Abstract: The essence and main directions of human resource management activities in the organization. Main directions of work with personnel in the organization (personnel management subsystem)

29.09.2019

There are three main models of personnel management:

1) HR manager as a trustee of his employees, caring for healthy working conditions and a favorable moral and psychological atmosphere in the enterprise. This paternalistic model goes back to the social reformist ideas of the late 19th and early 20th centuries. and found its organic embodiment in numerous variations of the doctrine of human relations. The job status of the HR manager in this model is quite low: he is a clerk trained in industrial sociology (or psychology) and helps line managers implement effective corporate policies regarding employees;

2) HR manager as a specialist in employment agreements (contracts), including collective agreements. In large organizations that use mass low-skilled labor, it has a dual role: exercising administrative control over employees’ compliance with the terms of the employment contract, recording job transfers; regulation of labor relations in the process of negotiations with trade unions. Performing these functions requires, as a rule, legal training, which provides the HR manager with a fairly high status in the organization;

3) HR manager as the architect of the organization's human resources potential, playing a leading role in the development and implementation of the corporation's long-term strategy. Its mission is to ensure organizational and professional coherence of the components of the corporation's human resources potential. He is a member of its senior management and has training in the new field of management knowledge such as human resource management.

Basic functions of personnel management.

Traditional functions within the framework of the concept of developing personnel management are implemented in a socially oriented, positive atmosphere and have a clear focus on the development of employees and groups. Let us list the traditional functions of personnel management, performed in large modern enterprises and repeatedly analyzed and methodically worked out in training courses for management programs.

Analysis of personnel labor content.

Determination of scientifically based workplace requirements for an employee as a professional (level of general and special education, experience, etc.), his body (physiological, anthropometric data, strength qualities, endurance, etc.) and personality (personal qualities, such such as focus, creativity, communication skills, etc.); we are essentially talking about the labor potential that an employee must have in order to be adequate and successful in a given workplace;

Improving the division and organization of labor by accurately determining the composition of the functions performed and their subsequent redistribution;

Formation of a scientific basis for labor standardization;

Establishing level criteria wages and employee incentives;

Formation of an information base for such components of personnel policy as selection, relocation, evaluation of results, etc.;

Improving labor relations documents, such as regulations on departments and job descriptions;

Creating a basis for optimizing management processes, developing information flow diagrams, document flow and decision making.

Planning and forecasting personnel needs and identifying sources to satisfy this need.

Workforce planning is the process of systematically analyzing an organization's personnel needs to ensure that the right number of workers with the required skills are available where they are needed, when they are needed. By analyzing the need for workers and their availability, a firm can determine whether it has a surplus or shortage of personnel.

Personnel planning is carried out both in the interests of the organization and in the interests of its personnel. The place of personnel planning in the organization's personnel management system is shown in the diagram.

To assess available labor resources, it is necessary to collect the following information:

Information about the permanent staff (first name, patronymic, last name, place of residence, age, time of entry to work, etc.);

Data on the structure of personnel (qualification, gender, age, national structure; proportion of disabled people, proportion of workers, employees, skilled workers, etc.); staff turnover;

Lost time due to downtime or illness;

Data on the length of the working day (full-time or part-time, working one, several or night shifts, duration of vacations);

Wages of workers and employees (its structure, additional wages, allowances, payment at the tariff and above the tariff);

Data on social services provided by the state and legal organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).

Personnel selection.

The process of staffing an organization includes procedures for attracting, selecting and hiring.

Recruiting staff involves finding a sufficient number of appropriately qualified people in a timely manner and encouraging them to apply for jobs with the organization. Next, candidates with qualities that most closely meet the qualification requirements are selected.

Sources of attraction: internal sources (people working in the company), Internet, advertising, employment offices, labor fairs, open days, schools, colleges, universities, competitors, other companies, labor exchange.

Selection is the process of selecting from a group of candidates the person who best meets the requirements of a particular position and organization.

There are various methods and stages of selection: search and consideration of short resumes, clarification of available data and, if necessary, search for additional data, preliminary clarifying conversation (possibly by telephone), shortlist of applicants, filling out a questionnaire by applicants, a series of selection tests, main interview (interview) pre-employment, background and reference checks, medical examination if necessary, employment decision and terms and conditions. Of course, the most important of the above selection stages is the main interview. Examples from interviews with candidates, as it seemed from initial stages selection that “most accurately” meets the organization’s requirements for an employee for a certain position:

“The interviewee interrupted the conversation and called his therapist for advice on how to answer the questions.”

“During the interview, the person dozed off and even began to snore.”

“During the interview, the candidate for the position of vice president was wearing a tracksuit.”

“The guy sat on the floor to fill out the form.”

“The applicant claimed that his qualifications were so high that refusing his services would indicate the blatant incompetence of the company’s management.”

“He stated that if he was hired, he would demonstrate his loyalty by getting a tattoo of the corporation’s logo on his hand.”

Which certainly suggests that a personal interview with a candidate can reveal much more than simply reading a resume or references.

Adaptation.

In modern conditions, the organization makes strict demands on the newcomer in terms of adaptation time, sometimes not allocating any time at all for this stage. At the same time, subsequent returns, the employee’s retention in the organization, and his attitude towards work depend on the success of adaptation. The appearance of a new person in a team is a small change on the scale of a large enterprise, but almost always a radical change for a small team. However, if the position is key, then changes in a large organization can be significant. For example, new manager often brings with it a new management system and organizational culture, and brings in a new team.

Adaptation aspects:

Corporate adaptation

In order to start working effectively, a person needs to get answers to questions related to the organization of the company's activities, for example: What place does the company occupy in the market? How are things going? What is it striving for?; What are the company's strategic goals and priorities?; Who are your key clients? Who are the main competitors?; How is the company managed? Who makes the decisions?

Social adaptation

Coming to work, a person accepts the norms of behavior and communication that exist in the team and is included in the system of relationships with colleagues.
At this stage, he gets acquainted with the “company atmosphere” - corporate culture. The employee needs to get answers to the following questions: What style of communication is accepted in the team (friendly, official business, bohemian, comedy club, etc.)?; How is it customary to address employees of equal level/position, subordinates, and managers?; Does the company have any groups, “camps,” or territories? What is the relationship between them?; Who to have lunch with? Who to smoke with?

Organizational adaptation

We usually spend most of the daylight hours at work. Of course, this time must be somehow organized in everyday life. There are a lot of organizational issues that a newbie has to deal with in the first days/months of work. For example: How to get a permanent pass?; Who will set up the computer?; When and where are salaries paid?; How do they drink tea/coffee here? Can I bring my own mug? Is it possible to drink coffee at work?; What time do you usually go home? Is it possible to be late in the morning?; When will the vacation be? Technical (technological) adaptation

Each company uses its own set of equipment and software. During the adaptation period, a new employee will have to: Understand the internal company information storage system, where everything is, what the necessary folders are called; Master specific production (warehouse, IT, etc.) equipment; Master specific software (DB). etc.

Professional adaptation

This aspect of adaptation is directly related to the professional side of the employee’s activities in the organization. Does he have enough knowledge, skills and abilities or does he need additional training? Does this employee have any prospects? These questions are of interest to HR managers and department heads. And the employee himself needs to master the following professional aspects of work: Norms, standards, technical requirements; Prospects for professional and career growth; Opportunities for training and advanced training.

Psychophysiological adaptation

This aspect primarily includes adaptation to a certain, often different from the usual, work and rest regime. Particular attention to psychophysiological adaptation should be paid in the following situations: Shift work schedule; Irregular working hours; Long business trips; Project work.

Employee adaptation is a long process. Its duration depends on the personal qualities of the employee and on how successfully the adaptation measures were carried out by the line manager and the HR manager. This process usually lasts about three months. During this time, the HR manager monitors the adaptation of each employee. Daily informal conversations are held with him, during which it becomes clear how satisfied he is with the work, at what price it is given to him, how his team accepts him, whether there are difficulties in mutual understanding with management, whether a feeling of psychological comfort has been created.

Career and development planning.

Why is it necessary to care about this?

A person who has an individual career plan in a company usually perceives it as a powerful incentive, is firmly connected with the fate of the organization and strives to do as much as possible to justify the expectations placed on him and the resources expended.

Career is the employee’s subjectively conscious judgments about his work future, the expected ways of self-expression and satisfaction with work; This is a progressive advancement up the career ladder, expansion of skills, abilities, qualifications and remuneration associated with the employee’s activities. There is also such a definition: a business career is understood as an employee’s advancement through the steps of the service hierarchy or a sequential change of occupations both within a separate organization and throughout life, as well as a person’s perception of these stages. Thus, a career has both an objective and a subjective side. There are careers: professional and intra-organizational.

A professional career is characterized by the fact that a particular employee, in the course of his professional activity, goes through various stages of development: training, entry into work, professional growth, support of individual professional abilities, and finally, retirement. A specific employee can go through these stages sequentially in different organizations.

An intra-organizational career is a sequential change in the stages of employee development within one organization. An intra-organizational career, as is commonly believed, is implemented in the following directions:

Vertical, that is, rising to a higher level of the structural hierarchy; most often the concept of career is associated with it, since here advancement is most visible;

Horizontal is a move to another functional area of activity or the performance of an official role at a level that does not have a strict formal fixation in the organizational structure (program manager, temporary task force, etc.). or expansion and complexity of tasks within the occupied level with an adequate change in remuneration;

Centripetal is advancement to the core, the leadership of the organization, which is very attractive to employees; is expressed in gaining access to informal sources of information, in confidential requests and certain important instructions from management, invitations to meetings and conferences.

Factors for a successful career can be: a favorable opportunity, a rational approach to choosing a direction; opportunities provided by the socio-economic status of the family (education, connections); good knowledge of your strengths and weaknesses; clear planning.

The process of planning an individual career begins with identifying your needs, interests, and potential opportunities. On this basis, taking into account the organization's prospects and objective personal data, the main career goals are formulated.

The basis for career planning is often the so-called career chart. This document, drawn up for 5-10 years, contains, on the one hand, the administration’s obligations for the horizontal and vertical movement of the employee, and on the other, his obligations to improve the level of education, qualifications, and professional skills.

The term “personnel” unites all participants in the organization. The concepts of “personnel”, “personnel”, “workers” are usually considered identical.

Organizational personnel management - This is a comprehensive, targeted impact on teams and individual workers, coordinating and uniting the joint creative work of workers to achieve the goals of the organization.

The purpose of personnel management is hiring competent and interested employees into the organization, their efficient use, improving their professional training.

It is man, as a rational, thinking being, who acts as the main factor not only in production, but also in the entire organization. People are the main resource on which the achievement of success depends to a decisive extent. Therefore, a modern manager must value his employees and treat them with understanding and objectivity.

Work with personnel includes the following areas:

Assessing the enterprise's personnel needs and determining criteria for their selection;

Recruitment and hiring of personnel;

Personnel training;

Organizing efficient work of personnel;

Evaluation of the results of his work.

Recruitment criteria

Formation of the organization's team is key to the success of the business. Therefore, the selection of personnel must be approached with all responsibility, sparing no effort and time.

The organization's need for personnel is determined separately by groups and categories of employees. The number of workers can be calculated based on the labor intensity of the production program. The number of workers employed in non-standardized work is determined according to service standards.

vania; number of managers and specialists - according to the staffing table.

In order to hire the necessary workers, you need to know in detail what tasks they will perform, what qualities and qualifications they must have, i.e. You should analyze the content of the job for which the organization hires an employee. As a result of such an analysis, you can get a fairly complete picture of the position, as well as check how it fits into the structure of the enterprise. Based on the content of the work for each specific position, it is necessary to determine the criteria by which the organization will select the employee, in to the greatest extent suitable for this position (Table 8.1).

