MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION
"NOVOSIBIRSK STATE PEDAGOGICAL UNIVERSITY"
INSTITUTE OF PHYSICAL-MATHEMATICAL AND INFORMATION-
ECONOMIC EDUCATION
FINAL QUALIFICATION WORK
"ANALYSIS AND WAYS TO IMPROVE THE PERSONNEL POLICY IN A BUDGETARY ORGANIZATION (ON THE EXAMPLE OF THE UPFR IN THE LENINSKY DISTRICT OF NOVOSIBIRSK)"
Completed by a student
Mytsykova O.A.
Novosibirsk 2014
Introduction
Theoretical and methodological aspects of the formation and improvement of personnel policy in a budgetary organization
1 Features of personnel policy in a budgetary organization
3 The process, methods of formation and directions for improving the personnel policy in the organization
Analysis of the existing personnel policy in the Office of the Pension Fund of the Russian Federation for the Leninsky district of the city of Novosibirsk
1 Organizational and economic characteristics of the Office of the Pension Fund in the Leninsky district
3 Analysis of personnel policy in the Office of the Pension Fund in the Leninsky district
Ways to improve the personnel policy of the UPFR in the Leninsky district of the city of Novosibirsk
Conclusion
Attachment 1
Introduction
Relevance of the topic. Personnel is the most important resource of any organization, and especially in the field of state and municipal government, because the functioning of the socio-economic system of the district, region, region and the country as a whole largely depends on the work of state and municipal employees.
In addition, the complexity of the work performed is currently increasing, new technologies are being developed, new means of labor are emerging, so personnel development is one of the key ways to increase the efficiency of the organization.
People management is important for all organizations - large and small, public, commercial and non-profit. Without people, there is no organization. Without the right people, no organization will be able to achieve its goals and survive in modern conditions, therefore, today the rationalization of personnel policy is becoming an urgent task of managing personnel and the organization as a whole.
An effective personnel policy of a budgetary organization in modern conditions makes it possible to maintain the volume and quality of services for the population at an acceptable level, to ensure their high availability.
The purpose of the final qualification work is to analyze the personnel policy in a budgetary organization and determine ways to improve it.
In accordance with the goal, it is necessary to solve the following tasks:
) to study the theoretical and methodological foundations of the formation of personnel policy in a budgetary organization;
) analyze and evaluate the existing personnel policy in the UPFR for the Leninsky district of the city of Novosibirsk;
) determine ways to improve the personnel policy in the organization under study.
The object of the study is the personnel policy of the Office of the Pension Fund of the Russian Federation of the Leninsky district of the city of Novosibirsk.
The subject of the study is the improvement of the personnel policy of a budgetary organization.
The theoretical and methodological basis of the study are the works of Russian and foreign scientists: Surina A.V., Kibanova A.Ya., Kornyushin V.Yu., Liker D., Mayer D. and others.
The information base of the study is the reporting documents of the UPFR for the Leninsky district of the city of Novosibirsk, Internet resources, materials from periodicals.
Research methods - generalization of material, analysis of documents, method of observation, sociological survey of employees of the organization.
Practical significance: the results of the analysis of the personnel policy of the organization, as well as the proposed recommendations can be used in the practical activities of the organization under study.
Work structure. The final qualifying work consists of an introduction, three chapters, 6 paragraphs, a conclusion, a list of references and an appendix.
1. Theoretical and methodological aspects of the formation and improvement of personnel policy in a budgetary organization
1 Features of personnel policy in a budgetary organization
Personnel or human resources are one of the key resources of any organization. Personnel policy is formed by the state, and the global trends that are taking place in the world business environment focus not even on human resources, but on human capital. In the event that we consider personnel as human capital, and not just personnel costs from the level of costs, to the level of investment, but consider it as an integrated system in which there is a marketing approach to personnel as a resource, and general laws of capital management apply. Approaches to considering employees of an enterprise as a human resource or human capital depend on a number of factors, including:
stage of development of the organization as a whole;
the level of management in the organization;
technology of work, including the system of interaction with clients.
The management culture of the head has a significant influence on the formation of the personnel policy of the organization. The directive nature of this influence is due to the fact that the manager creates his basic "rules of the game" within the organization in all areas of activity, including in the field of personnel management. Thus, personnel policy is associated with the value orientations of managers on personnel and, accordingly, changes in the regulatory framework for personnel work.
A study of the personnel policy of budgetary institutions revealed a serious contradiction in the views of managers on personnel policy and the process of personnel management. On the one hand, the recognition of the importance of the organization's human resources and the existence of a personnel policy in its institution, in a clear understanding of its main goals and connection with the strategic development of the organization, in a high assessment of the existing system of work with personnel as a real level of personnel policy, and on the other hand, in the inability to clearly define the content components of the personnel policy in the main areas of personnel work of budgetary institutions.
The explanation for this contradiction can be found in the value orientations of managers that form the ideological basis of personnel policy, and in the level of their socio-psychological competencies. So, managers recognize the desire of a person to work, but at the same time they consider him to be lacking initiative and striving for submission, which with good reason allows us to see the passive side of managerial relations in an employee.
Such a setting involves shifting attention to the manager and the quality of his work. However, the managerial culture is not among the factors that affect the increase in the efficiency of the work of the staff of a budgetary institution, the quality of the work of an individual employee and explain the problems of the current state of the activities of a budgetary institution.
The low level of managerial culture manifests itself in the views of managers on certain aspects of personnel policy, interpersonal relations that do not correspond to the objective tasks of the activities of a budgetary institution. Overcoming this situation is seen in the views of managers regarding the factors that determine the quality of their own work. Basically, they are of a socio-psychological nature.
The quality of personnel work in a budgetary institution allows us to say that the thesis about personnel as the main strategic resource of a modern organization, supported by the heads of budgetary institutions, does not find its practical implementation in our time. This is manifested in the fact that the personnel work of the organization is characterized by unsystematic and weak subordination to the target management tasks.
In the course of studying the characteristics of personnel work, we can assert that passive personnel policy dominates in modern budgetary institutions, which is characterized by the absence of a pronounced program of action for personnel, and personnel work is reduced to eliminating negative consequences.
Personnel work in the organization is carried out not only by functional specialists whose job responsibilities include working with personnel, but also by those specialists whose position is not directly related to the personnel management process. The effectiveness of the activities of functional specialists depends on the level of their professional culture, which is manifested in the understanding of the substantive foundations of personnel policy, the ability to implement and apply them in practice using appropriate technologies.
Improving the quality of personnel work in budgetary institutions is associated with an increase in the professional culture of specialists who have positive attitudes towards raising the level of their professional culture.
Differences in the personnel policy of a commercial and budgetary organization are presented in Table 1.1.
Table 1.1 - Differences in the personnel policy of a commercial and budgetary organization
Commercial organization Budgetary organization Type of power Autocracy - unlimited power of one person. Democracy - public self-government. Management style Authoritarian - single-handedly resolves issues, orders, suppresses initiative, is afraid of qualified workers, keeps a distance. Democratic - confers with subordinates, asks - suggests, encourages, selects competent workers, friendly attitude. Enterprise philosophy Strong influence of the Moral Code of the established rules of the organization, subordination of personal interests and needs to organizational ones. Competition, capital accumulation. There is a role of the company's group philosophy based on the global goals of the enterprise. Personnel potential A successful enterprise cannot be stable - it develops. Wages should not be stable - they should grow (at least by the amount of inflation). A professional cannot be stable - he must master new forms of work, improve himself. Budgetary institutions act as a source of personnel for commercial organizations. The main backbone of the staff are people of the older age category and those who do not consider it possible for themselves to find a job in the dynamic conditions of the modern labor market. By and large, all that a budgetary institution can offer to an applicant is a lot of practice and stability. Functions of the personnel management service General functions of the organization: forecasting, analysis, regulation, coordination, control, development and motivation of personnel, planning, etc. To specific, designed to ensure personnel management in the system of enterprises in the public sector, include the following functions: Administrative, Planning, Social, Improving the quality of performance, Information and analytical. Recruitment The use of modern recruitment methods: recruitment agencies, search among university graduates. Personnel departments of budgetary organizations rarely apply to modern methods of recruitment, largely losing in this commercial organizations. (search within the company, labor exchange, ads in the media, the Internet, recruitment with the help of employees). you get a bonus if you make the plan. Basically, motivation comes down to increasing the rank, and immediately after that, labor productivity drops, because. the category is reviewed, for example, after a year. Personnel adaptation Building a personnel adaptation system is a great opportunity for the head of a budgetary institution to reduce staff turnover, minimize recruitment costs, and initiate the formation of a cohesive and effective team.
From the above differences in the personnel policy of a commercial and budgetary organization, one can draw the appropriate conclusions, the main and most significant differences, especially in terms of staff motivation, organizational philosophy, type of authority and management style. There are also similar features, this is the adaptation of personnel and the functions of the management service
When developing a personnel strategy in a budgetary organization, both the influence of the external environment and the internal corporate culture of the organization are assessed. Considering also that the implementation of all other strategies of the organization, one way or another, is connected precisely with the company's personnel, it must be recognized that the personnel strategy in this sense becomes the key one.
A reflection of an organization's HR strategy is the personnel budget and the organization's practices, policies and procedures. When conducting a personnel audit, and an audit of personnel policy and strategy, the problem of consolidating personnel costs inevitably arises. In this case, the HR budget is formed as a consolidated HR budget.
Consider the issue of budgeting personnel costs. Depending on the practice adopted in the organization, the budget for personnel costs is concentrated in the HR department and partially distributed among the budgets of other functional units, and also partially fixed in the HR department.
Its main items are the following expenses:
Expenses for the constant wages of employees of the enterprise.
Expenses for variable wages of employees (bonuses, etc.).
The cost of training and development of the organization's personnel.
Staffing costs.
Corporate events, gifts, cultural events, etc.
Unexpected expenses.
Considering all the processes that are part of the personnel management function in an organization, wittingly or unwittingly, we come to the conclusion that all of them are exclusively systemic, i.e. based on the development strategy of the organization and, accordingly, are a reflection of the personnel policy of the budgetary organization.
A systematic approach to the development of an organization, a personnel strategy, as well as other functional strategies, are based on the development strategy of the organization as a whole. The organization's development strategy moves to the level of functional strategies and further to the operational level of management. From this we can conclude that the organization as a whole is working to achieve certain understandable goals that are the same for the strategic and operational levels of management. Moreover, in this case, personnel policies and procedures are precisely a management tool, and do not exist on their own, divorced from real life. When formulating a personnel strategy, as well as any functional strategy, in this case, the balanced scorecard method can be quite effective.
2 The essence and objectives of personnel policy in a budgetary organization
The implementation of the goals and objectives of personnel management in a budgetary organization is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the organization's personnel service. In this regard, personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a workforce that would best contribute to the combination of the goals and priorities of the organization and its employees.
The main object of the personnel policy of any organization is personnel (personnel). The staff of an organization is the main (staff) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of the whole society. The efficiency of work as a whole largely depends on the qualifications of employees, their professional training, and business qualities.
The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:
Dismiss employees or keep them; If you save, which way is better:
transfer to reduced forms of employment or a staggered schedule;
use in jobs that are unusual for them;
send for long-term retraining or advanced training, etc.
Train workers yourself or look for those who already have the necessary training and work experience.
Recruit or retrain employees to be released from the organization.
Recruit additional new employees or get by with the existing staff, provided that it is used more rationally, etc.
When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:
Organizational requirements and organization development strategy.
The financial capabilities of the organization, the permissible level of costs for personnel management determined by it.
Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.
Situation on the labor market (quantitative and qualitative characteristics of labor supply by occupations of the organization, conditions of supply).
The demand for labor from competitors, the emerging level of wages.
The influence of trade unions, rigidity in defending the interests of employees.
Requirements of labor legislation, accepted and current culture of work with personnel, etc.
General requirements for personnel policy:
Personnel policy should be closely linked to the development strategy of the organization. In this respect, it represents the staffing of the implementation of this strategy.
The personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with changes in the tactics of the organization, the economic situation. Stable should be those aspects of it that are focused on taking into account the interests of the staff and are related to the organizational culture of the organization.
Since the formation of a qualified workforce is associated with certain costs for the organization, the personnel policy should be economically justified, i.e. based on his real financial capabilities.
The personnel policy should provide an individual approach to all its employees.
Thus, the personnel policy of the organization is aimed at creating a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.
Alternatives are possible in the implementation of the personnel policy of any organization. It can be fast, decisive, based on a formal approach, the priority of production interests, or, on the contrary, based on taking into account how its implementation will affect the workforce, what social costs it may lead to.
The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the organization in relation to the training, development of personnel, ensuring interaction between the employee and the organization. While the personnel policy is associated with the selection of long-term targets, the current personnel work is focused on the operational solution of the organization's personnel issues. Between them there should be a relationship, which usually happens between the strategy and tactics of achieving the goal.
The personnel policy in a budgetary organization is both general in nature, when it concerns the personnel of the enterprise as a whole, and private, selective, when it is focused on solving specific problems.
Table 1.2 - Content of personnel policy
Personnel policy forms the properties of personnel policy Requirements for the workforce at the stage of its recruitment (requirements for education, gender, age, length of service, level of special training, etc.). also to retraining of personnel A range of interrelated functions and certain procedures for working with personnel Attitude towards "investment" in the workforce, towards a targeted impact on the development of the employed workforce Orientation towards long-term planning Attitude towards stabilization of the organization's staff (all or a certain part of it) The importance of the role of personnel in the organization The personnel policy of the organization must respond to all the changing requirements of technology and the market in the near future. It is an integral part of all management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce. Also, the personnel policy should create not only favorable working conditions in the organization, but also provide the opportunity to move up the career ladder with the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the organization is to ensure that the interests of all categories of employees are taken into account in the daily personnel work.
Human resource management within an organization has strategic and operational aspects. The organization of personnel management is developed on the basis of the concept of development of the organization itself, which consists of three parts:
social (personnel policy);
production;
financial and economic.
The personnel policy defines goals related to the organization's attitude to the external environment (labor market, relations with government agencies, services), as well as goals related to the organization's attitude towards its staff. The personnel policy of a budgetary organization is carried out by strategic and operational management systems. The tasks of the personnel strategy include:
the concept of the prestige of the organization;
analysis of the prospects for the development of labor force potentials;
study of the atmosphere within the organization;
generalization and prevention of the reasons for dismissal from work.
The day-to-day implementation of the HR strategy, and at the same time assisting management in carrying out the tasks of managing the organization, lie within the operational area of HR management.
There are the following types of personnel policy:
passive;
preventive;
reactive;
active.
Table 1.3 - Types of personnel policy
Types of personnel policyContent of types of personnel policyPassive personnel policyThe management of the organization does not have a program of action for personnel, and personnel work is reduced to the elimination of negative consequences. (lack of a forecast of staffing needs, means of assessing labor and personnel, diagnosing the personnel situation, etc.). Preventive personnel policy The management of the organization has reasonable forecasts for the development of the personnel situation. However, he does not have the means to influence her. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, as well as formulated tasks for the development of personnel. The main problem is the development of targeted personnel programs. Reactive personnel policy The management of the organization monitors the symptoms of a negative state in working with personnel, the situation and the causes of the development of the crisis: the emergence of conflicts, the lack of qualified labor, the lack of motivation to work. The personnel departments of the organization are developed, but do not have a holistic program for predicting the development of personnel. Active personnel policy The management of the organization has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with parameters of the external and internal situation. This is a rational personnel policy
Thus, the personnel policy of the organization is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor. It increases the capabilities of the organization, responds to the changing requirements of technology and the market in the near future, is an integral part of the entire management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce.
3 Process, methods of formation and directions for improving the personnel policy of the organization
The personnel policy of the organization consists of a set of personnel policies in different areas, in particular: the policy of providing the organization with personnel; personnel assessment policies; staff development and promotion policies; staff remuneration policies; personnel management policies; labor relations policy; policies for the formation of organizational culture; staff communication policies; labor protection and social protection policies for personnel, etc.
The personnel policy is formed by the state, the management of the organization and finds concrete expression in the form of administrative and moral norms of behavior of employees in the organization. Personnel policy includes such elements as: the type of power in society; leadership style; organization philosophy; internal labor regulations; collective agreement. The initial documents for the formation of personnel policy are: the constitution; civil Code; labor code of the Russian Federation; universal declaration of human rights. The personnel policy of the organization is reflected in the following documents: the charter of the organization, the staffing table, the philosophy of the organization, the collective agreement, the internal labor regulations, the employee's employment contract, the regulation on remuneration, the regulation on personnel certification.
Personnel policy depends on the leadership style in the organization. Personnel policy is formed on the basis of the development of market relations and the democratization of society.
The philosophy of the organization is the main document containing the principles and rules of personnel relations (moral code). The main elements of the philosophy of the organization are: the purpose and objectives of the organization; declaration of the employee's rights; what is encouraged and prohibited; business and moral qualities; working conditions; workplace; payment and evaluation of labor; social benefits and guarantees; hobbies. Philosophy is very diverse and depends on the form of ownership, regional and sectoral characteristics and the size of the organization. The organization, corporatized on the basis of the state, preserves its traditions on the basis of clear discipline, collectivism and thriftiness, improving the living standards of employees, and maintaining social benefits and guarantees for employees.
Personnel (personnel) is the most important part of the organization and has a complex interrelated structure. System analysis allows us to consider personnel as a relationship of structures identified according to various criteria.
The organizational structure is the composition and subordination of interconnected management links.
The functional structure reflects the division of management functions between management and individual units.
The role structure characterizes the team in terms of participation in the creative process, communication and behavioral roles.
The social structure characterizes the labor collective in terms of social indicators (gender, age, profession, education).
The staffing structure determines the composition of units and the list of positions, the size of official salaries and the payroll. As part of the staffing structure, the following documents are developed: payroll fund; calculation of the number of personnel; organization staffing. The initial data for the formation of the staff structure are: planned production volumes (works, services); headcount and salary standards; scheme of the organizational structure of management; typical (actual) staffing tables. The staffing table determines the composition of structural units, the list of positions of employees, monthly official salaries and personal allowances, as well as the total number and payroll for the organization's management apparatus.
The process of personnel policy management is expressed through the stages of personnel policy:
Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. It is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.
Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities of changes. An essential parameter influencing the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization.
Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation in the organization. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel. It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For organizations that constantly monitor personnel, many individual HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of acceptance and implementation solutions. In this case, we can talk about the existence of personnel policy as an enterprise management tool.
Depending on the degree of openness in relation to the external environment, when forming the personnel, a personnel policy is distinguished open and closed. A comparison of these two types of personnel policy but the main personnel processes is illustrated in Table 1.4
Table 1.4 Features of the implementation of personnel processes in open and closed personnel policy
Personnel process Type of personnel policy Open Closed Recruitment High competition in the labor market. Labor shortage. Personnel adaptation Possibility of quick inclusion in competitive relations, introduction of new approaches for the organization proposed by newcomers. Effective adaptation through the institution of mentors, high team cohesion, inclusion in traditional approaches. Training and development personnel Most often carried out in external centers, promotes the borrowing of new experience. More often carried out in internal corporate centers, contributes to the formation of a unified view, following a common technology, adapted to the specifics of the organization's work. Personnel promotion on the other hand, a "dizzying career" due to the high mobility of personnel is quite likely. career development. Motivation and incentives. Preference is given to labor stimulation (primarily material). Preference is given to motivation (satisfying the need for stability, security, social guarantees). employee and organization. Innovative behavior must either be specially imitated, or it is the result of employees' awareness of the commonality of their fate with the fate of the enterprise.
