- this is the process of identifying the organization's need for personnel to achieve its strategic goals and objectives and developing an action plan to meet this need.
Personnel planning should be an integral part of the organization's overall business planning system, that is, interpret the organization's strategic plans in terms of the requirements for its personnel. Planning will only be effective when it follows from the strategy of personnel management and personnel policy organizations.
Organizational personnel planning has the task of determining the ways and total costs of filling jobs at the right time and in the required quantity and answers the question: “How many employees, what qualifications, when and where will be needed to achieve the strategic goals and objectives of the organization?”.
Human resource planning also deals with broader issues related to how people are recruited and developed in order to improve the performance of the organization. Therefore, it can play an important role in strategic management. by human resourses. Human resource planning should form an integral part of business planning. Strategic planning should decide what changes are expected in the scale and types of activities carried out by this organization. It should also define the core competencies that the company needs to achieve its goals, and therefore the requirements for certain skills. But planning is always approximate, and this can limit the ability to develop integrated human resource plans that are linked to business plans. Human resource planning interprets strategic business plans in terms of people requirements. But it can also influence business strategy, drawing attention to how best to develop and deploy workers to achieve the goals of the business as a whole, and can also point to problems that may need to be addressed to ensure that the right people and their utility.
Human resource planning is a “decision-making process that integrates three important activities: (1) identifying and attracting the right number of people with the right skills, (2) stimulating their development to achieve high performance, and (3) creating interconnections between business strategy and personnel policy” (Queen Mills).
Quantitative need for human resources involves determining the number of employees (including in accordance with their age and gender) that are necessary to complete the tasks.
Qualitative need for human resources takes into account the need for categories, specialties, professions and skill levels of employees and involves the definition of requirements for specific jobs.
Can be distinguished"hard" and "soft" human resource planning . The first is based on quantitative analysis in order to provide the right number of suitable people when needed. The second emphasizes the creation and design of such an ideology of the organization, which would lead to a clear integration between corporate goals and values, beliefs and actions of employees. But the soft option becomes, in essence, identical to the subject of human resource management in general.
Staffing requirement data will be incomplete if the time and duration of the staffing requirement is not determined. The need for personnel is always set at a certain time or by a certain date. The time range of planning depends, first of all, on the specifics of the goal, task, type of activity and skill level of employees, the need for which must be planned. For example, when planning, the time required for hiring workers, their professional adaptation (including vocational training) to the full development of the workplace (position, profession) should be taken into account.
Depending on the time range, the following types of planning are distinguished:
short-term (for a period of up to one year);
medium-term (for a period of one to five years);
long-term (for a period of more than five years).
As the practice of modern Russian commercial organizations shows, the usual personnel planning horizon is a calendar year or a working season (for types of work with high seasonality, for example, tourist resort services).
In addition, one should take into account the fact that with an increase in the time range, the uncertainty in planning also increases, as a result of which its accuracy may decrease. So, long-term personnel planning will contain rather approximate data, and with a decrease in the time range, it is possible to draw up more detailed plans. Thus, medium-term and long-term planning poses the problem of adjusting plans. The plan should not be static. From time to time (for example, once every six months, a year), it must be adjusted in accordance with the changing situation.
The determination of the time ranges of personnel planning is carried out taking into account the specifics of the activities and conditions of a particular organization. If planning affects different time ranges at different levels of planning in the organization, then there is a problem of temporal coordination of plans, which means the orientation of short-term planning to the goals of medium and long-term planning or, conversely, the transfer of goals long term planning for the short term.
Such coordination of plans is necessary due to the high degree of integration of personnel planning into the planning system of the entire organization.
The human resource planning process includes the following steps:
Development of requirements for jobs.
Research of labor markets (external and internal).
Analysis of staff turnover.
Determination (calculation) of the need for personnel.
Determining the costs associated with meeting the need for staff.
Determination of ways to cover the need for personnel.
Development of action plans to meet the need for staff.
Stage 1. Development of requirements for workplaces (determination of the qualitative need for personnel) involves the formation of a system of requirements (qualitative parameters) that the organization imposes on employees occupying certain positions (jobs).
Requirements for jobs are determined by the nature of work in a particular position. In turn, the nature of work determines the requirements that apply to the workplace. The development of requirements for workplaces should reflect the state of both the present and the future forecast of requirements. When developing requirements for the workplace, the specifics of labor process at a particular workplace and its relationship with other positions and elements of the organization's structure.
In addition, when developing requirements for the workplace, it is important to determine, using a qualitative analysis of the personnel, the necessary qualifications of the employee, expressed through the qualitative parameters of the requirements for personnel. So, based on the analysis of the system of requirements for jobs and the actual qualifications of personnel, an action plan is developed for its development.
Traditionally, the requirements for personnel (workplace) include the following main parameters:
knowledge (level of education, specialty, qualification, additional professional training);
professional experience (practical skills in a certain area professional activity, work experience in specific positions);
capabilities (intellectual abilities, ability to learn, special abilities necessary for a certain area of professional activity, for example, the ability to withstand stress, communication skills, etc.);
motivational attitudes (the desire for career growth, self-development, advanced training, stable work, sphere of professional interests, etc.);
special requirements related to the specifics of the work (irregular working hours, night work, business trips, frequent trips, etc.).
