The main components of the organization's personnel management system. Basic elements of personnel management Basic elements of personnel management

SERIES 2000

The eighth series of the series “Shine and poverty of Russian holdings”

Yuri Ogurtsov, Olga Shapoval

Continuation. For the beginning, see PC Week/RE, nos. , /2000.

The company's staff is one of the most important resources that ensure the successful development of the business. Along with financial and material resources, it is also subject to management, which should be built in such a way that the achievement of the company's strategic and tactical goals is supported by adequate and timely measures to change the organizational structure, streamline the duties of managers and employees, timely professional orientation of employees and their proper training. The condition for the successful development of the enterprise is the balance of interests of its owners, staff and customers. Therefore, organizational improvement and personnel management becomes one of the main functions of the company's management. Naturally, the personnel management system depends on the enterprise management structure - whether the enterprise is independent or is it a holding structure consisting of a parent company and many subordinate firms. But even in holding structures, different management models are used - from concentrating a number of common functions within the parent company of the holding and, accordingly, operational management of processes at its enterprises to a “shareholder” management model, when enterprises are mostly independent, and the holding controls only the profitability and efficiency of the incoming enterprises in it. These models dictate their requirements to the personnel management system. However, along with the specific ones at each enterprise, there are basic elements of personnel management.

These basic elements include:

Operational accounting of personnel;

Organizational improvement;

Assessment of personnel competence and control over labor productivity;

Control of labor discipline.

If personnel accounting is a completely clear and fairly regulated task, then organizational improvement, monitoring the professional compliance of personnel and labor productivity require an expert approach, analysis of many factors and, consequently, processing of a large amount of information. In our opinion, it is impossible to solve such problems without special tools (meaning software) with high quality and at the lowest cost. It should also be noted that from an informational point of view, the elements of personnel management listed above should be integrated as much as possible. Personnel accounting (together with payroll) is the core of the system, it serves as a supplier of information for other controls.

Organizational Improvement

At each point in time, the structure of the company must adequately match the goals of the business. Ideally, when restructuring an enterprise - moving from the “as is” state to the “as it will be tomorrow” state, it is first of all necessary to carry out reengineering, i.e. describe future business processes, determine new functions of departments or new performance chains, and only after that proceed to the creation of a new organizational structure. Each stage of restructuring requires an appropriate company structure, staffing, job descriptions. Planning an organizational structure based on an analysis of the company's business processes and estimating the cost of personnel costs is a must today.

Regulations on divisions, as well as job descriptions, should, as far as possible, correspond to the business processes of the company. Otherwise, all the shortcomings of the functional management model will be fully manifested. Defining job responsibilities and requirements is an essential element of a professional approach to ensuring successful business development. The presence of unified directories of functions for the company, where all aspects of production activities, goals and objectives of departments, necessary professions, typical positions and qualification requirements are recorded, helps to creatively approach the process of preparing documents and conduct a variety of analysis.

Analysis of the production functions of departments and employees that ensure the implementation of certain business processes, and identifying the intersection of these functions by departments and will optimize the organizational structure.

Personnel Compliance Assessment

Periodic assessment of the business qualities of personnel (competence, responsibility, work efficiency, etc.) through certification, passing exams in retraining courses allows you to analyze the effectiveness of departments through the prism of personnel quality and optimize its headcount.

It is possible to study the business qualities of personnel on the basis of a comparison of the qualifications of various employees within professional groups. The volume of actual knowledge of each employee determines the level (profile) of his qualifications. The amount of required knowledge given in the job description determines the level (profile) of requirements for the employee. Assessment of the professional compliance of personnel is based on a comparison of the levels (profiles) of requirements and qualifications of each employee.

The assessment of the professional conformity of personnel within one professional group using the suitability coefficient serves as the basis for the development of relevant measures aimed at improving its qualitative characteristics (training, rotation, reduction, etc.).

Having developed a methodology for calculating the employee's suitability factor, taking into account the required quality (measured in points and set in the job description) and the actual quality (obtained from the results of a personnel quality study), the HR director will be able to manage the qualitative composition of employees in professional groups, divisions, branches.

Comparison of the business qualities of different employees of departments throughout the corporation as a whole is the basis for making managerial decisions, such as changing line managers, organizing assistance to management in working with personnel, and strengthening curatorial activities.

An analysis of the quality of personnel will help evaluate the effectiveness of the existing organizational structure and management system as a whole.

Thus, the results of personnel quality assessment serve as the basis for the following areas of personnel work:

Professional training. Continuous training of employees, especially in today's dynamically developing areas, will allow the company to respond to market changes in a timely manner and adjust its business. The prompt identification of employees who have an actual assessment below the required one in certain areas of knowledge will help to correctly form a calendar-thematic plan, determine and justify the training budget. Without an understanding of what and who should be taught, it is impossible to effectively conduct vocational training.

Personnel rotation. The main goal of the personnel rotation system is the optimal placement of personnel at various levels throughout the company and the productive development of the business. Personnel rotation - internal reshuffling of personnel in accordance with the career and professional growth of personnel. It serves to improve the work of specific departments that, according to their indicators of business development, do not achieve their goals, whose managers do not cope with their duties. The rotation system also allows solving the problem of career growth for managers of various levels and provides them with the opportunity to realize their personal and professional potential.

The rotation is based on the selection of candidates who, in terms of qualifications, experience and professional training, meet the requirements specified in the job description.

