A case for managers on optimizing the personnel management system in project companies. Personnel management system: how to build an ideal management scheme

Today, many medium-sized companies are seriously thinking about creating a full-fledged personnel service in their structure. The times when the head of the company himself selected, taught, and paid all employees are increasingly becoming a thing of the past. Managers are gradually delegating HR management functions to line managers, their deputies, and HR officers. But companies have more and more problems in this area: candidates make too high demands, although they themselves do not meet the minimum required level; workers complain about inhuman working conditions: intrigues appear in companies, which consume all the staff’s efforts; employees change jobs like gloves, and employers don’t know how to keep them.

It no longer makes sense to ignore the issues of centralized personnel management. To do this, it is necessary to create a full-fledged personnel service, and not a personnel department of two people. But building a service from scratch, and not an ideal one, but exactly the one that the company needs at the moment, is not an easy task. This case describes a similar situation.

Characteristics of the organization

Business profile: commercial and industrial holding, household appliances.

The number of personnel is about 200 people.

Working period for Russian market- 10 years.

General situation

You headed the newly created personnel service. The first acquaintance with the company (from observations, studying documentation and conversations with managers) revealed the following situation:

1. Over the 10 years of its existence, the company has achieved good results and occupies a stable position in its market segment. The company has grown rapidly and continues to grow, openly own production, a dealer network has been formed, and expansion of sales channels is planned.

2. The leader is a charismatic person, accustomed to making decisions quickly and individually. He clearly understands the company's development strategy, but rarely talks about it. Even the immediate environment has a very vague idea of ​​the development prospects. The manager is not used to discussing his decisions; he believes that everything is already clear. The first person is sorely short of time; in the end, whoever manages to “catch” him will decide the issue.

3. Low-level specialists are quite qualified, but there are few competent managers. Managers often work as specialists, leaving the work of their departments to chance. Often they simply do not have enough time to engage in actual management, because they constantly perform functions that are unusual for them, as well as instructions from the first person. The boundaries of responsibility of department heads are not clearly divided; it happens that the same task is given to two departments at once, although they seem to solve different problems. Many managers grew up in the company from the very bottom, there are even those who have been working since the company was founded.

4. In general, the atmosphere in the team is friendly and creative. The director infects everyone with his enthusiasm. Style is preached open doors, any employee can come to talk to the manager. Often the ideas of ordinary employees are actively supported and implemented. It happens that the implementation of an idea is hampered at the level of middle managers, because they do not understand its meaning.

5. Some areas of tension are observed regarding labor assessment and methods of calculating wages. There are practically no bonuses in the company, only salaries. The manager himself agrees on the salary amount when hiring. There are no systematic salary revisions. Your salary can be increased if you go and ask.

6. Turnover is low, but personnel are constantly needed as the company is growing. The heads of departments are responsible for the selection themselves, since there are only two people in the HR department who only have time to keep personnel records. In addition, the director himself takes an active part in the selection, meeting with all candidates for all positions.

7. It is not customary for the company to draw up regulatory, normative and administrative documents. Apart from orders on admission and dismissal, no other administrative documents are drawn up. There are no regulations on divisions, job descriptions, Regulations on the system of motivation, selection, etc. All issues are resolved in a working manner. Deadlines (if they are set) are regularly violated.

EXERCISE:

1. Identify problem areas in human resource management.

2. Outline a long-term HR plan.

3. Determine the structure of the personnel service, distribute functions between employees, taking into account the fact that you are unlikely to be able to hire more than two new specialists at once.

4. Identify priority measures that can be implemented quickly.

Solution to the case “Building a personnel management system: where to start?”

We highlight the following problem areas.

1. The charisma of the first person and his habit of single-handedly managing the company - this is reminiscent of a situation when, in war, convoys lag behind the advanced units.

2. There are no strong managers among the top management (this is not directly stated in the task, but is implied). And indeed, where will they come from if the management culture does not contribute to this?

3. Inconsistency of management culture with the size of the company: although the organization has outgrown the level where it was possible to do without job descriptions, established document flow, procedures, etc., they still do not exist.

4. There is no “middle management” - those who do 80% of management work.

5. Constant shortage of personnel due to the development of the company and the market.

Based on an assessment of the current situation, we outline a long-term work plan for the personnel service.