Additionally, the requirements for personnel may include:
physical characteristics (state of health, endurance, appearance, etc.);
personal characteristics (temperament, character traits, etc.).
Requirements for specific jobs (positions) can be formulated in the form of the following documents:
job description - main sections: general provisions (basic qualification requirements, the procedure for appointment and dismissal from a position, the procedure for replacing during absence, subordination), functions, job duties, rights, responsibilities, relationships and communications by position, performance evaluation;
job descriptions (positions ) - includes a description of the activities of an employee performing functions within a particular position; position in the organizational structure and specific requirements for the work performed. Main sections: subordination relations (determination of subordination and the procedure for interaction with other officials and structural divisions of the organization), task structure (description of tasks and powers to give instructions and make decisions), structure of work performed (in addition to the list of work performed, includes performance requirements and standards for works);
workplace models - developed in 1989 by A.P. Yegorshin. Includes 15 elements representing the qualitative and quantitative characteristics of the workplace: personnel data, employee experience, professional knowledge, professional skills, personal qualities, personality psychology, health and performance, skill level, career, hobbies (hobbies), bad habits and shortcomings, organization of work, wages, social benefits, social guarantees;
job requirements profile - is developed on the basis of the description of the workplace (position), contains indicators of the degree of severity for all types of requirements for a particular workplace (position). As a rule, they are performed in graphical or tabular form. It involves comparing the profile of the requirements for the position (the profile of the “ideal” employee) with the profile of the abilities of a particular employee to determine its compliance with his workplace (position);
professiograms - reflects the personal characteristics necessary to work in a particular position (workplace);
competency cards - includes a list of professional (what an employee should be able to do to achieve the required results of work) and behavioral (personal characteristics and patterns of behavior necessary for the successful manifestation of interpersonal skills, leadership, communication skills, teamwork, analytical skills, etc. ) competencies required to work in a particular position (workplace).
It should be noted that there is no consensus regarding the forms for describing the requirements for a workplace (position). In each case, the form must take into account the specific conditions and specific requirements of the organization or its structural units.
The development of requirements for jobs (positions) is associated with significant costs, so the question arises: “Under what conditions can it be expected that this work will allow you to get further economic benefits? According to experts, the use of a description of the requirements for jobs begins to justify itself when the number of employees in an organization exceeds 100-150 people.
A well-written description of the requirements for the workplace is used:
to inform the employee holding a certain position about his production tasks, functions, job responsibilities; available rights to make decisions, receive information and report; liability for poor performance of duties;
in the process of personnel selection (when compiling the text of a vacancy announcement, conducting an assessment interview, choosing a method for assessing professional suitability);
as a basis for sizing wages(official salary);
when developing assessment criteria in the process of assessing and attesting personnel;
when determining the need for training and developing staff development programs.
Regulatory documents:
All-Russian classifier of occupations of workers, positions of employees and wage categories (OKPDTR)
All-Russian classifier of occupations (OKZ)
Unified Tariff and Qualification Directory of Works and Occupations of Workers (ETKS)
Tariff and qualification characteristics for industry-wide positions of employees
Tariff and qualification characteristics for industry-wide occupations of workers
Stage 2. Research of labor markets is a key step in the process of determining the organization's need for personnel. Assumes the study of all intended to attract the spectrum labor resources, which is represented by external (local, regional, federal) and internal (team of employees of the organization) labor markets.
As part of the study of the internal labor market, a qualitative and quantitative assessment of the labor resources available in the organization is carried out. Analyzes the actual data on the cash composition of the organization's personnel, recorded in its staffing; personnel credentials stored in the personal files of employees and databases of the personnel management service; information on the results of personnel training; the results of the last certification, etc. To obtain more detailed and operational information, it is possible to use specially designed questionnaires and conduct surveys of employees.
Collected and analyzed, first of all, information about:
- the permanent composition of the staff (name, place of residence, age, date of entry to work, appointment, etc.);
- the structure of personnel (gender and age, educational, qualification, by length of service in the organization; by categories of personnel, etc.);
– staff turnover;
- loss of working time as a result of downtime, absenteeism, illness;
- the length of the working day (full or part-time, working in one, several or night shift, duration of holidays);
- wages (its structure, salary, allowances and additional payments, additional payments);
- social benefits and guarantees (expenses for social needs allocated in accordance with the law and from the profit of the organization).
The information obtained about the available staff is analyzed taking into account the development prospects of the organization and its activities to determine how the organization can satisfy its future staffing needs at the expense of its own employees and whether it is necessary to attract additional staff from outside.
Analyzing the internal labor market, the organization thereby solves for itself the key issue of personnel policy: “buy” or “grow” personnel. The “grow up” policy assumes that the organization recruits personnel to the lower level of positions and then carries out activities to develop and promote employees to meet their future needs. The “buy” policy implies that the organization prefers to satisfy the need for personnel by attracting employees with foreign market labor. Modern organizations use both of these policies, but in different percentages depending on the situation (the specifics of the activity, the stage of development of the organization, the strategy of behavior in the market, the complexity of a particular task, the skill level of the involved employees, etc.).