Formation of a personnel reserve and career planning. Based on the personnel reserve (external or internal), personnel are rotated for certain positions. Specialists included in the personnel reserve are ranked by skill level (or by suitability coefficients). Thus, at any time, you can select an employee whose qualifications meet the requirements established in the job description as much as possible.

In the event that the qualification requirements for the position are well known, career planning can be carried out on the basis of objective criteria and rules known to each employee.

Performance monitoring and business valuation

If the job descriptions set the standards for the functions performed (in quantity, volume, monetary terms and other indicators), and for a particular employee - the actual workload for production functions, then it is possible to analyze and control labor productivity. This approach allows not only to make managerial decisions on personnel, but also to create a system of motivation at the enterprise, depending on labor productivity.

Given the amount of personnel costs, standard indicators for the functions performed and the described business processes (as a sequence of functions), it is possible to conduct a functional cost analysis of business processes, products, and customers of the enterprise. On fig. 1 shows a logical diagram of the separation of costs for the functional cost analysis of business processes.

1 - consolidation of costs for a full-time position (wages, travel expenses, training, cost of a workplace, etc.); 2 - distribution of non-operating expenses (rent, telephone expenses, security, etc.) between departments according to the appropriate algorithms, depending on the types of expenses; 3 - allocation of total non-operating expenses by regular positions; 4 - distribution of the consolidated costs for full-time positions by production functions, depending on the actual workload; 5 - consolidation of costs for production functions for business processes; 6 - income consolidation (by accounts, postings) by products for the business processes that implement them.

The difference between income and expenses allows you to evaluate the profitability of the business process (product profitability) and allocate profits to customers (customer profitability).

As can be seen from the diagram in Fig. 1, to implement the assessment of the functional cost of business processes, you must have:

Their description as a sequence of functions performed;

Job descriptions as a list of functions performed at the workplace;

Coefficient of separation of costs for the workplace (full-time position) by functions performed (actual workload by functions);

Algorithms for posting by cost type.

Control of labor discipline

Labor discipline is an element of the corporate culture of the enterprise. Control should serve to identify not only negligent employees, but also cases of significant overtime, i.e., be a factor in the study of the existing technology and the root cause of its reengineering.

The authors of the article have developed software that implements the above elements of personnel management in an integrated form, which allows you to quickly obtain information for factor analysis, use the results of another at one stage of management.

For example, in the process of organizational improvement, it is possible to obtain information about the qualitative composition of department employees, personnel costs, business processes planned in accordance with the goals set, etc. Another example is when creating a personnel reserve, career planning, and planning for training, it is possible to receive not only information in the personnel records system, but also the results of an assessment of the professional level of personnel and determine the required level of qualification of employees.

On fig. 2 shows a general logical diagram of the interaction of personnel management elements.

Brief description of the objects used:

1. Business processes. A hierarchical object that stores a description of all business processes of an enterprise; each can be considered on its own, as well as as part of larger processes or through constituent sub-processes.

2. Functions. An object containing a description of the functions of the entire spectrum of production activities (for a bank, about 5,000 positions), from which complete business processes can be designed. Functions are used to form regulations on divisions and job descriptions. It can serve as a standard reference book (knowledge base) for enterprises of one type or another.

3. Qualification requirements. An object that contains a description of the enterprise's qualification requirements for typical and full-time positions, having as parameters the required level (in points) of knowledge, the coefficient of importance, etc.

4. Employees. An object with data about employees of the enterprise (full personnel records).

Examples of personnel quality analysis using an integrated system

Level 1 - analysis of individual indicators. The result of the analysis is an assessment of the employee in terms of his suitability to perform the tasks assigned to him (defined in the job description). Individual indicators are an information base for the analysis and control of the level of professional training of personnel.

On fig. 3 shows a comparison of the profile of requirements and qualifications on the example of the cashier of the exchange office Ivanov Ivan Ivanovich.

On fig. Figure 3 shows deviations from the required level of knowledge - lack of qualifications.

2nd level - analysis of the quality of personnel within one professional group. At this level of analysis, suitability coefficients are compared on the example of a selected professional group of employees.

On fig. Figure 4 shows the fitness coefficients of employees of the professional group “Cashiers”.

On fig. 4 it can be seen that the cashier Smirnov S.N. is the least prepared to fulfill the tasks assigned to him. Depending on the ongoing personnel policy, it is necessary either to train Smirnov S. N., or demote him in his position, or dismiss him.

3rd level - analysis of the quality of personnel of different professional groups. On fig. Figure 5 shows the availability rate of personnel in different branches - the minimum in Branch 2.

If the profitability of Branch 2 is the lowest, then (ceteris paribus) the quality of the staff is one of the factors of its poor performance. In this situation, such managerial decisions as the change of middle managers are relevant. It is possible to plan events for personnel training, conduct internal rotation.

If the profitability of Branch 2 is high, then we can talk about an excess of personnel. In this case, measures to train personnel and improve their qualifications should lead to even higher financial performance or ultimately allow a reduction in the number of personnel, depending on the policy being pursued.

On fig. 6 shows the change in the fitness coefficient in Branch 2 by occupational groups. The least trained groups are cashiers and programmers. Personnel and managerial decisions should first of all be applicable to these professional groups.

(To be continued)

The personnel management system is a set of techniques, methods, technologies, procedures for working with personnel.

There are several approaches to formulating a personnel management system. It all depends on what aspect of this phenomenon is considered.

The personnel management system includes the following elements of personnel work: personnel planning, determination of the need for hiring, recruitment, selection, hiring, adaptation, training, career, assessment, motivation, labor rationing.