The concept of a long-term, future-oriented personnel policy that takes into account all these aspects of enterprise personnel management is implemented through personnel planning.
Personnel planning is carried out both in the interests of the organization and in the interests of its staff. It is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications such personnel that is necessary to solve production problems and achieve goals. Personnel planning creates conditions for motivation of higher labor productivity and job satisfaction. People are attracted primarily by those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the main tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that workforce planning is then effective when it is integrated into the overall planning process in the organization.
The essence of personnel planning lies in the fact that its main task is to provide people with jobs at the right time and in the required quantity in accordance with their abilities, inclinations and production requirements. Jobs, in terms of productivity and motivation, should allow workers to develop their abilities in an optimal way, increase labor efficiency, meet the requirements for creating human-worthy working conditions and employment.
Personnel planning is implemented through the implementation of a whole range of interrelated activities, combined in an operational plan for working with personnel. To develop an operational plan for working with personnel, the following information is collected using specially designed questionnaires:
) information about the permanent composition of the staff (name, patronymic, surname, place of residence, time of entry to work, etc.);
) data on the structure of personnel (qualification, gender and age, national structure; the proportion of disabled people, the proportion of employees, qualified employees, etc.);
) staff turnover;
) loss of time as a result of downtime, illness;
) data on the length of the working day (full-time or part-time employees, duration of holidays);
) wages of employees and management (its structure, additional wages, allowances, payment at the tariff and above the tariff);
) data on social services provided by the state and legal organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).
Questionnaires are compiled in such a way that, along with production goals, they can also serve personnel planning. Personnel information is a collection of all operational information, as well as their processing processes for personnel planning. Personnel information meets the following requirements:
) simplicity - information contains as much data and only to the extent necessary in this particular case;
) visibility - information is presented in such a way that you can quickly determine the main thing, avoid verbosity. For this, tables, graphs, color design of the material are used;
) unambiguity - the information is clear, in their interpretation one should follow the semantic, syntactic and logical unambiguity of the material;
) comparability - information is given in comparable units and refers to comparable objects both within the organization and outside it;
) Continuity - information about personnel submitted for different time periods has one calculation method and the same presentation forms;
) relevance - information is fresh, operational and timely, that is, it is presented without delay.
Personnel requirements planning is the initial stage of the personnel planning process and is based on data on available and planned jobs, in terms of organizational and technical measures, staffing and a plan for filling vacant positions. When determining the need for personnel in each case, the participation of the heads of the relevant departments is recommended. The task of personnel recruitment planning is to satisfy in the future the need for personnel from internal and external sources. The advantages and disadvantages of internal sources of recruitment are shown in Table 1.5.
Table 1.5 - Advantages and disadvantages of internal sources of recruitment
Benefits of attracting Disadvantages of attracting The emergence of chances for career growth (attachment to the organization, improvement of the socio-psychological climate in the organization); low recruitment costs. Limited opportunities for personnel selection; the possibility of tension or rivalry in the team in the event of the appearance of several applicants for the same position of the head. The applicants for the position are well known in the organization. this organization; maintaining the level of remuneration that has developed in this organization (an applicant from the outside may make higher demands regarding the remuneration that exists in the labor market at the moment); quick filling of a vacant full-time position, without long-term adaptation; vacating a position for the growth of young personnel of this organization; "Transparency" of personnel policy; a high degree of manageability of the current personnel situation; the possibility of purposeful professional development of personnel; the emergence of the opportunity to avoid always unprofitable staff turnover; growth in labor productivity (if the transfer to a new position coincides with the desire of the applicant); the problem of employment of own personnel is solved; increase in motivation, degree of job satisfaction. Unwillingness to refuse something to an employee who has a long work experience in this organization; a decrease in the activity of ordinary workers applying for the position of head, since the deputy head is an automatic successor; quantitatively, the transfer to a new position does not satisfy the need for personnel; only a qualitative need is satisfied, but through retraining or advanced training, which is associated with additional costs.
The advantages and disadvantages of external sources of staff recruitment are shown in Table 1.6.
Table 1.6 - Advantages and disadvantages of external sources of recruitment
Benefits of Involvement Disadvantages of Involvement Wider choices; the emergence of new impulses for the development of the organization; A new person, as a rule, easily achieves recognition; hiring covers the absolute need for staff. Higher recruitment costs; a high proportion of employees taken from outside contributes to an increase in staff turnover; the socio-psychological climate in the organization is deteriorating; high degree of risk during the probationary period; poor knowledge of the organization; long period of adaptation; blocking career opportunities for employees of the organization.
Thus, the main task of the stage of attracting employees is the desire to create the largest pool of people who want to work in the organization. The selection process is intended to select and exclude those who are found to be incapable of performing the professional activities appropriate to a particular vacant position.
Primary selection in a budgetary organization begins with an analysis of the list of candidates in terms of their compliance with the organization's requirements for a future employee. The main purpose of the primary selection is to screen out candidates who do not have the minimum set of characteristics necessary to fill a vacant position and is different for different specialties. Primary selection methods depend on the budget, strategy, culture of the organization and the relative importance of the position to the organization. The most common methods at present are the analysis of personal data, testing, examination of handwriting.
Personal data analysis (or biographical data analysis) suggests that a person's biography is a fairly reliable indicator of his potential to successfully perform certain production functions. When using this method, the information contained in the questionnaires filled out by the candidates is analyzed, comparing the actual data with their own model. The presence of such a model (clearly defined selection criteria) is a necessary condition for conducting a fair for candidates and effective for the organization of the primary selection. Personal data analysis is a simple, cheap and quite effective method of primary selection when the organization has an extensive list of candidates and when it comes to specialized positions. At the same time, this method is quite approximate in assessing the potential, since it is focused solely on facts from the candidate's past, and not on his current state and ability for professional development. Therefore, when selecting candidates for leadership positions, especially those involving further development and professional growth, one must be extremely careful using the questionnaire analysis method.
You can more accurately determine the current state of a candidate in terms of his compliance with the requirements for a vacant position, as well as his development potential, using special tests. As testing methods improve and an organization's attention to the selection and, especially, development of leaders increases, tests are used to determine the potential of managers and specialists.
The initial selection stage ends with the creation of a limited list of candidates that best meet the requirements of the organization. The remaining candidates are informed of the decision to terminate the consideration of their candidatures for this position.
The HR department or recruiters then conduct face-to-face interviews with the selected candidates. The purpose of these interviews is to assess the degree to which the candidate matches the portrait of an ideal employee, his ability to fulfill the requirements of the job description, the potential for professional growth and development, the ability to adapt to the organization, getting to know the candidate's expectations regarding the organization, working conditions, its pay, etc. The interview is a two-way process - not only does the organization evaluate the candidate, but the candidate evaluates the organization in terms of whether it fits their own interests and needs. The interviewer must provide as objective information as possible about the organization in order to interest the candidate and, at the same time, avoid hiring those whose expectations are at odds with the capabilities of the organization.
The results of the interview are documented, and contain an assessment of the candidate, and a proposal to continue or stop working with him. The conclusion of the employee who conducted the interview is transferred to the head of the unit that has the vacancy, who decides on further actions in relation to this candidate.
Information about the candidate. In order to better assess the professional and personal qualities of the candidate, the organization seeks information from an organization that knows him through joint work.
Interview with the head of the department. If the manager is satisfied with the results of the interview, he makes an appointment with the candidate. Unlike the previous interview, this interview should allow assessing, first of all, the professional qualities of the candidate, his ability to perform professional functions. At the same time, the manager evaluates the degree of his personal, professional compatibility with the candidate and the likelihood of successful integration of the latter in the department.
Candidate selection and proposal. Based on the analysis of the interview results, the head of the department (with the participation of a personnel specialist) selects a candidate who, in his opinion, is most suitable for this position.
Thus, the successful functioning of any organization largely depends on its ability to select the right people. The process of selecting personnel to fill vacant positions consists of several stages, each of which involves the use of special methods. The success of the selection equally depends on the effectiveness of the organization in the implementation of each of its stages separately and the ability to manage them as one process.
A number of activities are usually carried out to improve personnel policy. Consistency in the selection of personnel is increasing, from hiring to leaving an employee. Improving the nomination procedure: information<#"304" src="doc_zip1.jpg" />
Figure 1.- Percentage of pensioners by type of pension received
In its activities, the PFR Branch for the Leninsky District of the city of Novosibirsk is subordinate to the Board of the Pension Fund of the Russian Federation and is guided by the current legislation of the Russian Federation, decisions of the Board and the Executive Directorate of the fund.
The branch of the PFR in the Leninsky district of the city of Novosibirsk is a legal entity, has a seal with the image of the State Emblem of the Russian Federation and its name. Form of ownership - state. In each district of the city and region, Pension Fund Administrations have been created, which have the rights of a legal entity.
The Office of the Pension Fund of the Russian Federation for the Leninsky District provides:
maintenance of individual (personalized) accounting in the system of compulsory pension insurance;
financing the costs of paying pensions;
organization and maintenance of a state data bank for all categories of PFR insurers;
providing advisory and legal assistance to policyholders and insured persons on issues of compulsory pension insurance;
recovery of arrears on insurance premiums, penalties and fines in respect of legal entities in the judicial and administrative procedure;
organization of work on the appointment (recalculation), payment and delivery of pensions, monthly cash payments, maintaining a register of federal beneficiaries;
organization of work on the acceptance and legal assessment of documents for the issuance of a state certificate for maternity (family) capital;
reception of citizens, consideration of applications and complaints on issues within the competence of the PFR Department, taking appropriate measures on them.
In the Office of the Pension Fund of the Leninsky District, a system has been created and is functioning for considering proposals, applications and complaints from citizens, received both in writing and orally, as well as on the electronic website of the Pension Fund.
During the 1st quarter of 2014, the Department received 58 written applications, which is 13.3% more than in the 1st quarter of 2013. 52 citizens applied for a personal reception. Of those received by the Department, the largest number of written appeals came to us personally from citizens - 31 and 27 from the organization asking for clarifications and additions. Also this year, electronic document management increased by 30%. The number of citizens' appeals has increased this year due to the transfer from 01.01.2014 of old-age pensioners, disabled people and recipients of social pensions receiving payments in the amount of less than the subsistence minimum to the social protection service for the regional social supplement, which amounts to 6,750.00 rubles, instead of the federal social supplement, which amounted to 6010.00 rubles.
The Department for Work with Appeals of Citizens, Insured Persons, Organizations and Policyholders considered 212 appeals, structural subdivisions of the Office - 16.
During business hours, there is a telephone "hot line", during which specialists give explanations of the current pension legislation. Every month, for 1 hour, a "hot line" operates, during which each citizen who applied could ask a question to a specialist from the Department. All questions received during the "hot line" are systematized and summarized, and sent to that service and the specialist dealing with this issue.
Specialists of the department for work with citizens' appeals and work with clients, insured persons, organizations and insurers, on 10 appeals of citizens, went to their homes, but a personal conversation with 2 applicants did not take place due to their absence at home.
The main issues raised by citizens in their written and oral appeals are:
whether the size of the pension (already on an old-age pension) will change with the entry into force of the Federal Law "On insurance pensions";
the correctness of the calculation of the amount of the pension in connection with the appointment, recalculations, as well as with indexation on February 01, 2014. Citizens' appeals are caused by dissatisfaction with the amount of pension increase, since during this period prices for essential products increased significantly. There have been requests to increase pensions to the subsistence level. The issues of increasing the basic part of the labor pension from an earlier age (from the age of 75), as well as increasing the basic part of the labor pension for persons who have reached the age of 80 and receive SPC pensions were discussed;
on the state of the individual personal account and its special part, as well as on the recalculation of the insurance part of the labor pension. The heirs of the deceased insured persons were interested in the issues of inheritance of the amounts of insurance premiums;
low level of assigned pensions (below the subsistence level in our region), especially among residents of rural areas, as well as among recipients of pensions on the occasion of loss of a breadwinner and disability;
the procedure for calculating the insurance period, in terms of excluding periods of study and the period of residence of the wives of military personnel in places where they could not find a job;
pensions for "northerners" in connection with the move from the regions of the Far North and equivalent areas to permanent residence in the Novosibirsk region. Citizens do not agree with the calendar calculation of the insurance (labor) period, since for many "northerners" the duration of the insurance (labor) period does not reach the length of service required for the appointment of a monthly cash payment. Citizens who have worked less than 15 calendar years in the regions of the Far North or less than 20 calendar years in areas equivalent to them do not agree that they are not entitled to establish the basic part of an old-age or disability pension in an increased amount. We also do not agree that service in the Russian Armed Forces in the regions of the Far North is not equated with labor activity in these regions;
the right to assign a compensation payment to pensioners caring for their spouses who are disabled of group 1 or who have reached the age of 80;
on the appointment of EDV on several grounds at the same time;
an additional increase in pensions for citizens belonging to the category "children of war";
The appeals received were considered within 30 days from the date of registration without violating the deadlines. Out of 58 written appeals received, in 54 cases, appropriate explanations were given, and in 4 appeals, the request was denied.
2 Analysis of the personnel composition of the organization under study
The Pension Fund Administration for the Leninsky District of Novosibirsk has 165 employees. Of the total number of employees of the Department, 90% are women. More than 92% of employees are aged 30 and older (Fig. 2).
Figure 2. - Headcount
In general, we can conclude that there is a high number of personnel and a high proportion of managers and specialists. An analysis of the practice of an organization shows that the higher the number of employees, the more difficult it is to manage personnel, including in terms of motivation.
The main and most important service of the PF is the Customer Service, as it is directly responsible for the work, communication with the client.
The client service consists of 27 people. 6 chief specialists - experts of the Constitutional Court, 3 leading specialists - an expert of the assessment department, 1 specialist - an expert in working with insured persons and organizations, 3 leading specialists - experts dealing with maternity capital, 2 leading specialists - experts involved in the assignment of preferential pensions, 2 administrators and 10 specialists - experts in the appointment and recalculation of pensions.
Customer service (department):
receives citizens, insured persons, organizations and insurers on the issues of assigning and recalculating pensions, receiving benefits for burial;
evaluates the pension rights of insured persons;
acceptance of documents submitted for the implementation of pension provision;
carries out work on the issuance of pension certificates, duplicates, certificates of the amount of pensions and length of service, transport service cards, insurance certificates (duplicates) of compulsory pension insurance to citizens;
enters information into the software package to ensure the activities of the customer service;
maintains an information database of calls to the customer service;
exercises control over the validity of the submission of documents for the appointment (recalculation) of labor pensions, including taking into account the length of service in the relevant types of work, state pensions, monthly cash payments, additional material security and other payments within the competence of the PFR Department;
interacts with social protection authorities on various issues, etc.
Thus, the client service receives citizens and policyholders on the whole range of issues that arise between the Pension Fund and its clients.
Customer service specialists give not only a competent answer in accordance with pension legislation, but, if necessary, provide assistance with the recovery of missing documents. Communication takes place in a simple, accessible language, since elderly people who survived the war and know firsthand all the hardships of this time, as well as people with disabilities and people who have experienced the loss of loved ones, also apply to the client service. Therefore, a customer service specialist requires special restraint, professionalism, and the possession of appropriate moral and ethnic qualities.
Department of appointment and recalculation of pensions.
The name of this department speaks for itself. The department employs 36 specialists, 6 - chief specialists.
Department of appointment and recalculation of pensions:
carries out the appointment and recalculation of labor pensions and state pensions, as well as the assignment of additional payments to pensions and additional material support, referred by law to the competence of the PFR;
carries out work on the introduction of a database of pensioners;
carries out work on the inventory of pension (payment) cases;
exercises control over the validity of the submission of documents for the appointment (recalculation) of labor pensions and pensions for state pension provision, including taking into account the length of service in the relevant types of work;
receives citizens, gives clarifications on the issues of appointment, recalculation, indexation, payment of UDV;
accepts applications for refusal to receive a set of social services.
The work of the appointment department requires a clear knowledge of pension legislation, increased attention when reviewing documents and the ability to do their job quickly and efficiently. Each decision on the appointment of a pension, monthly cash payment or additional material security must be carried out taking into account all the necessary title documents. After all, in the event that any document does not meet the requirements of pension legislation, this will entail an unreasonable payment of a pension. That is why a thorough analysis of the adopted documents is so important.
Thanks to the well-adjusted work, as well as the knowledge and abilities of the specialists of the department, the appointment and recalculation of pensions, monthly cash payments, additional material support, maternity capital is carried out with high quality and on time.
Department of Pensions:
maintains a database of pensioners in terms of payment of pensions;
carries out work on the payment of labor and state security pensions, social benefits for the burial of deceased pensioners who were not working on the day of death, as well as other payments attributed by law to the competence of the PFR;
carries out work on carrying out deductions from pensions and other payments;
exercises control over the timeliness and correctness of the payment of pensions by organizations of the federal postal service, credit and other organizations;
carries out work on the conduct of mass recalculations of pensions and the execution of payment documents based on the results of their conduct;
interacts on the organization of the payment of pensions with state and municipal institutions of social services, children's institutions, health care institutions and correctional institutions on the payment of pensions to pensioners who are in them;
interacts with civil registry offices, passport and visa services and pension services of other departments in order to control the correctness of the payment of pensions.
The department employs 18 competent and qualified specialists with extensive experience in the pension provision system, thanks to which documents for the payment of pensions are delivered in a timely manner. In the department there are 4 - chief specialists, 6 - leading specialists, 8 - specialist - experts.
Division for assessing the pension rights of insured persons.
The department employs 10 specialists, 3 - chief, 4 - leading, 3 specialist - expert. The main functions and tasks performed by the department:
implementation of timely and correct work on the legal assessment of individual information on the length of service of insured persons for the period prior to registration in the compulsory pension insurance system;
ensuring the reliability of individual (personalized) accounting information containing data on the pension rights of insured persons in the form of length of service in the relevant types of work;
carries out work on interaction with other structural divisions of the Pension Fund of the Russian Federation to assess the pension rights of insured persons by converting (transforming) into the estimated pension capital; Conducting on-site documentary checks of individual information of insured persons in terms of length of service in the relevant types of work, during which the reliability and completeness of the information contained in them is established, taken into account when establishing early retirement pensions for old age, with the preparation of a conclusion on the possibility of using these data when assigning pensions;
monitoring the correctness of the conduct of supervisory affairs of organizations in terms of the Lists and Lists of work, industries, professions, positions submitted by the insurers, according to the family lists of insured persons, which are used to determine the length of service in certain types of work.
Department of personalized accounting and interaction with policyholders and insured persons.
The personalized accounting department employs 39 specialists, 8 - chief, 12 - leading, 19 specialist - experts, they provide:
registration of policyholders and insured persons in the compulsory pension insurance system;
annual updating of the database of individual personal accounts of compulsory pension insurance with information on the accrued and paid amounts of insurance premiums;
exercises control over the full and timely receipt of insurance premiums for compulsory pension insurance and accrued penalties;
carries out work on the preparation of the necessary documents for applying to the arbitration court for the recovery of arrears on insurance premiums, penalties and penalties;
carry out work on processing applications of insured persons on the choice of an investment portfolio (management company);
informing insured persons about the status of their individual personal accounts (IPA) in the system of compulsory pension insurance.
To solve these problems, the department interacts with the tax inspectorate, federal treasury bodies, the bailiff service, the registry office department, conducts studies with accountants and personnel services of enterprises and organizations.
Department of accounting for receipts and expenditures of funds, 8 specialists work.