1. Form the company’s personnel service itself.

2. Set up document flow and create the necessary regulations.

3. Create and implement a personnel reserve program aimed at creating a layer of professional managers in the company.

4. Organize motivational schemes, career and educational chains, etc.

5. Attract strong top managers from outside.

6. Create a corporate training system.

7. Establish interaction with external resources in the field of search, recruitment, selection and training of personnel.

8. Develop a system of “information circulation” within the company.

To achieve the assigned tasks, it is necessary to create a personnel service with the following structure:

• HR Director;
• personnel officer;
• search and selection specialist;
• training and development specialist;
• analyst-methodologist (for developing regulations, etc.).

Priority measures:

• convince management of the correctness of the proposed plan;
• discuss and clarify the plan on the company’s internal web resource;
• involve the most active supporters from among employees in the process;
• staff the service;
• select strong top managers;
• find contractors for personnel search and selection, training of line managers and senior managers.

Modern companies and employees are required to perform their duties with maximum efficiency in order to withstand competition in the market for goods and services. Many organizations pay great attention to personnel and use modern management methods to increase production levels. Therefore, at the progressive stage of development of economic relations, great importance is given to the question: how to work with personnel?

In developed foreign countries and there are numerous approaches to this issue, but the main directions are:

• application of effective methods in personnel selection;
• promotion of young specialists.

HR management

the main objective work with personnel – obtaining maximum output from the company’s employees. In order to clearly establish the production process, it is necessary to set a goal for each direction in working with the employees of the enterprise, establish an internal routine and regularly check how certain provisions, rules, and instructions are being followed.

Reliability in achieving your goals is the right approach to personnel. All foreign prosperous companies work using this method. At our enterprises there is a formal approach to the employee, insufficient understanding, he is not given due attention, and only weak support is given.

The main goal of personnel management is to realize the ability of employees to work with pleasure and with full force in the interests of the company, to value the workplace and be proud to work in the structure of a prosperous enterprise. Technological process HR management consists of compliance with the necessary conditions and actions to obtain a positive result.

Positive trend in HR management – high level managerial qualifications and due regard for the working class. Great importance should be devoted to training company employees, creating organizational activities that influence the work process and motivate full productivity from the employee.

Rules for working with personnel

In the modern economy, high demands are placed on the professionalism of company employees. Taking into account all views on the implementation of the production plan, personnel planning is created. Its purpose is to provide people with places to work, taking into account the requirements of the company. Provided workplace should develop the employee’s abilities, improve his qualifications, the efficiency of the work process, and create favorable working conditions.

Personnel planning in working with personnel includes the following indicators:

1. Organized HR policy process.
2. Personnel planning.
3. Professional division: requirements for employees according to their job responsibilities and professional skills.
4. Recruitment and selection criteria for company employees.
5. Accrual wages on the qualifications of the enterprise's employees. Incentives: benefits, bonuses, awards, etc.
6. Familiarization of new personnel with job descriptions.
7. Training, professional development, assistance in career growth.
8. Evaluation process professional qualities employees and their work activities.
9. Marketing assessment market relations and staff.
10. Improving work with company employees.

Personnel planning for an enterprise will be of high quality when it is included in the overall structure of the company.

Effective work with company employees

Using the personal data of employees, you can develop a plan for how to work with personnel at the enterprise in the future. Such forms should display the following information:

• information about the company employee (passport details, date of entry to the enterprise);
• information about the composition of employees (qualifications, nationality, gender, age, number of disabled people, etc.);
• staff turnover rate;
• downtime of the production process due to illness, absenteeism, equipment breakdown;
• information about the duration of the work shift: how many people work part-time, full-time, per shift; what is the duration of vacations;
• assessment of employee pay, including incentives, payment above the tariff;
• information about social needs (health improvement, vacations, sick leave).

Such data helps in planning the production process and in personnel policy.

Principles of working with personnel

Work with personnel is interconnected with the main goal of the company, assessing the costs of training employees and their impact on economic performance. Administrative center The company is designed to identify shortcomings in personnel planning, combine and coordinate all areas into a single whole.