Table 8.1Main criteria for personnel selection

Criterion

Characteristics of the criterion

Physical data Health, age, appearance, manners

Education and experience Profile and level of education, work experience, special skills

Intelligence The ability to quickly grasp the essence of a problem,

express your thoughts freely, ability to listen, desire to learn

Personal traits: Hard work, initiative, perseverance, positive

attitude to life

Disposition Leadership, sense of responsibility, sociability,

good attitude towards people, organization

Based on these criteria, the entire set of requirements for a specific position is compiled, taking into account its characteristic features. So, for example, for positions related to customer service for an organization, one of the important criteria should be the employee’s sociability and ability to establish good contact with the client.

Recruitment

There are many methods to attract the necessary candidates: employment agencies; advertisements in newspapers, radio and television; posting advertisements, etc.

The selection of candidates usually occurs in several stages. The initial identification of applicants occurs by analyzing their documents (general questionnaires, resumes, characteristics, recommendations). His methods depend on the enterprise budget, the importance of the position, the prestige of the given

no organization, etc. By evaluating documents, you can obtain general information that allows you to draw a conclusion about the advisability of meeting with the candidate for introductory interview, which allows us to weed out most of the applicants, and for the remaining ones to select the most appropriate methods of further testing, studying psychological and professional qualities and promotion to the appropriate position. The following methods are used for this:

- targeted interviews, giving the opportunity to evaluate intelligence, professionalism, erudition, intelligence, openness to new things, observation, initiative, prudence, diligence, etc.;

- testing, which can be intended both to select the best applicants and to weed out the weak ones. The advantages of testing are to assess the professional qualities of a given candidate, taking into account the characteristics of the organization and his future activities.

The final stage of the selection process is an interview with the future manager, who, with the help of a personnel specialist and an in-house psychologist, makes the final decision and selects the best applicant. Such an interview is usually conducted with a group of candidates (two to three people for each position) sent by personnel services.

Errors in personnel selection are considered:

Lack of a reliable list of requirements for applicants;

Hasty judgment about a person, erroneous interpretation of his appearance, answers to questions;

Intolerance to the shortcomings that everyone has, or, conversely, ignoring them;

Focus on formal merits;

Reception of people without necessity, i.e. according to the principle “if only there was a person, there would be a job.”

The terms and conditions under which a selected candidate is hired are usually set out in the form of a contract with the rights and responsibilities of both parties. Each employee, before starting work, must sign a document that sets out all the conditions of employment and work in this position. This document can subsequently protect both the employee and the employer from claims in the event of a dispute.

Staff training

In the process of selecting candidates, the head of an organization or its division chooses the most qualified and experienced specialists. However, it is difficult to expect that newcomers will immediately understand, for example, the organizational structure of an enterprise or

will quickly master some special equipment. Therefore, it is advisable to adapt newly recruited personnel to the conditions and characteristics of work in a given organization.

For this purpose, at the workplace, the immediate supervisor carries out induction, which is a set of procedures that are carried out to speed up a newcomer’s mastery of work and help establish contacts with others. The incoming employee is congratulated on starting work, introduced to the department and the situation in it, told about the difficulties that may be encountered, the most common mistakes, informed about the people with whom he will have to work, especially highlighting those whom you can always rely on, from whom you can ask advice, but not forgetting those who have a difficult character. This gives a person the feeling that they were waiting for him, that they were preparing for his arrival, thereby making it easier for him adaptation, those. adaptation to new working conditions ensures faster and more complete involvement in the overall activities of a given team.

All employees of the organization need to update their knowledge on various aspects of the activities based on the work they perform. Personnel training must be carried out whenever it is planned to introduce something new in the organization's work. This could be new products, new technologies, equipment, ways of organizing work, etc. As a result of such training, personnel should know in detail the innovations being introduced and be able to work effectively in the conditions of their use.

Given the dynamism modern life, rapid changes in various areas of the organization’s activities, there is a periodic need for personnel training, which allows solving the following problems:

Staff learn more about their company and develop a sense of belonging;

Employees of the company learn about new developments and the emergence of new types of equipment;

Increased feelings of job satisfaction as people feel valued;

Combined with effective incentives, training will help you get the most out of your staff.

Training can be carried out in various ways:

At the workplace;

Short consultations, instructions during the work process;

Organized training courses over a period of time;

Short-term off-the-job courses.

The choice of teaching method depends on the following factors:

Goals and objectives of training;

Urgency of training;

Financial opportunities enterprises;

Availability of instructors, training materials, premises;

Characteristics of training participants (their qualifications, motivation, level of training);

Qualifications and competencies of teachers, etc.
It is also advisable to think through the following questions: who will carry out

education; who needs to be trained; where to organize training; what is the duration of training; what is its cost?

When choosing a teaching method, it is necessary to take into account that students retain in memory: 10% of what they read; 20% - what they heard; 30% - what they saw; 50% - what they heard and saw; 70% - what was heard, seen and discussed; 80% - what they said themselves; 90% - what they did themselves.

For many organizations across a wide range of industries, on-the-job training is the primary form of training for new employees.

Briefing is an explanation and demonstration of work techniques directly at the workplace and can be carried out either by an employee who has been performing these functions for a long time (a colleague of the student) or by a specially trained instructor. Instruction, as a rule, is limited in time, focused on performing specific operations and procedures that are part of the trainee’s professional responsibilities, and is an inexpensive and effective means of developing simple technical labor skills.

Mentoring is the most commonly used method of professional training, which is characterized by the fact that the mentor usually performs the entire range of tasks for training his subordinates without being released from his main job. It is used for training different categories of workers - from workers to management positions.

This method requires special preparation and character from the mentor. The success of training depends decisively on the experience and qualifications of the mentor, his ability to communicate, motivate, support his mentee, and provide constructive feedback on the results of work.

Rotation represents the movement of an employee from one position to another in order to become familiar with new areas of work and acquire new skills. The time of such movement may vary

set from several days to a year. The advantages of rotation as a teaching method are as follows:

It is necessary for enterprises that require multivalent qualifications from workers, i.e. mastery of several professions;

In addition to the purely educational effect, it has a positive effect on motivation;

Helps the employee find himself in the organization;

Helps overcome stress caused by monotonous production functions;

Accelerates the promotion of highly qualified specialists;

Expands horizons and social contacts in the workplace;

Initiates new ideas and approaches to solving problems.
Off-the-job training is more effective, has greater

theoretical orientation, provides versatile training, but requires significant costs. In addition, the employee is taken away from his work. Nevertheless, such training is necessary to improve the qualifications of personnel.

After completing a training program, it is advisable to evaluate its effectiveness. To do this, you can conduct a survey of employees and instructors, analyze their comments, and subsequently evaluate the quality of work of the employee who completed the training.

In order for well-selected and properly trained personnel to work productively, it is very important to use modern forms of organizing the work of employees and to fully apply the principles of effective personnel management.

Managing the development of an organization is a set of methods, techniques and procedures that allow solving social problems based on a scientific approach, knowledge of the patterns of social processes, accurate analytical calculations and verified social standards. It represents an organizational mechanism for a pre-thought-out, predicted, multilateral, i.e., systematic and comprehensive impact on the social environment.

The main areas of personnel development are:

1. Organization of personnel certification;
2. Management of staff’s business career;
3. Management of service and professional advancement of personnel;
4. Personnel reserve management;
5. Staff training.

In Russian practice, there are three types of certification according to the spheres of activity of personnel: certification of civil servants, certification of scientific and pedagogical workers and certification of personnel of organizations at the main level of management:

1) Certification of a civil servant - assessment of the level of professional training and suitability of a civil servant for the position held civil service, as well as for the purpose of resolving the issue of assigning a qualification category to a civil servant. Certification is carried out no more than once every two years, but at least once every four years. The procedure and conditions for certification are established federal laws and laws of the constituent entities of the Russian Federation;
2) Certification of scientific and scientific-pedagogical workers - the procedure for awarding the academic degrees of Doctor of Science and Candidate of Science, as well as assigning the academic titles of professor, associate professor and senior researcher in the specialty. Academic degrees can be awarded, and academic titles can be assigned to persons who have deep professional knowledge and scientific achievements in a particular branch of science. Certification is carried out by the Higher Attestation Commission of the Russian Federation (HAC RF), the Ministry of Education and Science of the Russian Federation, scientific, research, scientific and production organizations and higher educational institutions in accordance with special regulatory documents approved by resolutions of the Government of the Russian Federation;
3) Certification of personnel of organizations - the main level of management - a procedure for determining the qualifications, level of knowledge, practical skills, business and personal qualities of employees, the quality of work and its results and establishing their compliance (non-compliance) with the position held. The purpose of certification is the rational placement of personnel and their effective use. Personnel certification serves as the legal basis for transfers, promotions, awards, salary determination, as well as demotion and dismissal. Certification is aimed at improving the quality of personnel, determining the degree of workload of workers and their use in their specialty, improving the style and methods of personnel management.

It aims to find reserves for growth, increase labor productivity and employee interest in the results of his work and the entire organization, the most optimal use of economic incentives and social guarantees, as well as creating conditions for more dynamic and comprehensive development of the individual. In conditions of growing competition, the increasing role of the human factor directly depends on the effectiveness of the processes of formation, use and development of its management personnel. A managerial career touches on a number of important socio-economic issues:

This is confirmed by the experience of successful foreign corporations, which have long realized the importance of how and who advances in the structure of the organization’s hierarchy and manages its resources, and who pay great attention to the formation of career management systems for managers.

Business career is the progressive advancement of an individual in any field of activity:

- changes in skills, abilities, qualifications and remuneration associated with the activity;
- moving forward along the once chosen path of activity, achieving fame, glory, enrichment.

For example, obtaining greater powers, higher status, prestige, power, more money.

A career is not just about promotion. We can talk about a career as an occupation, a type of activity. For example: managerial career, sports career, military career, artistic career, career of housewives and mothers, students. A person's life outside of work has significant influence for a business career is part of it.

In conditions of growing competition and the increasing role of the human factor, the success of managing an organization directly depends on the effectiveness of the processes of formation, use and development of its management personnel.

A managerial career touches on a number of important socio-economic issues:

- job satisfaction and productivity of managers;
- continuity of managerial professional experience and culture of the organization;
- uninterrupted and rational replacement of key positions, etc.

Service and professional advancement is a series of progressive movements through various positions that contribute to the development of both the organization and the individual. Movements can be vertical and horizontal. This is also the sequence of various steps (positions, jobs, positions in the team) proposed by the organization that an employee can potentially go through.

A career is usually understood as the physical sequence of steps occupied (positions, jobs, positions in a team) by a specific employee.

The concepts of “service-professional” promotion and “career” are close, but not the same.

The term “career and professional advancement” is the most familiar to us, since the term “career” was not actually used in our specialized literature and in practice until recently. The coincidence of the intended path of professional advancement and the actual career in practice occurs quite rarely and is the exception rather than the rule.

It is known that in the process of personnel management, each organization has its own procedure for hiring, firing, setting salaries, issuing bonuses, applying incentives and punishments. However, for the system to be effective, personnel management must be based on personnel policy, which should also be based on a program for creating an optimal reserve of personnel for promotion.

The personnel reserve is a group of managers and specialists who have the ability to perform managerial activities, meet the requirements of a position of a particular rank, have been selected and have undergone systematic targeted qualification training. Working with a reserve, like many other HR technologies, is complex.

