The test is the bearer of personnel management functions. Object of personnel management functions
Dear reader! I propose a topic for consideration:. Let's consider it from a practical point of view. What is the object and subject of personnel management in the enterprise?
Object of personnel management
The object of personnel management at the enterprise is the entire staff of employees working under labor contracts, external part-time workers and workers under civil law contracts. Personnel is the totality of all human resources that an enterprise possesses.
It is necessary to distinguish categories of personnel:
1. Leaders;
2.Specialists;
3. Employees;
4.Workers.
And according to the staffing table, the staff is divided into positions, professions, specialties and qualifications. Again, the staff is "gold" enterprise, its invaluable resource and its reliable support.
Therefore, personnel management in an enterprise is essential and is the key to the success of any enterprise.
The subject of personnel management
The subject of personnel management in an enterprise, without a doubt, is the system of knowledge associated with the use of personnel management technology. Which ensures the efficient operation of the enterprise, meeting the needs of the employee and the interests of the workforce.
The technology of personnel management includes the following activities of the personnel management department at the enterprise:
1. Recruiting;
2.Adaptation of personnel;
3. Staff motivation;
4.Development of personnel;
5.Certification of personnel;
6. Personnel rotation.
For the effective use of personnel management technology in an enterprise, it is necessary to create such management mechanisms that would allow quick adaptation of personnel in an enterprise; retain and replenish the team of like-minded people with new promising employees. And also with an active movement towards the goals of the enterprise, to ensure the satisfaction of the interests of the employees of the enterprise.
findings
The conclusion is as follows: the object of personnel management is the personnel working at the enterprise; the subject of personnel management is the application of personnel management technology in the enterprise.
Dear reader! Please express your opinion in the review!
Objects of personnel management- employees of the organization who are affected by the functions of personnel management; the objects of personnel management are all employees of the organization, including carriers of personnel management functions.
Carriers of personnel management functions- divisions and officials of the organization performing the functions of personnel management. The carriers of personnel management functions are:
Organization management;
Deputy heads of the organization;
Line managers of production and functional divisions;
Head of Human Resources Department;
HR departments;
Personnel management professionals.
test questions
1. What does the concept of “personnel management system” include?
2. What subsystems exist in the overall system of work with personnel in
organizations?
3. How are the subsystems of work with personnel interconnected and how
Are they implemented in the totality of the regulatory documents of the organization?
4. What is the fundamental difference between managers and specialists?
Topic 2. The personnel of the enterprise as an object of management
Staff - This is a set of employees in an organization whose labor contributes to the production of final products, the production of works, services, regardless of the form and nature of the labor relationship between the employee and the organization.
The personnel of the organization today must be considered from 4 positions:
1. Personnel as a set of living beings with certain psychophysical differences and needs. Requirements of the personnel to the organization: work regime, labor safety, high salary level, etc.
2. Personnel as a set of individuals (requirements of an employee as an individual: content of work, high status of the profession, high personal status in the organization).
3. Personnel as a set of subjects of production functions (requirements of employees: the presence of functional tasks; the availability of resources; the availability of technology in the process of work, etc.)
4. Personnel as a community of citizens (patriots) of the organization, carriers of the corporate culture component (requirements of employees - the presence of a mission; Goals and strategies of the organization; management actions to form and maintain corporate cultures).
The main features of the staff are:
The presence of his labor relations with the employer, which are drawn up by an employment contract (contract).
Possession of certain qualitative characteristics (profession, specialty, qualification, competence, etc.).
The target orientation of the activities of the personnel, i.e. ensuring the achievement of the goals of the organization by setting adequate goals for the individual employee and creating conditions for their effective implementation
Categories of personnel in the enterprise
Leaders- employees performing management (administration) functions; the specific content of which is determined by the discrepancy between the actual and desired states of the units they lead.
Specialists- employees performing technical and/or engineering functions, the specific content of which is quite diverse and is determined by the content of scientific knowledge and the nature of the tasks being solved.
Employees- employees performing specific (monotonous) functions in the areas of management and service.
workers- workers engaged in the production of products.
Carriers of personnel management functions- divisions and officials of the organization performing the functions of personnel management. The carriers of personnel management functions are:
- - leadership of the organization;
- - deputy heads of the organization;
- - line managers of production and functional divisions;
- - supervisor personnel management services;
- - divisions for personnel management;
- - professionals involved in personnel management problems
Objects of personnel management- employees of the organization who are affected by the functions of personnel management. The objects of personnel management are all employees of the organization, including carriers of personnel management functions
Take, for example, a manager named Sam, whom we will talk about more than once. Let's say his boss's name is Fred, and Fred needs to justify his opinion that Sam doesn't have leadership qualities. What is Fred doing? Do you think he takes an employee evaluation form, finds on it the category that is most relevant in meaning to the specified opinion (assuming that there is one on the form) and puts down a low rating in it? Fred understands that if he does this, then he will have to explain later what he means by putting just such a rating. And this means that he will then have to explain to Sam what indicators will improve his rating, and he will also have to figure out how to help Sam and how to guide him so that he can improve his rating. But that's not all - Fred will have to convince Sam that he needs to improve his rating in this category, and Fred will also have to agree that if Sam manages to improve his rating, then this will affect Sam's salary. Can Fred do it all? The answer is obviously no, and so he simply evades the question. Instead of giving a low rating, he gives Sam an average rating, and maybe writes a couple of words with a hint in the informal part of the form. Hoping that Sam will take the hint, Fred puts the completed form aside and prays to God that this is the end of the matter.
It is possible that in some categories Sam will receive an above average rating, but with all the inevitability the overall result on the form will be average, so Sam will not be able to understand from it what he really does well in his work (i.e. ., he will not be able to understand in what areas he should do the same as before), nor to understand what he is not doing very well (i.e. what he needs to start or stop doing). Despite all the work Fred has done to fill out the form, Sam still does not know what the consequences of the performance assessment should be, and as a result, for Fred, and for Sam, and for the organization as a whole, and for Sam's subordinates, the status quo remains.
The problems of personnel management and the importance of managerial activity are important and are the subject of research by many scientists in our time.
The basic concepts of personnel management include: organization, personnel, personnel, personnel management, human resource management, personnel policy.
An organization (enterprise, firm) is a system that is consciously coordinated by the activities of two or more people who have common goals. In the process of work, the team may change in the organization, but the organization system is preserved.
An organization is a social institution and has several elements. These elements make up the structure of the organization and define it as a special entity that is different from many others (see Fig. 1).
Figure 1 - Basic elements of an organization
In any organization, its goal must be defined, since without a goal no organization can be formed. If there is no goal in the organization, then this organization will not be able to exist. The definition of the goal can be given in two ways - for external observers, participants who use the products of the organization and its own participants, employees of the organization who are included in the process of functioning of this organization.
The human resources working in an organization are the personnel of this organization. Human resources include:
employees of the organization;
Partners involved in the implementation of some projects;
Experts who are involved in research;
Experts who are involved in the development of the strategy.
The strategic factor is the personnel that determines all the work and the future of the organization, since only people do the work in the organization, provide ideas and allow the organization to live and succeed. Any organization, large or small, requires personnel, without which it cannot exist, since the personnel sets the organization in motion with their work. The staff either increase the strength of the firm, or the staff weakens the firm.
The subject of personnel management is the personnel and relations between employees of the organization in the process of production, development and use of their potential in work to achieve the goals of the organization.
The structure of the organization, these are the individual parts and the consistency between them, the degree of rigidity / flexibility, the types of interactions between elements.