Principles are the basic rules that must be followed and followed. The main ones are:

• Efficiency: it is assumed that management will be organized with minimal costs and the greatest economic result. If the amount of resources for improving the system of working with employees has increased, then the efficiency of the work performed should also increase
• Progressiveness: the organization of management of the company's employees complies with all foreign and Russian standards.
• Prospects: when forming management goals, the main direction is towards the implementation of competitive goods or services.
• Comprehensiveness: when planning work with personnel, everything is taken into account driving forces that may affect it.
• Optimality: processing of various directions in the management system and optimal choice for a specific enterprise.
• Efficiency: fast and on time decision for the formation of personnel after conducting marketing analysis in working with personnel.
• Simplicity: Progressive work is achieved through simplicity of guidance. At the same time, the simplicity of the management system should not work to the detriment of the company.
• Scientific: work with personnel should be based on scientific achievements in this area and legislative norms.
• Hierarchy: in any direction of the system, it is necessary to adhere to hierarchical interaction between the management level, which transmits information to employees, clearly dividing their responsibilities.
• Autonomy: each structural element horizontal and vertical division of labor must have logical autonomy.
• Alignment: Actions between leaders must be aligned with the company's core goals and communicated to employees in sync with time.
• Sustainability: ensuring a stable system of working with employees, the administration provides for a local regulator that puts at a disadvantage an employee who deviates from any internal rules companies.
• Planning: each work from the very beginning must be planned with given directions, time, parameters for the development of the enterprise, and be associated with the personnel structure.
• Remuneration: based on individual interest and efficient work companies.
• Selection and placement of personnel: to achieve the desired result, the company is developing a system for selecting, recruiting and placing personnel. For this purpose, training, educational and development programs are used to improve the skills of employees. All these activities should be aimed both at the benefit of employees and at the development of the enterprise.
• Effective employment: directly related to the company's business, each job should be profitable and occupied by a capable employee.

A professional leader guides subordinates in the right direction, helping them to discover their abilities, and forms a team of like-minded people around him.

The personnel management system is a set of principles and methods of personnel management of workers and employees in an organization.

The organization's personnel management system includes the following subsystems:

1 Human resource management concept- a system of theoretical and methodological views on understanding and defining the essence, content, goals, objectives, criteria, principles and methods of personnel management.

The subsystem of the personnel management concept includes:

• - labor market
• - personnel classification
• - management concepts
• - interconnection of control subsystems
• 2. Personnel policy- determines the general line and fundamental guidelines in working with personnel for the long term. The personnel policy of the organization is reflected in the following documents: Charter of the organization, philosophy of the organization, collective agreement.

Personnel policy includes:

• - leadership style- the way managers treat subordinates in the performance of official duties. There are four types of leadership styles:
  • ? authoritarian(characterized by the fact that the manager, when making decisions, is always guided by his own goals, criteria and interests, without consulting the workforce, and is limited to a narrow circle of like-minded people)
  • ? democratic(based on a combination of the principle of unity of command and public self-government; the manager, as a rule, is elected at a meeting of the workforce or owners and must express the interests of the majority)
  • ? liberal(in decision-making, the manager is guided by the goals and interests of individual groups of the workforce, constantly trying to maneuver in order to maintain parity of interests)
  • ? mixed(includes a combination of the types listed above.)
• - organizational philosophy- this is a set of moral and administrative norms and rules of staff relations, subordinated to the achievement of the global goal of the enterprise.
• - internal labor regulations- are an important regulatory document regulating the hiring and dismissal of employees, work time, labor organization, permitting procedure labor disputes, obtaining social benefits and guarantees, rewards and punishments.
• - collective agreement - an agreement between the administration, the trade union committee and the workforce of the enterprise to solve production and social problems and improve the working conditions of workers and employees, defining:

trade union status and administration prerogatives;

wages and working hours;

job security;

procedure for resolving labor disputes.

3. Personnel selection - the process of selecting suitable candidates for vacant jobs, based on the existing personnel reserve at the enterprise and at the labor exchange.

Recruitment includes:

- calculation of personnel requirements

Calculation of personnel requirements for the future is carried out based on a forecast of the expected demand for labor in the future based on the planned production program and a forecast of changes in the quantitative composition of personnel (for example, based on personnel turnover indicators). When calculating future labor demand, it is also advisable to take into account expected changes in working hours.

IN modern conditions they can be applied using adjustment factors for inflation, by dividing production volumes at modern prices by adjustment factors using the formula:

L = O * H L / K P,

where L is the number of workers and employees;

O - production volume, million rubles;

N L - staffing standard per 1 million rubles;

K p - correction factor for ruble inflation depending on the industry National economy. In practical calculations, we can take KP = 20.

Such a calculation is necessary when justifying the diversification of production, reducing or increasing the volume of work.