This is only an incomplete list of the HR technologies used, but it allows you to imagine the range of work with personnel.

All elements of the personnel management system can be conditionally divided into three blocks:

1. Staff formation technologies , which include personnel planning, determining the need for hiring, recruitment, selection, hiring, release, sometimes this includes the adaptation of workers.

2. Staff development technologies that combine training, career and the formation of a personnel reserve.

3. Technologies for the rational use of personnel , including assessment, motivation, labor rationing.

The same personnel technologies may belong to different blocks (for example, adaptation may well correspond to the technologies for the formation and rational use of personnel).

The organization's personnel management system is an integral part of the overall organization management system, and in modern conditions, the achievement of the main goals of the organization's functioning in the economic space depends on its successful construction and performance. An organization's personnel management system is a system in which personnel management functions are implemented. It includes various subsystems of the general linear management and a number of functional subsystems specializing in the performance of homogeneous functions.

Subsystem of general and line management carries out the following functions: management of the organization as a whole, management of individual functional and production units.

Personnel planning and marketing subsystem performs the following functions: development of a personnel policy and personnel management strategy, analysis of personnel potential, analysis of the labor market, organization of personnel planning, planning and forecasting the need for personnel.

Personnel management and accounting subsystem carries out: organizing recruitment, organizing interviews, evaluating the selection and admission of personnel, accounting for the admission, movement, incentives and dismissal of employees, professional orientation and organization of the rational use of personnel, employment management, record keeping of the personnel management system.

Labor relations management subsystem produces: analysis and regulation of group and personal relationships, analysis and regulation of management relations, management of industrial conflicts and stress, socio-psychological diagnostics, management of interaction with the trade union.

Subsystem for ensuring normal working conditions performs such functions as compliance with the requirements of psychophysiology and labor ergonomics, compliance with the requirements of technical aesthetics, labor protection and the environment.

Personnel Development Management Subsystem carries out: training, retraining and advanced training, induction and adaptation of new employees, assessment of candidates for a vacant position, current periodic assessment of personnel, implementation of a business career and service and professional advancement, organization of work with a personnel reserve.

Personnel behavior motivation management subsystem performs the following functions: management of labor behavior motivation, regulation and billing of the labor process, development of wage systems, development of forms of personnel participation in profits and capital, development of moral encouragement of personnel, organization of regulatory and methodological support for the personnel management system.

Social Development Management Subsystem carries out: the organization of public catering, the management of housing and consumer services, the development of culture and physical education, the provision of health and recreation, the organization of social insurance.

Subsystem for the development of the organizational structure of management performs such functions as analysis of the existing organizational structure of management, development of the staffing table.

Subsystem of legal support of the personnel management system performs: resolution of legal issues of labor relations, coordination of administrative and other documents on personnel management.

Another approach to defining a personnel management system is to present the personnel management system from an organizational point of view. Based on this position, personnel management system - a set of organizational structures that perform the functions of personnel management. This includes managers, the PM service, that is, all those who in one way or another implement the functions of the PM.

In this case, there are: personnel; regulatory and methodological; office work; organizational; informational; material and technical support of the personnel management system.

System staffing personnel management is the necessary qualitative and quantitative composition of employees of the organization's personnel service.

Regulatory and methodological support personnel management system consists of the following elements:

1. Documents of an organizational, organizational-methodical, administrative, technical, normative-technical, technical-economic and economic nature.

2. Regulatory and reference materials that establish the norms, rules and methods used in solving problems of labor organization and personnel management.

office support of the personnel management system provides for the creation of conditions for the implementation of work with documents circulating in the personnel management system, as part of the full cycle of processing and movement of documents from the moment they are created (or received) by personnel officers until completion of execution and transfer to other departments.

Organizational support personnel management system means the formation of special structural units that perform a number of tasks and functions in the field of personnel management.

Information Support The personnel management system is a set of implemented solutions in terms of the volume, placement and forms of organization of information circulating in the personnel management system during its operation. It includes operational information, regulatory and reference information, technical and reference information. In this case, it is necessary to comply with a number of requirements: complexity, efficiency, reliability, systematicity.

Material and technical support personnel management system provides for the allocation of certain material and technical means for the implementation of work with personnel.

Thus, the personnel management system includes the entire procedure for working with personnel - from determining the basic idea of ​​interaction between the administration and the workforce to the release of employees, as well as a set of subsystems that provide it (information, organizational, personnel, legal).

Methods for building a personnel management system and its improvement

To build an organization's personnel management system, there are two groups of methods:

1. Methods characterizing the requirements for the formation of a personnel management system.

2. Methods that determine the direction of development of the personnel management system.

One of the main methods of building a personnel management system is system analysis , it serves as a methodological tool for a systematic approach to solving the problems of improving the personnel management system.

Decomposition Method allows you to break down complex phenomena into simpler ones. The simpler the elements, the more complete the penetration into the depths of the phenomenon and the definition of its essence. For example, a personnel management system can be divided into subsystems, subsystems - into functions, functions - into procedures. After dismemberment, it is necessary to recreate the personnel management system as a whole, to synthesize what was dismembered. In this case, logical, graphical and digital models can be used.

Sequential substitution method allows you to study the influence on the formation of the personnel management system of each factor separately, under the influence of which its state has developed. Factors are ranked and among them the most significant are selected.

Comparison method allows you to compare the existing personnel management system with a similar system of an advanced organization, with the normative state in the past period. Comparison gives a positive result under the condition of comparability of the systems under study, their homogeneity.