Figure 4. - Relationship between personnel management and areas of work with the reserve:

Several typologies of personnel reserve can be distinguished (by type of activity, speed of filling positions, level of preparedness, etc.). Depending on the goals of personnel work, you can use either one or the other typology.

To facilitate these processes, the most serious companies are introducing special programs aimed at training a reserve - the most promising specialists in terms of career. Not all of them had previous management experience or special management training. Personnel training for most Russian organizations is currently acquiring special importance. This is due to the fact that work in market conditions places high demands on the level of qualifications of personnel, their knowledge and skills, while they tend to lose their effectiveness in a modern, changing economy. Companies realize that training and development of personnel is the most important condition for the successful functioning of any organization, any business.

Education is the process and result of mastering systematized knowledge, skills, habits and behaviors necessary to prepare a person for life and work.

The level of education is determined by the requirements of production, scientific, technical and cultural level, as well as public relations. Education is divided into two types: general and vocational. Education must be ongoing.

Personnel training is the main way to obtain professional education. This is a purposefully organized, systematically and systematically carried out process of mastering knowledge, abilities, skills and methods of communication under the guidance of experienced teachers, mentors, specialists, managers, etc.

Three types of training must be distinguished...

Personnel training is a systematic and organized training and production of qualified personnel for all areas of human activity, possessing a set of special knowledge, abilities, skills and methods of communication.

Personnel development - training of personnel in order to improve knowledge, abilities, skills and methods of communication in connection with increasing requirements for the profession or promotion.

Retraining of personnel - training of personnel in order to master new knowledge, abilities, skills and methods of communication in connection with mastering a new profession or changing requirements for the content and results of work. Domestic and foreign experience has developed three concepts for training qualified personnel, the essence of which will be discussed below. The concept of specialized training is oriented towards today or the near future and is relevant to the relevant workplace.

Such training is effective for a relatively short period of time, but, from the employee’s point of view, it contributes to job retention and also strengthens self-esteem.

The concept of multidisciplinary training is effective from an economic point of view, as it increases the internal and external mobility of the employee. However, the latter circumstance represents a known risk for the organization where the employee works, since he has the opportunity to choose and is therefore less tied to the corresponding workplace.

The concept of personality-centered education aims to develop human qualities inherent in nature or acquired by him in practical activities. This concept applies primarily to personnel who have a penchant for scientific research and have the talent of a leader, teacher, politician, actor, etc.

Individual types of training should not be considered in isolation from each other. Targeted training of qualified personnel requires close connection and coordination between these types of training. Researchers identify two main modern models of workforce training:

1. On-the-job training. Theoretical course at a vocational school and practical training at an enterprise;
2. Off-the-job training in specialized vocational educational institutions and training centers.

We present methods of vocational training in the workplace. This form of training is carried out with a specific task at the workplace. Personnel management should not only be linked to the goals of the organization, but also be built as a single system, which implies the interconnection and interdependence of various areas of work in this area. If personnel management is built as a system, then each specific area of this activity (selection, assessment, training, stimulation of personnel) must be subordinated to a single common goal - ensuring the effective operation of the organization and its development. In this sense, training, being a reflection of the organizational philosophy of management, is subordinate to and supports all other areas of work. On the other hand, training itself creates the prerequisites for solving new and more complex tasks due to the fact that personnel master new approaches to work, new knowledge and skills. Consideration of training as part of personnel development is due to the fact that this function, as a rule, is one of the most difficult to implement in practice.

PERSONNEL MANAGEMENT

1. Concept and content of personnel management

2. Formation of personnel

3. Managing discipline in an organization

5. Staff motivation.

6. Organization of personnel service.

1. The personnel of an organization is understood as the totality of temporary, seasonal and permanent workers employed in the organization. According to management experts, people are the main factor ensuring the effectiveness of an organization. In this regard, the problem of personnel management has always received close attention.

The term “personnel management” in domestic management science and practice arose relatively recently. Therefore, sometimes the personnel management function is considered as management. However, this is not true. Personnel management refers to activities aimed at ensuring the organization required quantity employees of the required qualifications and quality in general, their motivation, creation of working conditions and use to achieve the goals of the organization. Human resource management is a management function concerned with people and their relationships within an organization. This is a systematic and continuous process of analyzing the constantly changing needs of an organization for human resources and implementing personnel policies that ensure the long-term efficiency of the organization.

Creating a personnel management system involves, first of all, defining the goals of personnel management. The goals of personnel management of an organization are: increasing the competitiveness of the organization in market conditions; increasing production and labor efficiency, in particular, achieving maximum profits; ensuring high social efficiency of the team’s functioning. Successful implementation of personnel management goals is carried out in the process of performing certain targeted actions (operations) in the main areas of work with personnel (Table 20.1).

Table 20.1 - Contents of personnel management of the organization

Main areas of work with personnel	Human resource management goals	HR Operations
Employment	Providing the organization with highly qualified and interested employees, creating conditions for the most complete satisfaction with their work based on attractive wages, safety and opportunities for promotion and development	Personnel planning Analysis and design of the workplace Ensuring safety and healthy working conditions Recruitment and selection of labor resources Establishing the working hours of personnel Providing leave. Career management Staff release
Staff training	Providing conditions for advanced training for the development of employees and their promotion	Personnel training Training (retraining) Personnel adaptation
Remuneration	Providing higher compensation than in other organizations and in accordance with abilities, experience and responsibility	Incentive management.
Harmonization of labor relations	Establishing specific procedures to effectively resolve labor problems	Relations with trade unions Discipline management Social partnership
Staff Welfare	Ensuring a higher standard of living for workers and quality of life	Social Security Administration

Personnel management is based on the following principles.

1. Democracy in personnel management. Its essence is to create conditions for participation in personnel management for everyone, which ensures a willingness to cooperate and effectively resolve social and production problems among the organization's employees.

2. Collective responsibility in personnel management. Compliance with this principle means the creation of an effective personnel management structure, collective adoption of major personnel decisions with a clear establishment of the powers of each employee in this area, provided for in certain organizational regulation documents, a clear indication of disciplinary liability for the proper performance of their duties, violation of labor and production discipline.

3. Individual approach to personnel management. The essence of this principle is that the forms and methods of personnel management should be determined based on the specific characteristics of a particular position and the individual characteristics of the employee. Personnel work should be based on knowledge of individuals and their needs, which allows for a rational distribution of personnel among positions and structural units.

4. Achieving efficiency and fairness. Following this principle means that decisions made in the field of personnel management must ensure not only production efficiency, but also taking into account public opinion. In practice, this requirement is implemented through: transparency of personnel work; creating a system of self-assessment and labor assessment and personnel changes in accordance with these assessments; development of self-government in organizations and implementation of the principle of a democratic majority, based on the assumption of the equality of all people; determining the level of official salaries of management employees, taking into account the opinions of members of the workforce about their preferred degree of income differentiation and in other ways.

They highlight current HR management activities, HR strategy and HR policies. Human resource management strategy is an organization's functional strategy for achieving its strategic goals by coordinating and distributing its personnel. The implementation of a personnel management strategy involves, first of all, the development in personnel of the qualities necessary for the implementation of the organization's strategy. Personnel policy is a set of principles, rules and regulations for the implementation of current personnel management activities that ensure the achievement of the strategic goals of personnel management.

2. Personnel formation is one of the most important tasks of the organization, which consists of attracting qualified personnel and includes the following operations: planning personnel requirements; analysis and design of the workplace; recruitment (selection) of personnel; personnel selection.

Planning for personnel requirements is one of the components of the task of determining the resources necessary to achieve the organization's goals. The personnel formation process includes three stages: assessment of available resources; assessment of future needs (personnel planning); developing a program to meet future needs.

The main objectives of assessing available resources are: assessing the organization's staffing levels; assessment of the level of preparedness (quality) of personnel; assessing the effectiveness of personnel use; identifying reserves for saving labor resources and developing measures for their use.

The organization's supply of personnel is determined by comparing the actual number of employees in the base period by category and profession with the planned need. Particular attention should be paid to personnel of leading professions. As a result of the analysis, a shortage (surplus) of personnel is revealed in the entire organization and its structural divisions. At the same time, the reasons that determined the discrepancy between the actual availability of personnel and the planned settings are determined. At this stage, for each structural unit and for the organization as a whole, based on the analysis, the following indicators are assessed: the total number of employees; number of employees and their share in the total number; number of workers; additional need for personnel (including employees and workers); ensuring additional demand for workers at the expense of graduates of educational institutions, employment services and other external sources; release of workers and employees; use of released personnel, etc.

The main tasks that are solved in the personnel planning process include the following: creating a healthy and efficient workforce capable of achieving the goals set by the plan; formation of an optimal gender, age and qualification structure of personnel; training, retraining and advanced training of personnel; improvement of labor organization; labor stimulation; creating favorable working and rest conditions for personnel; increasing productivity and quality of work; ensuring an optimal balance between the number of personnel, wages and labor productivity in the planned period; personnel rotation (hiring, dismissal, transfer to another job); optimization of funds for staff maintenance, etc.

The personnel planning process is an integral part of tactical planning. In accordance with the structure of the tactical plan, personnel planning primarily covers labor planning and wage planning. To do this, the personnel plan has three sections: labor plan; staffing plan and salary plan.

In the plan for labor and the number of personnel of the organization: labor productivity indicators are calculated; the labor intensity of manufacturing a unit of product and the planned volume of product output, the number of employees in the context of various categories of personnel, the planned amount of costs for maintaining the personnel of the company and its structural divisions, the number of released (dismissed) and hired employees are determined; measures are planned to improve the organization of work, training, retraining and advanced training of personnel, the formation and use of a personnel reserve; initial data is prepared for planning the wage fund and wage fund, the average salary of the company's employees, etc.

In accordance with these requirements, a personnel development plan is drawn up in the personnel plan, which sets tasks for hiring new employees, laying off or transferring workers to another job, training, retraining and advanced training for the company’s personnel. Taking into account the personnel development plan and the tactical goals of the company, the functions, powers and responsibilities of the organization’s structural divisions, production and organizational structure are clarified, a new staffing table is drawn up, and other activities are planned. In the process of personnel development planning, a personnel reserve of employees is formed for promotion to higher positions. The main goal of planning personnel development in an organization is to increase the efficiency of using labor potential.

When planning the number of employees of an organization, one should distinguish between attendance, payroll and average payroll.

Turnout number determined when planning the number of workers. It represents the number of workers who must be at work every day to ensure normal production.

Headcount includes total number all employees of the organization (permanent, seasonal, temporary), including employees actually working, on business trips, on vacation, not coming to work due to government duties and illness, as well as with the permission of the administration, absenteeism, etc. .p.

The roster changes constantly throughout the year. Therefore, when planning, population indicators are determined by average number of employees. This indicator is determined by dividing the sum of the payroll for all days of the planning period by the total number of calendar days in the planning period.

The basis for calculating the planned number of workers is the planned volume of production, the growth of labor productivity, the labor intensity of manufacturing one product and commodity (gross) output, as well as useful fund working hours. Depending on the composition of the source data, the following are distinguished: headcount planning methods: base number adjustment method; based on the labor intensity of the production program; based on labor productivity.

Headcount planning method by adjusting the base number of employees is enlarged and applied at the stages of pre-planning work. It is relatively simple, has little labor intensity for planned calculations, and requires a small amount of information. However, the accuracy of the calculations is low. The use of this method is justified in enterprises with homogeneous production, for example, in light and food industry, in extractive industries, etc. Using the method of adjusting the base number, you can determine the planned number of employees in the company as a whole, in the context of structural divisions and various categories of employees.