Organizational structures are of three main types:
Linear;
functional;
Adaptive.
Organizations need funds to operate. Finance is all the money and other resources that one has or can attract Technology is a way of converting raw materials into the desired products and services.
The purpose of the organization's activity is the mechanism of the organization's work, where the transformation of labor elements into the final results takes place. Management is a process that coordinates various activities, taking into account their goals, conditions for implementation and stages of implementation.
The type of management is the characteristic of the adoption of a managerial form and the implementation of the control lever of managerial decisions. The type of management, each organization is individual and corresponds to the characteristics of the personnel working in this organization. If there is no management, then the organization will not exist.
Management is a management, a function, an activity that manages people in a variety of organizations. Management, in understanding, is the ability to achieve goals, but in order to achieve these goals, it is necessary to use the work, mind and motives of people's behavior.
Management is a system of action that provides all the work of people with economic results. There are several directions, we will highlight them:
Strategic management, which deals with the planning of the organization's strategy and also deals with the management of strategic issues;
Production management, which manages production, manages material supply, pricing, costs, also manages maintenance, etc.);
Innovation management deals with the development and implementation of innovations, discoveries;
Marketing management deals with the management of sales and also marketing of products;
Personnel management is the management of personnel.
Personnel management is a field of activity, its task is to provide the organization with personnel, in the quantity that the organization needs. Personnel must be of high quality, they must be correctly placed in their workplaces, but they must also be properly stimulated, then the personnel will work with dedication for the organization.
The goal of personnel management is the formation of efficient personnel, where personnel will work taking into account their interests, but also for the benefit of the organization in which they work.
Personnel is a set of employees of the organization, which are characterized by professionalism, high qualifications, socio-psychological, gender, age and structural components. Personnel includes workers who have such qualities as: professionalism and having the ability to work, they have special training.
The labor potential of the organization, it unites all employees who have the ability to work, but the number of labor potential will be greater than the number of personnel for the part that is unskilled and low-skilled workers.
The main potential for the successful operation of the organization lies in the personnel, their qualifications, their good work and devotion to the interests of the enterprise.
The personnel of the enterprise can act both as an object and as a subject of management.
The employees of the enterprise act as an object, as they are part of the production process of the organization.
The system of goals for personnel management, on the one hand, should answer the question, what are the needs of employees, the satisfaction of which they have the right to demand from the administration. And on the other hand, what goals for the use of personnel does the administration of the organization set for itself, and what conditions does it seek to create for this. With the consistency of these group goals, the possibility of personnel management will be successful.
The goals pursued by personnel management are as follows:
1 - the necessary assistance to the organization to achieve its goals;
2 - the use of skills and capabilities of employees with greater impact;
3 - providing the company with high-class specialists and providing personnel who are interested in this work;
4 - the desire for the full satisfaction of employees with their work, the desire for their self-expression, so that work in the organization brings them satisfaction. The profit of the enterprise is the main goal in personnel management, it is achieved through the satisfaction of the social needs of personnel in the organization.
Personnel management is engaged in providing the organization with the necessary number of employees who should be interested in performing production functions and comply with the necessary behavior in the organization (see Fig. 2). With good work and appropriate behavior of personnel, this will contribute to the good fulfillment of the goals of organizations.
Figure 2 - Production behavior of an employee
The organization of the effective activity of the personnel is the main concern of the personnel management of the organization and, accordingly, the personnel manager.
Let's imagine the characteristics of the organization's personnel necessary to achieve the goal:
Features of the behavior of each member of the organization;
Features of group behavior of the organization;
Features of the behavior of managers, members of the management team.
The characteristics of the behavior of each member of the organization are inherent in the parameters:
Individual abilities, giftedness - a predisposition to activity, orientation towards the achievement of goals;
The specifics of motivation - the specifics of human needs, the idea of the goals of professional activity;
Individual values - common beliefs, faith, worldviews, ideas about the world;
Demographic - gender and age characteristics;
National and cultural characteristics are methods, rules and norms of behavior learned in experience that determine specific human reactions in specific situations.
The characteristics of group behavior are characterized by parameters, we note the main ones:
Features of corporate culture - values, rules of conduct that are inherent only to this team;
Phenomena of group dynamics - the stage of development of the team, features of leadership and behavior in a conflict situation.
The behavior of managers is one of the problems of the leaders themselves, we consider it as:
Subjects with individual characteristics;
Team members with a corporate culture;
Team members who have their own rules of conduct.
Four subsystems are distinguished, they correspond to the main functions of personnel management: recruitment, training and development of personnel, personnel assessment and remuneration of personnel.
Any organization for work with personnel solves the main tasks, regardless of the activities of the organization:
First, any organization attracts the personnel that are necessary to achieve its goals;
Secondly, the organization trains employees and explains to them the tasks that they will have to perform in the process of work, and instills in them the skills and abilities to work in accordance with the tasks;
Thirdly, organizations give an assessment to each of the employees in achieving certain goals facing the organization;
Fourth, each of the organizations rewards its employees who do a good job for the time, energy, intelligence that they spend working to achieve the goals of the organization.
These tasks are relevant for all organizations, but the forms of their solution may be different.
To solve problems, any organization must develop and implement methods and programs that can represent a personnel management system, personnel management activities.
Personnel policy is the ways in which personnel are influenced in order to achieve the goals of the organization and make the maximum contribution to achieving the strategy of the enterprise, and it is necessary to instill in personnel social responsibility to the organization .
Personnel policy is a generalized form of expressing the interests of personnel, which includes the interaction of all conditions of the complex and affects its activities and development. Personnel policy affects the financial, technical policy, commercial, innovation and other activities of the organization.
The personnel policy of the organization is determined by a number of factors, these are: internal and external.
External factors are: national labor legislation; relationships with trade unions; the state of the economy; labor market perspectives.
Internal factors are: the structure and goals of the organization; territorial location; applied technologies; organizational culture; moral and psychological climate in the team.
Consider the purpose of personnel policy. The purpose of personnel policy is to ensure the optimal balance of the process taking place in the organization. Also, the goal is to update and maintain the number and quality of the staff, to maintain its development with the needs of the organization itself and with the requirements of the current legislation of the Russian Federation and the condition of the labor market.
Personnel activities are actions. These actions are aimed at achieving the set goals that correspond to the personnel of the organization.
Thus, the system manages the personnel of the organization. This system implements the functions of personnel management. It includes a subsystem of line management and a number of functional subsystems specializing in the performance of homogeneous functions.
Topic: Goals and functions of the personnel management system
An organization's goal is specific end states or desired results that it would like to achieve. The development of the organization's goal is a rather complicated and time-consuming task, involving the use of the "goal tree" method. As a rule, a general goal and goals of a lower level are distinguished. The general goal, depending on the situation in the economy, in the market and in the organization itself, may change. In any case, the entire set of goals, based on the requirements of the functional-target model of the organization's management system, can be divided into the following types: scientific and technical, industrial, economic, commercial, social. In the specific situation of the development of the economy of our country - the transition to market relations - it is more legitimate to consider the economic goal as the general goal.
The economic goal is to make a profit from the sale of products or services of a given volume and the required level of quality.
The scientific and technical goal is to ensure the specified scientific and technical level of products and services, as well as research and development, with a constant increase in labor productivity based on new technologies.
The production goal is to ensure the release of the planned volume of products and the provision of services of a given level of quality and rhythm of production.
The commercial goal is to ensure the sale of products and services, as well as the results of research and development in a given time frame.