Dynamic Method provides for the location of data in a dynamic series and the exclusion of random deviations from it. This method is used in the study of quantitative indicators characterizing the personnel management system.

Goal Structuring Method provides for a quantitative and qualitative justification of the goals of the organization as a whole and the goals of the personnel management system in terms of their compliance with the goals of the organization.

Expert-analytical method improvement of personnel management is based on the involvement of highly qualified personnel management specialists, the management personnel of the enterprise in this process. Using the method, the main directions for improving personnel management, evaluating the results of the analysis and the causes of shortcomings are identified. It does not always have high accuracy and objectivity, since experts do not have common assessment criteria.

Normative method provides for the application of a system of standards that determine the composition and content of personnel management functions, the number of employees by functions, the type of organizational structure, the criteria for constructing the structure of the organization's management apparatus as a whole and the personnel management system.

Parametric method is to establish functional dependencies between the parameters of the elements of the production system and the personnel management system to identify their compliance.

Principal Component Method allows you to reflect the properties of dozens of indicators in one indicator. This makes it possible to compare not a set of indicators of one personnel management system with a set of indicators of another similar system, but only one.

Experimental Method is based on the experience of the previous period of this personnel management system and the experience of another similar system.

Functional cost analysis method . This method allows you to choose such an option for building a personnel management system or performing a particular personnel management function that requires the least cost and is the most effective in terms of final results.

Creative meetings method involves a collective discussion of the direction of development of the personnel management system by a group of specialists and managers. The effectiveness of the method lies in the fact that the idea expressed by one person causes other participants in the meeting to have new ideas, and they, in turn, generate further ideas, resulting in a flow of ideas. The purpose of the creative meeting is to identify as many options as possible for improving the personnel management system.

Morphological analysis is a means of studying all possible combinations of options for organizational solutions offered for the implementation of individual functions of personnel management. If we write down all the functions in a column, and then indicate all possible variants of its implementation line by line against each function, then we get a morphological matrix. The idea of ​​this method is to break a complex task into small subtasks that are easier to solve separately. It is assumed that the solution of a complex problem consists of solutions to subtasks.

This is not a complete list of methods for building a personnel management system and its improvement. The greatest effect is achieved when all methods are applied in combination.

Personnel is one of the most complex management objects in an organization, since, unlike the material factors of production, personnel have the ability to make decisions and critically evaluate the requirements placed on them. The staff also has subjective interests and is extremely sensitive to managerial influences, the reaction to which is not defined.

Personnel management system is a set of techniques, methods, technologies for organizing work with personnel.

There are various models for building a personnel management system In the organisation. The application of a particular model for a particular organization depends on it. The organizational structure determines the relationship (mutual subordination) between the functions performed by the employees of the organization, and also manifests itself in such forms as the division of labor, the creation of specialized units, the hierarchy of positions, etc.

Organizational structure personnel management systems are a set of interrelated divisions of this system and officials.

Subdivisions perform various functions, their totality is (personnel service). The role and place of the personnel management service in the structure of the entire organization is determined by the role and place of each specialized unit of this service, as well as the organizational status of its immediate supervisor.

Objects and subjects of the personnel management system

Features of the development of the personnel management system, its role in the organizational system determine the characteristics of its main factors: the object and the subject, the goals of the system, its functions and structure.

Objects of the personnel management system:

• workers;
• working groups;
• labor collective.

Subjects of the personnel management system:

• functional management personnel;
• line management personnel;

There are several approaches to formulating a personnel management system, it all depends on which aspect of this phenomenon is considered.

As a rule, organizations aimed at implementing the functions of personnel management include a subsystem for the line management of the organization, as well as a number of functional subsystems for personnel management (for example, a recruitment subsystem, a training and development subsystem, etc.).

Within the framework of such a system, the relationship between individual aspects of personnel management is taken into account, which is expressed in the development of the ultimate goals of the organization's personnel management, in determining the ways to achieve them, as well as in the creation of an appropriate management mechanism that provides comprehensive planning and organization of the organization's personnel management.

Organizational Goals

The initial stage in the design and formation of an organization's personnel management system is goal setting this system. For different organizations, the goals of the personnel management system vary depending on the nature of the organization's activities, production volumes, strategic objectives, etc. Generalization of the experience of foreign and domestic organizations allows us to formulate the main goal of the organization's personnel management system as providing the organization with personnel, their effective use, professional and social development. Figure 9 shows the structure of the goals of the organization's personnel management system.

Considering the totality of organizational goals, we also highlight the following categories of organizational objectives: economic, scientific and technical, commercial and industrial and social.

• Economic goals aimed at achieving the estimated profit.
• Scientific and technical goals associated with the provision of a given scientific and technical level of products, as well as with an increase in labor productivity due to the improvement of technologies.
• Production and commercial purpose associated with the production and sale of products in the volumes necessary to obtain the planned level of profit.
• Social Goals - organizations are to achieve a given level of employee satisfaction.

Rice. 9. Goals of the organization's personnel management system

Social Goals organizations can be considered from two points of view, namely: from the standpoint of staff and from the standpoint of administration. On the one hand, the goals of the personnel management system determine the specific needs of employees that must be satisfied by the administration. On the other hand, these goals determine the nature and conditions of work that the administration provides. An important condition for the effectiveness of the personnel management system is the absence of contradictions between these two branches of goals. Let's consider them in more detail.

From the point of view of the personnel, the social goals of the organization are determined by the extent to which the performance of labor functions contributes to the satisfaction of human needs. The structure of such goals is shown in Figure 10.