Accounting is an ordered system of receipt and expenditure of funds both for the maintenance of the administrative apparatus and for the payment of pensions:
carries out full accounting of incoming funds, inventory items, fixed assets and timely reflection in accounting of operations related to their movement;
analyzes the economic and financial activities of the Department in order to identify intra-economic reserves, prevent losses and non-production expenses;
carries out an inventory of funds, inventory items, fixed assets, settlements and payment obligations;
performs the calculation and payment of wages to employees of the Department.
The timely payment of pensions, benefits to pensioners, as well as the financial situation of employees depends on the quality work of the accounting department.
Legal service, 4 specialists:
provides legal support for the activities of the Department;
represents and defends the rights of legally protected interests of the Department in courts of general jurisdiction, before justices of the peace, in arbitration courts;
provides methodological guidance for the preparation of local regulations of the Office;
interacts with the bailiff service to collect debts on writ of execution;
takes part in the work on the development and conclusion of contracts (agreements) and monitors the timing of their implementation.
Personnel service, 7 specialists.
organizes and ensures the staffing of the Human Resources Department of all categories, required professions, specialties and qualifications;
carries out registration of hiring, transfer and dismissal of personnel;
carries out registration and booking of military personnel;
together with the heads of departments, it forms and trains a reserve of specialists for promotion to senior positions in the nomenclature of the Office;
carries out the organization of certification of specialists of the Department.
Automation department, consists of 5 employees.
Provides system-wide and technical maintenance of hardware and software systems;
carries out the implementation and operation of application software packages, service programs;
provides methodological assistance to the employees of the Department in the operation of hardware and software systems.
Maintenance staff 14 employees.
The head of the Department, the deputy head of the department, 4 - the head of the department are responsible for all the work of the PFR Department. And the result of this work is the personal contribution of each employee to the overall performance.
Figure 3. - The number of employees of the Pension Fund Department in the Leninsky district as a percentage as of 01.01.2014.
Each department of the PF is connected with each other and together form a common system. The quality of this system depends not only on internal factors, i.e. how the working "systems" work, but also on external factors, because the Pension Fund connects its work with such organizations as: post offices, credit institutions, tax inspectorate, federal treasury bodies, bailiff service, registry office, etc.
As of January 1, 2014, 85% of employees in the UPFR in the Leninsky district have higher education, 15% have secondary vocational education.
Thus, the presence of a large number of personnel encourages the heads of each service to be even more attentive to work, because the quality of the work of the entire Pension Fund depends on the quality of the work of each department.
Figure 4. - The qualification composition of employees by education in the UPFR for five years, as of 01.01.2014.
3 Analysis of personnel policy in the Office of the Pension Fund in the Leninsky district
The existing personnel policy of the UPFR of the Leninsky district is based on the following principles:
planning, which involves forecasting staffing needs, systematic training of personnel for managerial positions, improving work with the reserve, as well as career planning and development;
specificity, which takes into account not only the general suitability of the position and the candidate, but also the current situation in the organization (prospects for the development of the organization, setting new strategic and tactical tasks, etc.);
compensation involves the selection of personnel in which the negative qualities of one employee are compensated by the corresponding positive qualities of another. As a result, a workable team is formed, which is a single management team;
a comprehensive assessment of the individual upon promotion to the appropriate position, while assessing the personal and professional qualities of the applicant;
combinations in the selection for positions of persons invited from the outside, and trained personnel of the organization.
Priority areas in work with personnel are:
formation of a positive image, improvement and development of the level of service competencies of PFR employees;
selection, selection and placement of personnel;
development of a system of adaptation and mentoring of young specialists;
periodic assessment and certification of employees, the formation and development of a reserve of personnel;
development of the organization - through the development of employees;
psychological support for the professional activities of employees;
improving the motivation of employees, ensuring the safety and health of employees.
In recent years, close attention of the President of the Russian Federation, legislative and executive authorities has been riveted to social problems, and therefore, social legislation is developing very intensively. This imposes special requirements on the employees of the UPFR bodies - to clearly navigate the legal intricacies of regulatory documents, quickly respond to changes in the legislative framework and be able to correctly apply legal norms and acts in relation to a particular citizen. In addition, it should be noted that the UPFR is a high-tech organization in which the functions of each employee are carried out on the basis of information and communication technologies, which also creates special requirements for personnel training. Apparently, these and many other factors played an important role in the fact that the personnel policy pursued by the UPFR in the Leninsky district is a powerful lever in organizing compulsory pension insurance and pension provision.
Work with personnel in the bodies of the UPFR in the Leninsky district is aimed primarily at ensuring that specialists at all levels recognize themselves as part of a single whole, understand their goals and objectives in the light of the overall strategy of the organization, feel responsible for their work in the framework of creating and maintaining the image and reputation of the Pension Fund of the Russian Federation, and pensioners, the disabled and insured persons would see in every employee of the UPFR, first of all, a brilliant professional. At the forefront of personnel management today are such functions as long-term planning and forecasting. The transition to proactive and active components in personnel work, organizational integration by including managers of all levels in personnel management, the introduction of new technologies in working with personnel (performance assessment, distance learning, certification, advanced training, etc.), in order to perform complex tasks tomorrow, you need to meet the increased requirements now.
One of the strategic directions of the personnel policy of the UPFR is the formation of a highly productive team capable of responding in a timely manner to the changing demands of society and the labor market, and pensions in general.
The necessary quality of a Pension Fund employee is the ability to navigate the legal intricacies of regulatory documents, quickly respond to changes in the legislative framework and refract them in the light of the problems that one has to face when implementing pension reform and legal additions.
UPFR is a high-tech organization in which the functions of each employee are carried out on the basis of information and communication technologies, which also creates special requirements for their training.
Development of a systematic approach in the management of the territorial bodies of the Pension Fund of Russia:
improving the efficiency of planning based on analysis, evaluation, forecasting, comprehensive long-term and medium-term plans;
improvement of the organizational structure and organization of the activities of the territorial bodies subordinate to the PFR Department;
improvement of the system of integrated indicators for the purpose of a comprehensive assessment of the activities of the Department as a whole. Implementation of a unified control policy;
development of an organizational (corporate) culture conducive to the formation of a professional team of like-minded people and maintaining the image of the PFR both within the system and in the external environment.
Priority areas in work with the personnel of the Pension Fund Administration are: preservation, strengthening and development of human resources, formation of a highly productive and cohesive team capable of maintaining competitiveness in the market of pensions and social services. The personnel policy of the Department is based on the principles of the value of human resources, compliance with labor laws, stability of labor relations, understanding of the responsibility of the personnel service for the functioning of the entire system, the need to involve only the best personnel in the PFR bodies, use them effectively, promote their development and professional growth.
For many years, an Open Doors Day has been held to familiarize and attract talented young people to work in the PFR system, to improve their current knowledge in the field of pension rights, and every year students have an internship in the organization. Many students, after graduating from educational institutions specialized for the PFR system, came to work in the Pension Fund.
Based on the results of the Open Doors Day and those who had an internship, a database of the best graduates was formed, who in the future may be invited to work in the organization.
Selection of candidates for filling vacant positions, incl. to senior positions, comes from the personnel reserve and on the recommendations of the heads of organizations cooperating with the PFR.
Today, the collective of the Pension Fund of the Russian Federation of the Leninsky District is a single, well-coordinated and professional team, the labor activity of which is carried out by competent specialists in specialized specialties, such as law, economics, accounting, state and municipal administration, modern information technologies. Undoubtedly, for almost 20 years of the existence of the PFR bodies, the personnel backbone in the region has formed and strengthened, however, the Department continues to experience a shortage of highly qualified specialists, especially in the field of programming and technical support, actuarial calculations, personalized accounting and management of maternity capital.
Compliance of candidates for vacancies in the PF is checked through psychological computer testing and research of personal characteristics, namely: characteristics of thinking, interpersonal communication, psychodiagnostic characteristics, interviews with managers. When hiring, employees get acquainted with the Code of Professional Ethics, which is a set of general principles and rules of conduct for employees of the PFR system.
The profile specialties for the PFR system are economics, finance, law, information technology, programming and social work.
When hiring in the UPFR system, the future employee must be familiarized with the personnel services with this provision against signature. The hired employee undergoes an internship, training for three months.
The adaptation of newly hired employees is carried out on the basis of the "Regulations on Adaptation" in the following areas:
organization of introductory seminars, visits to: lectures, "school for young pensioners", videoconferences for newly hired employees;
securing mentors from among the most experienced professionals;
development of individual adaptation measures;
conducting socio-psychological trainings on interactions in a team and effective communications;
rules of conduct at the reception;
training in the PFR Department;
rules for the use of computer programs;
a special training program for newly appointed heads of departments.
Improving the quality of personnel training is a necessary condition for the effective operation of the Pension Fund of the Russian Federation.
In accordance with the decision of the expanded meeting of the PFR Board in December 2013, the priorities for the medium term (2014-2015) in the field of personnel training are:
introduction of adaptive corporate training programs for newly hired employees of the PFR system; development of mentoring, the use of distance learning in order to reduce the cost of training specialists and reduce the time to "enter the position", the formation of skills for employees to independently solve professional problems. This training should be as close as possible to the workplace of a beginner. As a result of this training, the employee gains value for the Pension Fund system;
development of a distance learning system, improvement of distance learning technologies;
monitoring the effectiveness of training.
The system of continuous training of personnel within the organization of the UPFR of the Leninsky district is a centralized and purposeful educational process related to the goals and objectives of the pension system. Participation in it begins from the day specialists and managers enter the workforce, continues throughout their career in the UPFR and is a prerequisite for career growth. It should be noted that continuous training of the management staff within the UPFR organization is carried out in parallel with training according to the plans of the Pension Fund of the Russian Federation, developed annually for regional branches and quarterly in the department itself. In order to maximize the coverage of training for employees of the pension system, the Pension Fund of Russia and the Branch of the Pension Fund of Russia in Russia are actively implementing and have already shown their positive results, a distance learning form. Remote advanced training of the heads of departments (departments) of the PFR in cities and districts is carried out using distance learning technologies and telecommunications. Methodological recommendations are constantly being developed and implemented on the organization of professional development of PFR employees. For this, a program has been developed: MAINTEST, every six months a new version.
The training is based on one-day thematic seminars, videoconferences for managers and specialists of the UPFR in areas of activity, including round tables with managers and specialists of the structural divisions of the Department in charge of this area of activity. Seminars are held with mandatory entrance and exit testing, questionnaires with subsequent storage in electronic form, in order to be able to study the seminar materials by all employees of the district departments of the PFR.
Much attention is paid to the training of beginners. There is a system of internships for UPFR beginners at their workplaces in the areas of their activities based on the electronic program "Trainee", developed by the staff of the Department. The internship ends with a weekend professional test.
Every six months, novice specialists of the PFR Departments of the Leninsky District are trained at the PFR Division at a 2-day seminar, during which highly qualified employees of the Division explain the basics of pension legislation to new employees of the territorial bodies of the PFR.
There is also an individual internship for specialists on the basis of the organization itself, where the mentor is a more experienced, highly qualified specialist.
In addition to thematic seminars on areas of activity, the Department conducts training for newly hired middle and senior managers, as well as specialists enrolled in the personnel reserve, aimed at developing business and managerial qualities that contribute to the effective implementation of professional activities.
Sufficient conditions have been created in the Department for conducting all forms of education: a well-equipped training base functions in the administrative building - a computer class, an assembly hall, a conference room, provided with multimedia equipment.
Certain informational and methodological support for personnel training is provided by the direct supervisors of each service. Federal Law, Civil Code, printed periodicals, documents and materials printed using computer technology, stored in electronic form, supplements to the Federal Law, the Internet, etc.
The department is constantly working towards the creation of a system of basic training for specialists in pension provision.
The vocational training system is part of the professional development of employees.
The UPFR of the Leninsky district has a multi-level personnel training system that covers all employees of the Department.
A prerequisite for the functioning of the system of continuous training of personnel within the UPFR organization is the relationship of its main elements (types): primary, annual, periodic, additional and targeted training.
In order to monitor the training of personnel, the Department developed and implemented a software product (regional database) "Training of Personnel" for maintaining personal records of the training of employees of the OPFR and UPFR in cities and districts. A plan is being drawn up for the current year, separate plans for each quarter to improve the professional level of employees of structural divisions. It is advisable for the PFR management to draw up a plan for improving the professional level of personnel every quarter. This is due to the fact that it is practically impossible to foresee relevant topics for the long term in the annual plan and eliminate the need for multiple adjustments in order to update them.
Personnel training in management should be systematized and carried out in a differentiated manner.
Within the framework of each type of training, types of additional professional education are provided - internships and advanced training (using traditional and distance technologies), various forms, methods and technologies are used (with and without interruption from work, lectures, zonal seminars, seminars, trainings, business games, videoconferences, distance learning systems, etc.), training using electronic learning tools in on-lane mode, "round table".
The main methods include: studying and explaining the practice of applying laws and regulations in the field of pension legislation, practical problem solving (explanations, exercises, training, solving situational problems). The study (comprehension) of the received laws (changes in the law), regulatory legal acts is carried out by each employee independently, and the discussion is carried out collectively.
A large role in the UPFR is given to the development of personnel based on a system of continuous training, career advancement, preparation of a reserve for promotion to managerial positions, and career planning for an employee.
For the formation and development of a personnel reserve, such forms of assessment are used as a personnel audit of managers and specialists, and personnel certification.
Comprehensive testing has been introduced for middle and senior managers, which is carried out every six months.
Employees on parental leave may be certified no earlier than one year after leaving the leave. Employees who have worked in their position for less than one year, pregnant women and working on the terms of a fixed-term employment contract (except for managers, their deputies and chief accountants - heads of departments of territorial bodies of the PFR) should not be certified.
The certification schedule is approved and communicated to each person being certified no later than one month before the start of the certification.
Not later than two weeks before the start of the certification, the relevant manager submits a review to the employee subject to certification with the employee’s signature on familiarization with the review.
The following must be submitted to the certification committee:
employee professional testing protocol;
a copy of the job description;
materials of the previous certification.
In the absence of any of the above documents, the certification of the employee cannot be carried out.
The non-appearance of an employee at a meeting of the attestation commission without good reason, the commission may conduct an attestation in his absence.
Not later than two weeks after the end of the attestation period, taking into account the conclusions of the attestation commission, a decision must be made, which is drawn up by order of the PFR Board or by order (department) of the FIU in the city (district)) that the employee:
subject to inclusion in the prescribed manner in the personnel reserve for a higher position;
corresponds to the position held;
subject to direction for professional retraining or advanced training with subsequent certification in a year;
is subject to dismissal in accordance with paragraph 3 of part one of Article 81 of the Labor Code of the Russian Federation due to insufficient qualifications, confirmed by the results of certification, if it is impossible to transfer the employee with his consent to another job.
The certification is aimed at:
personnel development and strengthening of its motivation to work;
determination of the compliance of the PFR employee with the position held;
identifying the prospects for career growth of the employee, stimulating him to improve professional competence;
determination of the necessary need for advanced training of employees, professional training or retraining;
formation of a reserve of personnel for promotion to managerial positions.
The results of the 2013 attestation have become an important element of human resource management, which made it possible to assess the level of personnel potential in the Department and develop solutions for its development and optimization. Based on the results of the certification, an assessment of the compliance of the level of labor, qualities and potential of the employee with the requirements of the work performed was given to 47 employees of the Department dealing with issues of pension and insurance coverage, automation, information protection, 2 employees were included in the personnel reserve for a higher position. Certification was like 49 employees of all structural divisions of the institution . The certification committee was held in two stages using the "TEST" program based on questions, in order to obtain an effective assessment of the level of professional knowledge. First day. Testing is carried out using test methods built into the Maintest computer diagnostic system and the HR-center system.
Before passing the test, each employee is given the opportunity to familiarize himself with the Procedure in full and the instructions for the proposed tests.
The test results are communicated to the employee by a member of the working group immediately after the end of the testing procedure.
The second day the employee communicates directly with the certification committee.
Result: one employee was sent for retraining.
Table 2.1 - The scale for assessing the professional, business, moral and psychological qualities of an employee and the qualities that characterize the leader, certified in points
High level of assessment Sufficient level of assessment Satisfactory level of assessment Low level of assessment 5 points 4 points 3 points 2 points 35 employees 10 employees 4 employees 1 employee 72% 16% 8% 4%
Description of the criteria for evaluating the person being certified according to the four levels of the rating scale. The professional qualities of specialists are shown in Table 2.2.
Table 2.2 - Professional qualities of specialists
Professional Knowledge Possesses deep, solid and comprehensive professional knowledge. Keeps them high. Able to implement and support new in the professional field. Can act as an expert, consultant and lecturer on professional issues. Able to independently develop draft documents. Possesses sufficient professional knowledge to allow in most cases to make the right decisions when performing a management task. To solve complex theoretical problems, significant time is required to study the legal framework. Can advise colleagues on the main issues of professional activity. Possesses professional knowledge to satisfactorily solve problems of a professional nature. Knowledge is superficial, not systemic; it is difficult to solve professional tasks independently. Professional skills and skills are highly developed, provide greater labor productivity. He is fluent in computer technology, information technology, and actively uses electronic communications. Able to quickly establish business and personal relationships with people. Thinks logically. Properly completes paperwork. Constantly being improved. Generates innovations. Skills and skills allow you to complete tasks without outside help on time. Skilled in sufficient computer technology, information technology, electronic communications. When drawing up documents, he rarely makes mistakes. Developed satisfactorily, ensure the performance of professional tasks at a sufficient level under supervision and with outside help. Developed poorly, the implementation of skills and abilities in practical activities requires constant monitoring. The degree of implementation of professional experience in the position. high quality, constantly exceeds job requirements. Requires minimal supervision. Qualifications and experience allow you to perform work in any area of activity of the unit, as well as perform the duties of a higher manager. Actively share your experience with colleagues. Often brings in new ideas that are constructive and businesslike. He copes with official duties. In his work, he tries to show accuracy and accuracy most of his free time. The number of mistakes made is insignificant. Can provide work in any area of the current activities of the unit. Can act as a mentor to a young specialist. He is not devoid of an innovative approach in his professional activities. Basically he meets the requirements of the position, however, he does not always cope with the required quality with official duties. the opportunities for accumulating professional experience in the positions have not been exhausted. Professional experience is insufficient, the required quality of performance of official duties has not been achieved.
Table 2.3 - Business qualities of specialists
Organization, responsibility and diligenceOrganization and composure - high; knows how to plan his work. Highly developed sense of duty, responsibility, performance discipline - excellent. Reliable in solving work tasks. Knows how to organize his work, not fussy. A fairly pronounced sense of responsibility and diligence is inherent. Qualities are developed satisfactorily, allowing manifestations of fussiness. There are difficulties with planning their work. Responsibility and diligence are not always shown. Performance monitoring is required. Qualities are poorly developed, planning skills for daily activities are low. He is fussy at work, actions are often not thought out. Shows irresponsibility, prone to non-execution. Intensity of work, efficiency High working capacity, distinguished by diligence. The state of health is good, practically does not get sick, he is able to endure physical and psychological stress. He is efficient, hardworking, his state of health is good, he gets sick, but rarely, he is able to endure physical and psychological stress. Efficiency is low, lazy; he often gets sick for a long time, endures loads with great effort. Independence of decisions and actions The ability to make informed decisions is highly developed. Able to analyze and predict working situations, in critical situations, capable of thoughtful and decisive actions. In decision-making, as a rule, he is independent. Able to analyze and predict events, in critical situations, capable of decisive action. Able to make independent decisions, but they are not always justified; in critical situations, allows indecision. To make independent decisions, he is not prepared enough. In critical situations, it is difficult to act independently, shows indecision.