The social goal is to provide the organization with personnel, their effective use, professional and social development. For each of these goals, you can build a tree of goals.
Let us dwell in more detail on the characteristics of the social goal, for the implementation of which there is a personnel management system. The social goal is usually considered from two sides:
1) from the position of the administration of the organization that employs the employee;
2) from the position of an employee entering the organization.
In order to achieve the general goal, the administration of the organization defines goals I, II, III, etc. levels (see Fig. 3).
The goals of an employee who is hired into an organization are similar to the goals shown in Fig. 1., but their wording is slightly changed. So, if the administration of the organization sets goals in order to create normal conditions for the effective use, professional and social development of personnel, then the employee acts as a consumer of these conditions.
On fig. 3 shows an example of the decomposition of individual goals. For example, the administration sets a level I goal "Ensuring the development of personnel." The employee formulates this goal for himself as follows: “Implementation of his development”, and the goals of the II level for him will look like this: “Receiving timely training, retraining and advanced training”; “Getting help for quick adaptation in a new position”; "Obtaining an objective assessment of one's abilities and business qualities"; “Obtaining opportunities for career and professional growth”, etc. Level III goals are formulated in a similar way.
Figure 3 - The tree of objectives of the organization's personnel management system
Summing up, it should be concluded that the effectiveness of personnel management, and hence the effectiveness of the organization as a whole, depends on how the goals of the administration and the goals of the employee coincide. If the goals do not coincide, a compromise can be reached by concessions to one of the parties. The goal tree allows you to determine the composition of the functions of the organization's personnel management system.
It is easy to see that the composition and name of the functional subsystems correspond to the composition and name of the first level goals. This approach makes it possible to achieve the goals, since the carriers of the functions of individual subsystems are specific divisions of the personnel management service.
New personnel management services are created, as a rule, on the basis of traditional services - the personnel department, the labor organization and wages department, the labor protection and safety department, etc.
The tasks of the new services are to implement the personnel policy and coordinate the activities of human resource management in the organization. In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing professional advancement, preventing conflicts, studying the labor market, etc.
So, of course, the functional structure of the personnel management service is largely determined by the nature and size of the organization, the characteristics of the products.
Topic: Methods for building a personnel management system
Methods for building a personnel management system are tools developed by science and practice for studying the state of the current personnel management system, designing, justifying and implementing a new system (Table 1).
Table 1 - Classification of methods for analyzing and building a personnel management system
| Survey methods (data collection) | Analysis Methods | Formation methods | Justification methods | Implementation methods |
| Self-examination Interviewing conversation Active observation of the working day Momentary observations Questioning Study of documents Functional cost analysis | System analysis Economic analysis Decomposition Sequential substitution of comparisons Dynamic Structuring goals Normative Parametric Modeling Functional cost analysis of Principal Components Balance Correlation and regression analysis Experimental Matrix | System approach Analogies Expert-analytical Parametric Block Modeling Functional cost analysis Goal structuring Experienced Creative meetings Collective notebook Test questions 6-5-3 Morphological analysis | Analogy of Comparisons Normative Expert-analytical Modeling of the actual and desired state of the object under study Calculation of quantitative and qualitative indicators for assessing the economic efficiency of the proposed options Functional cost analysis | Training, retraining and advanced training of employees of the administrative apparatus Material and moral incentives for innovations Involvement of public organizations Functional cost analysis |
We will reveal the essence of the methods for building a personnel management system.
System analysis serves as a methodological tool for a systematic approach to solving problems of improving the personnel management system.
The systematic approach focuses the researcher on the disclosure of the personnel management system as a whole and its components: goals, functions, organizational structure, personnel, technical management tools, information, methods of people management, management technology, management decisions; to identify the diverse types of connections of these components between themselves and the external environment and bring them into a single holistic picture.
The external environment for personnel management is not only other subsystems of the management system of a given organization (for example, a subsystem for managing external economic relations, etc.), but also external organizations (suppliers and consumers, higher organizations, etc.).
The decomposition method allows you to divide complex phenomena into simple ones. The simpler the elements, the more complete the penetration into the depths of the phenomenon and the definition of its essence. For example, a personnel management system can be divided into subsystems, subsystems - into functions, functions - into procedures, procedures - into operations. After dismemberment, it is necessary to recreate the system as a whole, i.e. synthesize. In this case, the method of decomposition modeling is used, where models can be logical, graphic and digital.
The method of sequential substitution allows you to study the influence on the formation of the personnel management system of each factor from those under the influence of which its state has developed, separately, excluding the effects of other factors. Factors are ranked and the most significant are selected.
The comparison method allows you to compare the existing personnel management system with a similar system of an advanced organization, with a normative state or a state in the past period. It should be borne in mind that the comparison gives a positive result, provided that the systems are comparable, their homogeneity.
It is possible to expand the boundaries of comparability by eliminating the factors of incompatibility.
The dynamic method provides for the location of the obtained data in a dynamic series and the exclusion of random deviations from it. Then the series reflects stable trends. This method is used in the study of quantitative indicators characterizing the personnel management system.
The goal structuring method involves a quantitative and qualitative justification of the goals of the organization as a whole and the goals of the personnel management system in terms of their compliance with the goals of the organization. Analysis of goals, their deployment in a hierarchical system, establishing the responsibility of departments for the final results of work, determining their place in the production and management system, eliminating duplication in their work are an important prerequisite for building a rational personnel management system. When structuring, the interconnection, completeness, comparability of the goals of different levels of personnel management should be ensured.
The expert-analytical method of improving personnel management is based on the involvement of highly qualified personnel management specialists, the management personnel of the organization in the process of improvement. When using this method, it is very important to work out the forms of systematization, recording and clear presentation of the opinions and conclusions of experts. Using this method, the main directions for improving personnel management are identified, the results of the analysis are evaluated, and the causes of shortcomings are established. However, it does not always have high accuracy and objectivity due to the fact that experts do not have common assessment criteria. This method is most effective for multi-step examination.
The normative method gives an exceptional effect in the practice of improving personnel management. It provides for the application of a system of standards that determine the composition and content of personnel management functions, the number of employees, the type of organizational structure, the criteria for constructing the structure of the organization’s management apparatus as a whole and the personnel management system (management rate, degree of centralization of functions, number of management levels, links, sizes subdivisions, the order of subordination and the relationship of subdivisions), the division and cooperation of labor of managers and specialists in the organization's personnel management.
The parametric method is being used more and more. The purpose of this method is to establish functional dependencies between the parameters of the elements of the production system and the personnel management system in order to identify the degree of their compliance.
Recently, when improving the personnel management system, they began to apply the method of functional cost analysis. This method allows you to choose such an option for building a personnel management system or performing a particular personnel management function that requires the least cost and is the most effective in terms of final results. It allows you to identify unnecessary or duplicate management functions, functions that are not performed for one reason or another, determine the degree of centralization and decentralization of personnel management functions, etc.
The method of principal components allows you to reflect the properties of dozens of indicators in one indicator (component). This makes it possible to compare not a set of indicators of one personnel management system with a set of indicators of another similar system, but only one (1st, 2nd or 3rd component).
The balance method allows you to make balance comparisons, linkages, for example, when comparing the results of processing photographs of the working day and flow charts for the implementation of management operations and procedures with the actual fund of working time for their implementation.
Correlation and regression analysis - the establishment of a linear relationship and the tightness of the relationship between the parameters (the number of personnel and factors influencing it). The mathematical apparatus of this analysis is quite complex and is discussed in detail in the special literature on statistics.