In those organizations where labor productivity (output per employee) is used in planned calculations, the planned number can be determined on the basis of production volumes of commodity, gross, net products at the organization's wholesale prices and planned output per employee

For more accurate calculations of the number of employees, organizations use a method based on the labor intensity of the production program. In this case, the number is determined by dividing the labor intensity of the production program by the useful working time of one employee.

To determine the total need for personnel of employees (management workers), the following basic methods can be used: staffing and nomenclature, normative and saturation standards.

Staff nomenclature method is based on the application of nomenclatures of positions to be filled in the organization’s staffing table. This method allows you to determine the current need for managers - both general and differentiated by level of training (with higher and secondary specialties) and by groups of specialties (specialties).

To determine the general need for managers in the current period, given the planned amount of work and reasonable standards (load or service), it is recommended to use normative method calculation. This method is based on the use of plans or draft plans for the volume of production (work) and labor standards for specialists. In this case, the total need is calculated by dividing the volume of work in the planned period by the standard load per employee or by multiplying the volume of work by the standard service per employee.

For more accurate and reasonable calculations of the total need for management employees in the future, it is advisable to use saturation standard method. Saturation standard- an indicator expressing the share of participation of managers in the total aggregate labor of workers, subject to their rational use. The saturation standard reflects the organization’s objective need for management employees in relation to all employees. It is calculated as the ratio of the planned number of employees to the planned number of employees (in fractions of a unit or percentage). The saturation standard is different in organizations in different industries. Its value depends on the complexity of the products being created and manufactured, the level of technical equipment of production, the volume of research and development work, the organizational structure of management and the level of work organization of managers.

The program to meet future needs establishes the means by which the organization will be shaped by its workforce. It includes: a specific schedule and activities for attracting, hiring, training and promoting employees required to achieve the organization's goals.

The analysis and design of the place is carried out in order to determine the requirements for the qualities of workers during their selection. This function includes the following work: analysis of equipment and equipment of workplaces; spatial analysis material elements production; analysis of workplace maintenance; analysis of working conditions and safety precautions; analysis of employee actions in the workplace; design of the workplace (work process)

The formulation of requirements for the qualities of workers in Russian economic practice is carried out, as a rule, in the form qualification requirements. The qualification requirements for each position have three sections. In the section " Job responsibilities» basic labor functions have been established that can be entrusted in whole or in part to an employee occupying a given position, taking into account the technological homogeneity and interconnectedness of work, allowing for optimal specialization of employees. The “Must Know” section contains the basic requirements for the employee in relation to special knowledge, as well as knowledge of legislative and regulatory acts, regulations, instructions and other guidance materials, methods and means that the employee must use when performing job duties. The section “Requirements for qualification level” defines the level of professional training of the employee necessary to perform the provided job duties and the requirements for work experience. Organizations that use foreign, primarily American, experience formulate employee requirements in the form of job specifications. The job specification includes the following: education and education (requirements for the level of academic knowledge and type of education); physical conditions (age requirements, health, appearance); experience; capabilities; skills and knowledge.

The search for applicants for a vacant position during recruitment can take place both within the organization and outside it. In this regard, a distinction is made between external and internal types of hiring.

Internal recruitment involves the promotion of an organization's employees through the ranks or the implementation of personnel rotation. At the same time, the method of notifying all employees in the organization about vacant positions is used. When hiring internally, the following guidelines should be used.

1. Internal hiring should begin at least a week earlier than external hiring.

2. All selection criteria and their ranking should be communicated.

3. A sufficient number of application forms should be distributed.

4. All applicants should be informed of further actions in the event of acceptance of any of the candidates for the applied position.

External recruitment involves informing, if possible, the entire working population. Sources of external recruitment are: vocational education institutions; advertisements in the media; people looking for work; employment services; employment offices and others.

At the selection stage, the organization’s management selects candidates from the reserve created during recruitment. A typical selection decision-making process has the following stages: analysis of candidate profiles; preliminary selection conversation; filling out the application form; job interview; testing; checking references and track records; medical examination; decision making. When carrying out selection, one should not allow actions that contradict current legislation, especially in terms of discrimination in hiring.

Organizations that use questionnaires when forming a list of candidates, as a rule, use the following blocks of questions: individual information (name, address, date of birth, marital status, living conditions); education (school, vocational school, technical school, university, college); career (previous places of work, current salary level); health status; interests and hobbies in free time; information about why the candidate wants to get this particular job; names of guarantors. The candidate has the right not to answer certain questions of the questionnaire.

The preliminary selection conversation and the hiring conversation are conducted on pre-prepared questions, including questionnaire questions, in free form. The conversation is structured around questions that are important selection criteria.

Testing a candidate involves assessing the most essential qualities for a given position. The most common tests are: test of performance of individual jobs at the intended workplace; psychomotor ability test; clerical aptitude test; mental ability and mental maturity test; personality tests; integrity tests.

A medical examination is carried out if required by the specifics of the profession. It is carried out according to a special form, which involves visiting doctors of a number of specializations. Particular attention is paid to the problem of alcohol and drug use.

3. Discipline means a certain order of behavior of personnel that meets the norms of law and morality accepted in society, as well as the requirements of the organization. Discipline is characterized by the degree of compliance with the technology of the labor process, established work regimes and internal regulations.

Discipline management is carried out taking into account the following principles.

1. The principle of personal discipline of a leader. It requires exemplary leadership behavior for subordinates. This behavior presupposes: personal organization of the leader; optimal, effective and complete performance by the manager of official duties; assistance in monitoring compliance with discipline by ordinary employees; social responsibility of the manager for the consequences of his decisions.

2. The principle of objectivity and legality of disciplinary actions. Compliance with this principle in the activities of employees leads to the impossibility of using disciplinary measures to settle scores with opponents.

3. The principle of combining collective and individual responsibility for the state of discipline. It is assumed that the use of collective responsibility measures contributes to the inclusion of the entire team in the management of discipline and its impact on the offender. This creates a group discipline therapy.

4. The principle of forming public opinion. Its essence lies in the requirement to create an environment of intolerance towards any manifestations of violation of discipline, as well as to encourage disciplined workers through a set of moral incentive measures. These include: awarding medals, orders, certificates; inclusion on the Board of Honor, in the Book of Honor, on the Walk of Labor Glory; conferring honorary titles; publication of articles in mass media, etc.

5. The principle of inevitability of punishment. This means that for every violation there must be a reaction from management in the form of disciplinary action. Research into this problem shows that impunity has a destructive effect not only on the offender himself, but also on all other workers.

6. The principle of purposefulness in discipline management. Discipline management is a systematic work that should include clearly defined goals, methods and methods of influence. Constantly changing the level of demands means provoking conflict situations.

7. The principle of compliance with the management hierarchy. This requirement means that disciplinary actions must be carried out primarily by immediate supervisors.

8. The principle of fairness of punishment. This means that only violators should be punished, and in some cases, persons who assist the violator or who do not take preventive measures to prevent the violation. At the same time, the disciplinary measure must be adequate to the violation, the damage caused by the violator, as well as the current situation and individual characteristics violator. Unfair punishments demoralize subordinates without improving the subordinates.

9. Principle integrated approach to discipline management. Discipline management is one of the functions of personnel management, which is closely related to other functions. Therefore, the effectiveness of measures to strengthen discipline depends on the effectiveness of the implementation of other functions. This can be ensured with the proper level of work of the personnel service. It should provide influence on personnel in order to strengthen discipline from various sides (administration, public organizations, family, etc.) and various methods (economic, administrative, socio-psychological).

Discipline management in an organization is a process that includes the following, successively replacing each other, main functions: prevention of disciplinary violations; organizational support for disciplinary work; control and response to the state of discipline.

Prevention of disciplinary violations involves the implementation of measures aimed at preventing possible violations of discipline. This process has the following: identification of the most likely violations of discipline; determination of the most probable causes of violations of discipline; justification of the main directions for preventing violations; planning and implementation of specific measures to prevent violations of discipline.

The following main violations of discipline occur in organizations: careless performance of duties; violation of the workday routine; violation of the rights of other workers; showing up at work while intoxicated; damage or theft of property; excessive or insufficient initiative; concealment of facts of violation of discipline.

The research also made it possible to identify the main reasons affecting the level of discipline of employees. Conventionally, they can be divided into three groups: production and technological; socio-economic; personal.

Production and technical reasons include: poor working conditions; technological specifics of labor; changes in work organization; unsatisfied material and technical support of labor processes.

Socio-economic reasons include: staff shortages; suboptimal demographic structure of personnel; harmful traditions in the team; transport difficulties when leaving and arriving at work; shortcomings in medical and public services; difficulties and shortcomings in organizing leisure time; rude management style.

Personal reasons include: a discrepancy between a person’s character traits and the specifics of the job; family problems; illnesses and ailments.

These reasons, of course, do not exhaust the complete, possible list, but at the same time, they make it possible to give an idea of the incentives for violation of discipline in the organization and, on this basis, to develop measures to prevent violations.

Main directions for preventing violations of discipline are formed in accordance with the causes that give rise to them and can be grouped in the same way. When planning specific events in an organization, you should pay attention to special attention on their targeting and timing.

Organizational support for disciplinary work includes, first of all, the development and implementation Regulations on the management of disciplinary following contents .

Section one: general provisions. It specifies the purposes and scope of the said Regulation.

Section two: reward system for exemplary discipline. This section provides a list of measures for moral and material incentives to strengthen and maintain exemplary discipline.

Section three: system of disciplinary actions. Its contents include: a list and definition of disciplinary offenses; list and definition disciplinary sanctions; the procedure for examining, registering offenses and imposing penalties; responsibilities of officials ensuring discipline; a list of valid reasons put forward to justify the misconduct; procedure for filing and reviewing appeals in special cases.

Control over compliance with discipline in organizations must be carried out on the basis of well-known principles of control, which ensures its effectiveness and the possibility of taking measures by the administration in accordance with the Regulations on the management of discipline in the organization.

4. In the development of personnel utilization programs in the early seventies in the United States and countries Western Europe programs for career management, that is, promotion, were developed. In this case, professional and professional advancement is understood as the sequence of various steps (positions, jobs, positions in the team) proposed by the organization that an employee can potentially go through. A career is understood as the actual sequence of steps occupied (positions, jobs, positions in a team). The coincidence of the intended path of professional advancement and the actual career in practice occurs quite rarely and is the exception rather than the rule.

Career management is a formal program for the advancement of employees that would help them discover their full potential and use it in the best way possible from the organization's point of view. Career management programs help organizations use their employees' abilities to the fullest, and enable employees to make the most of their abilities. A formal career management program enables people to see their work in the organization as a series of moves through different positions that contribute to the development of both the organization and the individual. This is important because people tend to be quite passive about their careers. They tend to have important career decisions driven by other people rather than by their own interests, needs, and goals. The results of promotion programs are greater commitment to the interests of the organization, increased motivation, productivity, decreased turnover and better use of employee abilities.

Russian organizations practice the creation of so-called “personnel reserve groups”. Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities. It requires elaboration of the entire chain of promotions, transfers, and dismissals of specific employees.

The following main stages of the process of forming a personnel reserve can be distinguished: drawing up a forecast of expected changes in the composition of management personnel; preliminary recruitment of candidates for the reserve; obtaining information about the business, professional and personal qualities of candidates; formation of the personnel reserve.

The main criteria when selecting candidates for the reserve are: appropriate level of education and professional training; experience of practical work with people; organizational skills; personal qualities; health status, age.

The sources of formation of the personnel reserve are the following: qualified specialists; deputy heads of departments; lower level managers; certified specialists employed in production as workers.