Table 2.4 - Moral and psychological qualities of specialists
The ability to self-evaluationThe ability to evaluate their actions and performance results is highly developed. Reasonably self-critical. Capable of adequate self-assessment. Self-critical. He does not always adequately evaluate his actions and results of his activities. The ability to self-criticism is limited. He is not capable of an adequate assessment of his actions and the results of his activities. Not self-critical. Adaptability Quickly adapts to new conditions, in extreme situations he knows how to manage himself. Psychological stability is high. Capable of adapting to new conditions, able to manage himself in difficult situations. Psychologically stable. It takes a long time to adapt to new conditions. In difficult, non-ordinary situations, he can allow a loss of control over his behavior. Psychological stability is low. It is difficult to adapt to new conditions. In difficult and extreme situations, behavior is unpredictable. Psychological stability is low. Culture of thinking and speech Expresses thoughts clearly, speech is logical, intelligible, thoughtful and meaningful. Able to competently and convincingly express and defend his opinion. Possesses oratory skills. Expresses thoughts intelligibly, speech is correct, knows how to defend his opinion and convince people. Speaker skills developed. Able to express thoughts correctly and intelligibly, but not always able to argue them. Speech is inexpressive, speaker skills are mediocre. The culture of thinking is low, speech is poor and inexpressive, speaker skills are not developed.
Table 2.5 - Qualities characterizing a leader
Leadership of subordinates, performance efficiency Possesses highly developed qualities necessary for the management of subordinates, and successfully demonstrates them in daily activities, constantly achieves high results personally, like his subordinates. Able to competently manage subordinates and achieve results in practical activities. Constantly strives to improve the management of subordinates. Has experience in managing subordinates, but does not always use it in daily activities; the effectiveness of activities with appropriate assistance can be higher. The experience of managing subordinates is weak, accumulates it slowly and does not actively strive for this; low performance in work. , constantly shows reasonable firmness, is capable of deliberate compromises for the sake of the interests of the case. He is demanding of himself and is sufficiently demanding of his subordinates. Able to show firmness in upholding principled positions, not without the ability to compromise. Able to be demanding of himself and his subordinates, but not always striving for this in practical activities, allows elements of categoricalness and one-sidedness in assessments. Requirements for subordinates are biased, unreasonable; in assessing the actions of his subordinates, he is categorical, one-sided. Humanity A sense of respect for a person is highly developed; responsive, caring, friendly. Respectful of a person, able to take care of subordinates, responsive, not devoid of sympathy and empathy. Able to show respect for a person, but not always and not to everyone, does not always show concern for subordinates, heartlessness, callousness. Often shows elements of a disrespectful attitude towards a person, does not stand out with concern for subordinates, is not responsive. Ability to transfer professional experience Highly developed pedagogical abilities, an excellent methodologist. Able to teach and transfer professional experience, has good methodological skills. methodical methods of teaching owns satisfactorily. He does not have the ability to transfer professional experience, he masters methodological techniques with great difficulty. He has a high level of culture of behavior and communication with people, is democratic in communication. Flexibility in the use of styles of communication and behavior is inherent. Cultural in behavior and communication with people; owns a democratic style of communication, if necessary, uses an element of authoritarianism. There are elements of a culture of behavior with people. The style of communication manifests itself according to the situation, but is not always adequate to it. The level of culture of behavior and communication with people is low, it allows elements of a tactless, rude attitude towards others.
The diagram clearly shows the percentage of certification results.
Picture. 5 - Results of employee attestation for 2013.
To effectively develop the corporate culture of employees and ensure unity between team members, perceive themselves as a single team, various events are held, incl. participation of specialists in the preparation and implementation of innovative projects, participation in video conferences with managers and employees of other structural units.
Of no small importance is personnel marketing, the main goal of which is a correct understanding of the psychological, social and production factors that influence the decision of employees to consolidate in the workplace; also raises the question of psychological selection when applying for a job. In this regard, for the socio-psychological and professional diagnostics of personnel, psychological support and providing conditions for the implementation of effective activities, a psychological service has been introduced into the staff of the PFR Department, both in the department itself and on the basis of the Department.
One of the important activities of the psychological service of the department is psychological support:
.Organization of psychological education of employees:
training in the basics of knowledge in psychology, the rules of business communication and stress protection for customer service employees and managers;
bill of personal rights.
.Psychological prevention:
holding seminars and trainings on the prevention of professional burnout syndrome, increasing stress resistance, preventing conflicts and emergency situations;
system planning and rational distribution of time;
alternation of active and passive rest, change of scenery for a period of more than two weeks;
development of the ability for internal self-esteem and self-regulation;
training in psychological methods of relaxation.
A necessary condition for the development of the ability to self-regulation is an increase in the sense of responsibility for the stressful conditions of one's life.
When "I" is mainly focused on my guilt, I lose contact with my inner feeling;
When I acknowledge responsibility, I affirm that I play a vital role in my own existence.
.Individual counseling on psychological problems related to professional activities.
A good psychological climate in PFR management teams influences the formation of trust among clients, promotes mutual understanding between staff and clients, which to the greatest extent improves the quality of service.
· A psychological relief room was created, equipped with audio-visual stimulation devices to restore the working capacity of employees; employees at psychological trainings, practical classes received the skills of effective communication, adaptive behavior and got acquainted with the basic requirements of the ethics of business communication, study the rules for conducting reception on the phone and learning from each telephone conversation, the rules for conducting face-to-face reception;
a study of personnel is carried out to assess the elements of organizational culture and psychological climate, consideration of the causes of the burnout syndrome, the use of questionnaires by K. Maslach and S. Jackson, G. Eysenck;
customer service employees are systematically trained in self-regulation methods to restore a positive attitude towards working with clients, methods are being developed to determine the style of behavior in a conflict situation.
Modern forms of work with personnel are being actively introduced in the pension system, aimed at improving the system of moral and material incentives for employees:
receiving remuneration for work depending on the personal performance of the employee;
presentation of distinguished employees for awarding departmental and state awards of the Russian Federation;
rewarding with diplomas for good work;
photos of the best employees are placed on the honor board, both in the department itself and in the Department.
Over the past year, the following types of moral encouragement were applied to employees of the UPFR of the Leninsky district: 35% received praise and recognition from the management, 5% received a promotion, 25% received a diploma, 15% received letters of thanks, 15% had other types incentives, only 5% of employees were not encouraged.
Thus, in the UPFR, social motives of labor are used to a greater extent, that is, intangible benefits in exchange for labor, which are aimed not at generating income, but at obtaining moral encouragement, recognition not only by the team, but also by management, satisfaction of pride, ambition, etc. .d.
In a market economy, the main means of ensuring the competitiveness of an organization is highly qualified personnel. A properly formed personnel policy should ensure not only the management of the workforce, but also interest the staff in the development of the organization.
% of UPFR employees are satisfied with the available promotion opportunities, this indicates that there is career growth in the organization, this is undoubtedly a positive fact not only for the employee himself, but also for the management, as employees have an incentive to improve the quality of work. At the same time, 5% gave a negative answer and 10% found it difficult to answer this question.
The majority of 75% believe that in the UPFR there is an opportunity for self-realization and self-development of the individual. And only 5% believe that there is no such possibility, as a reason that does not allow self-realization and self-development, they note tense relations in the team and with the management. Thus, we can conclude that the branch management is doing everything possible to create conditions that would help its employees to fulfill themselves.
The majority (55%) believe that encouragement is the most effective type of influence; 10% - independence in work; 25% - an example of a leader and only 10% punishment. Thus, the authority of the leader is an effective measure of influence on the employees of the team.
A sociological survey showed that most of the UPFR employees are not interested in the decision-making process, lack initiative, which, in turn, entails poor implementation of innovations. The proposals of the most active and enterprising employees are most often not taken into account. Thus, the management of the UPFR suppresses the initiative of employees, and also psychologically "kills" the desire of employees to look for new methods to improve the production process.
Subordinates follow instructions because they are afraid of lowering wages and, as a last resort, being fired. Underlying this is fear, which limits initiative, creativity, and can even lead to curtailment of work. Therefore, the management of the UPFR needs to apply not only coercion, but also, as the survey showed, encouragement and provision of employees with greater independence in work and assistance from management, which will lead to greater interest and initiative of employees in work.
Thus, we can conclude that the leadership of the UPFR of the Leninsky district needs to introduce a collegial decision-making system in the organization, that is, it should act both as an expert and as a "judge". On all issues to be resolved, listen to the suggestions of team members, stimulate the staff not only morally, but also financially, more clearly formulate the principles of the ongoing personnel policy, and also bring them to the attention of employees.
Heads of structural subdivisions must submit proposals (a list of activities to be included in the quarterly (annual) plan) to the person responsible for training. When drawing up the plan, the following should be taken into account: a promising alan of study for the current year sent from the department; normative legal acts received from the structural divisions of the Division, official letters, reviews of practice, wishes of employees of the structural divisions of the division, the results (indicators) of work for the previous quarter, the results of inspections of control and audit bodies, etc.
The duration of classes should be from 2 to 4 academic hours.
Training of specialists can be carried out separately in the relevant areas, or it can be carried out jointly with employees of another direction. By conducting such classes, synchronization is achieved to improve the professional level of employees, for example, customer service and personalized accounting services. Timely receipt of information of the required amount of the practice of applying the law reduces the risk of legal errors. It is desirable to conduct training with all employees of the structural divisions of the PFR department on general issues (for example, on new regulatory legal acts in the field of pension legislation, etc.).
Professional development should be carried out at least once a month. If necessary, carry out weekly.
It is very effective to conduct operational (professional) informing employees. This form will help in cases where there is a need to urgently bring the received information (official document) to the employees of the department.
Each training session should end with a quality control of the learned material (test control, control tasks, interviews, etc.).
For individual training events, testing should be carried out after a certain time, i.e. after a deeper study of the materials.
Class leaders after checking the results of testing (other forms of quality control of mastering educational material) should analyze the mistakes made, which allows them to see the weaknesses of theoretical knowledge, practical skills in work and provide theoretical and practical assistance.
Improving the quality of management of mandatory pension insurance funds:
improving the efficiency of spending funds from the PFR budget and monitoring their intended use. Automation of the process of formation and execution of the OPFR budget;
introduction of an actuarial calculation system to assess the financial stability of the pension insurance system.
Improvement of information technologies and development of the data transmission network.
Efficient operation and modernization of corporate networks for data exchange and transmission.
Development, implementation and improvement of information exchange technologies between the PFR Division and the Departments, Divisions of the PFR.
Creation of automated workplaces for specialists using the latest technologies.
Ensuring the necessary technical level of protection of confidential information. Introduction of new technologies with digital signature.
Improving the system of maintenance and repair of computer equipment.
Development of legal services:
interaction with the courts in order to resolve problematic issues in the field of pension insurance and pension provision, as well as carrying out further work aimed at developing the legal position of the PFR on key issues of pension legislation;
development of legal services of the territorial bodies of the PFR in order to ensure the protection of the interests of the PFR in pre-trial and judicial procedures, interaction with legislative, executive and judicial authorities;
interaction with guardianship and guardianship authorities, with employment centers, with registry offices, the Ministry of Justice, military registration and enlistment offices, the Ministry of Internal Affairs.
Improvement of personnel policy and personnel management system:
introduction and development of an effective system of selection, adaptation, retraining, training and advanced training of personnel;
improvement of working conditions for employees.
The disadvantages of the existing personnel policy are:
the impossibility of department heads to select their own specialists,
there is no opportunity for self-realization of employees,
material incentives are very small and are distributed at the discretion of the boss (depending on the personal relationship of the manager to the employee) on the number of years worked in the organization, on the position held, and not on the quantity and quality of the work performed),
old technical equipment from specialists directly involved in data processing,
the selection of new candidates for the position in the Pension Fund Department is poorly developed,
there is no independent development of the organization (everything is carried out according to the established regulations). Not timely receipt of information, long run-in of "pilot" projects,
weak incentives for employees.
3. Ways to improve the personnel policy of the Office of the Pension Fund for the Leninsky district of the city of Novosibirsk
In order to improve the effectiveness of personnel policy in the UPFR for the Leninsky district, it is recommended:
.Personnel planning. The essence of which lies in the timely provision of jobs to people at the right time and the required number in accordance with their abilities, inclinations and production requirements. Workplaces for employees, in terms of productivity and motivation, should allow employees to develop their abilities in an optimal way, increase labor efficiency, meet the requirements for creating human-worthy working conditions and employment.
Personnel planning should be carried out both in the interests of the organization and in the interests of all employed personnel. It is important for an organization to have at the right time, in the right place, as well as in the right quantity and with the appropriate qualifications such personnel that is necessary to solve production problems and achieve its goals. Personnel planning should create conditions for motivating higher productivity and job satisfaction. First of all, people are attracted to those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that personnel planning is only effective when it is integrated into the overall planning process of the organization. HR planning should answer the following questions:
what qualifications, how many employees, when and where will they be needed?
How can you attract the necessary and reduce unnecessary staff without causing social damage?
How best to use the employees of the organization in accordance with his abilities?
How to ensure the development of personnel to perform new qualified jobs and maintain their knowledge in accordance with the needs of the organization?
What financial costs will be required for all planned personnel activities?
.Formation of a personnel reserve seems to be an effective direction of activity of the office work and personnel department. The dynamics of a leader's career is determined by two main parameters: the potential for advancement and the level of current professional competence.
Positions in the management apparatus of the organization should be filled in accordance with the following principles:
) in the lower level of management and in headquarters units - by young energetic specialists;
) at all levels - by managers and specialists from their own and other organizations;
) in the managerial level - by combining rotation and accelerated promotion of their own promising personnel, which is achieved by forming a reserve for filling managerial positions - a specially formed group of managers, specialists who have achieved positive results in their professional activities, satisfying certain requirements and passed a special selection.
It is advisable to create a reserve for all management positions of the organization and, above all, for key positions, the total number of which should be at least 10 people. When promoted to the reserve, use the career factor as an assessment of the employee's merits. For managers, this is the degree to which the goals of the organization or unit are achieved; for a specialist - diligence, creativity, complexity and timeliness of tasks, the ability to solve problems that have arisen. All this is controlled by direct supervisors and is based on an individual work plan. To develop in candidates the abilities, skills, and abilities of a leader, to form a team leader capable of managing a group. division.
The process of forming a personnel reserve should include the following steps:
use the principle of equal and fair opportunities in moving up the "service ladder" of truly worthy candidates;
determination of the required number;
study of each, evaluation and selection of candidates;
building a job structure;
compilation and approval of the list of candidates;
organization and planning of advanced training.
It is advisable to select candidates annually and have a reserve, depending on the nature of the position, of 1-2 people.
The search for candidates should be carried out by:
immediate supervisor - head of department,
HR department, senior management,
The candidate must be able to present himself.
Search to carry out in subdivisions and departments, as well as in other services. To do this, specially develop search methods:
reliable sources of information about the candidate;
data on the work of the candidate and the results of activities in all previous positions;
personal judgments of managers and colleagues who know him;
results of tests, surveys available in human resources departments,
assessment and consideration of the candidate in departments, divisions;
personal informal communication;
candidate discussions.
Take into account the marks given to the candidate:
by themselves (self-assessment);
his immediate supervisor (the ability to determine what has been achieved);
chief (prospective development of the candidate).
Make certain requirements for the leader:
professionalism - attitude to one's work;
qualification, experience, knowledge, ability to apply this knowledge in practice;
desire to learn new things and the ability to train subordinates;
attitude towards people - respect for people;
patience for weaknesses that do not interfere with work,
the ability to rally people into a team, to organize;
the ability to criticize and accept criticism;
the presence of a clear self-esteem, to be a leader;
knowing what will have to be sacrificed because of the position and be prepared for this;
the ability to lead, the ability to listen and listen to other opinions;
the ability to choose the right team and distribute it into groups, taking into account psychological characteristics (to be a good psychologist).
Improving employee motivation:
ensuring safety and health protection;
salary increase;
increase in financial incentives;
uniform load distribution;
the possibility of additional income;
provision of vouchers to employees and children of employees of vouchers to health organizations, and if it is not possible, monetary compensation;
holiday travel allowance.
Psychological support for the professional activities of employees, psychoprophylaxis, individual counseling on psychological problems related to professional activities and on a personal level.
In the context of the modern development of personnel policy in the UPFR of the Leninsky district, it seems necessary to introduce methods for adapting newly hired personnel.
They will allow a new employee to quickly adapt to the content and working conditions, the social environment in the institution. As part of the adaptation, there should be a detailed acquaintance with the organization's team and new responsibilities, assimilated behavioral stereotypes and identification of personal interests and goals with common interests.
The adaptation of employees should be carried out in the following areas:
professional adaptation - mainly for people who do not have work skills, who do not know the specifics of the organization of its functions, etc. After finding out the characteristics of a newly hired employee, he should receive an experienced mentor or be sent to appropriate refresher courses. The main task of this type of adaptation of an employee is to determine the most appropriate form of his training;
psychophysiological adaptation - adaptation to working conditions, mode of work and rest, etc.;
socio-psychological - adaptation to a new team and its norms, to management and colleagues, to economic realities. It may be associated with difficulties, which include deceived expectations of quick success, due to an underestimation of the difficulties, the importance of live human communication, practical experience and the value of theoretical knowledge and instructions.
The reverse process is also necessary - adaptation of the work to the person. This is the organization of workplaces in accordance with the requirements of ergonomics; flexible regulation of the rhythm and duration of working time, building the structure of the organization (subdivision) and the distribution of labor functions and specific tasks based on the personal characteristics and abilities of employees; individualization of the incentive system.
The practice of adaptation should be extended not only to specialists, but also to managers at various levels. The new team leader will be able to succeed only when he is well versed in internal relationships and leans on key figures, for example, who temporarily performed these duties before him.
The Office currently provides free services.
The list of services provided includes:
) home visits, in organizations;
) consultations on the disposal of maternity capital;
) advice on the calculation and appointment of pensions (other districts, regions, etc.);
) issuance of certificates, restoration of certificates, extract from the personal account;
) copies of documents, restoration of lost documents (duplicates);
) assistance in paperwork (preliminary assessment, etc.);
) assistance in obtaining legal services.
Lonely and elderly citizens live on the territory of the Leninsky district, having an income above the subsistence level, but also in need of social services and able to pay for them. Many citizens of the Leninsky district apply in writing that they need help.
Therefore, within the framework of this project, I proposed in the Pension Fund Administration the introduction of paid social services, which would help many needy citizens solve their problems, and this would bring additional income to the Administration.
The economic efficiency of this project can be calculated as follows, we will make a forecast of paid social services provided to citizens of retirement age and insured persons at the rate of 25 thousand rubles. person per year. The forecast for the provision of paid social services is presented in Table 3.1.
Table 3.1 - Forecast of the volume of provision of paid social services
Name of services Number for 2014, single home visits, in organizations 10,000 consultations on the management of maternity capital 23,000 consultations on the calculation and appointment of pensions (other districts, regions, etc.) 15,000 issuance of certificates, restoration of certificates, extract from a personal account 17,000 copies of documents, restoration of lost documents (duplicates) 12000 assistance in paperwork (preliminary assessment, etc.) 19000 assistance in obtaining legal services 2500
The volume of provision of paid services was taken on the basis of average statistical data, a survey of citizens who applied to the Office.
By providing the listed social services, the Department will have the following income, presented in table 3.2
Table 3.2 - Revenues of the Department for the period of project implementation
Name of services Quantity, unit Price for 1 unit, rub. Amount, rub. Departure to the house, in the organization , restoration of certificates, extract from the personal account1700010170000.00copies of documents, restoration of lost documents (duplicates)1200015180000.00assistance in paperwork (preliminary assessment, etc.)19000500950000.00assistance in obtaining legal services25002050000.00Total:3050000.00
The implementation of this project does not require additional costs, since the maintenance of the Pension Fund branch is fully funded by the Federal budget. Cash receipts from the provision of paid social services are exempt from taxation, which means that all financial receipts from the implementation of the project are net profit.