The experimental method is based on the experience of the previous period of this personnel management system and the experience of another similar system.
The method of analogy has received the greatest development in improving personnel management. It is based on the use of organizational forms that have justified themselves in functioning personnel management systems with similar economic and organizational characteristics in relation to the system under consideration. The essence of the analogy method is to develop standard solutions (for example, a typical organizational structure for personnel management) and determine the boundaries and conditions for their application.
An effective method of using standard solutions in improving personnel management is the block method of typing subsystems of linear-functional and program-targeted structures. Typical block solutions are linked together with original organizational solutions in a single organizational personnel management system. This method speeds up the process of forming a new personnel management system and increases the efficiency of the system at the lowest cost.
The method of creative meetings involves a collective discussion of the directions for the development of the personnel management system by a group of specialists and managers. The effectiveness of the method lies in the fact that the idea expressed by one person causes other participants in the meeting to have new ideas, and they, in turn, generate the following ideas, resulting in a flow of ideas. The purpose of the creative meeting is to identify as many options as possible for improving the personnel management system.
The method of a collective notebook (bank of ideas) allows you to combine the independent presentation of ideas by each expert with their subsequent collective evaluation at a meeting when looking for ways to improve the personnel management system.
The method of control questions is to activate the creative search for the optimal solution to the problem of improving the personnel management system using a pre-prepared list of leading questions. The form of the questions should be such that they contain a hint about what and how should be done to solve the problem.
Method 6-5-3 is designed to systematize the process of finding ideas for the development of a personnel management system. The essence of this method is that each of the six members of the expert group writes three ideas on a separate sheet of paper and passes them on to the other members of the group, who, in turn, write three more ideas based on the options already proposed, etc. . At the end of this procedure, 18 solutions will be written on each of the six sheets, and there will be 108 options in total.
Morphological analysis is a means of studying all possible combinations of options for organizational solutions offered for the implementation of individual functions of personnel management. If we write down all the functions in a column, and then indicate line by line against each of them all possible options for its implementation, then we get a morphological matrix (Fig. 4) used to find the optimal solution. The idea of the method is to break a complex task into small subtasks that are easier to solve separately. It is assumed that the solution of a complex problem consists of solutions to subtasks.
So, the greatest effect and the highest quality of the personnel management system are obtained when the entire system of methods is used in combination. The use of a system of methods allows you to look at the object of improvement from all sides, which helps to avoid miscalculations.
Figure 4 - Morphological matrix of ways to perform personnel management functions
Thus, the management system of any organization is a complex system designed to collect, analyze and process information in order to obtain the maximum end result under certain restrictions. An organization's personnel management system is a system in which personnel management functions are implemented. It includes a subsystem of linear management, as well as a number of functional subsystems specializing in the performance of homogeneous functions.
Topic: Theory of human capital
In recent years, it has become a common opinion that the effectiveness of the development of the economy of modern states depends to a large extent on how much money it invests in its people. Without this, it is impossible to ensure its progressive development. Back in the 17th century. W. Petty, the founder of English classical political economy, made the first attempt to estimate the monetary value of the productive properties of the human personality. According to his method, "the value of the bulk of people, like the land, is equal to twenty times the annual income that they bring." He estimated the value of the entire population of England at that time at about 520 million pounds. sterling, and the cost of each inhabitant - an average of 80l. sterling. He noted that the wealth of society depends on the nature of people's occupations and their ability to work. Thus, an adult Petty valued twice as much as a child, and "a sailor is in fact equal to three peasants."
In 1812 in Russia, Ludwig Jacob calculated the comparative costs of hiring a free laborer and a serf, expressing them in natural units: pounds and quarters of rye. In the calculations, he used the concept of "lost" or "lost" income.
In our century, two Nobel Prizes in economics have been awarded for developing the theory of human capital - to Theodor Schultz in 1979 and Gary Becker in 1992.
Although the main contribution to the popularization of the idea of human capital was made by T. Schultz, the treatise of the same name by G. Becker became a classic of modern economic thought. In his analysis, he proceeded from the concept of human behavior as rational and expedient, applying such concepts as rarity, price, opportunity costs, etc., to the most diverse aspects of human life, including those that were traditionally the responsibility of other social groups. disciplines. The model formulated in it became the basis for all subsequent research in this area.
Human capital- this is the stock of knowledge, skills, motivations available to everyone. Investments in it can be education, accumulation of professional experience, health protection, geographical mobility, information search. The researcher's initial interests were to assess the economic returns to education.
Becker was the first to carry out a statistically correct calculation of the economic efficiency of education. To determine income from college education, for example, the lifetime earnings of those who graduated from college were subtracted from the lifetime earnings of those who did not go beyond high school. The costs of education, along with direct costs (tuition fees, hostel, etc.), contain as the main element “lost earnings”, i.e., income not received by students during the years of study. Essentially, lost earnings measure the value of student time spent on learning and are the opportunity cost of using it. Defining the return on investment in education as the ratio of income to costs, Becker came up with a figure of 12-14% of annual profit.
Topic: "The process of personnel planning"
1. Determining the subject of the workforce planning process
Personnel planning (equivalents found in the literature - personnel planning, enterprise workforce planning) is defined as "the process of providing an organization with the necessary number of qualified personnel, taken to the right positions at the right time." According to another definition, personnel planning is "a system for the selection of qualified personnel, using two types of sources - internal (employees available in the organization) and external (found or attracted from the external environment), which aims to meet the needs of the organization in the required number of specialists in specific time frame". These definitions are taken from American sources. But the following is the result of the development of our, domestic specialists. “Personnel planning is a directed activity of an organization for training personnel, ensuring proportional and dynamic development of personnel, calculating its professional and qualification structure, determining general and additional needs, and monitoring its use.”
Foreign sources focus mainly on planning the organization's needs for personnel, while domestic sources accept this as only one of the types of personnel planning, highlighting in addition a number of concepts (planning the use of personnel, planning its training, and so on).
The main task of personnel planning is to "translate" the existing goals and plans of the organization into specific needs for qualified employees, i.e. to deduce the unknown quantity of necessary workers from the available equation of the plans of the organization; and determine the time at which they will be requested. And as soon as these unknown quantities are found, within the framework of personnel planning, it is necessary to deduce, draw up plans to achieve the fulfillment of these needs.
Essentially, every organization uses workforce planning, either explicitly or implicitly. Some organizations are doing serious research in this regard, others are limited to superficial attention in relation to personnel planning.
The long-term success of any organization undoubtedly depends on having the right people at the right time in the right positions. Organizational goals and strategies to achieve those goals matter only when people with the required talents and skills are committed to achieving those goals.
Unfairly executed, and even more so - completely ignored, personnel planning can provoke serious problems in the shortest possible time. For example - situations from the life of some American companies:
Despite a desperate search, one company's middle management, which develops new computer manufacturing technologies, was not filled for more than six months.
This had an immediate impact on the company's productivity.
At another company, employees hired only nine months ago were subject to unforeseen layoffs.
At a third company, thanks to the effective efforts of a talented marketing administrator, annual revenues doubled. However, this manager was forced to resign because he was unable to identify potential career opportunities within the firm. four
It is hardly realistic to go out into the street and immediately find a person with the necessary characteristics. With the help of effective personnel planning, one can “fill” vacant positions, as well as reduce staff turnover by evaluating career opportunities for specialists within the company.
Workforce planning should provide answers to the following questions:
How many workers, skill levels, when and where will be needed (staff planning)?
