enterprises... The former state-owned enterprises already had premises, equipment, and an established system of economic ties. This gives them the opportunity to develop and improve the social sphere and invest in personnel training and development. However, the orientation towards the traditional organization of labor does not allow them to provide sufficient flexibility to operate in a market environment, which is reflected in lower profitability compared to new enterprises.

In addition to the listed aspects in organizing the activities of small enterprises, a number of points can be distinguished that are used to motivate highly qualified workers and employees:

• the place of work is not far from home;
• employees are often impressed by the speed of decision-making and communication processes;
• close business relationship between the employer and the staff make it easier to solve problems;
• employee achievements are recognized and rewarded more quickly;
• the personnel of the enterprise have more opportunities for career growth;
• employees can take part in the decision-making process;
• wages can be comparable to the wages paid in large enterprises;
• small businesses are not constrained by numerous regulations;
• participation in the income of the enterprise;
• employees can become shareholders or partners.

Not all of these opportunities are available to every small business, but many can be part of a workforce management plan. In general, personnel management of a small enterprise is a poorly systematized procedure. However, the complex nature of the activities of employees and the subordination of all functions to one person create the prerequisites for the emergence of a systematic approach to personnel management.

The relationship between the head of a small business and the staff

A feature of a small business is close interaction of management with personnel... All employers want to have a normal business relationship with their staff. To achieve this, you need constant business communication with employees, their stimulation, solution of their problems, elimination of conflicts in the team.

Communication should be a two-way process between the employer and his employees. The manager must provide employees with the following information: work instructions, changes in terms and conditions, rules and procedures production process, in the development of the enterprise. At the same time, the manager must listen to the messages of employees, their opinions, suggestions and complaints.

Feedback will provide at the enterprise:

• normal business relationship between employees and the employer;
• lack of rumors and complaints;
• team cohesion, trust in relationships;
• efficiency in solving personnel problems.

Small business communication usually done through:

1. one-on-one conversations: When communicating with employees during informal conversations or formal discussions, the manager provides employees with information and uses the mechanism feedback... These conversations allow you to discuss important issues and provide employees with the opportunity to ask the manager questions and express their views;

2. creation of a manual (handbook for a small business) for personnel: every small business must have a manual (handbook) for personnel with complete information about the directions of the enterprise, its capabilities, rules, procedures and general conditions work. This manual should be available to all employees;

3. bulletin board: it effective method transmission of messages to all personnel, provided that information is regularly updated on it;

4. suggestion box: the leader must take into account the ideas of his employees. A suggestion box (or book) is one way for staff to voice their opinions. It is not always possible for an employee to express his opinion or proposal to the manager orally. The manager can also give a written response to the employee to his proposal or comment.

To build team cohesion, a small business leader needs to motivate workers. The manager can use the following motivational factors:

1. wage- the employee evaluates his contribution to the overall result in accordance with the amount of money he receives;

2. working conditions- the employer must provide a safe work environment and comfortable working conditions. Employees must understand that their manager seeks to create such conditions for them;

3. social opportunities- the provision of subsidized meals, discounts on goods and services, travel assistance, interest-free or low-interest loans for various purposes, health insurance, tuition fees and other social benefits are an incentive to improve the performance of staff;

4. granting autonomy- providing employees with greater independence and responsibility in their daily work is also an incentive to work (for example, to entrust work, leaving the employee the right to choose the way to perform it, or to involve employees in setting goals and work tasks).

A small business leader should show interest in the work of each employee putting in front of him individual goals and objectives for a week, a month, a quarter. Most workers have personal or work-related problems that often escalate into conflicts that can affect how they do the job. In a small business, the manager develops a close working relationship with the staff. This makes it possible to identify difficulties and problems at an early stage. The employee should know that he can turn to the manager for help and advice. An important aspect in interaction with personnel is the ability to manage conflicts in the enterprise.

Among those listed in employment contract duties of the employee with the employer, the most important are the duties of the manager for ensuring healthy and safe working conditions, labor protection for all employees of his enterprise. The head of a small business must develop a health and safety program. In accordance with the Labor Code of the Russian Federation (Art. 212), the employer is obliged to ensure the safety of employees during the operation of buildings, equipment, as well as the raw materials and materials used, the use of personal and collective protective equipment for employees, the working conditions at each workplace that meet the labor protection requirements, etc. e. This list of the employer's obligations to ensure their labor safety is not exhaustive. It is supplemented by relevant labor safety standards for specific types of work, other laws and regulations, as well as collective agreements and agreements, internal labor regulations.

conclusions

1. Effective personnel management of a small business can increase productivity and ensure business success. Searching, selecting, hiring and developing personnel requires knowledge of the needs of employees.

2. To stimulate the personnel of a small enterprise, it is necessary to develop a system for assessing the effectiveness of its work.

3. In a small business, you should establish HR administration, which will ensure the "transparency" of compliance with the executive discipline of employees and thereby increase the degree of their responsibility.

4. In order to achieve normal business relations between the management of a small enterprise and personnel, it is necessary to constantly communicate with employees, to stimulate them, to solve their problems, and to eliminate conflicts in the team. Conflict resolution in a small business largely depends on the level professional competence leader, his ability to interact with employees, which is not least determined by his general culture.

• Human Resources Policy and HR Strategies

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