- models of jobs (positions)

Scientifically based selection of personnel can be made on the basis of workplace models. Effective solution the problem of personnel selection requires the development of scientifically based models of workplaces for workers and employees, which ensure the selection, assessment and placement of personnel on a unified methodological basis.

- professional recruitment

Professional selection is a procedure for probabilistic assessment of a person’s professional suitability, studying the possibility of mastering a certain specialty, achieving the required level of skill and effectively performing professional duties. There are 4 components in professional selection: medical, physiological, pedagogical and psychological. During professional selection, the compliance of the candidates’ capabilities and views with the conditions and characteristics of work in a specific position is determined. In small companies where there is no special personnel department, the selection decision is made by the manager of the corresponding line profile. In large and medium-sized companies, a personnel specialist (manager) and a line manager are usually involved in making selection decisions.

- interview

The job interview is critical in the recruitment process. It involves selecting the right person for the job based on objective criteria that are applied to the candidate in a balanced and fair manner.

The interview has two main goals:

• 1) help the organization evaluate candidates for suitability for the position;
• 2) help candidates evaluate the organization as a future place of work.

Historically, the following interview techniques have developed:

• 1. The British interview method is based on a personal conversation with the candidate by members of the personnel committee.
• 2. The German method is based on the preliminary preparation by candidates of a significant number of documents with mandatory written recommendations from famous experts, scientists, managers, and politicians.
• 3. American method interviews come down to testing intellectual and creative abilities, psychological testing using computers, and observing candidates in an informal setting.
• 4. Chinese method is based on preliminary written examinations and has a long historical tradition.
• - formation of a personnel reserve

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. 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.

By type of activity.

Development reserve-- a group of specialists and managers preparing to work in new directions (with diversification of production, development of new products and technologies). Functioning reserve-- a group of specialists and managers who must ensure the effective functioning of the organization in the future.

By time of appointment: Group A - candidates who can be nominated to higher positions at the present time; Group B - candidates whose nomination is planned in the next one to three years.

4. Personnel assessment is carried out to determine the employee’s suitability for the vacant or occupied position.

The initial data for personnel assessment are:

• * models of personnel workplaces;
• * regulations on personnel certification;
• * methodology for personnel rating assessment;
• * philosophy of the organization;
• * internal labor regulations;
• * staffing table;
• * personal files of employees;
• * HR orders;
• * sociological questionnaires;
• * psychological tests.

Personnel assessment includes:

- personnel assessment methods

As a result of personnel assessment, the following documents are generated:

• ? results of testing (exams) of professional knowledge and skills;
• ? socio-psychological portrait of the individual;
• ? medical report about performance;
• ? assessment of business and moral qualities;
• ? analysis bad habits, hobbies and shortcomings;
• ? assessment of the level of production qualifications;
• ? conclusion of the certification commission.
• - employee potential assessment(professional knowledge and skills, production experience, business and moral qualities, personality psychology, health and performance, level of general culture)
• - assessment of individual contribution(allows you to determine the quality, complexity and effectiveness of a particular employee’s work and his suitability for the position held)
• - personnel certification- a form of comprehensive assessment of the employee, taking into account the employee’s potential and individual contribution to the final result, based on the results of which decisions are made on further career growth, relocation or dismissal of the employee

The personnel certification process can be divided into four main stages:

• 1. Preparatory stage: preparation of an order for certification, approval of the certification commission, preparation and reproduction of documentation, informing the workforce about the timing and features of certification.
• 2. Formation of the composition of the certification commission and its approval: HR director (chairman); Head of the HR Department (Deputy Chairman); head of the unit where certification is taking place (member); legal advisor (member); social psychologist(member).
• 3. The main stage: organizing the work of the certification commission for the divisions of the enterprise, assessing the individual contributions of employees, filling out the “Certification” questionnaires, computer processing of the results.
• 4. The final stage: summing up the results of certification, making personal decisions on the promotion of employees, sending them to study, moving or dismissing employees who have not passed certification.
• 5. The placement of personnel should ensure a constant movement of personnel based on the results of an assessment of their potential, individual contribution, planned career and the availability of vacant positions.

Personnel placement includes:

- typical career models

4 models are widely used in personnel management practice career growth and their various options.

Springboard career model.