How can you attract the necessary and reduce unnecessary staff, taking into account social aspects (planning for recruitment or downsizing)?
How can employees be used according to their abilities (staff planning)?
How can the development of human resources be targeted and adapted to changing requirements (HR planning)?
What costs will be required by the planned personnel activities (staff costs)?
The main tasks of personnel planning:
Development of a personnel planning procedure, consistent with its other types,
Linking workforce planning with the planning of the organization as a whole,
Organization of effective interaction between the planning group of the personnel service and the planning department of the organization,
Implementation of decisions that contribute to the successful implementation of the organization's strategy,
Assisting the organization in identifying key HR challenges and needs in strategic planning,
Improving the exchange of information on personnel between all departments of the organization.
HR planning includes:
Forecasting the future needs of the organization in personnel (by its individual categories)
Study of the labor market (skilled labor market) and the program of measures for its “development”
Analysis of the system of workplaces of the organization
Development of programs and activities for personnel development.
When implementing personnel planning, the organization pursues the following goals:
Get and keep people of the right quality and in the right quantity,
Making the best use of the potential of your staff,
To be able to anticipate problems arising from possible excess or shortage of staff.
2. The problem of integrating workforce planning into organizational plans
Workforce planning involves the application of a basic planning process to address the human resource needs of an organization. To be effective, any human resource plan must be based on the organization's long-term plans. In essence, the success of workforce planning depends to a large extent on how closely the HR department is able to integrate effective workforce planning with the organization's planning process. Unfortunately, personnel planning is sometimes not adequately linked to full overall planning. The results of a survey related to this issue are illustrated below.
In a survey of more than 9,000 managers in 60 companies, it turned out that workforce planning needs significant improvement. The recipients identified several major barriers to successful strategic planning:
1) failure to synchronize personnel planning with the strategic planning cycle;
2) the tendency to plan in response to short-term, current problems;
Many of the problems described are the result of a lack of coordination between planning activities in the human resources department and overall planning. five
Strategic planning must look for the factors that are key to the organization's success.
The planning process should ensure:
Determining the purpose of the organization;
Definition of assumptions, assumptions;
Action plan in light of available resources, including trained staff.
Workforce planning can provide significant support to the strategic planning process while providing the means to achieve the desired results.
A common mistake in workforce planning is to focus on short-term needs and not coordinate them with the organization's long-term plans. A focus on short-term needs is a natural consequence of not integrating workforce planning with strategic planning. This approach almost always leads to surprises that force the HR department to focus on short-term crises (a vicious circle).
Although personnel planning methodologically has much in common with other areas of planning, nevertheless, it differs from them in a number of important aspects. The problems of personnel planning are due to:
The difficulty of the personnel planning process, due to the complexity of predicting labor behavior, the possibility of conflicts, and so on. The possibilities of future use of personnel and their future attitude to work are predicted, if at all possible, with a high degree of uncertainty. As such, they are unreliable elements in the planning process. In addition, members of the organization resist being "objects" of planning, disagree with the results of planning and react to it in such a way that the possibility of a conflict is not excluded.
The duality of the system of economic goals in personnel policy. If, when planning in the field of marketing, investment, and so on, planning goals affect economic aspects, then when planning personnel, components of social efficiency are also added here, if in other areas it is possible to operate with quantitative values (amounts of money), then data during personnel planning are predominantly qualitative in nature (data on abilities, evaluation of the work done).
So, personnel planning is fully effective only if it is integrated into the overall planning process (Fig. 5). As an integral part of planning, workforce planning has as its task the provision of jobs to workers at the right time and in the required quantity in accordance with their abilities and inclinations.
1. Personnel planning based on the results of planning other areas:
Figure 5 - Philosophy of personnel planning
Topic: Stages of the workforce planning process
The workforce planning process consists of four basic steps:
1. Determining the impact of organizational goals on organizational units;
2. Determination of future needs (necessary qualifications of future personnel and the total number of employees that are required to achieve this organization's goals);
3. Determining the additional need for staff, taking into account the existing staff of the organization;
4. Development of a specific action plan to eliminate the need for staff.
In the domestic literature, I came across a slightly truncated interpretation of the stages of personnel planning:
1. Assessment of available personnel and their potential;
2. Assessment of future needs;
3. Development of a personnel development program.
We will take the first option as a basis and consider in more detail each of the stages of personnel planning.
1. Determining the impact of the organization's strategic goals on its individual divisions
As emphasized earlier, workforce planning should be based on the organization's strategic plans. In fact, this means that the goals of personnel planning should be derived from the goals of the organization. In other words, specific initial requirements in the form of a set of characteristics that employees should have should be determined based on the goals of the organization as a whole.
The goal is a certain motive, which is reflected in some desired characteristics.
The process of setting goals begins with the establishment of a global strategic goal, or mission, that defines the future of the organization. All other goals are formulated on its basis. It is used to set short-term (current) goals. Short-term goals basically have a time schedule and can be expressed in quantitative terms. Divisional and departmental goals are derived from the short-term goals of the organization. This method is called the cascading goal setting approach.
The cascading approach is not a form of "top-down" planning, where goals are passed "down" to lower levels of the organization. The idea is that all levels of management should be included in the planning process. This approach leads to an upward and downward flow of information during the planning process. It also ensures that goals are communicated and coordinated across all levels of the organization.
The cascading approach, when used correctly, includes both middle managers and human resources in the overall planning process.
In the early stages, the HR department can influence goal setting in terms of providing information on available human resources. The following are some suggestions for integrating HR plans into an organization's strategic plans.
1.Integration of personnel planning in the business plan of the organization. David R. Legh, administrator of overall development management planning at Robbins & Mayers, says that "for workforce planning to succeed, it must be integrated into strategic planning."
Some of the HR “lessons” learned by Robbins & Mayer include:
1. Knowledge of business strategy. The top tier of HR planning must be intimately familiar with the company's strategic plan and must ensure that any assumptions made in the development of HR plans are consistent with the business strategy.
2. The business plan cycle and workforce planning should be integrated. Robbins & Mayer find that this integration encourages incumbent administrators to think about staff, even though they are more likely to care about the business plan.
3. Workforce planning should be a shared goal. At Robbins & Mayer, the workforce planning system allowed top management to recognize that the company's continued growth was driven by human resource deficiencies and that attention to this issue was needed at the top levels of the organization.
2. Determine future needs
After the organizational, divisional and departmental goals have been established, it is necessary to actually formulate the personnel problem. Here, as it were, the question is concluded: what is necessary for production in terms of its staffing? The parameters of a given production program and the organizational structure of the firm determine the required amount of labor force and its quality (level of knowledge, experience, skills).
Both the general need for labor force and the needs for individual positions and specialties are being developed. In order not to determine the need specifically for each narrow specialization, grouping according to various parameters is actively used.
The main thing here is not to consider the qualifications and abilities of the employees represented, but to determine the qualifications and abilities that are required to achieve the goal. Let's assume that the goal of the industrial department is to increase the output of a certain product by 10 percent. Once this goal is set, the department manager must determine how this translates into staffing needs. A good starting point here is to review the current quest description. If this has been done, managers are in a better position to determine the qualifications and skills of the worker(s) needed to achieve the goal.
Here, managers come to the aid of a number of techniques for analyzing job content. This is a photograph of the workplace and interviewing those workers who are currently doing this (or similar) work. Let's take a closer look at these methods.
In the course of using the first of the above methods (photographs of working hours), the tasks and actions performed by the employee are determined and recorded in time. Based on the results of such a study, the degree of expediency and the rank of significance of individual labor actions can be fairly accurately determined.