) for the purchase of a car for home visits;
) for the purchase of computers for the Pension Fund;
) for the purchase of the necessary medical equipment;
) to improve the working conditions of the employees of the Pension Fund;
) to encourage employees;
) for social needs; for material assistance and funeral services;
) to pay for employee training.
The calculation of the project efficiency is unambiguous, since it does not require additional investments.
Thus, from the above, the following conclusions can be drawn:
introduce the provision of paid services.
Conclusion - it is necessary to hire young, active, self-improving specialists, with higher education not only in economics, but also in other specialties, as experience shows that this is the most cohesive and effective team, in work and life, moral and material incentives, the creation of new principles of the personnel development system.
Conclusion
The personnel policy of an organization is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor. It increases the capabilities of the organization, responds to the changing requirements of technology and the market in the near future, is an integral part of the entire management activities and production policy of the organization.
In modern budgetary institutions, a passive personnel policy dominates, which is characterized by the absence of a pronounced program of actions in relation to personnel, and personnel work is reduced to eliminating negative consequences.
The main and most significant differences in the personnel policy of commercial and budgetary organizations are in terms of staff motivation, organization philosophy, type of authority and management style. There are also similar features, this is the adaptation of personnel and the functions of the management service
The process of personnel policy management is expressed through the stages of personnel policy: regulation, programming, personnel monitoring, each of which involves the use of special methods.
The Pension Fund Administration for the Leninsky District of Novosibirsk is one of the 42 administrations in the Novosibirsk Region and is the largest, serving more than 75,000 pensioners.
The Pension Fund Administration for the Leninsky District of Novosibirsk has 165 employees. Of the total number of employees of the Department, 90% are women, more than 92% of employees are aged 30 years and older, 85% of employees have higher education, 15% have secondary vocational education.
The main task of personnel management in the UPFR for the Leninsky district is the formation and implementation of a personnel policy in accordance with the development strategy of the PFR.
The personnel policy in the UPFR can be attributed to the active type, that is, the leaders of the organization have the means to influence the staff. They have many long-term staff development programs. The personnel department has the means of diagnosing personnel and forecasting for the medium and long term.
The disadvantages of the existing personnel policy are: the inability of department heads to select specialists for themselves, the lack of opportunities for self-realization of employees, material incentives are very small, old technical equipment for specialists directly involved in data processing, the selection of new candidates for a position in the PF Department is poorly developed, there is no independent development organizations (everything is carried out according to the established regulations), untimely receipt of information, long-term running of "pilot" projects, weak incentives for employees.
In order to improve the effectiveness of the personnel policy in the UPFR for the Leninsky district, it is recommended to make changes to:
.Personnel planning.
.Formation of personnel reserve.
.Improving the motivation and stimulation of employees.
.Psychological support of professional activity.
.Adaptation of employees - adaptation of work to the person.
It is necessary to create a new concept of personnel policy that defines the main provisions of the activities of organizations for working with personnel:
creation of uniform principles of strategic management and development of personnel in the organization; introduction of new methods and systems of personnel training and retraining;
carrying out fundamental changes in the wage policy; development of economic incentives and social guarantees for the employee and his family members; protection of the rights and guarantees of employees, work with representatives of the labor collective;
preparation of regulatory and methodological materials to ensure a high level of personnel management;
it is necessary to strengthen the system in the selection of personnel and cover the entire spectrum of this work, from hiring to leaving an employee;
it is necessary to improve the nomination procedure: information on vacancies, candidates, responsibility of recommending candidates, procedures for discussion, appointment and induction;
introduce the provision of paid services.
It is necessary to hire young, active, self-improving specialists with higher education not only in economics, but also in other specialties, as experience shows that this is the most cohesive and effective team in work and life.
personnel management economic pension
List of used literature
1. Federal Law of December 25, 2013 No. 214-FZ “On the budget of the Pension Fund of the Russian Federation for 2015 and for the planning period of 2014 and 2015”.
Federal Law of July 7, 2010 "On the organization of the provision of state and municipal services" as amended. No. 65-FZ of 06.04.2011, No. 169-FZ of 01.07.2011, No. 200-FZ of 11.07.2011, No. 239-FZ of 18.07.2011, No. 383-FZ of 03.12.2011, dated July 28, 2012 No. 133-FZ.
Federal Law of April 30, 2008 No. 56-FZ "On investing funds to finance the funded part of the labor pension and state support for the formation of pension savings."
Federal Law of December 29, 2006 No. 256-FZ “On additional measures of state support for families with
Federal Law of December 15, 2001 No. 167-FZ "On Compulsory Pension Insurance in the Russian Federation".
Federal Law of December 17, 2001 No. 173-FZ "On labor pensions in the Russian Federation".
Federal Law of July 17, 1999 No. 178-FZ, part 1, article 6.2 “On State Social Assistance”.
Federal Law of April 1, 1996 No. 27-FZ "On Individual (Personalized) Accounting in the System of Compulsory Pension Insurance".
Decree of the Supreme Council of the RSFSR of December 22, 1990 No. 442-1 "On the organization of the Pension Fund of the RSFSR".
Resolution of the PFR Board dated January 15, 2007 No. 5p “On the procedure for attestation of employees of the Pension Fund of the Russian Federation system”.
Decree of the Government of the Russian Federation of October 17, 2009 No. 1555-r Plan for the transition to the provision of public services in electronic form.
Information on the status of the Pension Fund of the Russian Federation 2013.
Evtikhov O.V. "Psychology of personnel management: theory and practice" St. Petersburg. Speech - M.; 2010.
D. Liker, D. Mayer “Talented employees. Education and training in the spirit of dao Toyona ”Book 2 - M .; 2013.
HR Handbook. Magazine №3 - M.; 2014
.Law Enforcement Practice: Questions and Answers. G.I. Sysoikina. - M.; 2014.
Fundamentals of management. State and municipal administration. Crisis management. Personnel Management. Management / Edited by A.V. Surin. - M.: 2012.
Handbook of personnel management. Magazine №1 - M.; 2014.
Newspaper "Pension Fund". - N., 2013
Textbook on social science. PFRF - M.: 2012
Borisenko N.Yu. Pension provision. - M.: Finance and credit, 2009.
Borisenko N.Yu. Problems of Ensuring the Financial Stability of the Pension Fund of Russia. - M.: Finance and credit, 2009.
Kibanov A.Ya. "Personnel management of the organization: strategy, marketing, internationalism". - M.; INFRA-M, 2011.
Platonova N.A. "Certification in the personnel management system". Discussion: Journal of Scientific Publications No. 7 Ural Publishing House, 2012.
Khnykin G.V. “Personnel training and development. Documents of the personnel service "- Zh .: Directory of personnel officer No. 9 - M .; 2013.
Kornyushin V.Yu. "Evaluation and certification of personnel" - M.; MIEMP, 2013.
D. Kelsey, P. Plumb “Brilliant meetings. Rules for effective group work ”Book 7 - M .; 2013.
Journal "Pension provision in the CIS and Baltic countries". A.A. Romanova M.; 2013
D. Liker, D. Mayer "Talented employees" - M.; 2013.
Solomanidina T.O. "Organizational culture of the company" - M.; INFRA-M, 2011.
Litvak M.E. "Psychology of management in the family and at work" - M.; 2013.
Roik V.D. Russian pension system. History, problems and ways of improvement. - M.: MIK, 2007.
Application
Types of tests for self-control of specialists, after which the specialist can determine for himself whether he needs help and what kind, professional or psychological.
P.1 Topic 1.1 Communicative competence in the business interaction of employees.
Questions for self-control.
IN 1. check the option that is not included in the summary at the end of the interaction.
)Brief description of what was done;
)A consistent description and record of what needs to be done to solve the problem;
)Argumentation and bringing the grounds in favor of the decision;
)Delimitation of areas of responsibility, who is responsible for what;
)Specify the time frame to be done.
Correct answer: 3. Argumentation and giving reasons in favor of the decision.
Q 2. What strategy of behavior corresponds to the following attitude: A negotiating partner is perceived as an adversary with whom they adhere to a cruel course in relationships?
)Strategy "win-lose";
)Strategy "lose - lose";
)Win-win strategy.
Correct answer: 1. Win-lose strategy.
Q 3. Note the main feature of the "lose - win" strategy?
)The person is set to lose the interaction partner and actively uses the methods of manipulation and pressure.
)A person prefers to give up his positions rather than withstand a situation of tough negotiations.
)A person plays with the negotiations, thereby leading them to a dead end and gaining time to think.
Correct answer: 2. A person prefers to give up his positions rather than endure a situation of tough negotiations.
Q 4. Mark the situation that usually arises when two decisive, stubborn, self-centered personalities interact with a win-win attitude?
)Strategy "win-lose");
)Strategy "lose - win";
)"lose-lose" strategy;
)win-win strategy.
Correct answer: 3. Lose-lose strategy.
Topic: 1.2 Creating a customer-centric environment
B 1. The main difference between a service and a product:
)lack of value;
)intangibility;
)production cycle.
Correct choice: 2. Intangibility.
B 2. Check the incorrect statement: “To be able to evaluate the service it is necessary”:
)set a price;
)verbally specify the content of the services provided by the organization;
)provide the client with objective indicators of the quality of services.
Correct answer: 1 set a price.
B 3. A skill differs from a skill in that:
)the skill does not require stress of memory and attention;
)skill easily and quickly changes depending on the situation;
)skill requires mind control.
Correct Choice: 3. Skill requires mind control.
B 4. The goals and objectives of working with a visitor do not include:
) informing;
)receiving feedback;
)intimidation.
Correct answer: 3. Intimidation.
B 5. Check the box that reflects the concept of "feedback".
)This is the argument that must be given to the client in response to his objection.
)It is a reaction to what is heard, read or seen; information indicating the degree of understanding, trust in the message, assimilation and agreement with the message.
)This is what the employee is obliged to do in accordance with the request of the client.
Correct answer: 2. This is a reaction to what is heard, read or seen; information indicating the degree of understanding, trust in the message, assimilation and agreement with the message.
Topic: 1.3 Psychology of conflicts
Q 1. When resolving a conflict, an apology:
) Not needed at all;
)Can be brought without admitting a mistake;
)Must be timely.
Correct choice: 3. Must be timely.
B 2. The ability to adequately decipher the emotional signals of partners depends on:
)The amount of working emotional memory.
)Psychological and professional communication experience.
)All of the above values.
Correct choice: 3. All of the above values.
B 3.emotional resonation is:
)The ability of a person to respond to various emotional states of partners;
)The ability of a person not to respond to various emotional states of partners;
)The ability of people to show their emotions in any situation.
The right choice: 1. The ability of a person to respond to various emotional states of partners.
B 4. With emotional detachment, a person:
)Shows no emotion in any situation.
)Tries to avoid any interaction with other people.
)In response to the emotional state of others, it shows inexpressive, muffled emotions.
Correct choice: 3. In response to the emotional state of others, he shows inexpressive, muffled emotions.
Q 5. What is the essence of the conflict that arises when a professional requirement is presented?
)Contradiction of our needs and desires;
)The discrepancy between the claims of the individual and the assessment of their capabilities;
)The contradiction between the lack of necessary actions and the need to fulfill obligations.
Right choice: 3. The contradiction between the lack of necessary actions and the need to fulfill obligations.
Q 6. What can the use of prospector's words lead to?
)It can increase the confidence of the opponent;
)It can increase the person's desire to protect themselves from your influence;
)It will help the interlocutor to check the understanding of the information received.
Correct choice: 2. It can increase the person's desire to protect themselves from your influence.
Topic: 1.4 Face to face with the client
Q 1. What task is not included in the scope of the first stage of communication "Getting to know"?
)Establishing contact with the interlocutor;
)Creation of a working atmosphere;
)Attracting attention to a business conversation;
)Checking the understanding of the information received.
Correct choice: 4. Checking the understanding of the information received.
B 2. Indicate the incorrect statement:
)Calmness is maintaining a balance between anxiety and indifference, which can equally distort an adequate assessment of the situation.
)Calmness is the self-control and strength of a person's character, which help to survive in force majeure and succeed in everyday circumstances.
)Calmness is the readiness to always act rationally, relying on an emotional outburst, and not on logical conclusions.
The right choice: 3. Calmness is the readiness to always act rationally, relying on an emotional outburst, and not on logical conclusions.
Q 3. Indicate an incorrect statement related to the concept of "Fairness"?
)Justice - the concept of due, containing the requirement of conformity between deed and retribution;
)Human justice is absolute.
)Economic justice - the requirement of equality of citizens in the distribution of a limited resource.
Right choice: 2. Human justice is absolute.
Q 4. How is the Rationale phase of customer interaction different?
)At this stage, certain agreements and possible solutions to the problem are reached.
)At this stage, the client unconsciously decides whether to trust the communication partner or not.
)At this stage important information is being transferred.
The right choice: 1. At this stage, certain agreements and possible solutions to the problem are reached.
B 5. Choose the correct definition of emotional stability:
)This is a property of the psyche, thanks to which a person is able to successfully carry out the necessary activities in conditions that cause experiences of negative emotions.
)It is a measure of the intellectual, analytical, logical and mental abilities of a person.
)This is a fleeting state: which appears due to a sharp increase in nervous stimulation due to some sudden event.
The right choice: 1. This is a property of the psyche, thanks to which a person is able to successfully carry out the necessary activities in conditions that cause experiences of negative emotions.
Topic: 1.5 Stress at work...and should we deal with it?
Q 1. At what phase of the development of a stress response does the mobilization of the necessary resources to deal with stress take place?
)In the voltage phase;
)In the phase of resistance;
)In the phase of exhaustion.
Correct choice: 2
Q 2. On what factors does the development (intensity) of the stress response depend?
) From the stressor
)from the psychological state of a person;
)From the physical condition of a person;
)All answers are correct.
Correct choice: 4
B 3. The likelihood of stress increases if:
)Needs are not adequately met in relation to their importance;
)Satisfying a need exceeds its importance
Correct choice: 1
Q 4. At what level of emotional state is the maximum efficiency of labor observed?
)With a low level of emotions;
)With an average level of emotions;
)At a high level.
Correct choice: 2
In 5, what criterion for achieving the goal can be used to check the consistency of job descriptions, the consistency of orders and instructions to reduce organizational stress?
) Specificity;
)Measurability;
) reachability;
) Comparability;
)Certainty in time.
Correct choice: 4.
P.2 Questionnaire of a sociological survey.
Invites you to take part in a study on the formation of labor relations in your work team.
Your opinion is very important to us, it will help to improve the work of the organization. Please read the questions and answers carefully. Circle the number of the answer that matches your opinion, in the free line you can write your answer.
You do not need to sign the questionnaire, the research data will be used in a generalized form.
We look forward to your sincere answers.
Thank you in advance for your help with this research!
What's your gender?
Male
Female
Your age?
Up to 20 years old
20 to 30 years old
30 to 40 years old
40 to 50 years old
50 to 55 years old
55 to 60 years old
Over 60 years
Your education?
Average
Secondary full
Specialized secondary
Incomplete Higher
What is your marital status?
Married
Unmarried
What is your financial situation (income per family member)?
Up to two thousand rubles
From two to three thousand rubles
Three to five thousand rubles
Over five thousand rubles.
How many years have you been working in your organization?
One to three years
Three to five years
Five to ten years
Over ten years
How do you feel about your future?
Confidence
Optimism
Hope
Without much hope and illusion
Anxiety and uncertainty
Fear and despair
I don't think about the future, I live in the present
What problems bother you the most today (you can choose 2-3 answers)?
Financial situation
Possibility of being unemployed
Inability to purchase essential goods
Leisure organization
What life values are priority for you (you can choose 2-3 answers)?
material good
Education
Favorite work
Health
Decency
Benefit people
Are you satisfied with your work?
Quite satisfied
Not quite satisfied
dissatisfied
Difficult to answer
If not satisfied, why not?
Bad working conditions
Unfair assessment of work
Unfavorable socio-psychological climate
Lack of professional growth
Frequent conflict situations
Anything else, please write _____________________
What are the relationships in your team?
Business
Friendly
benevolent
tense
Any other, please write _________________________
Are there any conflict situations in your work team?
Yes, quite often
No, it doesn't happen
Difficult to answer
What are the main causes of conflict situations?
Irrational distribution of responsibilities
Unfair and biased evaluation of work
Irrational use of material resources
Low level of culture in the team
Bad working conditions
What else please write
What type of power do you think prevails in the enterprise?
sole proprietorship
Collegiate
Collective
mixed
Difficult to answer
In your opinion, what are the main aspects of personnel policy?
Determining the need for staff
Recruitment
Personnel development
Organization of personnel information
Anything else, please write _____________________________
What type of personnel policy in your opinion is carried out at the enterprise?
Active
Passive
Reactive
preventive
Difficult to answer
What methods are used in the personnel selection process at your enterprise?
The study of the personal file of the subject
Questionnaire
Testing
Interview
Anything else, please write ________________________
Are you satisfied with the available promotion opportunities?
Difficult to answer
What types of employee performance appraisal are used in your company?
Direct (assessment of labor results)
Indirect (assessment by qualities that affect the achievement of results)
Anything else, please write _________________________
What types of influence on subordinates do you consider the most effective?
Punishment
promotion
Delegation of authority
Independence at work
Anything else, please write __________________________
In your opinion, is there an opportunity for self-realization and self-development of the individual in the enterprise?
Difficult to answer
If "no", what are the reasons?
Bad working conditions
Tensions in the team
No interest
Other (Your answer option) ____________________
Tags: Analysis and ways to improve personnel policy in a budgetary organization Diploma Management
Criteria and key performance indicators of personnel policy.
Directions for improving the effectiveness of personnel policy.
Features of the implementation of personnel policy in various organizations.
Through the personnel policy, a systematic approach is implemented in working with the personnel of an enterprise or organization.
The criteria for evaluating the activities of a manager in the field of personnel policy are competence in theoretical and practical issues related to the ability to select and effectively use employees in their enterprise, organize and direct the work of the team to effectively achieve the goal. The peculiarity of the manager's work is that his personal contribution to the results of production is evaluated according to the performance of the enterprise he leads, that is, according to labor indicators.
The system of labor indicators of the enterprise serves as the criteria for evaluating the personnel policy.
I.K. Bondar says that the system of labor indicators should be understood as a set of quantitative and qualitative meters of the degree of efficiency of the use of human labor in the production process.
The prerequisite and basis of the production process are people, personnel. With this in mind, the first criterion for assessing the effectiveness of personnel management can be determined by the availability of labor resources for an enterprise. Particular attention is paid to the analysis of the enterprise's staffing of the most important professions. It is necessary to analyze the qualitative composition of labor resources by qualification. To assess the compliance of the qualifications of workers with the complexity of the work performed, the average tariff categories of the work of workers, calculated by the weighted arithmetic average, are compared. If the actual wage category of workers is lower than planned and below the average wage category of work, then this may lead to the release of lower quality products. Due to the importance of this indicator affecting the effectiveness of personnel policy in general, it is necessary to constantly analyze and take into account when developing measures aimed at improving personnel policy.
The quality of management largely depends on the level of education of administrative and managerial personnel. Therefore, it is necessary to check the administrative and managerial personnel for compliance with the actual level of education of each employee of the position held and to study issues related to the selection of personnel, their training and advanced training. Analyzing the dynamics and implementation of the plan for the qualification of employees of the enterprise, one should study such indicators as the percentage of employees studying in higher, secondary specialized educational institutions, in the system of training workers at the enterprise. Fulfillment and overfulfillment of the plan to improve the skills of employees contributes to the growth of their labor productivity and positively characterizes the work of the enterprise.