Widely distributed among managers and specialists. The life path of a worker consists of a long climb up career ladder, with a gradual increase in his potential of knowledge, experience and qualifications, the positions he occupies accordingly change to more complex and better paid ones. At a certain stage, the employee occupies the highest position for him and tries to stay in it for a long period, then a kind of springboard jump occurs in the form of retirement.

“Springboard” career model for a line manager

Ladder Career Model.

Provides that each step represents a specific position that the employee occupies for a fixed period of time (no more than 5 years); with increasing qualifications, creativity and production experience, the specialist rises through the ranks. An employee reaches the top stage of his career during the period of maximum potential. After occupying the top position, a systematic descent down the career ladder begins, performing less intensive work that does not require acceptance difficult decisions in extreme situations and managing a large team.

Career model "Crossroads".

It assumes that, after a certain fixed period of work, a manager or specialist has undergone certification, based on the results of which decisions on promotion, transfer, or demotion are made. According to its philosophy it is American model careers focused on individualism.

“Snake” career model.

Provides for the horizontal movement of an employee from one position to another, by appointment to for a short time(1-2 years). This allows the line manager to explore specific management functions in more depth. This knowledge will be useful to him in a higher position. The advantage of this model is the ability to satisfy a person’s needs for knowledge of the management functions of interest to him. This presupposes the constant movement of personnel in the management apparatus, the presence of a clear appointment system, and a detailed study of the socio-psychological climate in the team (widely used in Japan).

Career planning is about choosing a career model for various stages life cycle. With continuous improvement of personal qualifications and taking into account the interests of the organization.

My career model - “Springboard”:

• - career planning- involves scientific justification of rational age and regulatory deadlines occupying positions taking into account the wishes and personality of the employee. The following basic career planning methods are used.
• 1. Analysis of personnel records sheets.

The data is statistically processed and the tenure of identical positions is determined.

2. Sociological and expert survey of scientists and business managers.

The survey concerns the rational age and tenure of positions with subsequent processing of the results using rank correlation methods.

• 3. Combination of these methods and a comprehensive assessment of management personnel using ratings. Using the rating, it is possible to derive rational values ​​for the age and duration of the position for each position of a manager and specialist.
• - working conditions and remuneration

Labor organization includes a set of issues related to the employee’s workplace and its technical equipment.

Remuneration is a key problem in personnel placement, because... forms the income of workers and is the main means of reproduction of the labor force.

Social benefits define the totality of monetary and material benefits received by the personnel of the enterprise, as a rule, in different sizes for all categories of workers and as an additional source of income.

Social guarantees include the enterprise’s obligations to pay compensation and benefits to employees at the end of each year or in the event of force majeure.

- personnel movement

The organization of personnel movement is of fundamental importance in its placement, because ensures the filling of vacant positions and compliance with the planned career of employees. Personnel movement consists of the following procedures:

• ? promotion in position or qualifications, when an employee fills a higher position and a worker receives a new rank;
• ? relocation when an employee is transferred to another equivalent workplace (workshop, department, service) due to production needs or a change in the nature of work;
• ? demotion when, due to a change in his potential, the employee is transferred to a lower position, or based on the results of certification to a lower rank for the worker;
• ? dismissal from an enterprise when an employee completely changes his place of work due to dissatisfaction with working conditions or inconsistency with the occupied workplace.

The movement of personnel is organized in accordance with personnel policy personally by the director in small enterprises or his deputy for personnel in large and medium-sized enterprises.

We can distinguish 7 stages of a person’s business life, linking them with the age of the employee:

Stages: 1. Training.

• 2. Turn on.
• 3. Achieving success.
• 4. Professionalism.
• 5. Reassessment of values.
• 6. Craftsmanship.
• 6. Personnel adaptation- this is the process of adaptation of the team to changing conditions of external and internal environment organization, and employee adaptation is the adaptation of individuals to the workplace and work collective.

Personnel adaptation includes:

• - probation This is the main period of adaptation for a new employee of the organization. For a worker, the probationary period is 1-3 months, for a specialist and manager - 3-6 months. During the probationary period, the head of the unit is obliged to appoint a mentor, make sure that the accepted employee meets the requirements of the workplace, identify and record all cases of violation of labor discipline, including intra-shift downtime and loss of working time; socio-psychological climate in the team in connection with the emergence of a “newcomer”. Young specialists who have proven themselves well in practical work are the main source of replenishing the reserve of personnel for promotion.
• - adaptation of young specialists

The main task collaboration organizations, enterprises and higher educational institutions for the preparation of future production specialists is teaching them to make independent decisions, the ability to be responsible for their actions, providing deep professional knowledge, as well as developing the material base of educational institutions.