In the human resource planning process, it is also importanthas foreign market researchlabor, especially in a situation where the organization is faced with the need to attract additional staff.
The main areas of study of the external labor market are:
structure of the labor market, including sector, age, qualification, professional;
labor mobility;
sources of staff recruitment;
ways to cover the need for staff;
behavior of competing organizations in the labor market;
the cost of labor (survey of wages).
The information obtained will make it possible to assess the situation on the labor market in terms of changes in the indicators of demand and supply of personnel. There are the following types of situations in the labor market:
favorable (the supply of personnel exceeds the demand for it);
balanced (the demand for personnel and the supply of personnel are equal);
tight (the demand for staff is higher than the supply of staff).
The situation on the labor market may vary depending on the profession, position level, specifics of the employee's activity. Thus, the situation on the labor market for workers of mass professions (for example, a cashier, accountant, assistant secretary), as a rule, is favorable, and the situation on the labor market for highly qualified specialists is, in most cases, rather tense.
Depending on the situation on the labor market, the organization will use various ways and sources to cover the need for staff.
An employer seeking to ensure long-term growth of their business understands that “investing in people” is no less important than updating material base production, since the professionalism of employees and their ability to develop are competitive advantages companies. A high percentage of employee turnover affects the success of an organization as sharply as financial losses ...
Dismissal from industrial enterprise workers, entails an increase in costs: these are both direct losses of profit from non-produced products, and indirect ones, including the costs of finding, selecting and hiring new people, their adaptation, training ...
The experience of colleagues and their own observations show that errors in all levels of personnel management, from hiring to dismissal, lead to high staff turnover. So, for example, when interviewing 500 resigning workers industrial company The following reasons were identified for their departure:
If, in an effort to reduce the percentage of staff layoffs for own will, the leadership will work only in one of the directions, this will not bring a tangible effect. The company needs to build an integrated human resource management (HRM) system, a model that will help balance the needs of production and people. With this approach, staff turnover becomes the most regulated process.
A similar HRM model was built in the Volgograd Open joint stock company"Caustic". Having adapted similar models described in the literature to the needs of our production, we have introduced a system of integrated continuous work with personnel. It describes in detail such business processes as planning the number of employees, selection and placement of personnel, personnel assessment and development, motivation and formation of corporate culture (rice. one). Human resource management activities are carried out by top managers ( CEO, directors for areas), managers of middle and lower levels (heads structural divisions), managers of the personnel assessment and development center (Further- TSOiRP).
Rice. 1. HRM model
Top managers set the direction for this work: they formulate and convey to subordinates the company's strategy, set goals and show ways to achieve them in the medium term. Directly manage people in accordance with the developed strategy, managers of middle and lower levels. The main subjects in the activities of HRM are the HR managers of the COiRP, focused on achieving the goals of HRM by improving business processes, creating and implementing new organizational processes aimed at streamlining work with personnel.
One of the main elements of our HRM model iscontrolling(this term refers to the expertise of the human resource management system to improve efficiency). The examination is carried out annually at the end of the year to assess the compliance of human potential with the goals and development strategy of the company, to develop general principles HRM policy, as well as evaluate the effectiveness of business processes in the field of HRM. The data obtained in the course of controlling is taken into account in personnel planning.
The first business process that stands out in the HRM model isplanning. Its main task is to provide the company with the necessary human resources. The workforce planning business process includes the following five steps (rice. 2):
1. Quantitative and qualitative calculation of the company's strategic and tactical needs for employees. It is based on the company's strategic development program and business plan for the year. The result of the calculation areplan for the number and dynamics of the qualification structure, the planned need for additional staff and employee release plan .
2. Analysis of opportunities to meet the needs of the company in employees. The result isforecast for meeting the company's need for personnel through internal sources and the external labor market.
3. Definition the need to attract, train and release employees , as well as in personnel reserve . It is carried out by comparing the need for personnel in future periods with the forecast to meet the need for people.
4. Development organizational measures to achieve (maintain) quantitative and qualitative correspondence between the need for personnel in future periods and its availability. These organizational measures are included as an integral part of the HRM Strategic Program and the Comprehensive HRM Plan for the planned year (this normative document, in which organizational activities are grouped into five sections on business processes; it indicates the deadlines, responsible persons, costs).
5. Consideration and approval of organizational measures at a meeting of the company's board.
Rice. 2. Scheme of the business process "personnel planning"
Thus, the result of the personnel planning business process is a newly developed (or adjusted)HRM Strategic Program and Comprehensive HRM plan for the current year , which are guided by top managers, middle and lower managers, as well as HR managers of the COiRP.
The next business process in the HRM model isselection and placement of personnel ; it ensures the rational selection and distribution of employees by structural units and individual jobs. This business process is carried out in two directions: providingplanned and currentstaffing needs (rice. 3).
Rice. 3. Scheme of the business process "recruitment and placement of personnel"
In order to timely satisfyplanned requirement in personnel, the business process includes the following steps:
1. Build profiles of planned / additionally introduced positions (they contain requirements for the professional and personal qualities of candidates).