Domestic organizations have developed a certain procedure for selecting and enrolling in the personnel reserve group.

1. The selection of candidates should be carried out on a competitive basis among specialists under the age of 35, who have proven themselves in practical work and have a higher education.

2. The decision to include employees in reserve groups is made by a special commission and approved by order of the organization.

3. For each employee (trainee), the internship supervisor (main) and the supervisors of the internship stages are approved, who draw up an individual internship plan for each stage.

4. Managers of trainees included in the personnel reserve group receive financial remuneration for successful completion trainee stages of the career and professional advancement system.

5. The intern is given a salary corresponding to the new position he occupies, but higher than the previous salary, and he is subject to all types of material incentives provided for this position.

The release of personnel is a type of activity that involves a set of measures to comply with legal norms and organizational and psychological support from the administration when dismissing employees. Planning work with resigning employees is based on a simple classification of types of dismissals. The classification criterion in in this case is the degree to which an employee leaves the organization voluntarily. Based on this criterion, three types of dismissals can be distinguished: dismissal at the initiative of an employee(in domestic terminology - according to at will); dismissal at the initiative of the employer(in domestic terminology - at the initiative of the administration); retirement.

Relatively unproblematic from the point of view of the organization (if we abstract from the subsequent problems of hiring and adapting new employees) is the departure of an employee on his own initiative. In most cases, this transition is viewed positively by the employee himself. His professional activities and social environment either do not change significantly, or the employee is practically ready for such changes. Therefore, the need for support from the administration is usually small.

Dismissal at the initiative of the administration is an extraordinary event for any employee. Many people, faced with the need to quit, feel fear, depression, and confusion. Therefore, the organization must carry out a number of measures to help reduce the negative consequences of dismissing an employee both for himself and for the organization. IN the latter case This means that an employee may have confidential information about the activities of the organization, the disclosure of which could cause significant damage to the organization.

In general, the system of measures for the release of personnel includes three stages: preparation; transmission of notice of dismissal; consulting.

At the preparatory stage, the administration creates the prerequisites for carrying out a program of activities. This includes deciding whether dismissal is necessary, and if so, whether it is necessary to use this particular system of measures. The decision on whether to implement the system of measures under consideration may depend, for example, on the reason for which the employee is dismissed. Thus, in accordance with Russian labor legislation, dismissal at the initiative of the administration may be due, for example, to such reasons as: liquidation of an enterprise, reduction in the number or staff of employees; incompatibility of the employee with the position held or the work performed; failure by an employee to fulfill his official duties without good reason; absenteeism, including absence from work for more than three hours during the working day; reinstatement of the employee who previously performed this work; showing up at work under the influence of alcohol or drugs; committing theft of property at the place of work. It is quite logical that the administration of the organization has the right not to assume responsibilities for supporting an employee in the event of his dismissal for some of the above reasons.

The second stage of activities - communicating the notice of dismissal to the employee - makes the dismissal process official and represents the starting point for further consulting work.

The third stage - consulting - is the central link in the entire process of managing the release of personnel. This stage generally includes three phases. On first phase With the help of consultations from the personnel management service and self-assessment on the part of the employee, an attempt is made to work through all the failures of work in previous positions and outline new professional and personal goals. On second phase a concept for searching for a new job is being formed, for example, developing the necessary documents for future applications for new positions, building a network of future contacts for job search, interview training, etc. Third phase can be called conducting a job search, for example, assistance in choosing from various job offers one from the point of view of the individual goals of the employee.

Dismissal from the organization due to retirement is characterized by a number of features that distinguish it from previous types of dismissals. Firstly, retirement can be foreseen in advance and planned with a sufficient degree of accuracy in time. Secondly, this event is associated with very specific changes in the personal sphere. Thirdly, significant changes in a person’s lifestyle are very visible to his environment. Fourthly, in assessing the upcoming retirement, a person is characterized by some duality of goals, expressed in some cases in doubt about the decision to stop working. Therefore, the process of retirement, as well as a person’s finding a new social role are the object of quite close attention in civilized countries. This attention comes from both the state and the organization where the person worked and contributed to the common cause. Its specific expression is working with pre-retirement and retirement age finds in carrying out certain activities: to preparation courses for retirement; rolling pension.

The system of measures provides mainly for a gradual transition to part-time employment (part-time working week or part-time work), as well as certain changes in wages and the establishment of a procedure for paying pension insurance.

The peculiarity of the current moment in the functioning of organizations is that in order to perform prestigious jobs, a person needs to have an ever-expanding amount of professional knowledge, which is becoming outdated at an accelerating pace. This problem is solved by training and advanced training. At the same time, in some organizations it is adopted and implemented lifelong learning concept. Continuous learning is a consistent deepening and expansion of knowledge that helps improve a person’s skills in accordance with the requirements of scientific and technological development and improvement of the economic mechanism. The implementation of the goals of lifelong learning is based on the principle advanced learning- training a person taking into account the requirements expected at the time of completion of training.

The above concept can be implemented in domestic organizations as follows. Based on the employee performance assessment, a development program, which contains a list of activities aimed at providing the employee with additional knowledge and skills to perform work, improving his motivational aspirations and personal qualities, and a career transfer scheme. The key objective of the program is to ensure the development of the employee’s abilities necessary for him to perform increasingly complex work, and to maintain his knowledge and skills at a competitive level. The implementation of such a program creates conditions for human mobility, motivation and self-regulation.

The following stages of training are distinguished: p primary training - formation of knowledge and skills among employees without a specialty; V toric training (retraining) - adaptation of the existing professional specialization of an employee to the changed conditions of the technical basis. At the same time, secondary training has varieties: retraining, which is organized with the aim of mastering new professions by released employees who cannot be used in their existing profession; advanced training - continuous improvement of the qualifications of company employees within the framework of professional specialization in the process of their training, aimed at the constant development of professional knowledge and skills.

Forms of training for personnel of various professions are different. These include, first of all, on-the-job and off-the-job training with detached and without interruption from production.

Personnel adaptation is understood as adaptation, the basis of which is the gradual entry of the employee into new professional and socio-economic working conditions. The main goals of adaptation are: training in the specifics of working in this particular organization; reduction of start-up costs; reducing uncertainty among new employees; reduction in labor turnover; saving time for managers; developing a positive attitude towards work.

There are two directions of adaptation in organizations: primary, that is, the adaptation of young personnel who do not have professional experience; secondary, that is, the adaptation of workers with professional experience.

There are two types of adaptation: production and non-production. The production type includes: professional; psychophysiological; socio-psychological; organizational and administrative; economic; sanitary and hygienic. To non-production - adaptation to living conditions, adaptation to non-production communication with colleagues, adaptation during the rest period.

Onboarding Management in the organization is carried out in accordance with the adaptation program. The adaptation program is divided into general and specialized.

The overall program affects the entire organization and addresses the following issues.

1. General idea of the organization: development trends, goals, priorities, problems of the organization; traditions, norms; products and their consumers; types of activities; organization, structure, relationships between departments; information about senior management; internal relations.

2. Remuneration.

3. Additional benefits: types of insurance; temporary disability benefits; severance pay; sickness benefits for employees and family members, maternity benefits, pension amounts; on-the-job training opportunities.

4. Occupational health and safety: precautions; fire safety and control regulations; rules of conduct in case of accidents; first aid places.

Practice shows that the organization's concern for the working and living conditions of its staff is as important as the payment of wages. The welfare of employees is currently considered at leading enterprises as a social responsibility of management to its employees. Necessity workers' social security at the enterprise is as follows: social security is reflected in the growth of labor productivity; healthy people are always more productive, losses and illnesses are reduced; the turnover of human resources is reduced due to dissatisfaction with working conditions and loyalty to the enterprise.

1. Catering, including during work breaks, selling products at prices lower than in the markets.

2. Sports and social events (organization of sporting events, evenings, travel, excursions, etc.).

3. Medical care (medical control at the workplace, organization of pharmacies, health insurance, resort and sanitary treatment).

4. Pensions and life insurance.

5. Training and education (payment for nurseries, kindergartens, secondary schools for children, advanced training and training).

6. Obtaining housing (partial payment, provision of rented premises, etc.).

7. Organization transport services(moving to and from work, shopping, etc.).

Trade unions can play an important role in the management of an organization. Trade unions are organizations that unite workers and create to represent and protect their interests. Trade unions are not only an economic, but also a socio-political institution, therefore the purpose of their activities is to respond to both economic and political interests.

Trade unions perform the following main functions: negotiating on behalf of labor collectives; participation in regulation of the minimum wage; encouraging employers to improve the professional level of employees.

The degree of worker participation in a union determines the degree of union power and is determined by the achievement of a balance between the provision of union services and the demand for them. At the same time, the demand for the services of trade unions is influenced by the following factors: the difference in wages and the likelihood of finding and building a job between union members and other workers; - personal representations; - demographic structure of the workforce. The supply of trade union services is influenced by the following factors: legislation; degree of opposition from employers; degree of competition, etc.

In economic theory, there are two points of view on the problem of the influence of trade unions on economic efficiency. Thus, according to a negative assessment, the activities of trade unions lead to the following negative consequences: losses from strikes; restrictions on the movement of personnel, which increases search costs; rising unemployment, driven by wage rigidity; decrease in profit level. In accordance with the positive assessment of the impact of trade unions on economic efficiency, trade unions are considered as an institution of “collective voice”. At the same time, their role is to unite the interests of workers and employers, preventing unjustified dismissals, which helps reduce competition in the labor market. At the same time, it is believed that the actions of trade unions have the following consequences: reducing staff turnover and, consequently, reducing the costs of turnover; consolidation of rules ensuring the promotion of employees with experience; generalization of experience and rationalization of proposals; strengthening discipline; reduction of costs from concluding employment contracts in the presence of collective agreements.

Incentive management is a management function, the object of which is the motives of people’s behavior, and the goal is production maximum quantity products high quality with minimal expenditure of resources. Incentive management is based on H. Emerson's 12 principles of performance: clearly defined ideals or goals; common sense; competent consultation; discipline; fair treatment of staff; fast, complete, accurate and permanent accounting; dispatching; norms and schedules; normalization of conditions; rationing of operations; written standard instructions; reward for performance.

5. Motives- these are needs, the fulfillment of which has become imperative, which determines human behavior. Motivation is a set of conditions or motives that influence human behavior and guide his activities. The development of motivation in the theory and practice of management in retrospect went from offering appropriate monetary rewards in exchange for efforts made to the realization that the internal motivation for action is the result of a complex set of needs that are constantly changing. The function of motivation is the most important in leading people in organizations in a democratic society

Depending on what is stimulated - the activity itself or the result - types of motivation: current motivation and motivation based on results.

Current motivation is aimed at stabilizing the already achieved level of behavior or at adjusting it in the direction necessary for the organization. At the same time, the incentive should be such as to constantly maintain the employee’s interest in continuing the activity. Here the form, method, and mode of encouragement are more important than the magnitude. So, it can be quite regular or unexpected (episodic). Sometimes it is advisable to provide incentives “upfront”, stimulating the employee to maintain the desired behavior.

Motivation based on results is related to the results achieved, so it must reflect the employee’s true contribution to the organization. Reward (or punishment) must be fair, timely, and create in the employee a desire to improve his work.

In practice, managers rely on certain theories of motivation, which can be divided into two groups: substantive and procedural.