- mentoring and consulting

Mentoring? it is a process in which one person (the mentor) is responsible for the promotion and development of another person (the “newcomer” or mentee) outside the normal manager-subordinate relationship.

Characteristics of a mentor include:

• - strong motivation to help others in their development;
• - significant and recognized experience in skills;
• - the ability to identify the weaknesses and strengths of the mentee and formulate actions to correct or develop them;
• - personal skills in building relationships with the mentee (and his manager) and conducting training;
• - knowledge of the interests, desires and abilities of their subordinates;
• - placing trust in subordinates and expecting the same from them;
• - focusing their interests more on the individual than on work.

Consulting. Individual counseling means listening to the individual worker and allowing him to find ways to solve a problem or reduce anxiety in areas that are significant to him.

- human resource development is a comprehensive and continuous process of comprehensive development of the personality of the organization’s employees in order to increase the efficiency of their work.

For managers, the daily tasks of working directly with employees as an assessor, consultant, interviewer, mentor and trainer are combined with active involvement in the development, support and control of the human resource development process.

Scheme of one of the options for human resource development

7. Personnel training is designed to ensure that the professional knowledge and skills of employees correspond to the modern level of production and management.

Personnel training includes:

• - professional training allows you to obtain a working profession or specialty and provides for three levels (primary, secondary and higher) with the receipt of an educational document (diploma, certificate). Duration of training is from 1 to 6 years. Higher education are received at universities, academies and institutes that have a license and state accreditation. Russia is gradually moving to the European standard of a two-level education system.
• - training is important stage training to ensure knowledge is relevant to the workplace. There are medium- and short-term advanced training. It is performed at professional courses, at management schools, at advanced training faculties and at business institutes. Duration of training from 1 day to 6 months.
• - retraining of personnel provides for a second working profession or a second specialty to ensure staff utilization and increase the efficiency of their work. Performed in educational institutions, when workers acquire a second profession, and employees acquire a second specialty. Duration of training is from 6 to 24 months.
• - postgraduate additional education is carried out to obtain higher professional or scientific qualifications in graduate school or doctoral studies. Duration of training is 2-4 years.

Personnel are an integral part of any organization, because... any organization is an interaction of people united by common goals. Personnel management, as well as the organization as a whole, is a necessary element of this interaction, because “all directly social or cooperative labor carried out on a comparatively large scale requires, to a greater or lesser extent, management, which establishes consistency between individual works and performs general functions arising from the movement of individual organs. The individual violinist controls himself; the orchestra needs a conductor.”

Without people management, no organization can exist. Without qualified personnel, an organization will not be able to achieve its goals. We can hardly dispute the fact that the income of any company primarily depends on how professionally its specialists work. Human resource management is aimed at achieving effective activities organization and fairness of relationships between employees. Flexible organization of work, self-organization of workers and groups of workers, their conscious participation not only in production process, but also in production management becomes the starting point for creating human resource management systems. Each organization is a small society, with its own population and territory, economy and goals, material assets and finance, communications and hierarchy. It has its own history, culture, technology and personnel. One of the conditions for successfully building a business is a competent approach to building an organization’s management system, i.e. management.

Formation of an effective personnel management system is one of the most important tasks of modern management. This work will outline the methodological foundations of the management system, principles and methods of its construction, assessment of the effectiveness of its work, as well as an analysis of the personnel management system of Adept LLC.

Human resource management concept

The labor market is a set of socio-economic relations regarding the hiring, training and use of labor resources (employed, unemployed, students).

The term “personnel” unites the components of the organization’s workforce. We consider all employees to be personnel ( labor collective), performing production or management operations and engaged in the processing of objects of labor using labor tools.

According to the method of formation, Adept LLC is classified as artificially created, since the programs and the organization itself are a product of intellectual labor, created directly by man, namely by programmers who create software products. From which it follows that in the structure of the organization there are no production personnel who carry out labor activities in material production with a predominant share of physical labor, but there are employees, or management personnel, carry out labor activities in the process of production management with a predominant share of mental labor. They are busy processing information using technical means management. The main result of their work activity is the study of management problems, the creation of new information, changing its content or form, preparing management decisions, and after the manager selects the most effective option- implementation and control of execution of decisions. Management personnel are divided into two main groups: managers and specialists.