In the system of measures aimed at improving the efficiency of the enterprise and strengthening its financial condition, an important place is occupied by the issues of rational use of labor resources. To evaluate this, you can use the indicator - the use of working time. The balance of working time is drawn up for the enterprise, workshop, section, sometimes even separately for each group of workers who have the same work schedule and the same duration of the next vacation. This is due to the fact that the average duration of the next vacation in different departments of the enterprise may not be the same. The planned balance of working time is calculated for individual elements. The balance of working time is compiled in three stages:
- calculation of the average actual number of working days;
- establishment of the average length of the working day;
- determination of useful (effective) fund of working time in hours.
It is advisable to evaluate this indicator in the direction of finding out the reasons for the frequency and size of losses in the working time fund and the degree of compaction of the working day.
An important indicator of the effectiveness of personnel policy is labor productivity.
To assess the level of labor productivity, we apply a system of generalizing, partial and auxiliary indicators. Generalizing indicators include the average annual, average daily and average hourly output per worker, as well as the average annual output per worker in value terms. Private indicators are the time spent on the production of a unit of a product of a certain type or the release of a product of a certain type in kind in one man-day or man-hour. Auxiliary indicators characterize the time spent on performing a unit of a certain type of work or the amount of work performed per unit of time.
The most general indicator of labor productivity is the average annual output of products by one worker. Its value depends not only on the output of workers, but also on the share of the latter in the total number of industrial and production personnel, as well as on the number of days worked by them and the length of the working day.
The level and dynamics of labor productivity growth depends on a number of factors:
Structural shifts in production (change in the share of certain types of products or industries in the total volume of production);
Technical level of production (complex mechanization and automation of production processes, modernization of existing equipment);
Improvement of management, organization of production and labor (reduction of losses of working time, increase in service areas, reduction of losses from defects);
Commissioning and development of new facilities.
The influence of all the above factors on the growth of labor productivity is estimated in terms of relative labor savings, which expresses the result of labor savings in the production of goods.
The importance of this criterion lies in the fact that labor productivity is in close interdependence with the number and composition of personnel, with the wage fund and average wages.
The system of labor indicators in the aggregate pursues the following goals:
Ensuring a steady increase in labor productivity and the excess of its growth rates over the growth rates of average wages;
Achieve savings in labor and payroll;
Compliance with the correct ratios in the wages of certain categories of workers in accordance with the quantity and quality of their work with the established amount of the general wage fund;
Strengthening the material interest of each employee and the team as a whole in improving the technical and economic indicators of the production and economic activities of the enterprise;
Ensuring the need for personnel with the necessary qualifications, as well as advanced training of employees of the enterprise;
Establishment of the optimal ratio (proportions) in the number of personnel, according to the functions of production, maintenance and management.
The development of a system of indicators for labor at the enterprise should be preceded by their thorough analysis, during which measures are planned to save living labor, better use of labor.
The task of the team is to develop such activities that would make it possible to complete tasks at the lowest cost and with greater efficiency.
The internal environment can be considered according to the following criteria:
Compliance of the composition of professionals with the needs of the organization;
Organization and location of workplaces;
Interaction with other people during work;
Competence, responsibility, cohesion of the workforce;
The experience of each employee;
Ensuring constructive interaction of group members;
Obtaining adequate information about employees.
The approximate composition of the system of criteria and indicators of the effectiveness of the personnel policy is presented in Table 3.
Table 3– A system of criteria and indicators for assessing the effectiveness of the organization's personnel policy
| criteria | options | indicators |
| Organizational parameters | Construction principles | compliance |
| Compliance of the personnel policy with the strategy and philosophy of the organization's development | degree | |
| Openness of personnel policy | degree | |
| Orientation of personnel policy to external or internal staff | degree | |
| System and technology of personnel management | Organizational procedures | |
| Personnel reserve | Method of formation, composition and structure | |
| Use of information technology | level | |
| Business career management system | procedure | |
| Information policy | Creation or existence of an information movement system | |
| The share of costs for the formation and development of personnel policy | Calculations and standards | |
| Human resources assessment | Personnel monitoring | |
| Personnel structure | Quantitative composition, age structure | |
| Structure of levels of education and professionalism | Qualitative composition | |
| Assessment and recruitment | Methods, their effectiveness and efficiency | |
| Selection | Criteria | |
| Personnel Competence | Level of general education and professional training | |
| The proportion of employees with a high prof. level | ||
| Number of patents and rational. Offers per employee | ||
| Personel assessment | Organization, procedure and methodology | |
| Compliance with prof. competence of personnel to the requirements of the organization | The coefficient of compliance of employees with professional and qualification requirements for positions | |
| The coefficient of compliance of the level of complexity of the work performed with the level of personnel qualification | ||
| The share of work performed (manufactured products) of inadequate quality | ||
| Personnel certification | Organization, procedure and methodology | |
| Staffing | Planning need | Calculations and standards |
| Staffing | The level of quantitative and qualitative security | |
| Availability of vacancies | Share in headcount | |
| Personnel movement indicators | Coefficients of admission and disposal | |
| Staff retention | Turnover rate, turnover rate, staff retention rate | |
| Personnel Marketing | Forms and Methods | |
| Organizational and legal regulation | Collective agreement | Structure and content |
| Labor contract | Structure and content | |
| Organizational staffing policy | The composition and structure of the staffing table | |
| Regulation on wages | Structure and content | |
| Personnel development policy | Investing in the professional development of staff | Level of costs per average annual worker |
| Vocational training, retraining and advanced training | Availability of development programs and their compliance with the goals of the organization | |
| Frame reproduction | System and degree of investment | |
| career guidance | Forms and Methods | |
| Labor adaptation | Availability of the system and its compliance with the objectives of personnel policy | |
| Staff motivation | Forms and methods of influencing labor motivation | Types and structure of motives |
| The level of motivation of employees and the correspondence of their motivation to the needs of the organization | ||
| Motivational audit | Evaluation system | |
| Evaluation of labor results | Quantitative and qualitative indicators, methods of labor assessment | |
| Socio-psychological climate | Assessment of the moral and psychological climate in the team | Level or type of moral and psychological climate |
| Number of conflict situations | ||
| The level of cohesion in the team | ||
| The level of social tension and conflict | ||
| Social development of personnel | Dynamics of social development of personnel | Assessment indicators |
| Payroll Dynamics Coefficient | ||
| The coefficient of the dynamics of the level of wages of employees of the organization | Planned and actual calculations | |
| Quality of working life | Quality of working life | Level assessment indicators |
| job satisfaction | The level of employee satisfaction with work and its results | |
| The system of remuneration for labor contribution | Ensuring an effective labor incentive system | |
| Income of employees, including wages | level | |
| The coefficient of the dynamics of the level (and / or fund) of wages | ||
| Bonus system | Level and conditions for obtaining them | |
| Efficiency of personnel policy (strategic level) | Organization competitiveness | Health level |
| Economic efficiency of labor | Fluidity level | |
| Ecological and psychophysiological labor efficiency | Injury rate | |
| Number of sick leaves | ||
| Degree of impact on the environment |
Thus, for an effective personnel policy, it is necessary to take into account the above factors and criteria, that is, management will be effective if it promptly and rationally responds to any change in the factors and criteria discussed above.
It should be emphasized once again that personnel policy is an integral part of the strategic management of organizations, where the main goal is to achieve a sustainable position in the market. Therefore, the goal of personnel policy is to ensure
the optimal balance between the processes of updating and maintaining the numerical
of the quality and composition of personnel in its development in accordance with the needs of the organization itself, the requirements of the current legislation, and the state of the labor market. Accordingly, the ways to improve personnel policy are as follows:
1. Formation of a team of adaptive managers who are able to develop and implement a program for the preservation and development of the organization;
2. Identification and preservation of the core human resource potential of the organization
that is, managers, specialists and workers of particular value to her;
3. Restructuring of human resources in connection with:
with organized transformations in the course of enterprise restructuring;
with the implementation of innovative processes;
with the diversification of production;
with a complete reorganization.
4. Reduction of social and mental tension in the team.
5. Ensuring social protection and employment of laid-off workers.
As already shown in previous lectures to the main stages development of a personnel management strategy and personnel policy of an organization should include:
1. Formulating the general principles and goals of working with personnel in accordance with the strategic goals and objectives of the organization.
2. Development of a system of personnel procedures, activities and technologies.
3. Implementation of specific measures for personnel management and evaluation of the effectiveness of these measures (monitoring, audit of personnel).
When developing a personnel management strategy and personnel policy of an organization, it is necessary to take into account influence of external and internal factors.
External factors:
1. The situation on the labor market. The demand for personnel, its quantitative structure, the supply of personnel - the situation in the field of educational institutions, training centers, other employment agencies, dismissal from organizations.
2. Technology development. Determines the change in the nature of labor, which entails changes in the requirements for specialties and jobs, training and retraining of personnel.
3. Features of social needs. Takes into account the structure of motivation of potential employees of the organization.
4. Development of legislation. Labor legislation, its possible change in the near future, its features in the field of labor protection and employment.
5. Personnel policy of competing organizations. Studying the forms and methods of working with personnel in these organizations in order to develop their own strategy of behavior, a possible change in personnel policy.
Internal factors:
1. Organization goals. The goals and objectives of the organization form the strategy and policy, both in the field of core activities and in the field of personnel management.
2. Financial resources. Assessment of the needs and possibilities of the organization in financing activities for personnel management.
3. Personnel potential of the organization. Analysis of the age, educational and qualification structure of the organization's personnel. Evaluation of the labor potential of employees.
What types of personnel policies can be implemented in modern business conditions? Every organization has specific strategies for personnel. The main argument in favor of the use of various strategies and policies observed in practice must be considered the difference in approaches and different situations in organizations. A significant role in choosing a personnel management strategy is played, for example, by a certain sales market in which the organization mainly sells its goods and services, the specialization of the organization, changes in the type of labor relations, technology development and other factors.
There are various approaches to classification of strategies and policies of personnel management implemented by modern organizations. As a rule, the classifications of personnel management strategies are based on various options for their dependence on a number of factors:
Type of competitive strategy;
The type of overall strategy of the organization;
Development stages (stages of the life cycle) of the organization;
mission of the organization;
Ways to implement the strategy in the organization;
Philosophy of management.
TABLE OF CONTENTS
INTRODUCTION
4
1. THEORETICAL PART
7
1.1. Personnel policy of the organization: essence, goals, objectives, types
7
1.2. Principles of formation and improvement of the personnel policy of the organization in modern conditions
16
1.3. Recruitment, development and motivation as elements of personnel policy
26
2. ANALYTICAL PART
39
2.1. General characteristics of the organization and its labor potential
39
2.2. Analysis of the recruitment system
49
2.3. Analysis of the personnel training and development system
56
2.4. Analysis of the personnel incentive system
61
2.5. Conclusions on the results of the analysis and assignment for organizational design
69
3. DESIGN PART
72
3.1. Development of a draft system for remuneration of sales personnel
72
3.2. Improving the procedure for selecting sales personnel
80
3.3. Evaluation of the economic efficiency of measures
82
CONCLUSION
85
BIBLIOGRAPHY
88
APPS
93
INTRODUCTION
The relevance of research. It is difficult to argue with the fact that the personnel of the organization is the main resource of the company. Today, most managers are convinced of the importance of personnel policy issues, because no matter how good the idea is, the employees of the organization bring it to life. And only a well-chosen work team, a team of like-minded people are able to realize the serious tasks facing the company.Personnel policy is an integral part of all management activities of the organization. The formation and development of market relations in Russia largely depends on the successful operation of enterprises today. In our time, an enterprise that is clearly organized, with competent, dedicated and disciplined personnel who can quickly rebuild and retrain, wins and succeeds. Therefore, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management, the ability to manage their personnel.
The relevance of personnel policy management led to the interest of many scientists in them. Research in this area is carried out by T.Yu. Bazarov, V.R. Vesnin, M.P. Egorshin, P.V. Zhuravlev, A.Ya. Kibanov, E.V. Maslov, Yu.G. Odegov, V.V. Travin. Among foreign authors, a significant contribution to the development of the problem of improving labor relations was made by M. Weber, V. Vroom, F. Herzberg, D. MacGregor, A. Maslow, M. Meskon and others.
In domestic times, personnel problems have traditionally been given minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the "human" factor in Russian organizations. Many leaders have realized that the American, Japanese, German management experience is not suitable for a Russian person and the current state of the Russian economy. Of course, valuable foreign experience in personnel management can be used in Russian organizations, but in an adapted form. It is necessary to take into account national characteristics and the prevailing managerial mentality. The specifics of the commercial structure - the period of its existence and the position it occupies in the market, the number of personnel, the composition of personnel services, etc. have a special influence on the work with personnel.
Of particular interest are the development of personnel policy and corporate culture of the enterprise, since these issues are aimed at creating a team capable of creatively searching for the most effective solutions, perfect methods, and techniques in work. The problem of the subject of management is also interesting, because it is the manager who develops and sets the algorithm for all work with personnel, determines its strategy and tactics.
It is personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but provide the opportunity for promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in the daily personnel work. The success of any organization depends, first of all, on the well-coordinated and stable work of qualified personnel.
The purpose of the diploma project is to improve the personnel policy of the Lenta LLC trading company.
The object of the study is the trading company Lenta LLC.
The subject of the research is the personnel policy in the trading company Lenta LLC.
Tasks of the diploma project:
- reveal the essence, goals, objectives and types of personnel policy;
- to analyze the principles of formation of personnel policy;
- describe the activities of the trading company Lenta LLC;
- to analyze the personnel policy of the trading company Lenta LLC;
- identify problems and suggest areas for improving the personnel policy in the trading company Lenta LLC.
The diploma project consists of an introduction, three chapters, a conclusion, a list of references, an application.
In the introduction, the relevance of this topic is substantiated, the goal of the graduation project is set, the tasks that reveal the goal, the object and subject of research are indicated.
The first chapter presents the theoretical aspects of the formation and improvement of the personnel policy of the organization in modern conditions.
In the second chapter, the characteristics of the trading company Lenta LLC are given and an analysis of the personnel policy is carried out.
In the third chapter, directions for improving the personnel policy of the trading company Lenta LLC are developed.
The information base of the study was made up of legislative and regulatory documents of the Russian Federation regulating labor relations, the works of domestic and foreign scientists, as well as primary documents of the Lenta trading company, periodicals, and the Internet.
The theoretical and methodological foundations of the graduation project are the scientific works of domestic and foreign scientists. In the course of the study, monographic works and periodicals on the problems of improving the personnel policy of enterprises in modern conditions were studied.
1. THEORETICAL PART
1.1. Personnel policy of the organization: essence, goals, objectives, types
Under the influence of the turbulent events of economic life in the late 80s - early 90s. Since the last century, the interest of Russian managers in studying the factors influencing the development of their organizations in the long term has sharply increased. For many years, the focus of strategic management has been production, finance, marketing, and innovation. At the same time, personnel planning was carried out, as a rule, in the medium and short term periods on the basis of extrapolation, i.e. transferring the situation existing in the organization to the future (planned) period.The recognition of human resources as key resources implies the application of a strategic approach to their management.
In recent years, the concept of "personnel policy" has begun to spread in foreign and domestic science and management practice.
Scientists in the United States and Western Europe rarely use the term "personnel policy". If this phrase is found in the literature, then it is interpreted as the basis for building a personnel management system.
G. Dessler writes: "Policy is the guiding principles for actions that guarantee the consistency of a specific set of circumstances within the framework of a company's strategic plan" 1 .
Randal S. Shuler, emphasizing the implicit duality of the concept of personnel policy (human resource policy) and the potential for misinterpretation of this term, notes: “The term “human resource policy” as used here does not mean “ Human Resources Policy Guide. Since a “policy manual” may contain a description of the main guidelines, employees often perceive such a manual as a “book of rules” prescribing specific actions in specific situations 2 .
In this case, the policy on human resources sets only general guidelines that help develop specific programs and methods of practical work in the field of human resources. A human resource policy can be set out for each activity in this area, such as compensation and training policies. Perceiving such a policy as a guide to action, local units can carry out relevant specific practical work.
Table 1.1
Different points of view on the "personnel policy" of the organization
| Author | Interpretation |
| 1 | 2 |
| F. W. Taylor | Personnel policy is the development of each individual worker to the maximum available productivity and maximum welfare; selection, training and placement of workers for those jobs and tasks where they can give the greatest benefit, etc. 3 |
| A. Fayol | “Personnel policy is one of the key elements of the management function, to PrinceThe type of which was the constancy of the composition of the staff. 4 |
| SOUTH. Odegov, P.V. Zhuravlev,S.A. Kartashova, N.K. Mausova, E.A. Aksenova | In a broad sense, under the personnel policy of the organization, they understand the system of norms and rules, on the basis of which the main areas of activity (tactical steps) for personnel management are planned in advance and agreed with the general understanding ofthe goals and tasks of the organization.
Narrow interpretation - involves a set of specific rules, wishes and restrictions in the relationship between a person and an organization(for example, “the personnel policy of our organization is to hire personnel only with completed specialized education and computer skills” - can be used as an argument when solving a specific personnel issue). |
| AND I. Kibanov | G general direction of personnel work, a set of principles, methods, forms, organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market requirements, taking into account the development strategy organizations 5 . |
| V.R. Vesnin | System theoretical views, ideas, requirements, principles that determine the main directions of work with personnel, its forms and methods" 6 . |
The normative and methodological approach to the definition of personnel policy is typical for the works of J. Ivantsevich and A.A. Lobanova, S.K. Mordovin, A.P. Egorshina. So, in the famous book by J. Ivantsevich and A.A. Lobanova "Human Resources Management" presents an American approach to this concept: "The policy of personnel management is a general guide in making decisions in the most important areas in the field of personnel management" 7 .
S.K. Mordovin believes that human resource policy is a set of rules, regulations, standards for working with personnel 8 .
The purpose of the personnel policy is to ensure an optimal balance between the processes of updating and maintaining the number and quality of personnel in accordance with the needs of the organization itself, the requirements of current legislation and the state of the labor market.
The main goal is specified in the following tasks 9:
1. Ensuring the conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Russian Federation, labor legislation.
2. Compliance by all organizations and individual citizens with the provisions on trade unions, model internal regulations and other documents adopted in the framework of the state personnel policy.
3. Ensuring an optimal balance in the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization itself and the state of the labor market.
4. Subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the required professional qualifications.
5. Rational use of human resources available to the organization.
6. Formation and maintenance of effective work of labor collectives, development of intra-industrial democracy.
7. Development of principles for organizing the labor process.
8. Development of criteria and methodology for the selection, training and advanced training of employees; staff remuneration.
9. Development of principles for determining the social economic effect of the activities included in the personnel management system.
All goals of personnel policy can be divided into economic and social.
Economic goals are derived from the priority production principles of maintaining the competitiveness of the organization and maximizing profits. Achieving the optimal ratio between costs and results is an important achievement of the personnel policy. In the current economic conditions, personnel decisions are rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.
Social goals are to improve the material and non-material situation of the employees of the enterprise. This applies especially to wages, social spending, reduction of working hours, as well as the equipment of workplaces, demands for greater freedom of action and the right to participate in decision-making.
Personnel policy is a part of the general policy of the organization and must fully comply with the concept of its development 10 . The place of personnel policy in the policy of the organization is shown in Appendix 1.