Another method involves collecting the necessary information by interviewing employees or their immediate supervisors. It is also possible to use a questionnaire when they fill out a standard questionnaire or give a free-form written description of the content of their work.
These methods provide a real opportunity to take into account the opinion of the direct executor of the work, but on the other hand, the subjective perception of the recipient, the stereotype of his ideas about the labor process, can affect the assessment of the content of the work.
The last step in this phase is to translate qualifications and abilities into types and numbers of employees.
3. Accounting for available staff in determining the number of required labor force
Here the answer to the question should be given: what is and in what discrepancy with what is necessary? That is, there is an assessment of the human resources of the company. The essence of planning is that the evaluation takes the form of continuous monitoring, rather than periodic events (the answer to the question “What is there?” Is always ready).
At this stage, work should be carried out in three directions:
1. assessment, analysis of the state of available resources (their quantity, fluidity, quality, labor productivity, merit, competence, optimal loading, and so on);
2. assessment of external sources. These include employees of other enterprises, graduates of educational institutions, students;
3. assessment of the potential of these sources (qualitative reserves for the development of resources).
In accordance with the evolution of personnel policy (from the function of supplying a ready workforce to the function of all-round development and maximum use of already employed workers), there is a transition from assessing external sources to a more thorough analysis of the state and potential of internal resources. At the same time, the assessment itself is becoming more active: from taking into account quantitative and qualitative parameters to studying the potential.
The resource block acquires special significance in the conditions of the innovation process, since personnel constitute the most important element of the scientific and technical potential of the company, and it works in the active feedback mode (innovation generation). In this block, those who are able to develop in uncertain conditions (innovators) are identified, their suitability for creative work is assessed. Often the unit of assessment also changes, it becomes a group of employees.
The next step is to assess the suitability of requirements and resources (currently and in the future). Identification of the gap finally corrects the quantitative and qualitative need for personnel. It is very important to establish the nature of the discrepancy between what is required and what is available, since this determines the range of measures to eliminate it.
4. Methods for forecasting staffing needs
Forecasting the needs for the organization's personnel can be performed using a number of methods (individually and in combination). It is clear that, regardless of the method used, forecasts are certain approximations and should not be considered as an absolutely correct result, a kind of “ultimate truth”.
Methods for predicting staffing needs can be based either on judgment or on the use of mathematics. Judgments include management estimates and the Delphi methodology.
1. When using the manager estimates method, managers present estimates of future staffing needs. These estimates can either be made by top management and passed down, or by lower-level managers and passed up for further modification. Although, the greatest success is possible with a combination of these two options.
2. With the Delphi technique, each of the experts makes an independent assessment of what the next request will be, guided by all the main assumptions. Intermediaries present each expert's forecast and assumptions to others, and allow the experts to revise their positions if necessary. This process continues until there is agreement.
Methods based on the use of mathematics include various statistical and modeling methods. Statistical methods use historical data to project a future state. One of them can be considered extrapolation - the simplest and most frequently used method, which consists in transferring the current situation (proportions) into the future. The beauty of this method lies in its accessibility. The limitation lies in the inability to take into account changes in the development of the organization and the external environment. Therefore, this method is suitable for short-term planning and for organizations with a stable structure operating in relatively stable external conditions.
Modeling techniques typically provide a simplified view of the staffing needs of an organization. As the input changes, staffing forks can be checked for different staffing scenarios.
Considering history, judgment based predictions were used more frequently than those based on the use of mathematics. Expert assessment methods are simpler and usually do not require complex research. However, now, given the rapid increase in the number of PCs, it can be assumed that methods based on mathematics will be used more often.
Separately, methods for determining the required number of personnel of an enterprise are singled out. In doing so, one should distinguish between:
The total need for personnel, which is the entire number of personnel that the enterprise needs to perform the planned scope of work (gross staffing requirement),
Additional need, the number of employees that is needed in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise (net need for personnel).
Gross demand can be determined using the organization's staffing tables, task analysis, and statistical methods. If we subtract the actual available staff from the quantitative value of the gross value and take into account future changes in it (retirement, transfers, dismissals), then we get the net need for staff.
If this value is positive, then there are problems in hiring staff, if it is negative - its adaptation to needs.
Topic: The main types of personnel planning
From a production and economic point of view, personnel planning is a correspondence between an employee and his workplace in a certain area of work, assessed using purely economic and organizational criteria.
The variety of personnel planning tasks determines the fact that all personnel planning can be divided into the following types:
Personnel needs planning,
Attraction (recruitment) of personnel,
Use and reduction of staff,
staff training,
Maintaining the staff
staff costs,
performance.
Of course, all types of personnel planning are closely related to each other, mutually complement and correct the measures provided for in a particular plan.
1. Planning for staffing needs
Includes:
1. Assessment of the available potential of labor resources;
2. Assessment of future needs;
3. Development of personnel development programs.
The specific definition of the need for personnel is the calculation of the required number of employees by their number, qualifications, time, employment and placement in accordance with the current and future development tasks of the enterprise. The calculation is based on a comparison of the estimated need for labor force and the actual state of security on a certain date and is an information basis for making managerial decisions in the field of personnel recruitment, training and retraining.
2. Planning for the use of personnel
It is carried out through the development of a plan for the replacement of regular positions.
The goal is the most expedient, that is, economical and fair distribution of the potential of the labor force between vacant jobs. The implementation of personnel planning should ensure the optimal degree of satisfaction of employees with their jobs if their abilities, skills, requirements and motivation were taken into account.
When determining the place of work in the process of planning the use of personnel, along with taking into account qualifications, one should also take into account the mental and physical stress on a person at a particular workplace, their compliance with the capabilities of the person being hired. Through such concretization of planning for the use of labor force, it will be possible to avoid overstating and understating requirements, occupational diseases, etc.
Special problems in planning the use of personnel arise when providing employment for such groups of workers as young people, older workers and people with limited physical and mental capabilities. It is especially important to use these categories of workers in accordance with their qualifications and capabilities.
3. Planning staff training
It is designed to use the own production resources of workers without looking for new highly qualified personnel in the external labor market. In addition, such planning creates conditions for the mobility and self-regulation of the employee, accelerates the process of adaptation to changing production conditions.
Training planning should take into account:
Required number of students;
Number of existing employees in need of training or retraining;
New courses or expenses for existing ones.
This is a qualitative component of personnel planning. It includes all the efforts of enterprises to maintain an appropriate level of knowledge among the workforce or to improve the qualification level through additional training.
Planning for the growth of personnel qualifications is of great importance in the process of implementing production activities that relate to personnel. On the one hand, it allows the use of one's own labor reserves, while at the same time a higher degree of success than the search for new personnel could provide; on the other hand, it gives an individual employee an optimal chance for self-realization.
4. Planning for the reduction or release of staff
It is meant to show:
1. who should be cut, where and when;
2. steps to be taken to help laid-off workers find a new job;
3. the policy of announcing the reduction and payment of severance pay;
4. a program of consultation with trade unions or workers' associations.
The reasons for the release of personnel may be organizational, economic or technological phenomena. States may be reduced if there are more workers than necessary for the new market situation. The reason for the reduction of staff may also be the inconsistency of employees with their positions, technical progress, which reduces labor costs.
Planning for the release of personnel makes it possible to avoid the transfer of qualified personnel to the external labor market and the creation of social difficulties for this personnel. Until recently, this area of personnel management has practically not received development in domestic organizations.