2. Form a database of candidates (depending on the adopted personnel policy, it can be focused on internal or external sources).
3. Evaluate applicants in terms of their compliance with the formal requirements of additionally planned positions (sex, age, education, qualifications, work experience). If there are not enough applicants, it is necessary to consider ways to attract staff and continue building the base.
4. Draw up a staffing table for the planned positions. For each vacancy, applicants are selected from the database that meet the formal requirements of the positions.
5. Assess the degree of compliance personal qualities potential employees selected according to formal data, requirements vacant position. The assessment is carried out using tests (according to the list of psychodiagnostic methods used in the selection of personnel). As a result, a list of candidates is formed that meets the formal and personal requirements vacancies.
6. Conduct interviews with selected candidates to confirm their qualifications. During the interview, the heads of structural divisions and chief specialists determine the level of professional knowledge and skills of candidates, which is reflected in the appropriate form (the knowledge and skills to be tested, assessments, as well as the rationale for assessments are recorded).
7. Compile profiles of selected candidates for vacancies. Correlating this data with vacancy profiles helps managers make hiring decisions.
8. Decide whether to hire or relocate selected candidates; this is the competence of the director of personnel management and heads of structural divisions. With employees whose candidacies are approved for positions, labor Relations. Information about the rest is stored in the database.
Current need in employees is determined on the basis of applications for selection from the heads of structural divisions. Then the requirements for the declared vacant position are clarified, and applicants are recruited. Further work with candidates continues in accordance with the steps 5-8 described above.
To determine the effectiveness of the work of employees and the consistent accumulation of information necessary for the adoption management decisions, in the HRM model, a business process is distinguishedpersonel assessment . Evaluation activities are formed for the year - in accordance with the policy in the field of HRM, while taking into account the data obtained as a result of the analysis of evaluation procedures for the previous year (rice. four). The developed activities for personnel evaluation are an integral part of the integrated HRM plan for the planned year.
Rice. 4. Scheme of the business process "personnel assessment"
The next HRM business process isstaff development , it is carried out in three directions:
1. Help the newcomer to adapt and accept the norms of corporate culture.
2. Career management of employees with managerial potential.
3. Professional development (training) of personnel.
1. Step-by-step help for a beginner in adaptation is presented onfigure 5.
Rice. 5. Scheme of the business process "staff adaptation"
Adaptability Prediction of a newly hired employee is done at the stage of selection in order to identify in advance possible difficulties in adapting a person to the working environment and the team. When compiling it, a diagnostic technique developed by the staff of the PIRP is used. With its help, we determine what type a person belongs to:
The information received is confidential, it is used only for the development and implementation of a program to help a newly hired employee.
Beginner Orientation Procedure in the principles of the functioning of the company and the structural unit, familiarity with its official duties is carried out in accordance with the approved programs (Introduction to the company, Introduction to the structural unit, Introduction to the position). These programs include a number of activities aimed at creating a positive attitude towards the company among new employees, a sense of belonging to the team, mastering the norms and rules adopted by us, mastering job responsibilities.
Adaptation process control a new employee involves a periodic visit by the HR manager to a newcomer at the workplace. This allows you to track the degree of adaptation of a person to working conditions, identify adverse factors that interfere with adaptation, and provide timely assistance. Control is carried out until the stage of complete adaptation of the beginner. Its final term is set in accordance with the following indicators:
AT this moment we are working on the issue of providing assistance not only to new employees, but also those transferred to another structural unit.
2. Career management of employees (planning the advancement of employees) with managerial potential is presented onfigure 6. In order to identify promising managers, reservists are assessed annually at the end of the year (this is a target group of employees who are capable of taking leadership positions in the future). As a result of the assessment, a "gold reserve" is formed - a small group of employees purposefully selected and prepared for implementation functional duties in several leadership positions. For them, "career programs" are being developed, which include a list of professional and job positions in the organization, promotion through which will allow the reservist to develop optimally. When managing the careers of reservists, the PIRP staff monitors their progress (so that there are no “career dead ends”).
Rice. 6. Scheme of the business process "managing the career growth of employees with managerial potential"
3. Professional development (training) of the personnel is carried out in accordance with the integrated HRM plan for the year. Activities are formed taking into account the training needs identified at the planning stage (rice. 7). Compliance is monitored throughout the year, and according to the results of training, adjustments may be made to the plans for the professional development of employees.
Rice. 7. Scheme of the business process "professional development (training) of personnel"
We must not forget that in order to achieve and maintain the proper level of competitiveness, a company needs people who are not onlymay fulfill their assigned tasks, but alsowant do it. Therefore, in our HRM model, such a business process is distinguished asstaff motivation . In order to form in people the desire to improve the results of their activities, increase professionalism, we have provided (rice. eight):
1. Diagnostics motivational factors and selection motivational core . Diagnostics is carried out annually (at the end of the year), while using methods that allow:
2. Organization of working sessions with the heads of structural divisions, during which the results of diagnostics are considered, as well as proposals are developed for the comprehensive motivation of personnel.
3. Development of motivation tools. At this stage (taking into account the results of diagnostics and the proposals of managers), the structure of the necessary components of motivation is developed, methods and tools are determined, and the cost of their implementation is calculated.