Since the personnel policy covers a wide range of tasks in the field of personnel management of an organization, it is customary to single out its individual areas. The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, the directions of the personnel policy of a particular organization correspond to the functions of the personnel management system operating in this organization. As an example, consider the characteristics of the main areas of personnel policy (Table 1.2). eleven
Table 1.2
The main directions of the personnel policy of the organization
| Directions | Principles | Characteristic |
| 1 | 2 | 3 |
| 1. Personnel management of the organization | The principle of equal need to achieve individual and organinsulation circuits (main) | The need to seek fair compromises between management and employees, rather thanprioritize the interests of the organization |
| 2. Selection and placement of personnel | Conformity principle | Compliance with the scope of tasks, powers andresponsibility for human capabilities |
| The principle of professional competence nations | The level of knowledge corresponding to the requirements of the position | |
| Practical Achievement Principle | Required experience, leadership abilityorganization of own work and subordinates) | |
| The principle of individuality | Appearance, intellectual traits, character, usereniya, leadership style | |
| 3. Formirov formation and preparation of a reserve for promotion to senior positions | The principle of competitiveness | Selection of candidates on a competitive basis |
| The principle of rotation | Systematic change of positions vertically and horizontally | |
| The principle of individual training | Preparation of a reserve for a specific position according to an individual program | |
| The principle of verification by deed | Effective leadership internship important things | |
| The principle of suitability for the position | Candidate's current fit for the position | |
| The principle of the regularity of the evaluation of individualideal qualities and abilities | Evaluation of performance, interviews, identification of inclinations, etc. | |
| 4. Evaluation and a personnel certification | The principle of selection of evaluation indicators | A system of indicators that takes into account the purpose of assessments, criteria for assessments, frequency of assessments |
| Qualification assessment principle | Suitability, determination of knowledge required to perform this type of activity | |
| The principle of assessing the performance of tasks | Performance evaluation | |
| 5. Personnel development | The principle of advanced training | The need for periodic reviewtraining instructions for the continuous development of personnel |
| The principle of self-expression | Independence, self-control, influence on the formation of performance methods | |
| The principle of self-development | Ability and opportunity for self-development | |
| 6. Motivation and incentivepersonnel training, remuneration | The principle of compliance of remuneration with the volume and complexity of the work performed work | An effective wage system |
| The principle of uniform combination of artimuls and sanctions | Concreteness of the description of tasks, responsibilities, etc. indicators | |
| Principle of motivation | Motivating factors influencing the increaselabor efficiency |
The personnel policy of the firm is differentiated into its constituent elements 12 .
1. Employment policy - providing highly qualified personnel and creating attractive working conditions and ensuring its safety, as well as opportunities for the promotion of employees in order to increase their degree of job satisfaction.
2. Training policy - the formation of an appropriate training base so that employees can improve their qualifications and thereby get the opportunity for their professional advancement.
3. Remuneration policy - the provision of higher wages than in other firms, in accordance with the abilities, experience, responsibility of the employee.
4. Welfare policy - providing a wider range of services and benefits than other employers; social conditions should be attractive to employees and mutually beneficial for them and the company.
5. Labor relations policy - the establishment of certain procedures for resolving labor conflicts. Each of these building blocks requires an efficient execution mechanism:
a) in the field of employment - job analysis, recruitment methods, selection methods, promotion, vacations, dismissals, etc.;
b) in the field of training - testing of new employees, practical training, development;
c) in the field of remuneration - job evaluation, preferential schemes, sliding rates, accounting for differences in living standards, etc.;
d) in the field of welfare - pensions, sickness and disability benefits, medical, transport services, housing, food, sports, social activities, assistance in personal problems;
e) in the field of labor relations - measures to establish a better leadership style, relations with trade unions, etc.
There are several types of organizational policy. First, personnel policy can be active or passive 13 .
An active personnel policy is distinguished by the fact that it is developed on the basis of a reasonable forecast and strategy for the development of an organization and personnel management, has means of influencing the predicted situation, the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the execution of programs in accordance with the state and changes in the external environment. and internal environment.
A number of scientists are of the opinion that an active personnel policy can be rational and irrational, or adventurous 14 .
A rational personnel policy is carried out on the basis of a scientifically based forecast of the development of the situation and an arsenal of means of influencing it, having the means of diagnosing personnel, predicting changes in its main characteristics, the personnel management service has reasonable information about the quantitative and qualitative needs of employees in the medium and long term, develops implementation options personnel work.
An adventurous personnel policy is distinguished by the desire of the organization's management to influence the work with personnel without having a diagnosis of the situation and a scientifically based forecast of its development in the future. Plans for working with personnel are formed more on an emotional than a reasoned foundation, which in some cases does not prevent them from being true and “guessing” their authors of really important goals for the upcoming personnel work. The risk of an adventurous personnel policy is that it may turn out to be ineffective or erroneous if a change in the external environment is not taken into account during its development, the appearance of “sudden” competitors, new goods or services on the market, for the production of which the organization is not ready due to a lack of specialists or unaccounted for aging of personnel whose retraining is irrational, etc.
A passive personnel policy implies the absence of a pronounced program of action for personnel, a developed forecast for changes in its characteristics, and information about future needs. Personnel work is reduced to the elimination of negative actual consequences through the mode of emergency response to emerging problems or conflict situations, as a rule, "by any means", without trying to analyze the causes and possible consequences.
In personnel management, there are also reactive and preventive personnel policies 15 .
The peculiarity of the reactive personnel policy is in the implementation by the management of the organization of control over the symptoms of a negative state in work with personnel, the causes and situation of the development of the crisis: lack of motivation of employees to work, insufficient attractiveness of the organization for young professionals, conflict situations, etc. When implementing the reactive policy, the causes of emerging problems, the current situation is diagnosed, and adequate emergency assistance is provided.
A preventive personnel policy is called if the organization, having reasonable forecast data for the development of the situation in the future, does not have the means to influence it. The problem of such organizations is the development of targeted personnel programs that can be used to influence the work with people in the organization.
On the basis of the organization's orientation to the internal or external field of its interests in the formation of personnel and human resources, personnel policy can be open or closed (Fig. 1.1).
Rice. 1.1. The specifics of open and closed personnel policy in the organization 16
An open personnel policy is typical for organizations that pursue an aggressive market conquest policy, focused on rapid growth and rapid entry into the forefront of their industry or region, and it can also be a feature of an organization that already has a stable position in the market. The openness of the personnel policy means its transparency for potential employees, regardless of the status of the vacant position: it is almost equally possible to hire “from outside” for ordinary and managerial positions, this increases the likelihood of “new blood”, or modern trends in organizational strategy, and “new breath » - specialists, mostly young, ready to implement innovations.
A closed personnel policy is a feature of organizations focused on the formation of a certain corporate culture, an atmosphere conducive to meeting the needs of employed workers for involvement. The reason for a closed personnel policy may also be the shortage of suitable labor in the labor market. The replacement of personnel in organizations with a closed personnel policy comes from among employed employees, hiring new ones, as a rule, mainly for ordinary positions.
Thus, we can conclude that personnel policy is a kind of "core" on which all personnel work relies, and a reference point for the formation of personnel strategy.
1.2. Principles of formation and improvement of the personnel policy of the organization in modern conditions
Both in Russia and abroad, personnel policy, which consists of socially harmonious management principles, is usually drawn up in the form of a corporate document that is open to the public. The relevant personnel policy is posted on the company's website. It is handed along with other documents to each new employee. Examples of personnel policy in domestic and foreign organizations can be found in the literature 17 . Sometimes the corresponding document is called the "Concept of the personnel management system" 18 .The formation of the personnel policy of the organization should take place in the following sequence: 19
1. Development of general principles of personnel policy, determination of priority goals.
2. Planning the need for personnel, the formation of the structure and staff, the creation of a reserve of personnel.
3. Organization and support of the personnel information system, personnel controlling.
4. Formulation of principles for the distribution of funds, ensuring an effective system of motivation and stimulation of labor.
5. Provision of a personnel development program, career guidance and adaptation of employees, planning of service and professional advancement, team building, professional training, advanced training and retraining of personnel.
6. Analysis of the compliance of the personnel policy and strategy of the organization with its personnel management, identification of bottlenecks in personnel work, assessment of personnel potential.
Table 1.3
Fundamental principles for the formation of personnel policy 20
| Name of the principle | Principle characteristic |
| Scientific | use of all modern scientific developments in this field, which could provide the maximum economic and social effect |
| Complexity | coverage of all areas of personnel activity and all categories of employees |
| Consistency | taking into account the interdependence and interconnection of the individual components of this work; necessarythe ability to take into account the economic and social effect (both positive and negative), the impact of a particular event on the final result |
| Efficiency | any costs for activities in this area should be repaid through the results xeconomic activity |
| methodical | qualitative analysis of the selected solutions, especially in cases where theyThere are a number of mutually exclusive methods |
Consider the main personnel activities depending on the type of strategy of the organization and the level of planning.
For an open and closed personnel policy, various types of measures to meet essentially the same personnel needs will be adequate (Table 1.4).
Table 1.4
Personnel activities implemented in the open type of personnel policy 21
| Body strategy type ization | planning level | ||
| long-term (strategist ic) | medium term (managerial) |
short-term (operational) | |
| 1 | 2 | 3 | 4 |
| Open personnel policy | |||
| Entrepreneurial | Attracting young promising professionals sionals. Active policy andcompany information. Formation of requirements for candidates. |
Search for promising people and projects, creation of a bank of candidatesidats for work in the organization, holding competitions, issuing grants.
Establishing contacts with the framenew agencies. |
Selection of managers and specialists for projects. |
Continuation of the table. 1.4
| 1 | 2 | 3 | 4 |
| Open personnel policy | |||
| profitability | Development of new forms of labor organization for new technologies. | Development of optimal schemes for stimulating trud, linked to the receipt of profit by the organization.
Analysis and rationalization of jobs. |
Evaluation of personnel for the purpose of reduction. Consulting staff on issuesvocational guidance, training programs and employment. Use of part-time schemes. |
| gyre | Assessment of staffing needs for radifferent stages of the life of an organization. | Search for promising joint ventures ecialists. | Consulting assistance to personnel (primarily psychological).
Implementation of social assistance programs osh. |
The determining factor in the choice of personnel policy is the strategy (concept) of the development of an enterprise (firm) as a production and economic system. Moreover, a well-chosen and implemented personnel policy contributes to the implementation of the strategy itself.
Table 1.5
Personnel activities implemented in the closed type of personnel policy 22
| Body strategy type ization | planning level | ||
| long term (strategic) |
medium term (managerial) |
short-term (operating clear) | |
| Open personnel policy | |||
| Entrepreneurial | Creation of own (proprietary) institutions. | Search for promising artstudents, scholarships, internships at the enterprise. | Bringing friends, rorelatives and acquaintances. |
| dynamic growth | Career planning.Development of non-traditional ways of hiring (lifetime - Japan). | Holding in-houseThese training programs are tailored to your personal learning needs. Development of labor incentive programs depending on the contribution and length of service. | Recruitment of employees with inhigh potential and ability to learn. Conducting personnel adaptation programs. |
| profitability | Development of optimal schemeslaborization, reduction of labor costs. | Implementation of programs aboutmanagerial staff training. Development of social programs. | Creating circles"quality", the active involvement of personnel in the optimization of the organization's activities. The use of "internal recruitment" resources is a combination. |
| liquidation | Not considered. | Carrying out programs untraining. | Job search for relocated personnel.
Dismissal in the firstnumber of new employees. |
| gyre | Creation of "innovationthese departments. Development of programs to stimulate the creative activity of employees. Conducting project competitions. | Cha program developmentemployment in the main direction with the ability to realize the activity of employees in areas useful to the company. | Cultivation 'filphilosophy of the company". Inclusion of personnel in the discussion of the prospects for the development of the organization. |
So, some of the organizations that have been operating for a long time (in the domestic market this is typical for enterprises that work closely with foreign partners and foreign representative offices) have a documented idea of the personnel policy of the enterprise, personnel processes, activities and norms for their implementation. For another part of organizations, the idea of how to work with personnel exists at the level of understanding, but is not documented, or is in the process of being formed.
If we create an enterprise and are interested in the personnel policy being carried out consciously, then it is necessary to carry out the following steps in the design of personnel policy 23:
- rationing;
programming;
monitoring.
2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities of changes.
An essential parameter influencing the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization. For a corporate culture with elements of an organic organizational culture based on "family" values, it seems inappropriate to use strict psychological tests when recruiting. Rather, in this case, more attention should be paid to interview procedures, group activities and simulation of real production situations.
3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. At this stage, it is important to determine the essential indicators of the state of human resources, as well as to develop a comprehensive program of ongoing diagnostics and development of the skills and abilities of employees. In addition, it is advisable to develop and implement a methodology for assessing the effectiveness of personnel programs.
For enterprises that monitor personnel on an ongoing basis, many individual HR programs (at least such as assessment and certification, career planning, maintaining a favorable socio-psychological climate) can be included in a single system of internally interconnected programs. Within the framework of such a mega-program, not only personnel tasks can be solved in an organization, but methods for diagnosing a managerial situation can also be implemented, methods for making and implementing managerial decisions are practically worked out. In this case, the personnel policy of the organization appears as an enterprise management tool.
The presence of a developed personnel policy in an organization means that:
- approaches to the most important elements of personnel work and their interrelation are determined;
time is saved for making personnel decisions;
reduces the risk of erroneous decisions that can potentially be made by individual employees;
ensuring constancy, stability of approaches in the conduct of personnel work;
control over compliance with labor legislation;
the process of adaptation of employees to the conditions of the organization is facilitated;
support for personnel decisions is provided by the employees of the organization.
The most important changes in business 24:
- the organization and its environment are becoming more market-oriented, increased rigidity to production costs;
- the organizational structure is becoming more and more decentralized, which leads to the need for horizontal integration;
- "horizontal" management is becoming more important than "vertical", hierarchical, which increases the role of such values as initiative, risk, independence, ability to foresee;
- management style, value system and qualification-behavioral profile of managers change from bureaucratic to entrepreneurial;
- the role of trade unions has changed, not protest, but social partnership comes to the fore;
- Competition has sharply increased, in the light of which there is a focus on quality, speed and innovation, and not on large volumes and low cost.
The most important changes in the field of human resources 25:
- from narrow specialization and limited responsibility for the assigned work - to broad professional and job profiles, because there was a need for a more flexible, easily adaptable qualification to new tasks;
- from the responsibility of managers for the development of personnel - to the responsibility of the employees themselves for their development;
- from controlling the problems that employees face to creating opportunities for the comprehensive professional growth of each employee and connecting him with the goals of the business;
- from evading feedback from subordinates - to its active search.
In the light of the ongoing changes, personnel management, including personnel policy, has undergone major changes. In the process of formation of the personnel management system in the 20th century, there was a consistent transformation of the traditional system of personnel work, carried out by line managers of various levels, into a personnel management system with a clearly defined headquarters function, and then (in developed foreign countries in the 80s, in Russia - to beginning of the 21st century) - into an integrated system of strategic human resource management 26 . Each of these phases of transformation is characterized by its own model of personnel management and the specific role of the personnel manager: trustee of employees; specialist in labor contracts; talent pool architect or business partner.
The mission of the emerging new personnel management system is, among other priority strategic goals of the enterprise, to implement the key goals of its personnel policy, which also does not remain unchanged.
In order for personnel policy to contribute to increasing the sustainability of an enterprise, it must be flexible enough.
This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, on the other hand, dynamic, i.e. be adjusted in accordance with changes in the tactics and strategy of the enterprise, the production and economic situation, factors of the external and internal environment, take into account all scientific developments, regulatory and legislative requirements. Stable should be those aspects that are focused on taking into account the interests of the staff and are related to the organizational culture of the enterprise.
Thus, taking into account the above, it is possible to determine the main approaches to the formation of personnel policy in modern conditions, taking into account the changes that have taken place in business and in the field of human resources. Understanding and using these approaches in the formation of personnel policy will increase the sustainability of the enterprise.
1. From the instrumentalism of the personnel function to the strategic role of personnel policy. If earlier "HR specialists" were often not even informed about the company's business strategy, the connection between production and personnel planning was very weak, now the personnel management function has an integrating character and is itself part of the enterprise strategy. The focus of personnel policy is shifting from the selection and placement of personnel to participation in the formation and implementation of business strategy. Personnel management within the framework of the developed new personnel policy becomes a strategic task of the organization. This makes the personnel policy more active in contrast to the passive and reactive policies that are typical for traditional models of personnel management.
2. From the performance of fragmentary personnel functions to the involvement of line management in personnel management and assistance to him. Along with a number of previous personnel functions, a new function is added to the personnel specialist - assisting line management in the development and better use of its organizational potential, i.e. subordinate human resources. Responsibility for the implementation of a more active personnel policy is also assigned to line managers, which means that the personnel work of managers of all levels is integrated into the personnel management system, which is the only one capable of effectively implementing such a policy.
3. The development of human resources is turning into an investment item, not costs (which, as you know, need to be minimized), as it was until recently.
The modern approach to personnel as a human resource means that people are considered as the property of a company in a competitive struggle, which requires investment in their formation, use and development, depending on economic feasibility.
The purpose of the investment is to attract the most professionally qualified employees, train them and maintain them at the stage of high working capacity, and create conditions for their creative and professional development.
4. There is a reorientation to individual work with personnel, and as a result - from collectivist values to individual ones.
Personnel work to achieve certain goals of the organization. But not only the organization has its own goals, each employee has his own individual goals. The effectiveness of his work is largely determined by how the goals of each employee are adequate to the goals of the organization. Modern personnel policy should adhere to the principle of combining the goals of the organization and the employee. In the event of a divergence of interests, stimulating and motivating levers of influence on a person are activated in order for him to link his activities with the interests of the organization.
5. The emphasis in personnel management is transferred to the managerial staff, since it is the competence of managers that turns out to be a key element of the personnel potential of a modern organization.
6. Professionalization of personnel management functions. Previously, personnel management was interpreted as an activity that did not require special training, which any experienced manager could handle on the basis of common sense, and, accordingly, the lack of specialized professional training reduced the authority of personnel workers. Today, the growing integrating role of personnel management, raising its status to the highest level of management, the complication of the technique of selection, placement, development, motivation, promotion and use of human potential require a high level of professional training and make this profession one of the most important for the survival and success of the company.
7. Greater emphasis on change management. Since flexibility and the ability to change are today the key characteristics of a business, and people are the main barrier, one of the most important functions of personnel management is becoming active change management and organizational development. As a rule, the ability to change is associated with broader qualifications, the ability to retrain, the level of creativity and innovation of the staff.
8. Internationalization of the personnel management function. The globalization of business, more active international relations, and international specialization and integration make it necessary to develop multinational teams with different value systems and cultures.
The undoubted achievement of the reform period was the openness of our society, Russia's entry into most international economic institutions. But at the same time, the inclusion of our country in the world financial and economic system increases the risk of the impact of possible negative phenomena accompanying the processes of globalization.
9. The expansion and deepening of social partnership is becoming an increasingly important function.
10. In the context of a shortage of qualified labor force capable of working in the new conditions, there was a need for a broader consideration of motivational processes. The principles and system of motivation are changing significantly as the most important factors in the rational use and development of human resources. The motivation system evolves from the principles of payment for a position, application for work, to the principle of payment for results, for a specific contribution to the achievement of the organization's goals.
11. From advanced training to staff development. The essence of the new concept of human competence, which replaces the concept of human resources, comes down to the need to expand the boundaries of knowledge, skills and abilities necessary for work and life in general; to an orientation towards the formation and development of a creative personality.