Table 1

Brief description of substantive theories of motivation

The name of the theory and its author	The main content of the theory
A. Maslov's hierarchy of needs theory	Needs are divided into primary and secondary and represent a five-level hierarchical structure. Human behavior is determined by the lowest unsatisfied group of needs.
ARG theory by K. Aderfer	Human motivational behavior depends on three groups of needs: existence, connection and growth. The transition from one level of needs to another is not hierarchically connected, it is possible in different directions
F. Herzberg's two-factor model	Needs are divided into two groups: those related to external working conditions (“hygienic”) and those related to its content (“motivators”). The first type of factors includes company policy, working conditions, wages, benefits provided by the organization, social status, and job security. The second group of factors directly affects the motivation of employees and helps to increase the efficiency of their work - responsibility and the ability to make decisions, recognition and approval of work results, career advancement, a sense of satisfaction from what has been achieved
D. McClelland's theory of acquired needs	Needs are divided into three groups: the need for power (the desire to achieve goals), the need for success; need for belonging (search and establishment good relations with others, receiving support from them)

Table 2

Brief description of procedural theories

Name of theory	Contents of the theory
V. Vroom's expectancy theory	It is based on the concept of expectation, considered as a given person’s assessment of a certain event, and includes the action of three factors: expectation regarding the costs and results of labor; expectations regarding results and rewards; valence, that is, the degree of satisfaction with the reward. The more expectations are met, the higher the valence, the more effective the motivation.
J. Adams' theory of justice	The basis of a person’s work behavior is the desire for a fair assessment of his efforts in comparison with the assessment of the efforts of other employees. If a person believes that he is underestimated, motivation and work productivity decrease
Comprehensive theory of motivation by A. Porter-E. Lawler	Includes elements of expectancy and equity theories. The motivation process depends on the action of five variables: effort, ability, results, reward, and employee satisfaction with his role. Effort is a function of the value of the reward and its probability. Satisfaction is a function of the magnitude of the reward and its fairness
Theory of amplification by V.F. Skiner	Employee behavior is largely predetermined. A person’s reaction in response to specific actions and events leads to a certain result (consequences). If the result is positive, the employee tends to repeat his behavior in a similar situation; if negative, he will avoid similar actions or behave differently in the future

A motivation system is a set of elements (motives) that is implemented in professional activities and allows taking into account the basic needs and life values of employees.

A simple model of the motivation process consists of three elements: needs, goal-directed behavior, need satisfaction

Rice. Motivation process model

When forming motivation, managers must use a set of behavioral motives. Among them are: economic activities, non-economic and specific methods.

The essence economic ways is that people, as a result of fulfilling the requirements imposed on them by the organization, receive certain material benefits that increase their well-being. Benefits are distinguished: direct material (cash income) and indirect, which make it easier to obtain income in other ways.

Direct material benefits include wages, bonuses, the opportunity to participate in business profits, various payments (bonuses) and allowances. The system of cash payments is designed to provide employees with the desired level of income, subject to a conscientious attitude to their duties, showing initiative, and increasing productivity.

The organization of remuneration is based on differentiation of remuneration depending on quantity, quality and working conditions.

Different salary levels are determined using tariff system- a set of standards with the help of which the wages of workers and employees are differentiated. The structure of the tariff system includes tariff and qualification reference books, tariff rates of the 1st category.

Tariff and qualification reference books contain detailed characteristics of certain professions and specific types of work, as well as requirements for employees in relation to the knowledge, skills and abilities necessary to perform work of varying degrees of complexity. Tariff rate determines the level of remuneration for first-class workers.

Time-based wage form sets the amount of remuneration depending on the working time worked - per hour, week, month. At simple time system wages are directly proportional to hours worked. Time-bonus system provides for the addition of bonuses to simple time payments for achieving quantitative and qualitative success.

A derivative of time wages is piecework or piece wages. Direct piecework system determines the worker’s earnings by the amount of work performed (the number of products produced) and piece rates per unit of work (product). At piecework-bonus system A bonus for meeting and exceeding quantitative and qualitative indicators is added to earnings at direct piece rates. Piece-progressive system involves the use of regular prices when performing work within the established norms and progressively increasing prices when reaching increasing levels of exceeding standards. At chord system the amount of earnings is determined in advance for the entire volume of work with agreed deadlines for their completion. Accord-premium system provides for the payment of bonuses for quality performance indicators in addition to payment for a piecemeal contract. Accord and accord-bonus wage systems have become widespread in construction, agriculture, repair work.

The ratio of piecework and time-based forms of remuneration depends on the level of development of equipment, technology and the worker himself. Until the middle of the 20th century, the piecework form of remuneration was predominantly used; at present, the time-based form is becoming the most common.

In addition to wages in countries with traditional market economy employees participate in the appropriation of income through participation in ownership - they purchase shares of their enterprise, participate in profits and in the management of the organization. An analysis of the organization of wages in developed countries with market economies shows that it is managed at both the macro and micro levels. Thus, the main forms of wage regulation in the USA, France, and Japan are: government regulation, and above all tax policy; regulation based on collective labor agreements at the national and sectoral level; collective labor agreement in the organization; the labor market, which determines the average wage, etc. All of these forms are closely interconnected and interact with each other, creating a single mechanism for regulating wages. In Japan, “age-based wages” have prevailed for a long time. As long as the age-based pricing of workers corresponds to the increase in qualifications and level of labor productivity depending on length of service, the traditional organization of wages strengthens the system of lifetime employment and contributes to the growth of personnel management efficiency.

Under the influence of new equipment and technology, work becomes more complex, the role of practical skills and knowledge accumulated over a long period decreases, and the importance of those acquired in the most lately. The ability to renew a profession, the ability to develop one’s creative potential, flexibility and speed of reaction - these and other adaptive qualities are now acquiring particular importance. All this led to the development of a new type of tariff, linked to the specific characteristics of the employee, to his individual performance indicators. Some organizations use synthesized systems that combine elements of age-based and labor pricing of employees. In this case, the size of the basic salary is determined by four indicators: age, length of service, professional rank and work performance. Age and length of service serve as the basis for the traditional, personal rate; professional rank and performance serve as the basis for the labor rate. All possible options are summarized in appropriate grids.

The following methods of motivation are considered as indirect material benefits: a sliding flexible schedule, increased vacation, allowing you to earn extra money elsewhere in your free time; the possibility of combining specialties, the ability to work part-time, the provision of time off for part of the time saved when performing work. In addition, some companies undertake the organization and payment (partially or fully) of preventive, sanatorium and resort treatment, recreation and leisure for their employees and members of their families, training and advanced training of employees and their children, payment medical services, etc.. Indirect economic motivation forms employees’ commitment to the organization and attracts new employees to it.

Towards non-economic methods include: organizational and moral. Organizational methods of motivation represent the involvement of employees in participation in the affairs of the organization, motivation by goals.

The theory of participative management suggests that if a person takes part in management, he works more efficiently.

E. Locke's theory of goal setting is based on the fact that all employees, to one degree or another, perceive the organization's goal as their own and strive to achieve it, enjoying the work required for this. Moreover, clarity and definiteness of goals, clarity and specificity of their setting lead to high results.

Moral methods of motivation include recognition of the value and significance of an employee’s activities in the organization and outside it.

They distinguish between personal recognition (mentioning the achievements of employees at meetings, conferences, in reports to senior management, providing the opportunity to put a personal stamp on manufactured products) and public (including the best employees on the “Honor Board”, in the “Book of Glory”, wide dissemination of information about the achievements of employees in the press, at specialized stands, awarding honorary titles, diplomas, badges of honor, etc.). Often public recognition of employees is accompanied by rewarding with valuable gifts and bonuses.

Motivation specialists also note specific methods, which are praise and criticism. The manager must use these methods skillfully, taking into account the specific situation and personality of the employee.

A special form of motivation is identified, since it combines all the methods noted above - promotion (in a position).

The algorithm for creating a motivation system includes performing a number of management operations: analysis of the external and internal environment of the organization; determination of personnel motivation goals; studying the characteristics of individual workers’ motivation to work; choosing methods of motivation that form employees’ personal goals and a certain attitude towards work in order to achieve the set goal; adjusting methods for individual employees and groups of employees.

6. Personnel services, as separate structures, arose abroad in the first quarter of the twentieth century, when organizations tried to take into account the increasing number of conflicts between employees and management and develop a system of measures to prevent and resolve them. The place of personnel services has changed along with the understanding of the role of personnel in the organization. In Russia, the functions of personnel services are also gradually being transformed from storing information about personnel, including for the needs of the state, to the creation of centers for the development and implementation of labor strategies.

It should be noted that not all personnel management operations are necessarily carried out by the personnel department. In large organizations, the HR department must perform the following operations.

1. In the field of employment: personnel planning, organizing relationships with employment services, universities, surveying applicants, conversations, transfers, dismissals, organizing accounting;

2. In the field of training: provision of instructors, organization of advanced training, provision of educational process, etc.;

3. In the field of remuneration: review of the remuneration structure in the organization, consultations on remuneration issues;

4. In the field of industrial relations: negotiations with trade unions, creation of management bodies together with workers, consultations on labor legislation, acting as a representative of the organization in external negotiations;

5. In the field of welfare: organizing cafeterias, first-aid posts, creating conditions for recreation, organizing transport, housing policy, interaction with the pension fund.

As a rule, the HR department is headed by the head of the department. In addition to him, the department may include heads of sectors: on issues of relations with personnel, on issues of professional development, on personnel assessment and scientific research, etc.

When designing and arranging an office space, if there is a computer, you should allocate at least 6 m2 per employee. Workplaces of HR specialists must be located closer to each other. Work desks should be placed so that natural light from windows falls to the left or in front of the worker. To eliminate the adverse effects of thermal radiation from heating devices on workers, workplaces should not be located near them, or heating radiators should be covered with special shields. To ensure free passage to places of collective use, the size of the passage must be at least 60 cm. In general, a rational layout of the workplace should ensure that the place of labor items is placed within the working area of specialists.

An important role in improving the qualifications of HR specialists

on personnel management in the organization

Achieving a certain quality of personnel that can ensure competitiveness and strategic development of the enterprise. This includes personal and professional development of specific employees.

In accordance with the goals and objectives, they are formed directions in personnel management.

1. Management of training and formation of personnel:

· implementation of socio-demographic policy;

· determination of personnel needs;

· staffing management;

· management of personnel training and development.

1 Control of placement and movement of frames:

· placement of personnel in structural units, areas, workplaces;

· organization of intra-organizational personnel movement;

· organization of professional and qualification movement of personnel;

· organization of job promotion for managers and specialists;

· management of professional adaptation.

2 Manage the use of frames:

· using the achievements of scientific and technological progress to change the nature and content of work;

· scientific organization of work.

3 Labor economics:

· rationing of labor;

· remuneration and incentives for work, a system of material and moral incentives;

· assessment of labor efficiency.

4 Personnel development:

· training and retraining, increasing flexibility in use;

· interpersonal relations between employees, workers and administration, public organizations.

2. Personnel policy of the organization, its goals, objectives and strategy

Personnel policy– the main direction in working with personnel, a set of fundamental principles that are implemented by the organization’s personnel service. This is a strategic line of behavior in working with personnel.

Personnel policy determines goals :

· dismiss employees in difficult situations or strive to retain them; retain all personnel or its core; how to save;

· train workers yourself or look for already trained workers;

· when recruiting, recruit personnel from outside or use internal resources;

· when increasing the volume of work, expand the hiring of workers or increase the efficiency of existing personnel;

· invest money in training “cheap” but highly specialized workers or “expensive” but maneuverable ones.

Personnel policy ensures tasks :

· timely staffing of workers and specialists;

· formation of the required level of labor potential while minimizing costs;

· stabilization of the team;

· motivation for highly productive work;

· rational use of labor.