4. Review and approval integrated program staff motivation (it is an integral part of the comprehensive HRM plan for the year) at a board meeting.
5. Implementation of the personnel motivation program.
Rice. 8. Scheme of the business process "staff motivation"
Overall business processformation of corporate culture includes similar stepsrice. 9). The difference is that at the first stage, a study of corporate culture is carried out, which includes:
1. Identification of the core values of the company's employees.
2. Definition:
3. Rating:
Rice. 9. Scheme of the business process "formation of corporate culture"
The HRM model providestime frame (rice. ten), according to which controlling, diagnostics of the motivational system, corporate culture, determination of the company's need for personnel and analysis of the possibility of meeting them must be carried out before November 10 of the current year. Taking into account these data, by November 20, the Strategic Program in the field of HRM and the Comprehensive HRM Plan for the current year should be formed (or adjusted). These documents are considered and approved at the meeting of the board until November 30. In December, the costs of organizational events are included in the overall budget of the company. The planned activities are being implemented from January 1 of the next calendar year.
Rice. 10. Time frame in the HRM model
This model of HRM has been operating in OAO Caustic for three years. We have already experienced positive results: the return from the employees of the enterprise has increased, the percentage of voluntary layoffs has almost halved compared to the initial period of the model implementation - 6.5% versus 10.3%. The percentage of staff leaving in the first year of work has also decreased - 15% versus 36% at the beginning of 2005 (this is a very important indicator, because it is at this time that the probability that a newcomer will leave the organization is highest).
The unified human resource management system helps us assess and predict the situation, as well as develop the necessary measures, which allows us to regulate the labor mobility of personnel in accordance with the company's development strategy.
The material is posted on the website HRM.RU
Description of business processes for maintaining personnel records
Business model construction company includes the following business processes:
- 1 Employee movement management:
- 1.1 Acceptance of an employee:
- 1.1.1 Entering personal data;
- 1.1.2 Definition of department;
- 1.2 Changing the status of an employee;
- 1.2.1 Transfer to another department;
- 1.2.2 Transfer to another position;
- 1.2.3 Transfer to another department;
- 1.2.4 Transfer to leave;
- 1.2.5 Dismissal;
- 1.3 Reporting.
The business process of the first level "Activities of the personnel department" (Fig. 1) is divided into several business processes of the second level (Fig. 2).
Figure 1. The first level of business processes
Figure 2. Business processes of the second level
Formation of requirements for system design
Target: it is required to develop an automated system with which it will be possible to carry out the main work on personnel records.
Criterion: the goal is considered achieved if the main incoming and outgoing documents of the personnel department are formed using automated system database based.
Development basis: assignment for course design
Feasibility and economic feasibility.
This task is quite feasible to accomplish, because in many enterprises such a system in the personnel department is successfully working. Our company is fundamentally no different from other similar companies.
The introduction of this system will allow:
- - increase labor productivity (tens and hundreds of times)
- - improve the quality and reliability of personnel records
- - move from accounting to analysis of the personnel of the enterprise
- - bring the personnel records of the enterprise in order and in accordance with the laws.
Some tasks (especially reporting) can be solved in a few minutes. The number of user errors will decrease due to the fact that control functions are assigned to the program. The validity of decisions made by management based on the reports of the personnel department will increase, as the reliability and completeness of personnel records will increase.
This system will allow you to move from a simple accounting of personnel to a higher level. It will be possible to analyze the movement of personnel in various aspects, on the basis of the initial data it is easy to obtain the necessary management information.
Automated system functions that are automated:
- 1. Maintaining a database of employees;
- 2. Hiring new employees;
- 3. Dismissal of employees;
- 4. Personnel movement;
- 5. Registration of holidays;
- 6. Registration of sick leave;
- 7. Maintaining the staffing table;
- 8. Information and reference service;
- 9. Reporting
- - before accounting;
- - to the Pension Fund;
- - before the statistical authorities;
- - in front of management.
Choosing a development tool
The system will be developed on the basis of the object-oriented DBMS 1C: Enterprise 8.3, since this DBMS is able to fully solve the tasks and is affordable.
Functional requirements
Functional requirements are shown in Table 1.
The table shows the requirements for the main entities of the developed system, basic user functions for maintaining personnel records at the enterprise, and the formation of reporting documentation.