The management of Adept LLC is based on the following principles: the importance of using scientific analysis to determine the best way to achieve goals; the feasibility of selecting and using workers most suitable for a specific purpose; the need to provide workers with all the resources required to effectively perform the tasks assigned to them.

Today, in the management of Adept LLC, an important place is given to interaction with the external environment (with existing and potential clients, with authorities, etc.), taking into account its changes, and orienting all the organization’s activities based on the current crisis conditions.

The system of working with personnel at Adept LLC is reflected in such important documents as: the organization’s charter; philosophy of the organization; internal labor regulations; collective agreement; staffing table of the enterprise; regulations on remuneration and bonuses; regulations on divisions; employee contract; job descriptions; workplace models, etc.

Human resource management systems have undergone global changes in the last decade. Today, personnel management is less and less based on administrative methods of work and increasingly focused on conscious personnel policies. It is the carefully developed personnel policy of the organization that is the basis for effective work with personnel. In each organization, the procedure for working with personnel is regulated in its own way. However, there is certain rules And regulations, according to which personnel work will be organized.

Why is a personnel management system being formed?

The establishment of a personnel management system is impossible without defining a goal. In addition, you need to clearly understand the principles by which it is formed. The main tasks in creating a personnel management system are usually the following:

1. provide the organization with qualified personnel)
2. provide the employee comfortable conditions labor so that his work is as effective as possible)
3. create an objective and high-quality system of motivation and remuneration)
4. increase employee satisfaction with work results)
5. provide each employee with opportunities for professional growth and development)
6. to create a favorable moral and psychological climate in the team)
7. improve existing ones and introduce more effective methods personnel assessments)
8. motivate the HR department to develop the company's organizational strategy.

An effective personnel management system is based on the following principles:

1. efficiency in the selection and placement of personnel)
2. fairness of remuneration and motivation)
3. career and professional growth of an employee in accordance with the needs, abilities and results of his work, depending on the capabilities and needs of the organization itself)
4. providing assistance in solving personal problems of the employee.

Thus, the personnel management system is formed on the basis of the principles that determine its effectiveness, as well as the quality of its work as a whole.

What does HR work consist of?

Work with the team is usually concentrated in the HR department. If the organization has a personnel manager, then the development and determination of the main directions in personnel work is part of his task. At the same time, the strategy must be understandable to the head of the organization and approved by him. If there is no HR director, it is advisable to assign supervision of the HR department directly to the manager.

• Personnel records management. This section includes personnel registration support for all natural movements of employees in the organization:

1. hiring, dismissal and transfer)
2. registration of business trips, vacations (study, annual, maternity leave))
3. registration of sick leave)
4. accounting of employees of the organization.

• Analytical work. Different kinds personnel analysis, usually according to specified criteria:

1. reporting)
2. carrying out assessment procedures)
3. studying the effectiveness of each specific employee in various job positions
4. drawing up various plans for working with personnel.

• Personnel training work:

1. planned training)
2. organization of training in specialized training centers)
3. organization of trainings of various types.

• Work to provide the company with qualified personnel:

1. recruitment and selection of personnel)
2. placement of employees by position)
3. conducting adaptation of personnel and supporting them at each stage.

• Formation of the organization's personnel policy. In working with personnel, this point is decisive. Personnel policy is formed jointly with the head of the organization and line managers.

In each specific organization, these areas can be expanded and supplemented, depending on the specifics of the organization’s work and its needs. The content of work with organization management personnel should be planned in two types: short-term and long-term.

Development of a HR plan

The personnel plan is the basis of the personnel management system. After all, an effective personnel policy is possible only if there are well-designed plans and programs. These documents describe in detail the entire cycle of working with personnel. As a rule, two plans are drawn up: operational and strategic.

Operational plan

Current personnel work is consolidated here. It can be compiled for different periods depending on the goals and needs of the organization (from a month to one year). It can also be compiled with an emphasis on a particular process, or in general for each of the areas of work with personnel.

For example, an operational plan may contain planning:

• needs for specialists,
• personnel adaptation,
• staff reductions for a certain period of time,
• expenses for recruiting and maintaining employees,
• training of personnel in various fields,
• careers of employees in the organization,
• formation of a personnel reserve,
• personnel movements,
• promoting the values ​​of the organization and building work with personnel on their basis.