When determining strategies The position of the company in the market is taken into account:

· which business to stop;

· what business to continue;

· what business to go into.

Reference strategies :

· concentrated growth strategy;

· integrated growth strategy;

· diversified growth strategy;

· reduction strategy.

3. Personnel management system and its regulations .

It consists of a large number of subsystems, the central core of which is a functional subsystem based on four supporting subsystems.

The functional subsystem of the control system implements the following tasks:

Main task :

Secondary task :

· labor protection;

· medical care;

· social and cultural events.

Management system activity regulated.

At the state level: Labor Code of the Russian Federation, Civil Code of the Russian Federation, Law of the Russian Federation on collective bargaining agreements, Law of the Russian Federation on education, Law of the Russian Federation on pensions, Law of the Russian Federation on the fundamentals of the tax system of the Russian Federation, etc.

Enterprise level :

· the charter of the enterprise;

· the constituent agreement;

· contract with the administration.

· documents: Structure and staffing, Staffing table, Internal labor regulations, job descriptions.

4. Personnel composition of the organization, its structure, characteristics

certain groups of workers in this structure .

The personnel at the enterprise are represented two groups :

· industrial production personnel (PPP);

· non-industrial personnel.

Industrial and production personnel– this is the social structure of personnel by category, profession and position, see Fig.

· basic workers;

· support workers.

Non-industrial personnel– persons whose labor activity is related to the performance of work related to other (except industry) sectors of the national economy.

Total number of personnel– the total number of people who have an employment relationship with the enterprise, including under a contract.

Payroll– composition of the PPP according to the staffing table at a certain point in time.

Turnout– the number of PPP that should be at workplaces in the planning period.

Average composition(per month) is determined by dividing the payroll amount for all days of the month (including weekends and holidays) by the number of calendar days in the month.

5. The essence of the analysis of the qualitative composition of the organization’s personnel and its purpose

Analysis of the qualitative composition of the organization’s personnel allows us to lay the basis for planning such indicators that can ensure the necessary level of competitiveness of the organization.

Personnel indicators make it possible to assess the rationality of the professional structure of personnel and the correct placement of personnel. The average age of workers allows us to judge the potential of the workforce.

Analysis of personnel costs and their share in total production costs makes it possible evaluate the efficiency of use of labor resources. The structure of personnel costs allows us to judge the rationality of the organization of wages, the structure of income of workers, and the degree of social protection of personnel.

This tool for reducing personnel costs when planning labor productivity and the number of employees. As a normative basis for calculations, it is necessary to use a benchmarking strategy, i.e. use the indicators achieved by similar organizations - competitors.

Three types of analysis can be distinguished:

1. Preliminary. Precedes the development of planned indicators and uses an information data bank about competing organizations to compare external data with its own and determine the strategy for its further development, set maximum permissible indicators for labor planning.

2. Current. Aimed at studying mainly internal factors of the organization’s activities and studying deviations of actual indicators from planned ones.

3. Retrospective analysis. It is carried out across the entire range of indicators, in the context of various products, expense items, in relation to the places where expenses arise. The results make it possible to identify the dynamics and trends of changes in both personnel costs and labor productivity, number of personnel, then compare them with competitors’ data, identify weaknesses and determine ways to optimize them.

During the analysis, computer packages of statistical analysis programs such as SPSS, Statistics, etc. are used, including to identify latent processes.

6. The concept of a personnel management system and characteristics of its individual subsystems

The personnel management system consists of a central core - a functional subsystem, which is based on four supporting subsystems (see figure)

Functional subsystem The management system is designed for effective personnel management, taking into account the creation of favorable socio-psychological and ergonomic working conditions:

· main function is effective personnel management;

· secondary function – creating favorable conditions for the work of personnel.

Main function implements the following tasks:

· Management of training and staffing;

· management of personnel placement and movement;

· personnel management;

· management of socio-psychological factors.

Secondary task :

· labor protection;

· medical care;

· social and cultural events

Information designed to collect, systematize and analyze information necessary when making personnel and management decisions.

Financial subsystem is intended to raise funds to solve the problems of personnel management.

Socio-psychological subsystem designed to provide socio-psychological support for management functions (motivation, adaptation, conflict management, etc.).

Legal subsystem is designed to ensure compliance of the actions of personnel managers and the entire personnel system as a whole with the requirements and conditions of the legislative framework.

7. Marketing activities of the organization in the field of attracting personnel, the concept of personnel competitiveness

Personnel Marketing– a type of management activity aimed at identifying and covering personnel needs.

Marketing Challenge personnel – to be aware of the situation on the labor market to effectively cover the need for personnel.

Marketing activities in the field of personnel is a set of interconnected stages for the formation and implementation of a personnel marketing plan.

For a diagram of the main stages, see Fig.

External factors :

· situation on the labor market

· technology development

· features of social needs

· development of legislation

· HR policies of competing organizations

Internal factors :

goals of the organization

· financial resources

· human resource potential of the organization

· sources of covering staffing needs

Personnel competitiveness determined by compliance with groups of qualification requirements:

1. General preparation

2. Economic and legal training

3. Vocational training

4. Ability to develop competitive management solutions

5. The ability to organize a team to set and achieve high goals

6. Ability to communicate with people, sociability, leading a normal lifestyle

7. Practical experience and skills

8. Organization of personnel selection, selection criteria

Personnel selection is a series of events and actions carried out by an enterprise or organization to identify from a list of applicants the person or persons best suited for a vacant job and subsequent hiring.

To carry out the selection it is required resources and methods. Selection methods are focused on its various directions and have different assessments of suitability (validity). The selection process has two phases: correspondence and full-time. Correspondence acquaintance with the candidate takes place according to application documents: application, autobiography, certificates, questionnaires, photographs, letters of recommendation, etc. The list of mandatory documents is given in the Labor Code of the Russian Federation and in the Standard Intersectoral Forms approved by the State Statistics Committee of the Russian Federation dated October 30, 1997 No. 71a.

Selection criteria :

· Education. The type of education and its relevance to the intended job is considered

· Experience. Most employers prefer to hire workers with experience

· Physical (medical) characteristics

· Personal characteristics and personality types. Social status (married, single). Age. Employers may prefer certain personality types for different jobs.

In England, it is most often used to interview candidates. 7 point method, recommended by the National Institute of Industrial Psychology:

1. Physical characteristics– health, appearance, manners

2. Education and Experience

3. Intelligence– ability to quickly grasp the essence of a problem

4. Ability to physical labor

5. Disposition– leadership, sense of responsibility, sociability

6. Interests– any hobbies that may characterize the candidate’s personality

7. Personal circumstances– how work will affect your personal life and vice versa

During the conversation with the HR manager need to be determined :

· Is the candidate sufficiently qualified for the job?

· whether he wishes to carry it out under given conditions;

· opportunity to move up the career ladder;

· improvement of the candidate’s profession;

· opinion regarding overtime work, business trips;

· whether this candidate is the most suitable of all the others.

9. Existing forms and methods of training management personnel,

their brief description

Good employee training requires an individual approach to the needs of each employee.

Personnel training can be organized directly at the enterprise on its own, as well as in special training centers, in the system of higher and secondary vocational education ( in-production and off-site training).

With non-industrial training, the role of the enterprise is reduced to determining the requirements not only for the quantity, but also the focus of training, enshrined in the relevant training contracts.

The purpose of the enterprise’s activities in the field of training is to ensure:

· appropriate level of training of the employee that meets the requirements of the workplace (position);

· conditions for employee mobility, as a prerequisite for better use and employment;

· opportunities for employee advancement as a condition for the formation of motivation and job satisfaction.

Forms of in-production training can be very different, including courses at enterprises and institutions with the use of teachers as their own skilled workers, as well as outside specialists.

Deeper knowledge on a wider range of topics can be obtained at special faculties of additional professional training or advanced training courses at higher educational institutions, training centers, in industry and inter-industry institutes for advanced training, as well as at courses and seminars, organized by numerous companies specializing in training and consulting on new regulatory documents and, as a rule, promptly responding to the needs of enterprises and organizations. Education and training of managers and specialists are carried out using trainings and business games, including the use of computer technologies and distance learning systems.

Advanced training of management personnel is more effective if the principle of continuity of training and subsequent rational use of employees is observed, taking into account the knowledge and skills they have acquired.

Work on advanced training is an integral part of the training of the personnel reserve and is provided for by collective agreements between the administration and the employees of the enterprise.

10. Model for assessing personnel performance,

evaluation indicators.

In the process of personnel assessment, three tasks are solved:

· the content of the assessment is determined;

· an assessment methodology is being developed;

· an assessment procedure is created.

Diagnostic model personnel management includes three main objects of analysis:

· people (staff);

· external and internal conditions;

· the enterprise or organization itself.

The model consists of the following blocks :

· external factors;

· internal factors;

· personnel policy.

External factors:

· Government regulation;

· Trade unions;

· Economic conditions;

· Structural composition of the labor force in the labor market;

· Location of the enterprise.

Internal factors :

· Work style;

· Nature of the task (working conditions);

· Working group (compatibility of all group members and their complementarity), availability of resources corresponding to the set goals and objectives.

Personnel policy :

· ensuring equal opportunities for effective work;

· job analysis and planning;

· recruitment and selection of personnel;

· training and advanced training of personnel;

· career planning and promotions;

· wages, social package;

· labor relations, ensuring safe and healthy working conditions

Taking into account the personal characteristics of employees, their preferences and inclinations. Motivational factors that determine staff attitudes towards work.

11. Methods for assessing management personnel, assessment indicators, areas of their use .

To evaluate management personnel Various methods are used.

For example, "360o Certification", in which an employee is evaluated by his manager, colleagues and subordinates.

Standard assessment method. Here, the manager evaluates individual elements of the employee’s work during the certification period using a standard scale on a special form.

Comparison method. The manager compares the results of one employee of his department with the results of others, followed by ranking and identifying groups: the best 10% and the worst 10%.

To solve assessment problems, a methodology is being created that includes:

· identifying a necessary and sufficient set of indicators that most adequately characterize the presence of business and personal qualities in an employee, the results of his activities and behavior;

· algorithm for calculating these indicators, sources of information required for this;

· justification of standard values of indicators;

· aggregation of information and construction of indexes;

Psychological methods assessments can achieve a high degree of accuracy and detail, provided that highly professional psychologists are involved.

Evaluation procedure resolves issues about the location, frequency of assessment, evaluators, technical means, and presentation of results.

Evaluation of employees based on labor results. The assessment is based on the hypothesis about the connection between the level of education and training and the quality of managerial work.

Necessary:

· identify the employee’s suitability for the position held;

· determine the labor contribution to the collective result in order to link the overall efficiency of the employee’s work and the level of his official salary;

· ensure increased individual performance with a focus on the final result.

Labor assessment of specialists includes :

· assessment of results related to core activities (productivity, complexity, quality of work);

· assessment of activities accompanying the main one and related to advanced training, creative and social activity;

· assessment of employee behavior in a team.

Models for assessment are based on tariff and qualification reference books and occupational charts.

12. Organization of personnel certification at the enterprise,

stages of its implementation.

Certification– determination of the degree of compliance of the employee’s qualification level with the qualification level of the work performed by him.

Main tasks of certification :

· determination of the employee’s professional suitability for the position held;

· identifying the prospects for using the employee’s potential abilities and capabilities;

· stimulating the growth of employee professional competence;

· determination of areas for advanced training, professional training or retraining of an employee;

· making proposals for the transfer of personnel, dismissal of an employee from a position, as well as transfer to a more (or less) qualified job.