Table 1 - Functional requirements for development
|
Requirement |
Requirement detail |
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Directory "Employee Questionnaire" must contain the given values |
Directory values: Full name of the employee; Identification document; Series and document number; Subdivision; Family status; Date of Birth; Education; Date of receipt; reprimands; Phone number; Date of dismissal; Reason for leaving; employee status; Working conditions; Schedule. |
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The attribute "Identity document" must be selected from the reference book "Types of identity documents" |
Directory values: |
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|
Foreign passport of the Russian Federation |
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Birth certificate |
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Higher education ID |
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Release note |
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Foreign passport MMF |
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Military ID |
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Migration passport |
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Diplomatic passport |
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foreign passport |
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Testimony (refugees) |
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Refugee ID |
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Temporary identity card of a citizen of the Russian Federation |
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Passport sample 1997 |
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Other documents issued by the Ministry of Internal Affairs |
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The Gender attribute must be selected from a list of possible values |
Possible values: |
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The attribute "Subdivision" must be selected from the directory "Subdivisions" |
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The attribute "Marital status" must be selected from the list of possible values |
Possible values: Unmarried; Divorced; divorced; |
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The attribute "Position" must be selected from the directory "Positions" |
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The attribute "Discharge" must be selected from the reference "Discharges" |
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The attribute "Education" must be selected from the list of possible values |
Possible values: Without education Primary School Lower secondary Average total Primary vocational Secondary vocational Postgraduate |
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The attribute "Reprimands" must be selected from the list of possible values |
Possible values: |
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The attribute "Reason for dismissal" must be selected from the reference book "Reason for dismissal" |
Possible values: |
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|
Disability Care |
Art. 33 Labor Code p.2 |
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Committing theft at work |
Art. 33 Labor Code, paragraph 8 |
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Retirement |
Art. 31 Labor Code |
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Daytime study |
Art. 31 Labor Code |
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On downsizing |
Art. 33 Labor Code, paragraph 1 |
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By agreement of the parties |
Art. 29 Labor Code, paragraph 1 |
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Enlistment in the army |
Art. 29 Labor Code, paragraph 3 |
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At the request of the trade union body |
Art. 37 Labor Code |
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For absenteeism |
Art. 33 Labor Code, paragraph 4 |
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Caring for the disabled |
Art. 32 Labor Code |
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Caring for children up to 14 years of age |
Art. 32 Labor Code |
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Of your own accord |
Art. 31 Labor Code |
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Showing up at work drunk |
Art. 33 Labor Code, paragraph 7 |
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Art. 29 Labor Code, paragraph 5 |
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End of work |
Art. 29 Labor Code, paragraph 2 |
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Job inconsistency |
Art. 33 Labor Code, paragraph 2 |
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Systematic non-performance of services obligatory |
Art. 33 Labor Code, paragraph 3 |
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Unsatisfactory end of test term |
Art. 23 Labor Code |
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The Employee Status attribute must be selected from a list of possible values |
Possible values: Works |
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The Trial Period attribute must be selected from a list of possible values |
Possible values:
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The attribute "Working conditions" must be selected from the list of possible values |
Possible values: Normal Severe / harmful Particularly severe / especially harmful |
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The "Work Schedule" attribute must be selected from the "Work Schedules" directory |
Possible values: Timesheet 8 hours. Timesheet 7 hours. Timesheet 6 hours. Timesheet 4 hours. |
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Directory "Positions" must contain the given values |
Directory values: Name; |
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The directory "Types of identity documents" must contain the specified values |
Directory values: Name; |
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Directory "Subdivisions" must contain the given values |
Directory values: Name; |
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The reference book "Discharges" must contain the given values |
Directory values: Name; Tariff rate |
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Directory "Work schedules" must contain the specified values |
Directory values: Name; Opening hours |
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Directory values: Name Handbook data: General disease For child care For pregnancy and childbirth Injury at work Trauma at home Injury on the way to/from work |
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The directory "Types of sick leaves" must contain the specified values |
Directory values: Name of sick leave type |
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Directory values: Name; |
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The directory "Grounds for dismissal" must contain the given values |
Directory values: Name; Article of the Labor Code |
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In the developed system, the user generates the document: Employment |
Document structure: Date of receipt; Subdivision - is selected from the directory "Subdivisions". |
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In the developed system, the user generates the document: Dismissal |
 Document structure: Full name of the employee - selected from the directory "Employee Questionnaire"; Position - is selected from the "Positions" directory; Date of dismissal; Reason for dismissal - is selected from the reference book "Reason for dismissal". |
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In the developed system, the user generates a document: Employees on vacation |
Document structure: Employee - selected from the "Employee Questionnaire" directory; Position - is selected from the "Positions" directory; Subdivision - is selected from the directory "Subdivisions"; Tabular part: Period C (beginning of holiday period...
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How, using a process approach, to organize a company's personnel management system, says business coach Alexander Sagalovich.
Personnel management is not always carried out systematically and on a planned basis. The principles and values that underlie the work with personnel may not be formulated, or in no way related to the company's strategy. Motivation systems can be difficult to understand and calculate, and their effectiveness is not tracked.
As a result, the efficiency of the company is falling, staff turnover is growing, some vacancies remain unfilled for many months. The quality of customer service is falling, the real costs of personnel are rising (even if the payroll is decreasing).
In this series of articles, I want to present my vision of the personnel management system, based on process approach. It is not academic, I do not offer it as a manual for HR. The main goal is to demonstrate the principles on the basis of which the personnel management system is built as part of the company's business processes, integrated into the overall system of regular management. The specific advice on personnel management in terms of recruiting, motivation, etc. that you will find is my personal opinion, the result of experience and training.
Let's define what human resource management is. Michael Armtsrong, in The Practice of Human Resource Management, puts it this way: “Human resource management (HRM) can be defined as a strategic and coherent approach to managing an enterprise's most valuable asset: the people who work there, who collectively and individually contribute to the achievement of objectives. enterprises. At the same time, the main goal of HRM is to ensure the success of this organization with the help of people.”