Planning work with retiring employees is based on the classification of types of dismissals. The classification criterion is the degree of voluntary departure of an employee from the organization:
At the initiative of the employee, that is, at his own request,
At the initiative of the employer or administration,
In connection with retirement.
The results of the study show that the release of workers only if it allows to solve the problems that arise and give the expected effect, if the enterprises planned in advance to carry out this work and minimize the possible negative consequences associated with the release of personnel.
Timely relocations, retraining, termination of employment in the conditions of retirement, and so on are the means of implementing policies in the intra-company labor market as part of staff reduction planning. The degree of social tension when it is necessary to reduce staff can be significantly reduced through the use of a variety of alternative solutions. As an alternative to downsizing, it is customary to consider reducing working hours (part-time work, etc.), transferring to another job, and stimulating dismissal of one's own free will.
Strategic staffing planning, that is, an appropriate policy to attract training and rotate qualified personnel, helps to mitigate the problem of downsizing. Strategic planning in this case provides for the implementation of compensatory measures in accordance with the lead time, which avoids more severe measures to reduce staff.
Dismissal from an organization due to retirement is characterized by a number of differences. It can be predicted in advance with sufficient accuracy in time. This event is associated with significant changes in personal life. The relationship of the organization to older employees is a measure of the level of management culture and the civilized economic system.
Topic: Methods of personnel management
Personnel management methods- ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization.
There are various classifications of such methods in the literature.
Consider the most popular classification - economic, administrative-legal and socio-psychological methods of management, which differ in the ways and effectiveness of influencing personnel.
1. Economic methods
Economic methods of management are ways of influencing personnel based on the use of economic laws.
The most common forms of direct economic impact on personnel are: cost accounting, material incentives and participation in profits through the acquisition of securities (stocks, bonds) of the organization .
Economic calculation is a method that encourages staff as a whole to: compare the costs of production with the results of economic activity (sales volume, revenue), full reimbursement of production costs from the income received, economical use of resources and material interest of employees in the results of labor. The main tools for cost accounting are: subdivision independence, self-sufficiency, self-financing
The term "cadres" (with the primary meaning "frame" in German and French) came into managerial terminology from the army lexicon, where it means a group of professional military personnel - privates, commanders and reserves. In English-speaking countries, it is customary to use the term "personnel" (personnel) in this sense and derivatives based on this root. Currently, almost all authors writing on personnel management complain about the lack of standardization of terms, which allows using a number of definitions for almost different reasons: “personnel management” (personnel management), “personnel administration” (personnel administration), “personnel and industrial relations” (personnel and industrial relations), etc.
The object of management is the employees of the organization (workers, specialists, managers), in relation to which managerial functions are implemented in the formation of labor potential, its development in the conduct of motivational policy, regulation of labor disputes and interpersonal relationships. The object of management can be both an individual employee and a set of employees, which is a labor collective. Such a set can be both the entire staff of the organization and employees of individual units (workshop, department). The employees of a group characterized as an object of management are in certain relationships necessary to organize the production process and achieve common goals.
The subjects of management are the persons and divisions of the management apparatus of the organization that perform the functions of personnel management. They are managers of all levels who perform management functions in relation to their subordinates, as well as specialists in the personnel management service (HR managers) who perform their official duties.
Table 2 ? Human resource management activities
|
Field of activity |
What is it aimed at |
Typical Functions |
To whom is the performance reported? |
|
Human resource management (strategic aspect) |
To solve global, long-term, fundamentally new tasks |
Development of individual abilities and advanced training Planning personnel costs within the framework of the company's total cost strategy, etc. |
Corporation President |
|
Work with personnel (operational activities) |
To solve everyday problems that require administrative intervention |
Selection and placement of personnel Work motivation management Monitoring the state of safety Conflict resolution |
Corporate Vice President |
Attention should be paid to the fact that the head of any level acts as a subject and as an object of management. The changing personnel policy leads to a revision by the heads of organizations of their views on the position of the personnel department, to a reassessment of the place and importance of this department in a modern organization. Employees of the personnel department should fully participate in the implementation of personnel policy, in the analysis of human problems, anticipate the need to create new jobs and eliminate some of the outdated ones, study new trends, given the increased importance and versatility of working with people. Former human resources departments are being transformed into personnel services or personnel management services.
The specific structure of the personnel management service and the distribution of job responsibilities between the relevant departments can vary in a fairly wide range, as they depend on the size of the organization and the number of personnel employed in it, the style and methods of work of the management of organizations, financial possibilities for maintaining the management staff, etc.
Personnel management acts in the form of a continuous process aimed at a targeted change in the motivation of employees in order to obtain the maximum return from them, and, consequently, to achieve high final results in the activities of enterprises. The main goal of working with personnel in modern conditions is the formation of a person with high responsibility, collectivist psychology, high qualifications, and a developed sense of co-owner of the enterprise.
Personnel management is a diverse activity of special functional services of the organization and line managers of the relevant production units, aimed at implementing the goals of the strategic development of the organization and performing tactical tasks for the most efficient use of employees employed at the enterprise.
In functional terms, personnel management refers to all tasks and decisions related to work in the field of personnel (for example, the selection of personnel, their use, advanced training, remuneration, dismissal (release) of personnel, etc.). In organizational terms, this concept covers all persons and institutions responsible for human resources (e.g. management, human resources, works councils, trade unions).
When studying the personnel management system, it is important to have a clear idea of the complexity of the category "organizational personnel".
Obviously, the personnel of an organization in a market economy should be understood as the whole set of not only employees, but also owners who ensure efficient economic activity.
The structure of a modern organization is as follows:
Enterprise employees.
Managers (managers).
Shareholders.
The Board of Directors, who is fully responsible for the activities of the company and the management decisions made at the level of the company's strategy (15-20 people). Groups or parties interested in the functioning of the company.
The detailing of managerial personnel, which in principle corresponds to Western criteria for its classification, makes it possible to single out significant categories of managerial personnel for domestic organizations:
Heads of enterprises, institutions, organizations and their deputies.
Heads of structural divisions of enterprises, institutions and organizations, chief specialists.
Professionals performing economic functions.
Specialists in engineering and technical support of production.
Positions of employees (commas accounting, control, paperwork, housekeeping).
The characteristics of each position includes certain qualification requirements, namely, the level of education and practical work experience.
At the enterprises of industrialized countries, the following categories of workers are distinguished:
Top management, i.e. senior management (president/general director and other members of the board).
Middle management - the middle link of management (heads of departments and independent departments).
Lovez management - the lower levels of management (heads of subdivisions, workshop bureaus, group leaders, foremen, foremen).
Engineering and technical staff and white-collar clerks.
Workers engaged in physical labor ("blue collar").
Social infrastructure workers (“grey collars”).
The term "personnel administration" was originally used to describe the personnel of firms within non-profit (public) institutions, and the phrases "personnel management", "industrial relations" were reserved in order to denote the provision of personnel for activities carried out in the private sector of the economy.
Today in practice there are two main approaches to solving personnel problems. The first focuses on the fact that "human resource management" covers the strategic aspects of solving this problem, including social development issues, and "personnel management" is more related to operational work with personnel. The second approach proceeds from the fact that "human resource management" is focused primarily on issues of state regulation of relations in the field of labor and employment, and "personnel management" - on labor relations at the enterprise level.