Strategic plan

Its goal is to formulate the overall personnel policy of the organization. It is usually drawn up for 5 years. Its content is determined primarily by the presence of a strategic plan for the development of the organization as a whole. Depending on the goals set, the content of work with personnel there is determined taking into account the future.

Both operational and strategic plans of an organization for working with personnel can change, be supplemented and adjusted. First of all, it depends on the influence of internal and external factors, as well as from changes in the direction of the organization as a whole.

Documents regulating work with personnel

Regulations are normative documents that establish the goals, content and procedure for performing individual operations, and also determine the work of the organization in a strategic aspect.

Regulatory documents are developed in the organization as it develops and expands. For very small companies, they are, as a rule, not needed, but for large companies they are simply necessary, since without them it is impossible to systematize and organize effective personnel work.

The personnel management system is especially effective if its regulations comply with the organization’s standards and are aimed at achieving its goals.

Personnel work is based on the following regulatory documents.

Regulations on working with personnel.

A fundamental document establishing the distribution of functions in the company relative to each division. It contains the goals, objectives, functions, and share of responsibility of each participant in this work process, and also defines the relationships between departments.

Internal labor regulations

Mandatory local document, which is developed for the following purposes:

• formation and maintenance of labor discipline at the proper level)
• effective organization of the labor process)
• rational distribution of time for work and rest)
• security High Quality labor.

Job description

This document is necessary to clearly regulate the employee’s work activities and contains the following points:

• scroll job responsibilities employee)
• determination of the employee’s area of ​​responsibility)
• the order of employee relationships with various departments)
• procedure for replacing an absent employee.

The presence of job descriptions in an organization allows you to evenly distribute the load on the organization’s personnel and qualitatively control the activities of both an individual employee and the team as a whole.

Staffing table

This document contains information about the number of staff in the organization. The official salary and, if any, a bonus to it are also stated here.

Regulations on the formation of a personnel reserve in the organization

This document is applicable in large organizations that form a personnel reserve based on strategic development plans. This may include candidates both from the company’s internal resources and from the external labor market.

Regulations on the stages of personnel adaptation

A document that defines the directions for social, psychological and professional adaptation of personnel. High-quality implementation of a personnel adaptation system significantly reduces staff turnover and improves the quality of work for newcomers.

Regulations on recruitment and selection of personnel

This document establishes the procedure for recruiting and selecting specialists. It also establishes deadlines for the completion of each operation and responsibilities between all participants in this process.

This list is far from complete and, depending on the needs of the organization, it can be supplemented with other local documents that will determine the procedure for work in one of the areas of personnel activities.

Competent personnel policy is a way to resolve conflicts

It is known from scientific theory that any systemic formation is periodically subject to a state of instability. Simply put, sooner or later in any organization tensions accumulate in employee relations. The result is the emergence of conflicts. During this period, work efficiency decreases and planned indicators deteriorate.

Conflict resolution is traditionally associated with the field of psychology. However, properly structured work with personnel can play a significant role in this process. In this case, the most important thing is First stage, that is, the selection of a candidate and her preliminary analysis. The goal is a situation in which employees with psychological compatibility work in the same department. Thus, the importance of personnel work is difficult to overestimate.

Personnel policy is the basis of an effective personnel management system

The purpose of the organization’s personnel policy is to provide the organization with personnel who meet the requirements in a timely manner. The organization's personnel policy is influenced by various factors, under the influence of which it can be adjusted or completely changed. These factors are divided into:

1. External. These include labor legislation, relations with trade unions, the economic situation in the country and the labor market.
2. Internal. These include the goals and objectives of the organization, territorial location, technologies used, internal culture of the organization, moral and psychological climate in the team.

The main directions in the formation of personnel policy are the following:

• recruitment)
• wage system)
• training)
• formation of personnel procedures)
• social relations.

Regulation of personnel policy, depending on the size of the organization, can be enshrined in the form of local documents or exist in the form of unwritten rules established by the manager.

In any case, it is not enough to develop a personnel policy. To obtain an effect, it is necessary to introduce it into the organization’s activities as efficiently as possible. The mechanism for its implementation is based on the development of plans and standards, administrative, organizational, economic and social measures that are aimed at solving various personnel problems of the organization, as well as meeting its personnel needs.

Thus, efficient system work with personnel can be built with the integrated application of all elements of this complex process. Only in this case can we guarantee the order and clarity of work with company personnel.