This definition seems to me quite appropriate for the purposes of this article. Some authors share the concept of HRM and "personnel management". But in this article it is not important, I will use these concepts as synonyms.
Now a few definitions that I have already given in other articles.
Business process structure- This is a model of the company's business processes, which reflects the hierarchy of processes and the relationship between them, departments and the external environment through inputs and outputs. All inputs/outputs have their own supplier/recipient: process, department, specific employee, external counterparty.
Buisness process- periodically repeated, controlled activity, the result of which is some resource that has value for a particular consumer (client). The client can be either internal or external.
Therefore, we will primarily consider the structure of HRM processes, their relationship with each other, other processes and the company's strategy.
Since the personnel management system contains certain elements that go beyond the definition of business processes, I will apply an additional concept. Its working title is universal proceduresa. This is a regulated activity that can be similarly carried out within any project or business process. Its result can be a tangible or information product that is used further in a process or project.
For example, in programming, some standard function or procedure—say, string addition—may be used in the most different occasions: when describing classes, objects, other procedures and functions. You can cite as an example the procedures for coordinating a document, sending Email. These activities can be performed within absolutely any project or process. By themselves, they do not "hold out" to a separate process, but at the same time, they must be carried out according to certain rules.
The use of such procedures can generally simplify the regulation of processes. They can only be described once. When they meet again, in other process regulations, it will suffice to make a reference to required document. Due to this, the reading of the regulations is simplified, time is saved, and a certain uniformity in activities is also achieved.
General outline of HRM
Let's start with a general human resource management scheme, and we will consistently move along it, considering its elements with examples.
Briefly, the essence of this HRM system can be expressed as follows:
(1) There are explicit or implicit visions of activity in the company, strategic goals and tasks that define the principles and strategic goals of personnel management.
(2) The strategic goals of personnel management in their own way determine the specific business processes of HRM.
(3) They also define universal HRM procedures.
(4) In accordance with the rules and principles established in the processes and procedures, specific acts of personnel management are carried out.
(5) At the same time, a special database (hereinafter referred to as the “Personnel Database”) is used to work with information about personnel.
Example. The company operates on the principle of calculating the variable part of wages based on individual results in meeting targets. This is the upper, strategic part of the system.
As part of the business process "Manage material motivation» a system for calculating the variable part of wages was developed, taking into account the basic principles. After the implementation of business processes related to the main activity, the participant and / or owner of which was a particular employee, he did not achieve the planned values of the indicators.
At the end of the reporting period, a calculation was made as part of the business process "Calculate the variable part of wages". That is, a specific act of fulfilling the process regulations has been carried out. Then the minimum premium was issued. This information was entered into the Personnel Database.
After that, you need to have a conversation with the employee. This is necessary to identify the cause of low results and prevent them in the future. This can be done within the rules of procedure "PDCA Cycle" (Planning-Execution-Control-Analysis Cycle). A conversation with an employee will also be a specific act of this procedure.
Now let's look at the individual elements of the above diagram.
Vision and strategy
Vision, strategy and goals of the company - affect all processes related to personnel management. They constitute the basic principles on which specific processes and procedures are built, and they are also necessary for the planning and goal setting of HRM activities.
Two important principles HRM strategies:
1. It should be part of the strategy of the entire company. All principles and values should be common and not contradict each other. To put it simply, if a company is focused on providing a unique product in the highest price segment, then the HRM strategy should be focused on such a product, taking into account the high professional level of the staff, low staff turnover, maintaining creativity, etc.
2. The basic principles of personnel management in terms of recruitment, motivation, training, career management should be specific, clear, and understandable. For example, the principle of employee bonuses, defined as “we pay fairly for work,” does not really express anything concrete for employees. As well as the principle underlying the training of personnel "we do not skimp on the training of employees." And vice versa. The principle “our company does not have a variable part of remuneration, and a constant part is set once a year based on the results of certification”, although it may not correspond to someone’s ideas about the motivation system, it will be simple and understandable. Provided that the principles of certification will also be determined.
Specific strategic goals of the company are desirable to be expressed in digital form. They are essential for planning and goal-setting HRM processes. Growth in production, sales, introduction of new technologies, etc. should be planned in advance not only in terms of equipment, software, marketing campaigns, financing, etc., but also in terms of recruitment, training, motivation, career development workers.
Planned values of indicators of personnel management processes should also be related to the overall strategic goals.
An example of a strategic plan for working with personnel based on the main points of the company's development plan.
For each cell, we determine the main goals, measures to achieve the goals, criteria for achieving goals, planned values of target indicators.
HRM business processes
As can be seen from the above general scheme, HRM business processes include those directly related to personnel management - recruitment and selection of personnel, training, career planning, etc. Let me remind you that the list of business processes shown in the diagram is not complete and final. In practice, companies themselves distinguish certain processes based on their scale, characteristics of the management culture, types of activities, etc.
Consider a possible scheme of business processes for personnel management, as well as the relationship of HRM processes with other processes in the company. It is the observance of these links through the inputs and outputs of the processes regulated taking into account the basic strategic principles that provides the necessary synergistic effect from the process approach to personnel management.