The formation of a personnel management system involves, first of all, building a “tree of goals”, moreover, the goals of employees and the goals of the administration, ensuring their least inconsistency, identifying the role and place of personnel management in ensuring the main goals of the organization. The objectives of personnel management of an enterprise (organization) are:
Increasing the competitiveness of the enterprise in market conditions;
Increasing the efficiency of production and labor, in particular, achieving maximum profit;
Ensuring high social efficiency of the functioning of the team.
Successful achievement of the set goals requires the solution of such tasks as:
Ensuring the needs of the enterprise in the labor force in the required volumes and the required qualifications;
Achieving a reasonable correlation between the organizational and technical structure of the production potential and the structure of the labor potential;
Full and effective use of the potential of the employee and the production team as a whole;
Providing conditions for highly productive work, a high level of its organization, motivation, self-discipline, developing the employee's habit of interaction and cooperation;
Consolidation of an employee in the enterprise, the formation of a stable team as a condition for the payback of funds spent on labor (attraction, development of personnel);
Ensuring the realization of the desires, needs and interests of employees in relation to the content of work, promotion, etc.;
Coordination of production and social tasks (balancing the interests of the enterprise and the interests of employees, economic and social efficiency);
Improving the efficiency of personnel management, achieving management goals while reducing labor costs.
The effectiveness of personnel management, the most complete implementation of the goals set largely depends on the choice of options for building the enterprise personnel management system itself, knowledge of the mechanism of its functioning, the choice of optimal technologies and methods of working with people. There are certain differences between goals and functions. The goal is the state that is being sought, and the function is the actual action.
The goals of this organization are characterized by three features: they reflect the desired state in the future; they designate these conditions specifically and differ from individual goals in that they have a property that is mandatory for all employees of the enterprise; they are officially approved, and the management of the enterprise approves. Goals perform three functions: management, coordination and control.
Goals are the stimulus for behavior, so they drive behavior. They allow and stimulate mutual coordination of behavior and in this sense perform a coordinating function. Personnel management is carried out in the process of performing certain targeted actions and involves: determining the goals and main areas of work with personnel; determination of means, forms and methods for achieving the set goals; organization of work to implement the decisions made; coordination and control of the implementation of the planned activities; continuous improvement of the system of work with personnel, in accordance with the figure.
The need to harmonize between the strategy of personnel management and the strategy of entrepreneurship covers the main functions of management and includes:
Selection, hiring and formation of the organization's personnel for the best achievement of production goals;
Personnel assessment;
The best use of the potential of employees and its remuneration;
Ensuring guarantees of social responsibility of organizations to each employee.
In practical terms, the following main functions of personnel management can be distinguished:
Forecasting the situation in the labor market and in one's own team to take preventive measures;
Analysis of the existing human resources potential and planning of its development taking into account the future;
Motivation of personnel, assessment and training of personnel, assistance in adapting employees to innovations, creating socially comfortable conditions in the team, solving particular issues of psychological compatibility of employees, etc.
When the overall strategy of the organization is realized, it becomes possible to establish individual functions of personnel management that will be combined with this strategy in the best possible way. At the same time, the traditional tasks of administrative work with personnel are preserved. The functions of personnel management are very closely interconnected and together form a certain system of work with personnel, where the changes that occur in the composition of each of the functions necessitate the adjustment of all other associated functional tasks and responsibilities. So, for example, the widespread use of the contract form of hiring personnel in the world practice has led to a noticeable change in functional responsibilities.
Under such conditions of employment, the importance of functional duties naturally increases, the scope of duties within the framework of the functions of recruitment, employment, and material remuneration expands.
In the theory of personnel management, eight main functions are usually distinguished: needs planning, selection and hiring, development and orientation, promotion, evaluation and reward.
Control
Figure 2? The relationship of personnel management functions.
The personnel management system includes a number of stages: formation, use, stabilization and management itself, in accordance with Figure 2.
The formation (formation) of the organization's personnel is a special stage, during which the foundation of its innovative potential and prospects for further growth are laid. The deviation of the number of personnel from the scientifically substantiated need for it, both up and down, affects the level of labor potential. This means that both the shortage and the surplus of personnel equally negatively affect the labor potential. Lack of personnel leads to underutilization of production potential and excessive workload on workers.
Thus, the goal of forming the staff of a tourist organization is to minimize the reserve of unrealized opportunities, which is due to the discrepancy between the abilities to work and personal qualities potentially formed in the process of training with the possibilities of their use in the performance of specific types of work, potential and actual employment in quantitative and qualitative terms.
The stage of personnel formation is designed to solve the following tasks:
Ensuring the optimal degree of loading of employees in order to fully use their labor potential and increase the efficiency of their work;
Optimization of the structure of workers with different functional content of labor.
Personnel Management
Figure 3? Stages of the personnel management system
Organizational:
reproductive:
This is achieved by the implementation of the principles of work with personnel, their interaction. Ensuring employment security for staff makes any firm more profitable and competitive, especially if a workforce stabilization strategy is used as a means to increase flexibility in personnel management, create conditions for close interaction of workers and retain the most qualified staff. A schematic diagram of personnel management is presented in table 3.
Table 3? The structure of personnel management (principle diagram)
|
Development and implementation of personnel policy |
Pay and incentives |
Group management, relationships in the team and with trade unions |
Socio-psychological aspects of management |
|
Principles of selection and placement of personnel |
wages |
Involvement of employees in management at the grassroots level |
Employee motivation and creative initiative |
|
Terms of employment and dismissal |
Ways to increase labor productivity |
work crews and their functions |
Organizational culture of the firm |
|
Training and professional development |
Incentive pay systems |
Relationships In a collective |
The impact of personnel management on the activities of the company and its organization |
The basis for solving these problems can be based on the basic principles of the use of personnel in the organization:
Compliance of the number of employees with the volume of work performed;
Coordination of the employee with the degree of complexity of his labor functions;
The conditionality of the structure of the personnel of the enterprise by objective factors of production;
Maximum efficiency in the use of working time;
Creation of conditions for continuous professional development and expansion of the production profile of employees.
Considering the process of personnel management as an integral system, we can distinguish the main elements that implement the following functions:
Organizational:
Awareness of the population about the recruitment and timing of recruitment;
The amount of funds allocated for personnel training and housing construction, etc.;
reproductive:
Providing the creation of educational and material base and staff development.
Each of these subsystems can be represented both by a group of persons and by one person, depending on the scale of the tourist organization itself and the degree of development of personnel policy. The main purpose of this specialization is to clearly formulate the tasks and functions of management in general and individual administrators in particular; in a clear understanding of the mechanism of impact on labor resources.
The personnel management structure includes the following areas of activity:
Resource planning
Development of a plan to meet the needs for human resources and the necessary costs for this;
Recruitment - creation of a reserve of potential candidates for all positions;
Selection - evaluation of candidates for jobs and selection of the best from the reserve created during recruitment;
Determination of wages and compensation - development of a salary structure and benefits in order to attract, hire and retain staff;
Career guidance and adaptation - the introduction of hired workers into the organization and its divisions, the development of employees' understanding of what the organization expects from them and what kind of work in it receives a well-deserved assessment;
Training - development of training programs for personnel in order to effectively perform work and promote it;
Assessment of labor activity - development of methods for assessing labor activity and bringing it to the attention of the employee;
Promotion, demotion, transfer, dismissal - development of methods for moving employees to positions with greater or lesser responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract;
Training of management personnel, promotion management - development of programs aimed at developing the abilities and improving the efficiency of work of management personnel;
Labor relations - negotiating the conclusion of collective agreements;
Employment - development of programs to ensure equal employment opportunities.