Rice. 10. Goals of the organization's personnel management system in terms of personnel

From the point of view of the administration, the social goals of the organization are related to economic goals. In this aspect, the personnel management system should serve the main goal - making a profit.

The structure of social goals from the point of view of the administration is shown in Figure 11.

Rice. 11. Goals of the organization's personnel management system from the point of view of administration

Both branches of social goals (staff and administration) do not contradict each other, which creates an effective basis for the interaction of these two subjects to achieve common goals. The presence of conflicting goals of the personnel management system leads to conflict of interest between staff and management which negatively affects the functioning of the organization as a whole. It should also be emphasized that, despite the fact that from the point of view of the administration, the main goal is to make a profit, the starting point in modern theory and practice of personnel management is the awareness of the need to satisfy not only the material, but also the social needs of employees.

Functions of the organization's personnel management system:

Personnel planning function is to develop a personnel policy and personnel management strategy; analysis of the personnel potential of the organization and the labor market; organizing personnel planning and forecasting the need for personnel; maintaining relationships with external sources that provide the organization with personnel.

Recruitment and accounting management function consists in organizing the recruitment of candidates for a vacant position; organization of selection (interviews and assessments) and reception of personnel; accounting for the reception, movement, dismissal of personnel; employment management, documentation support of the personnel management system.

Personnel assessment, training and development function consists in the implementation of training, retraining and advanced training of personnel; induction and adaptation of new employees; organization and conduct of personnel assessment activities; career development management.

Personnel motivation management function consists in the regulation of the labor process and the tariffication of wages; development of systems of material and non-material incentives, as well as in the application of methods of moral encouragement of personnel.

Social development management function consists in catering during the working day; ensuring health and recreation for employees and their families; organization of development of physical culture; social insurance organizations.

The function of legal support of personnel management associated with the solution of the legal aspects of labor relations, as well as the coordination of administrative and other documents on personnel management.

Function of information support of personnel management consists in keeping records and statistics of personnel; information and technical support of the personnel management system; providing personnel with scientific and technical information necessary for work.

function to ensure normal includes ensuring and monitoring compliance with the requirements of psychophysiology and labor ergonomics, labor protection and the environment, etc.

Line guide function is that the personnel management of the organization is carried out, including at the level of management of the organization as a whole. This function is performed not only by the PM service, but also by managers of all levels.

The personnel policy of the organization is determined by a number of factors that can be divided into internal and external. Internal factors include the structure and goals of the organization, territorial distribution, financial condition, internal corporate culture, moral and psychological climate. External factors are labor legislation, relations with the trade union, prospects for the development of the labor market.

The personnel policy is documented, which makes it possible to express the views of the organization's management on improving the personnel management system. The implementation of personnel policy is a system of plans, norms and regulations, administrative, economic, social and other measures aimed at solving personnel issues.

HR planning solves the problems of providing the organization with personnel of the required number and quality. Personnel planning determines how many workers, what qualifications, when and where will be needed; what requirements apply to certain categories of workers; how to attract the right and reduce unnecessary staff; how to use staff according to their potential; how to ensure the development of this potential, improve the skills of employees; how to ensure fair wages, staff motivation and solve its social problems; what costs will be incurred by the activities.

Recruitment (selection and selection) of personnel and its adaptation of several stages, which are shown in Fig. 1.6.1. Personnel management: textbook / V.M. Maslova. - M.: Yurayt Publishing House, 2011. - 488 p. - Series: Fundamentals of Sciences.

Rice. 1.6.1. Recruitment and selection process

The requirements that apply to a candidate for a vacant position are reflected in the job description. Job description- This is a document that describes the basic requirements, functions, responsibilities and rights of the employee holding this position. Having determined the requirements for the candidate, you can proceed to the next stage - selection.

Both internal and external sources are used to attract candidates. External sources:

Selection with the help of employees;

self-proclaimed candidates;

Announcements in the media;

Departure to various educational institutions;

Applications to public employment services;

Applications to private recruitment agencies;

Internet.

Internal sources - is the movement of personnel within an organization. Practice shows that there is no optimal source of recruitment, so a set of techniques should be used to attract staff, depending on the specific task.

The selection stage involves:

Initial acquaintance with applicants (interview);

Collection and processing of information;

Evaluation of qualities and drawing up a definite opinion;

Testing;

Comparison of the actual qualities of candidates and requirements for the position;

Career guidance (if necessary);

Interviewing the candidate with the prospective line manager;

Comparison of candidates for one position and selection of the one that best meets the requirements for a vacant position;

The conclusion of an employment contract with him and the appointment of orders.

Worker adaptation- the process of adapting the employee to the content and conditions of work and to the social environment. According to the level, they distinguish between primary (for persons who do not have work experience) and secondary adaptation, and according to their orientation - professional, psychophysiological and socio-psychological, as well as adaptation of work to a person.

Professional adaptation consists in the active development of the profession, its subtleties, specifics, necessary skills, techniques, methods of decision-making. Psychological adaptation- this is an adaptation to working conditions, the mode of work and rest, to the characteristics of working conditions. Socio-psychological adaptation- this is an adaptation to the team and its norms, to management and colleagues. Adaptation of work to the person involves the organization of workplaces in accordance with the requirements of ergonomics, the regulation of the rhythm and duration of working time, the distribution of labor functions, based on the personal characteristics of the employee.