Stages of certification :

· development and approval of certification schedules;

· determination and approval of certification commissions;

· preparation of necessary documents for certified workers;

· approval of the composition of expert groups;

· assessment of the compliance of the employee’s qualification level with the qualification level of the work he performs;

· registration of certification results;

· familiarizing the certified employee with all the final materials on his certification and making appropriate personnel decisions;

· development of action plans based on the results of certification and monitoring their implementation.

Employees who have worked in their position for less than one year and pregnant women are not subject to certification.

Based on the results of the employee’s certification, the certification commission makes recommendations in one of the following areas:

· corresponds to the position held;

· corresponds to the position held, subject to improvement of work and implementation of the commission’s recommendations with re-certification after a year;

· does not correspond to the position held.

13. Formation of a reserve of personnel for promotion, criteria for assessing management personnel when promoting to the reserve

Management reserve– a group of employees selected for promotion to management positions (positions with a large amount of responsibility) based on the results of an assessment of their professional knowledge, skills, business and personal qualities.

Tasks of forming a reserve :

· timely filling of vacant positions;

· continuity and stability of management of the organization or its divisions;

· appointment of competent, capable employees;

· education and training of applicants for positions, their gradual accumulation of the necessary experience in a new position for them.

Stages of formation of a personnel reserve :

· determination of the need for managers (numerical and official composition of the reserve);

· preliminary recruitment of applicants to the personnel reserve;

· study, assessment, selection of candidates;

· consideration? coordination, approval of the composition;

· work with reserves;

· control over the preparation of the reserve;

· determination of the readiness of persons from the reserve for appointment to a position.

When assessing and selecting candidates for nomination, we take into account system of business and personal characteristics:

· social and civic maturity;

· attitude towards work;

· level of knowledge;

· organizational skills;

· the ability to manage a management system (the ability to make timely decisions, the ability to ensure control over the implementation of decisions, the ability to quickly navigate difficult situation, ability to resolve conflicts, ability to maintain mental hygiene, ability to control oneself, self-confidence);

· ability to support the innovation process;

· moral and ethical character traits.

14. The concept of a business career, its types. Modern representations

about business career management models .

Business career- an individual sequence of the most important changes in work associated with a change in the employee’s position on the vertical scale of labor complexity or the social ladder of jobs (Career - a set of positions held and held in at the moment time worker (actual career; planned career)).

Professional career- this is the formation of an employee as a professional, a qualified specialist in his field of activity, which occurs throughout the employee’s entire working life. It can be implemented at various enterprises.

Intraorganizational career– consistent change of stages of career development, professional and job advancement within one enterprise. Here there is also a “centripetal” career – movement towards the core, the management of the enterprise.

Ensuring the career management process includes subsystems of performers (employees), works (jobs, positions), and information support.

Basic Career Modeling Techniques :

· Individual consultation. Applies to obviously deserved and talented employees. Methods of psychoanalysis are used, i.e. interview, testing, interview, joint development of career options, etc.;

· Group session. It is used as part of the strategic personnel development of the company within departments and divisions;

· Various forms of self-esteem. The main problem is that not everyone is able to give themselves an objective assessment;

· Consulting with the HR manager and consulting with the immediate supervisor;

· Assessment and development centers, where analysis of human problems, goal setting, decision making, conflict prevention and resolution, training, work motivation, and time use can be performed.

Stages of the career model :

A. training

B. inclusion

C. achieving success

D. professionalism

E. revaluation of values

F. skill

G. retirement period

15. Building a career chart for an organization manager

When constructing a career chart, special methods of information saturation of the stages are used, which take into account the system of business and personal characteristics. A career chart can be presented in the form of diagrams, graphs, tables, etc.

Initially, the type of career is selected, since each of its types requires its own resource complex, including a temporary and strict connection to the current situation in the composition of external and internal factors.

Preliminary section includes school, secondary and higher education and lasts up to 25 -years of age.

On promotion area (from 30 to 45 years) there is a process of growth in qualifications and career advancement. Practical experience accumulates, the need for self-affirmation and achieving a higher status grows, and personal self-expression begins.

Conservation area characterized by actions to consolidate results and lasts from 45 to 60 years old. There comes a peak in the improvement of qualifications and its increase occurs as a result of active work and special training. This period is characterized by creativity; there may be an ascent to new career levels. A person reaches the heights of independence and self-expression. Deserved respect for yourself and others appears.

Completion section lasts from 60 to 65 years. Here a person begins to think seriously about retirement. During this period they go active search worthy replacement and training of a candidate for a vacant position

At the last pension site Your career in this organization (type of activity) is over. There is an opportunity for self-expression in other types of activities that were impossible during the period of work in the organization or acted as a hobby. But financial situation and health can make it a constant concern during these years to look for other sources of income and health.

16. Characteristics of personnel management models

in Russia and abroad

Models of personnel management both in Russia and abroad in their concept are determined by the mission (goal) of the organization in terms of the goals, objectives and functions of the personnel management service.

Results-based management model. Here, tasks are delegated to working groups, and the achievement of specific results is determined (the authors of the concept are Finns T. Santalainen, E. Voutilainen, etc.). The key to the success of corporate strategies is the desire of employees to achieve certain results, which makes it possible to place the main emphasis in personnel management on the motivation of human resources.

Model of management through motivation relies on the study of the needs, interests, moods, personal goals of employees and the possibility of integrating motivation with the production requirements and goals of the enterprise. This is “a type of management that gives priority to the motivation of business behavior... over administration and strict control” (E.M. Korotkov).

Framework based model, where employees can independently make decisions within pre-established boundaries - a framework that is set by the importance of the process, norms, and unpredictability. As a result, conditions are created for the development of initiative, responsibility, and independence of employees.

Model based on delegation (Bad Harzburg model, founder Professor R. Heng), i.e. transferring to a subordinate the functions assigned to his manager. The essence is the combination of 3 actions: 1) a clear statement of the problem, 2) a clear definition of the decision-making framework, 3) a clear delineation of responsibility for actions and results.

Model programming participatory management. The main premise of this model is the statement: if an employee takes part in the affairs of the company, is involved in management and enjoys it, then he works more interestedly and productively. Prerequisites for implementation: 1) workers receive the right to independently make decisions regarding the planning of their work activities, the rhythm of work, technology for solving problems, etc. 2) management involves workers in preparing and making decisions on the use of resources, the form of remuneration, work schedule, etc. 3) the employee is given the right to control the quality of products and establish responsibility for the final result, 4) employees take part in innovative business activities with various forms rewards.

17. The role of organizational culture in personnel development

Organizational culture is understood as a social and ethical resource that unites the efforts of all employees to achieve common success. O.N. Vikhansky defined the concept of organizational culture most fully and generally: “this is a set of the most important assumptions accepted by members of the organization and expressed in the values declared by the organization, which set guidelines for people’s behavior.” Organizational culture is not only a condition effective implementation organizational and managerial transformations, but also an independent object of management, because expresses a set of ideas about the purpose of the organization as a whole and the relationship between employees.

Main components of corporate culture:

1) assumptions (what employees consider correct in the organization);

2) values (what employees consider important in the organization);

3) norms (how employees should behave in specific situations);

4) behavior (everyday actions of employees in the course of their work).

Forming an organization's culture is a purposeful, long-term process of changing the behavior and motivation of employees so that they acquire new competencies, knowledge, and skills, which they will subsequently use in their professional activities to realize the strategic goals of the organization and meet their social needs. Managing the corporate culture of an organization is the process of forming and assimilating by employees values and norms that reflect the mission of the organization and help it achieve its goals. It is connected:

1) with the development of attitudes, beliefs and values consistent with the purpose, strategies, external environment of the organization in order to achieve significant changes in the moral climate, leadership style and behavior within the organization:

2) with the inculcation of culture;

3) change management;

4) with the achievement of agreement (unity of the organization’s members in understanding its mission, strategy, values);

5) the main elements of the mechanism for designing and managing culture.

18. Moral and material incentives for work

A mandatory component of the NOT is moral and material incentives for work, the organization of which should be aimed at increasing the employee’s interest in the rational use of working time, mastering advanced techniques and methods of work, and better organization of workplaces.

Practical financial incentives labor manifests itself in different forms and salary and bonus systems. On the other hand, the employee bears financial responsibility for the damage he causes to society and the organization through his wrong actions or inaction.

Moral stimulation labor is associated with the employee’s responsibility for the work performed, with public recognition of the merits of each individual employee.

Important for the scientific organization of labor is also labor discipline. which is determined by the attitude of workers to work and is a necessary condition for the effective achievement of assigned tasks.

Types of discipline:

1) labor discipline - compliance with the established work schedule, fulfillment of the duties assigned to the employee and orders of superior managers;

2) technological discipline - compliance with all

requirements of technological operations provided for by the production process;

3) production discipline - timely completion of production tasks, compliance with equipment operating rules, raw material consumption standards, labor protection and safety rules, rational use of production capacity, timely and high-quality maintenance of workplaces.

19. Features and specifics of managerial work

Managerial work is a type of labor activity to perform management functions in an organization, the purpose of which is to ensure the focused and coordinated activities of the work collective to solve the problems facing it.

Object of managerial labor- organization, structural unit, i.e. scope of its application. Item managerial work - information about the condition of the object and the necessary changes in its functioning and development.

product of managerial work - management decisions and practical actions necessary to ensure the functioning of the facility in the required mode.

functions controls:

goal setting and planning;

organization of execution;

coordination and stimulation of the activities of performers; accounting and control of execution.

managers organizations and structural divisions make decisions on all the most important issues activities of the management apparatus. Job responsibilities: selection and placement of personnel, coordination of the work of performers, production units and management units. The main task is to ensure the efficient work of the production team. The manager's task is to provide general management of the process of functioning and development of the management system. The work of a manager is divided into three parts: production, socio-economic and organizational and managerial.

Specialists perform the functions of preparing, justifying and implementing management decisions. They carry out processing and analysis of information characterizing the state of the production process at a given interval or point in time; provide the development of options for solving certain functional issues of a production or management nature. Management specialists classified into in accordance with management functions and professional training: managers, engineers, economists, accountants, lawyers, etc.

Employees - workers performing a variety of jobs. related to supporting the activities of managers and specialists. They d eat for management operations for secretaries, typists, technicians, laboratory assistants, etc. Main The task is to provide information services to managers and specialists in the development and implementation of management decisions.

20. Positive and negative functions of conflicts

If conflict helps to bring out a diversity of points of view, it gives additional information, helps to find a larger number of options, makes the group’s decision-making process more effective, provides the opportunity for self-realization of an individual, then this is - creative (functional) conflict according to its consequences.

If, as a result of the conflict, the goals of the organization as a whole are not achieved and the needs of the individual are not met, then it is destructive (dysfunctional) and leads to decreased personal satisfaction, group cooperation, and organizational performance. .

Functions and types of conflicts

Conflicts can perform both positive and negative functions.

Positive features:

Identifying problems;

Relieving tension between conflicting parties;

Obtaining new information about the opponent;

Uniting the organization's team in confrontation with an external enemy;

Stimulation for change and development;

Removing the submissive syndrome in subordinates;

Diagnosis of opponents' capabilities.

Negative features:

large emotional and material costs of participating in the conflict;

dismissal of employees, decreased discipline, deterioration of the socio-psychological climate in the team;

View of defeated groups as enemies;

Excessive involvement in the process of conflict interaction to the detriment of work;

After the end of the conflict - a decrease in the degree of cooperation between part of the team;

Difficult restoration of business relations (“trail of conflict”).

In long-term conflicts, the share of business content often decreases over time and the personal sphere begins to dominate. An HR manager spends 20% of his working time on conflict resolution.