An example of a personnel business process system for a small company:
Let's take a closer look at the relationship between HRM processes and other business processes of the company.
Process “Selection and recruitment of personnel”
Process “Learn on bugs and changes”
Process "Develop and bring the system of personnel motivation"
Similarly, the rest of the personnel management processes are interconnected with other business processes of the company.
To be continued.
Alexander Sagalovich
Consultant, business coach.
Experience in various positions in manufacturing, logistics and trading companies.
Since 2003, he has been teaching and coaching. Since 2008, he has been engaged in consulting activities in the field of business process management.
Specialization: business process management systems, warehouse Logistics, automation of business processes, personnel management.
Let us illustrate the connection between the methodology of business processes and personnel management. To ensure successful functioning, the enterprise must organize, train and manage the human resources available in at his disposal so that they implement the strategy and execute the business processes that shape the organization's activities. The main tasks of human resource management are:
Organization effective work employees through the creation of an effective organizational structure, the distribution of responsibility and the appointment of capable people to responsible positions.
Ensuring the required level of knowledge, skills and abilities through the selection and placement of employees with the necessary qualifications, as well as forecasting in the face of constant changes in the future demand for employees and the level of requirements for them.
Development organizational culture through the definition and formation of values and attitudes that form the basis of the organizational culture of the enterprise.
Managing the activities of employees and departments through the development of leadership functions, motivation for career development, business planning, goal setting and performance measurement.
Meeting the interests and needs of the workforce, such as promotion, achievement professional excellence and ensuring a decent standard of living.
Here are the basic principles of organization of business processes of personnel management.
Senior managers develop a strategy, goals and standards, personnel development programs. Middle and junior managers carry out key personnel development programs, train their personnel and manage their work, applying the techniques and tools developed as part of a unified enterprise management strategy. At the center of modern views on management is the problem of flexibility and adaptability (adaptation) to constant changes in the external environment, which often dictate the strategy and tactics of organizations. Adaptability is a form of development of an organization in which its functions are preserved by flexible adaptation to changes in the external and internal environment.
When building the structure of business management processes, the following fundamental provisions are taken into account: problem orientation; minimizing hierarchy; temporary assignment of functions to teams (brigades); high level of horizontal integration between employees; orientation of the culture of relationships on cooperation, mutual awareness, self-discipline, development and self-organization. Providing a breadth of ideas and approaches to solving problems, the new principles require a revision of many traditional provisions in the field of labor organization, its payment and evaluation. As a result of the creation of group forms in companies, the management apparatus at the top and middle levels is being reduced, qualifications are growing, interest in the development of intra-company market and economic relations and initiative, and the responsibility of employees is increasing. Ultimately, this leads to an increase in their potential and impact, allows managers to work as a single team and participate more actively in the decision-making process.
The main reasons causing the need to improve the business processes of personnel management are:
Lack of focus on specific markets or customers;
fuzzy responsibility of individual organizational units (employees, departments or subdivisions) for the results of their work;
a large number of inefficient processes in management, mainly aimed at compliance with formalities and procedures, and not at the interests of clients;
Optimization and management of the structure of business processes.
The introduction of business process management practices requires organizational changes to various levels enterprise management: the top level of senior managers, the middle level of middle managers and the lower level of ordinary employees of the enterprise.
In most cases, the initiative for change comes from above. Leaders at this level require a new leadership style to successfully implement change. Having a strong leader will ensure that change is carried through despite intra-organizational resistance. It is important that they set an example for other employees. Employees should see that all company leaders are actively involved in the change process from the beginning of the project to its completion.
In the context of the transition to business process management, the methods of communication with employees of the enterprise are of paramount importance. In order for employees to truly embrace the changes taking place in the organization, it is necessary that top management provide them with sufficient information about these changes. All the values that will be introduced by management as a result of the changes must be conveyed to the minds of the employees of the enterprise.
The greatest changes occur at the level of middle management. As a result of the elimination of redundant levels of management - the so-called "vertical compression" - the organizational structure of the organization becomes flatter. As process management becomes part of the work of new teams of employees, the number of levels of management can be reduced in some large enterprises from 15 to 3. As a result, many middle managers lose power over subordinates, and many of them lose their jobs.
The role of the middle manager is shifting from overseeing and controlling to collaborative and supportive, helping teams resolve emerging issues and creating a space for employees in the enterprise to work more flexibly and take on more responsibility.
Another negative change in the eyes of the middle-level manager is "the abolition of his career." In a flatter hierarchical structure, the middle manager has nowhere to climb - the career ladder in the usual sense is no longer the essence of art. Simultaneously with the process of loss of power by middle managers, another process is taking place: ordinary employees of the enterprise receive greater powers and responsibility. The development of cross-functional, multi-talented teams is a key aspect of business process management implementation, providing decision-making responsibility, autonomy and flexibility at every point in the business process where it is needed. The transition period, when changes occur, is perhaps the most difficult for the employees of the enterprise. Since the management does not want to take risks, usually during this period all employees do double work (performing old and new processes), and work becomes much more difficult. It is at this point that leaders must ensure that change continues to move forward.