Release control stands out in the personnel management system as an independent type of personnel work, which consists in observing legal norms when dismissing personnel. The purpose of this work is to part with the dismissed employees with dignity.

Management of motivation and stimulation of labor allows contribute to improving the performance of each employee and the efficiency of the entire production, ensuring systematic professional growth and increasing staff loyalty to their organization.

Personnel training and development is a process of preparation for the implementation of new production functions, the occupation of new positions. Activities for the professional development of personnel are various types of training.

There are several types of training:

On the job in specialized institutions;

With a break from production in specialized institutions;

Through an external study with attestation in specialized institutions;

Self-education without attestation;

Corporate training.

business career- these are subjectively conscious own ideas of a person about his labor future, the expected ways of self-expression and satisfaction with his labor activity. This is a progressive promotion up the career ladder, a change in skills, abilities, qualifications and remuneration associated with the employee's activities.

Distinguish professional and intraorganizational career. Professional career It is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, retirement. An employee can go through these stages sequentially in different organizations. Intraorganizational career- this is a sequential change in the stages of development of an employee within the same organization. Intraorganizational career can be realized in the following directions:

Vertical - rise to a higher level of the structural hierarchy;

Horizontal - moving to another functional area of ​​activity;

Centripetal - promotion to the leadership of the organization.

Career planning refers to the actions that an employee takes to implement his plan, and most often through the organization's personnel management. Very little attention is paid to this function of personnel management in Russian organizations.

Personnel reserve - this is a potentially active and trained part of the company's personnel, capable of filling higher positions, as well as part of the personnel undergoing systematic training for positions of higher qualification. The formation of a reserve of personnel is carried out on the basis of their professional selection, the results of personnel attestation, the study of personal files of employees, career plans of employees.

Distinguish between a reserve for promotion and a reserve of leaders. The reserve for promotion is a group of employees of the team, each of which, based on the results of their activities, has established themselves as capable and deserving of further promotion through the ranks. Leadership pool - a group of employees of the company with the potential for leadership positions in the future and selected as a result of a formal selection process. The organization conducts purposeful work on the development and training of employees included in this group to occupy new positions.

The presence of a reserve allows in advance, on a planned, scientifically and practically substantiated program, to prepare candidates for newly created and vacant positions to be filled, effectively organize training and internships for specialists included in the reserve, and rationally use them in various areas and levels in the management system.

Corporate culture plays an important role in the personnel management system. It is impossible to achieve coordinated work of the team if individual employees have a different understanding of the goals and values ​​of the organization.

Corporate culture- this is a set of the most important provisions adopted by the members of the company and expressed in the values ​​declared by the organization, which give people guidelines for behavior and actions. Creates a corporate culture, as a rule, the formal leader 9 head of the company), but in any case, its spokesman is the entire staff of the organization. The organizers of the work on the formation and development of corporate culture are usually specialists in personnel management together with the public relations service.

Corporate culture is diverse: how many organizations operate, so many corporate cultures exist. Features of corporate culture are often determined by the field of activity. For example, in the financial sector, it is more defined, strict, the behavior of employees is clearly defined, the style of communication is more formal. In the trade sphere, it is diverse, original, more variations in behavior, communication are allowed, the style is more democratic.

Only if each employee of the organization accepts the position on corporate culture, it will be actually implemented.

Public Relations in Human Resources is the use of communication opportunities to motivate and increase the level of loyalty of your staff. Creating a positive image of the organization in the eyes of the staff affects its image in the outside world through relations with the media; creation of internal corporate publications; organizing and holding various events (conferences, round tables, speeches by leaders, competitions, etc.).

Performance evaluation personnel is a system that allows you to measure the results of work and the level of professional competence of employees, as well as their potential in the development of the enterprise. Traditionally, in organizations, personnel assessment is understood as certification of employees. Evaluation is a broader concept than personnel appraisal. Evaluation is a broader concept than personnel appraisal. Evaluation can be carried out both regularly and irregularly, depending on the specific needs of the organization. When assessing, there is not a comparison of employees among themselves, but a comparison of "employee - work standard". You can only compare how one worker more or less meets the standard of work than another.

The objectives of the assessment can be different: assessing the suitability of the position held, the result of work, personal characteristics that affect the result of work, the personnel reserve, the potential of employees, etc.

An organization may be faced with the question of choosing an assessment method. It depends on its compliance with business objectives and the corporate culture of the organization, as well as on the literacy of implementation. Assessment methods may change depending on the stage of development and the needs of the organization.

In the assessment system of one organization, several methods can be combined. For example, for workers - attestation; engineering and technical workers - performance management; managers - the 360 ​​degree method.

The traditional method of personnel assessment in Russian organizations is attestation. Certification- this is a procedure for a systematic formalized assessment of the compliance of the activities of a particular employee with the standard of work performance at a given workplace in a given position. It accumulates the results of the work of a particular employee for a specific period. Each organization must have its own Regulations on the certification of personnel, approved in the prescribed manner. It should describe the procedure and the procedure for its implementation.

In the 1990s large Western firms began to appear on the domestic market. They brought new corporate management standards, and with them new methods of personnel assessment for our organizations, such as:

Goal management;

Performance management - the "360 degree" method; assessment center.

Evaluation of the effectiveness of the quality of personnel management- this is an analysis of the existing system of personnel management of the organization. It is carried out in the following areas.

1. Evaluation of personnel policy.

2. Assessment of the quality of the main documents regulating the work of the personnel and employees department.

3. Evaluation of the main elements of the corporate culture of the organization.

4. Evaluation of indicators characterizing the quality of personnel management.

HR audit aims to assess and conclude the compliance of the ongoing personnel work with the intended goals and objectives, identify existing problems and ways to solve them. It is recommended to invite a third-party specialist to conduct an audit of personnel management.

When conducting an audit of personnel management, they analyze indicators that characterize the activities of the service in all areas, such as the cost of recruitment per one hired employee; training costs per employee trained; time to fill one vacancy; staff turnover rate; personnel qualification factor; personnel profitability, etc. Based on the results of the audit, a written report is prepared, which is discussed at a meeting of the organization's management.

HR records management- this is a full cycle of processing and movement of documents from the moment they are created by personnel officers or received by them until completion of execution and transfer to other departments. The main functions of personnel records management are: timely processing of incoming and transmitted documentation; bringing documentation to the relevant employees of the personnel management system for execution; printing of documents on personnel functions; registration, accounting and storage of personnel documents; formation of cases in accordance with the nomenclature approved for this company, copying and reproduction of documents on personnel matters; control over the execution of documents; transfer of documentation on vertical and horizontal communications, etc.

The most important factor is the normative and methodological support of the personnel management system. It consists in the development and application of personnel documents. The most important of them are: Internal labor regulations, collective agreement, Regulations on the subdivision, job description, employment contract, personal card, work book, etc.

Personnel management is a multifaceted and extremely complex process, which is characterized by its specific features and patterns. Personnel management is characterized by consistency and completeness based on a comprehensive solution of problems, their reconstruction. The system approach provides for taking into account the relationship between the individual aspects of the problem to achieve the final goals, determining ways to solve them, creating an appropriate control mechanism that provides integrated planning and organization of the system.

A management system is an ordered set of interrelated elements that differ in functional goals, act autonomously, but are aimed at achieving a common goal.

Features of the development of the personnel management system, its role in the organizational system determine the characteristics of its main factors: the object and the subject, the goals of the system, its functions and structure.

The elements of the personnel management system are: objects of management, its subjects, structure, methods and procedures of management. The system also includes the following elements:

• - goals and objectives of personnel management (PM);
• - UE functions;
• - resources (logistical, financial, information - for example, automated programs that are used in UE).

The control object is the element to which the control is directed. In this case, these are individual workers or teams.

The subject of management is a manager or an employee of the management apparatus who directly develops and implements solutions.

The structure of personnel management is a set of departments directly involved in personnel, and their qualitative and quantitative relationships.

Management methods are ways of influencing the object of management (in this case, the personnel).

Management procedures are certain, formally legalized methods of influence of the subject on the object of management, or vice versa.

Management methods and procedures are designed to ensure the implementation of management decisions.

The set of processes carried out within the framework of the personnel management mechanism is a personnel management system.

There are several approaches to formulating a personnel management system, it all depends on which aspect of this phenomenon is considered.

As a rule, organizations aimed at implementing the functions of personnel management include a subsystem for the line management of the organization, as well as a number of functional subsystems for personnel management (for example, a recruitment subsystem, a training and development subsystem, etc.).

Within the framework of such a system, the relationship between individual aspects of personnel management is taken into account, which is expressed in the development of the ultimate goals of the organization's personnel management, in determining the ways to achieve them, as well as in the creation of an appropriate management mechanism that provides integrated planning and organization of the organization's personnel management.

The initial stage in the design and formation of an organization's personnel management system is the formulation of the goals of this system. For different organizations, the goals of the personnel management system vary depending on the nature of the organization's activities, production volumes, strategic objectives, etc. Generalization of the experience of foreign and domestic organizations allows us to formulate the main goal of the organization's personnel management system as providing the organization with personnel, their effective use, professional and social development. Figure 1.2.1 shows the structure of the goals of the organization's personnel management system.

Fig.1.2.1. Goals of the organization's personnel management system

The social goals of the organization can be considered from two points of view, namely: from the standpoint of the staff and from the standpoint of the administration. On the one hand, the goals of the personnel management system determine the specific needs of employees that must be satisfied by the administration. On the other hand, these goals determine the nature and conditions of work that the administration provides. An important condition for the effectiveness of the personnel management system is the absence of contradictions between these two branches of goals. Let's consider them in more detail. From the point of view of the personnel, the social goals of the organization are determined by the extent to which the performance of labor functions contributes to the satisfaction of human needs. The structure of such goals is shown in Figure 1.2.2.

Fig.1.2.2. Goals of the organization's personnel management system in terms of personnel

From the point of view of the administration, the social goals of the organization are related to economic goals. In this aspect, the personnel management system should serve the main goal - making a profit. The structure of social goals from the point of view of the administration is shown in Figure 1.2.3.

Rice. 1.2.3. Goals of the organization's personnel management system from the point of view of administration

Both branches of social goals (staff and administration) do not contradict each other, which creates an effective basis for the interaction of these two subjects to achieve common goals. The presence of conflicting goals of the personnel management system leads to a conflict of interests of personnel and administration, which negatively affects the functioning of the organization as a whole.

So, the main goal of personnel management is a contribution to the profit of the organization, which is achieved through providing the organization with highly qualified and interested employees, through the effective use of their skills and creative capabilities, through the satisfaction of the social needs of a person in production (job satisfaction, self-expression, comfort of interpersonal relationships, etc.). ).

It should also be emphasized that, despite the fact that from the point of view of the administration, the main goal is to make a profit, the starting point in modern theory and practice of personnel management is the awareness of the need to satisfy not only the material, but also the social needs of employees.

Economic goals are aimed at achieving the calculated value of profit.

Scientific and technical goals are associated with ensuring a given scientific and technical level of products, as well as with increasing labor productivity through the improvement of technologies.

The production and commercial goal is associated with the production and sale of products in the volumes necessary to obtain the planned level of profit. Social goals - organizations are to achieve a given level of employee satisfaction.

In general terms, the activities of personnel management are as follows:

• - in the formation of the management system of the organization as a whole and the personnel management system;
• - planning personnel work, including the development of an operational plan for the work of the organization;
• - carrying out personnel marketing;
• - determining the organization's need for personnel;
• - accounting and rationing of the number of personnel.

The technology of personnel management covers a wide range of activities from hiring to dismissal of personnel:

• - search, selection, hiring (release) of employees;
• - adaptation, training and retraining of personnel;
• - motivation of labor activity of personnel in its use;
• - organization of work in compliance with the ethics of business communication;
• - assessment of the activities of personnel and structural divisions;
• - conflict and stress management;
• - management of a business career in the service and professional promotion of personnel;

The functions of the organization's personnel management system are:

• 1. The function of personnel planning is to develop a personnel policy and personnel management strategy; analysis of the personnel potential of the organization and the labor market; organizing personnel planning and forecasting the need for personnel; maintaining relationships with external sources that provide the organization with personnel.
• 2. The function of managing the recruitment and accounting of personnel is to organize the recruitment of candidates for a vacant position; organization of selection (interviews and assessments) and reception of personnel; accounting for the reception, movement, dismissal of personnel; employment management, documentation support of the personnel management system.
• 3. The function of assessment, training and development of personnel is to carry out training, retraining and advanced training of personnel; induction and adaptation of new employees; organization and conduct of personnel assessment activities; career development management.
• 4. The function of personnel motivation management is to standardize the labor process and tarifficate wages; development of systems of material and non-material incentives, as well as in the application of methods of moral encouragement of personnel.
• 5. The function of managing social development is to organize meals during the working day; ensuring health and recreation for employees and their families; organization of development of physical culture; social insurance organizations.
• 6. The function of legal support of personnel management is connected with the solution of the legal aspects of labor relations, as well as with the coordination of administrative and other documents on personnel management.
• 7. The function of information support for personnel management is to keep records and statistics of personnel; information and technical support of the personnel management system; providing personnel with scientific and technical information necessary for work.
• 8. The function of ensuring normal working conditions includes ensuring and monitoring compliance with the requirements of psychophysiology and labor ergonomics, labor protection and the environment, etc.
• 9. The function of line management is that the personnel management of the organization is carried out, including at the level of management of the organization as a whole. This function is performed not only by the PM service, but also by managers of all levels.

The method of management is a method of influence of the subject of management on the object of management for the practical implementation of the strategic and tactical goals of the management system. The purpose of the management system is to achieve the competitiveness of products, services, organizations and other objects in the external or internal market.

Currently, in the scientific literature, three groups of management methods are disclosed and applied in practice: administrative (organizational or organizational and administrative); economic and socio-psychological. These groups of control methods are most often seen as complementary to each other (see Appendix A).

The most effective activity of the personnel manager can be achieved only with the integrated use of economic, administrative and socio-psychological methods of management.

The main structural unit for personnel management in the organization, according to Porshnev A.G., Rumyantseva Z.P., and Solomatin N.A., is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, improving qualifications and retraining of personnel. Personnel management services, as a rule, have a low organizational status and are weak professionally. Because of this, they do not perform a number of tasks in personnel management and ensuring normal working conditions. Travin V.V. and Dyatlov V.A. have a different opinion in relation to the personnel management service. They argue that the personnel management service performs the functions of an enterprise personnel management center, the ultimate goals of which are the successful operation of the enterprise and the improvement of the well-being of each member of the workforce.

From the point of view of some authors, the current personnel departments of the organization perform the following functions in the field of personnel management technology: recruitment, selection, selection of personnel; its certification, training and organization of advanced training of existing personnel.

In management practice, it is important to consider those elements that can significantly change the state of the managed object. Only a systematic approach to making managerial decisions regarding personnel will make it possible to form a high-quality labor resource. The end product of HR is the right employee, at the right time, in the right place.

Modern automated personnel management systems are designed to optimize the work, first of all, of the management and personnel of the personnel departments of enterprises and play an important role in increasing their productivity. The automated personnel management systems that currently exist on the market can be divided into the following main groups according to their functional orientation:

• - multifunctional expert systems that allow career guidance, selection, certification of employees of the enterprise;
• - expert systems for personnel analysis, identifying trends in the development of departments and the enterprise as a whole;
• - payroll programs;
• - complex personnel management systems that allow you to create and maintain a staffing table, store complete information about employees, reflect the movement of personnel within the company, and calculate salaries.

Integrated personnel management systems are used to automate personnel work in any enterprise. First of all, such systems are necessary for management to obtain operational information on any issue related to the structure of the enterprise, staffing, vacancies and information about employees. Only a manager who is able to quickly assess the current situation based on an analysis of current information about the state of affairs at the enterprise can quickly make the right decision. Therefore, an important factor in the conditions for using HR systems is also the possibility of integrating the personnel records system with accounting and enterprise management systems.

Thus, the personnel management system includes the entire procedure for working with personnel - from determining the basic idea of ​​interaction between the administration and the workforce to the release of employees, as well as a set of subsystems that provide it (information, organizational, personnel, legal).