12. The new personnel management system assumes a strong and adaptive corporate culture that stimulates an atmosphere of mutual responsibility between the employer and employee, support for initiatives at all levels of the organization, constant technical and organizational changes, open discussion of problems.
So, the key characteristics of modern personnel policy, which ensure the sustainability of the development of an enterprise, are its flexibility, close connection with the goals and strategy of the organization, focus on long-term planning, the evolution of the motivation system, the importance of the role of personnel and human resources as one of the factors of strategic success of the enterprise.
1.3. Recruitment, development and motivation as elements of personnel policy
1.3.1. Recruitment as an initial stage in the formation of personnel policyRecruitment is a series of activities aimed at attracting candidates with the qualities necessary to achieve the goals set by the organization. Personnel management begins with attraction and hiring 27 .
Selection is the selection of someone from the total number. Hence the expressions: “selection of candidates for a vacant position”, “selection of employees for promotion”, etc. When selecting, the business and other qualities of the employee are compared with the requirements of the workplace.
According to A.Ya. Kibanov, selection of personnel is a part of the recruitment process associated with the selection of one or more candidates for a vacant position among the total number of people applying for this position 28 .
Selection of personnel in personnel work is a part of the recruitment process associated with the selection of one or more candidates for a vacant position among the total number of people applying for this position. Selection interviews, testing, evaluation centers and other methods are used for personnel selection 29 .
Recruitment and selection of personnel in the organization solve the problem facing any enterprise - to satisfy the demand for the necessary workforce in quantitative and qualitative terms.
This process consists in comparing the requirements of the employer and the qualifications of the candidate. Since the employer offers a job that guarantees a certain remuneration, it is necessary that the candidate meet certain requirements. If the requirements of the organization and the requirements of the candidate at least partially coincide, then they are selected for further selection of candidates for one or more people who are most suitable for the vacancy according to the existing criteria.
Usually, in the vast majority of existing textbooks and books, the sources of recruitment are divided according to the place of search, namely: into external and internal sources of recruitment 30 . Under external understand such sources through which the search for personnel outside the organization is carried out, and under internal - when the reserves of the organization itself are used.
In fact, with such a classification of recruitment sources, one can get an answer to the question: are new people attracted to the organization, people “from outside”, i.e. whether there is an influx of "fresh blood" into the organization or open vacancies are filled by "their" employees, i.e. members of their own organization 31 .
The final selection decision is usually formed at several stages that applicants have to go through. At each stage, a part of the applicants is eliminated or they refuse the procedure, accepting other offers. A typical decision-making process for the selection of personnel is shown in fig. 1.2 32 .
Rice. 1.2. Procedure for the recruitment process
The professional selection of personnel in an enterprise is one of the most important stages of recruitment and includes the following 33 stages:
- creation of a personnel commission;
formation of requirements for jobs;
announcement of the competition in the media;
medical examination of the health and performance of candidates;
assessment of candidates for psychological stability;
analysis of hobbies and bad habits of candidates;
complex assessment of candidates by rating and formation of the final list;
the conclusion of the personnel commission on the selection of a candidate for a vacant position;
approval in a position, conclusion of a contract;
registration and submission to the personnel department of personnel documents of the candidate.
Professional development is the process of preparing an employee to perform new production functions, occupy new positions, and solve new problems. Personnel professional development activities can be marketing seminars for employees of the human resources department, a visit to a business school by a sales employee, learning English by a mechanical engineer, the work of a newly hired head of the planning department as an assembler on a factory assembly line, etc. Organizations create special methods and systems for managing professional development - managing professional training, training a reserve of leaders, career development.
Professional development also has a positive impact on the employees themselves. By improving their qualifications and acquiring new skills and knowledge, they become more competitive in the labor market and receive additional opportunities for professional growth both inside and outside their organization. Vocational training also contributes to the overall intellectual development of a person, expands his erudition and social circle, and strengthens self-confidence.
Personnel professional development management is a system, the main subsystems of which are: business career; training; motivation and stimulation; work with a reserve; development monitoring and validation; resource support for professional development; management of the employee 's self - development 34 . From the procedural point of view of the functioning of this system, in our opinion, it is possible to single out the stages of forecasting, planning, management, organization, resource provision and examination of the quality of the development of the professional career of employees, which consists in assessing the employees themselves.
The main goal of employee development from the point of view of the organization is to increase the efficiency (maximization) of the results of using personnel through the implementation of the goals set by the organization, improving the production potential of the team and the socio-psychological climate.
From the position of employees of the organization, professional development consists in the formation and constant enrichment of personal characteristics, professional knowledge, skills and abilities that they need to effectively perform their job functions, rights and duties.
This means that professional development is the result of the interaction of the needs and requirements of the organization with the characteristics and interests of a particular employee - only in this case this process is purposeful and effective.
The formation and study of the career potential of an employee is to determine the ways of career growth of an employee that meet the organization's need for personnel at the right time. Thus, we can present the stages of managing the professional development of employees as follows (Fig. 1.3).
Rice. 1.3. Stages of managing the professional development of personnel in the organization's personnel management system 35
In accordance with Fig. 1.5, the management of professional development of personnel in the personnel management system of the organization as a whole consists of the following:
- Attraction, selection, selection, registration for work. When organizing events for the selection and selection of applicants for work, the content of the applicant's intended work is analyzed, the job description is reviewed and compiled, requirements for the applicant are formulated, and sources for attracting candidates are determined.
Questioning of young professionals in order to familiarize and all employees in order to assess the socio-psychological climate and develop proposals for optimizing the organizational culture.
Certification of personnel every 3-5 years in order to determine the degree of compliance of the competencies and personal characteristics of employees with the work performed and the intensity of the workload, which makes it possible to determine the most suitable candidates for promotion and form a personnel training plan.
Inclusion in the personnel reserve for different types of activities and time. The following stages of work with the reserve are distinguished:
forecasting changes in the composition of management personnel;
preliminary recruitment of candidates for the reserve;
obtaining information about the business, professional and personal qualities of candidates for the reserve;
formation of the staff reserve.
Criteria for selecting candidates for the reserve: age, level of education and training; personal qualities; health status. Work with the reserve consists of training, rotation through internships, studying psychological characteristics, planning a professional and / or intra-organizational career. For those enrolled in the reserve, it should be provided for: an increase in the volume of workload, exactingness in work, higher material remuneration. The planning of professional and intra-organizational work of reservists can be carried out for a period of 3-5 years to 20-25 years, while it is necessary to rely on the desires of the reservist himself, his vision of himself in the future and focus on the indicators of successful professional activity that he needs to achieve in order to take up a higher position.
Psychological diagnostics in order to characterize the personal qualities of employees.
Planning the professional development of employees based on the results of their questioning and certification, which allows building a time perspective, including long-term planning and adjustment of medium-term and short-term professional goals.
Training of employees of the organization in order to transfer and assimilate the necessary knowledge, skills and methods of cognitive activity necessary for the effective performance of their job duties or production tasks in the future. Annually implemented training programs should include general lectures and discussions in small groups, case studies and case studies, literature reading, business games and role-playing trainings on production efficiency, personnel management, economic and legal disciplines. By type, these classes can be: individual / group; part of daily work / carried out outside the workplace.
The rotation of reservists consists in their transfer within the organization from one position to another of the same level without an increase in wages for a period of three months to one year, thus, the organization introduces the prospective leader to many aspects of its activities. As a result, the reservist learns the problems of many departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. This knowledge is necessary for successful work in higher positions, but is especially useful for managers at lower levels of the management hierarchy. Goals
For an organization to manage the professional development of its employees means to coordinate the achievement by employees of the levels of content of competencies and personal characteristics that meet the requirements of the organization. Management of the professional development of managers and specialists is a factor in the successful functioning of the organization, since, on the one hand, it indicates its interest in improving the quality of its personnel, and on the other hand, it determines the future success of all the activities of the organization. Human resources are now becoming the main component of all business processes of the organization and are the key to its success.
1.3.3. Motivation and stimulation of personnel
Labor motivation is a conscious motivation of a person to work by influencing his inherent labor motives. These motives are based on interest as a form of needs realization. Science defines needs as a need for something objectively necessary to maintain the life and development of an organism, a human personality, a social group, society as a whole. It all boils down to a more concise definition: needs are an internal motivator of activity. 37
Needs recognized by society, socio-economic groups and individuals act as interests. Purposeful formation of interests is important in the processes of education and training, because the realization of the interests of the individual, his needs underlie the motives of labor orientation.
A stimulus is an impulse to act, the cause of which is interest as a form of fulfillment of needs. Economic and sociological science distinguishes in the system of incentives, as well as in the system of interests, material and non-material, personal, collective and public interests and incentives 38 .
It is customary to distinguish three main types of labor motivation 39:
- material;
social (moral);
organizational (administrative).
Material motivation is implemented through a number of channels: a system of remuneration, a system of differentiated accounting for the types and effectiveness of labor, a system for the implementation of funds received for labor (development of the sphere of spending received labor income). Additional incentives, which are almost also material, world practice (this is evidenced by the policy of firms in countries with developed market economies) includes: payment at the expense of the company of transport costs, subsidies for food, assistance in paying for education expenses, medical examinations paid at the expense of the company , travel of a tourist nature on weekends and during holidays, expenses of the employer for life insurance of employees and their dependents, accident insurance, etc.
Social, or moral, incentives are based on the moral values of a person, the employee's awareness of his work as a duty to society, understanding the value and usefulness of this work. This category includes motives associated with the creative saturation and content of labor, its relatively favorable conditions, relationships in the workforce, relations between the employee and his manager, the possibility of professional and qualification growth, self-improvement and self-expression.
The system of incentives to work is schematically presented in Table 1.6.
Table 1.6
Material and non-material incentives to work 40
| Financial incentives | Intangible Incentives |
| Cash: salary incentive payments one-time rewards, etc. |
Social: prestige of work understanding of the value and usefulness of labor opportunity for professional and qualification growth |
| Financial incentives | Intangible Incentives |
| Non-monetary: transport food medical care insurance rest, etc. |
Moral: rewards respect for colleagues |
| Creative: the possibility of self-expression and self-confidence encouragement |
According to the well-known Russian researchers Travin V.V. and Dyatlov V.A., stimulation is the use of incentives in relation to a person to influence his efforts, efforts, dedication in solving the problems facing the organization and the inclusion of appropriate motives. 41
There is no doubt that the greater the number of diverse needs a person realizes through labor, the more diverse the benefits available to him, and the lower the price he has to pay compared to other types of activity, the more important the role of labor in his life, the higher his labor activity. It follows from the foregoing that incentives can be any benefits that satisfy significant human needs, if their receipt involves labor activity. In other words, a good becomes a stimulus for labor if it forms the motive for labor. The essence of the concepts of “labor motive” and “labor incentive” is identical. In one case, we are talking about an employee seeking to obtain benefits through labor activity (motive), in the other, about a management body that has a set of benefits necessary for the employee and provides them to him under the condition of effective labor activity (incentive). Therefore, we can say that labor incentives are a way of rewarding an employee for participating in production, based on a comparison of labor efficiency and technology requirements.
Stimulation of labor involves the creation of conditions under which active labor activity, which gives certain, pre-fixed results, becomes a necessary and sufficient condition for satisfying the significant and socially conditioned needs of the employee, the formation of labor motives in him.
The system of labor motives and incentives should be based on a certain base - the normative level of labor activity. The very fact that an employee enters into an employment relationship implies that he must perform a certain range of duties for a previously agreed remuneration. In this situation, there is no room for incentives yet. Here is the sphere of controlled activity, where the motives of avoidance work, associated with the fear of punishment for failure to comply with the requirements. There can be at least two such penalties associated with the loss of material wealth: partial payment of conditional remuneration or termination of employment relations. 42
The employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow in case of their violation. Discipline always carries elements of coercion; limiting the freedom to choose options for behavior. However, the line between controlled and motivated behavior is conditional, because. an employee with a strong work motivation has self-discipline, the habit of conscientiously fulfilling the requirements and treating them as their own norms of behavior.
The labor incentive system, as it were, grows out of administrative-legal methods of management, but in no case does it replace them. Stimulation of labor is effective only when the authorities are able to achieve and maintain the level of work for which they pay. “The purpose of incentives is not to encourage a person to work in general, but to encourage him to do better what is due to labor relations.”
Thus, summing up the results of the theoretical study, it should be noted that personnel policy is an integral part of the entire management activity of the organization.
It is personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but provide the opportunity for promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in the daily personnel work. The success of any institution depends, first of all, on the well-coordinated and stable work of qualified personnel. Personnel policy in any organization should be given great attention.
2. ANALYTICAL PART
2.1. General characteristics of the organization and its labor potential
October 21, 2006 . The opening of the first Lenta shopping center outside of St. Petersburg took place. The store was opened in Novosibirsk at Gusinobrodskoe Shosse 64. The area of the store is 12,000 sq. m. m, more than a third of the food products presented in the assortment of the shopping center are produced by local producers. The entire staff of the shopping complex consists of residents of Novosibirsk.At the beginning of 2011, there were 4 hypermarkets in Novosibirsk.
Table 2.1
Financial results of the trading network "Lenta" Novosibirsk for 2008-2010.
The company's turnover in Novosibirsk is increasing every year, so in 2008 the turnover amounted to 5210.26 million rubles, in 2009 - 5702.56 million rubles, in 2010 - 7241.03 million rubles. Labor productivity has uneven dynamics (2008 - 5205.26 thousand rubles, 2009 - 4808.23 thousand rubles, 2010 - 4919.18 thousand rubles).
Today Lenta Novosibirsk employs more than 1,600 employees. They are energetic, enterprising qualified specialists and managers.
The personnel and social policy of Lenta LLC is a structural link in the general concept of the company's development and is based on the following basic principles:
etc.................
The main task of the management of any modern organization is to find competent and qualified employees, to inspire them with a common goal, to unite them in order to achieve the highest economic and social results, to survive in difficult market, sometimes crisis conditions. In management, the features of working with personnel are reflected in personnel policy. As practice shows, there is no single point of view on the definition of the concept and the content of personnel policy. But, on the other hand, the variety of approaches to its development only creates opportunities for its substantiation, revision, development and improvement.
In modern conditions, any successfully operating large company carefully formulates its personnel policy, moreover, a policy covering all areas of work with personnel within the company, and strictly implements it. In companies, there are not only formulated on paper, but also actively working, actually operating rules, memorandums, codes, management procedures in all areas of work with personnel: forecasting the creation of new jobs, taking into account the introduction of new technologies, developing personnel development programs in order to solve problems only today's, but also future tasks of the organization based on the improvement of training systems and promotion of employees, the development of motivational mechanisms to increase the interest of job satisfaction, the creation of modern systems for the selection and selection of personnel, marketing activities in the field of personnel, the development of employment programs, strengthening the stimulating role of remuneration, development of special programs. Many areas of work are closely interrelated. Therefore, in order for the personnel policy in relation to various specific personnel issues to be effective, it must be mutually consistent and complementary. And, besides, naturally, the personnel policy should be integrated with the management, investment, financial and production policies of the company.
The personnel policy of an organization is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a responsible and highly productive cohesive team capable of responding to constantly changing market requirements in a timely manner taking into account the development strategy of the organization.
Of course, following a unified personnel policy allows the company not only to avoid many labor conflicts and save significant financial resources, but, most importantly, to achieve a higher return on the "human factor" of production, the company's human resource.
In modern conditions, personnel policy is a system of rules, a system of norms that brings the human resource in line with the company's strategy.
Depending on the degree of influence and control by the management of the organization on the personnel situation, procedures aimed at predicting the number of personnel, types of personnel policy are distinguished: passive; reactive; preventive; active.
A passive personnel policy is characterized by the absence of any action program in relation to personnel in the company, and personnel work is reduced only to the spontaneous elimination of the negative consequences of specific unexpected personnel situations, even without trying to understand the causes of their occurrence.
A reactive personnel policy is characterized by the conscious elimination of emerging negative personnel situations with control over the state of work with the company's personnel and with an understanding of the causes of crisis situations through the use of various diagnostic tools.
The preventive personnel policy is characterized not only by the availability of diagnostic tools, but also by a reasonable forecast of the development of the personnel situation, which make it possible to anticipate and respond in a timely manner to negative personnel situations, however, there are no means and opportunities for preliminary influence on the personnel situation in order to radically change it and, accordingly, preventing its occurrence.
An active personnel policy is characterized not only by the presence of a forecast for the emergence and development of personnel situations, but also by means of influencing it in order to prevent the very occurrence of negative personnel situations through constant monitoring and appropriate correction of the personnel situation on-line.
We formulate the basic requirements for the personnel policy of the company.
Should be closely linked to the strategic goals of the current tasks of the company
Should be developed as a result of discussion and consultations at various levels of the Company
Must be clearly and concisely formulated in writing and cover all major areas of work with personnel
Directions and mechanisms should be provided for communicating the approved personnel policy to all employees of the organization
Must be provided with the necessary resources
It should be noted that the personnel policy at the enterprise should be based on such fundamental principles as: - fairness; -subsequence; - Compliance with labor laws; - observance of equality of rights of employees; - absence of any discrimination. Only an enterprise whose personnel policy will be built on a systematic analysis of the external and internal environment and accurately reflect its general concept of development will be able to withstand competition in the external and internal labor markets, and, consequently, develop normally.
Personnel policy is a system of views, ideas, requirements, principles that determine the main directions, forms and methods of working with personnel. It is developed by the owners of the organization, top management, personnel services in order to facilitate the timely provision of the organization with personnel of a given quality and in the required quantity, to contribute to the fullest implementation of the rights and obligations of employees provided for by labor legislation, and to rationally use their labor potential.
The purpose of the modern personnel policy of the organization is the integration of all functions of personnel management in the direction of the formation and increase of human capital, which fully corresponds to the strategic needs of the enterprise and provides a flexible opportunity for its rapid adaptation to changing environmental conditions, while simultaneously ensuring the social and legal protection of employees, their harmonious development in accordance with the prospects for the functioning of the organization.
Personnel policy as a concept is sometimes replaced by practices and a more modern concept of strategy. Today, personnel strategy is understood as the definition of long-term goals, tasks of personnel management, taking into account the external environment, as well as the means, methods, solutions, resources, with the help of which the mission is best implemented, goals are achieved and tasks are solved, and the competitive advantages of the organization are provided. The separation of the concepts of "personnel policy" and "personnel strategy" is more theoretical. They are interconnected. For practitioners, it is more important not what term is used, but what content is invested in it and how it can be implemented in the personnel management of a particular organization.
Personnel strategies are the unity of plans, resources, means with which you can achieve specific goals for personnel management arising from personnel policy at a certain stage of enterprise development.
Strategies are aimed at achieving the goals of the enterprise, but in a narrower, more practical way, subordinate to personnel policy, because they are aimed at its implementation and real implementation. Personnel strategies that solve the tasks of personnel policy can be different, for example:
Staff rejuvenation strategy;
Staff cost reduction strategy;
Strategy for permanent staff development and knowledge management;
Strategy for creating an effective reserve of managerial personnel;
Strategy for an objective assessment of the labor activity of each employee;
Strategy for increasing the responsibility of heads of structural divisions for effective personnel management; -strategy for creating high-performing work teams.
The choice of strategy is influenced by various factors:
Goals and objectives at this stage of enterprise development;
Intraorganizational personnel problems;
The situation on the labor market;
Competitive trends in the personnel sphere;
Management and financial capabilities of the organization.
Personnel strategies, as well as personnel policy, can be developed for various periods and, as a rule, be medium-term and long-term. The choice of their duration depends on many factors: the stage of development of the organization, changing organizational goals, other internal and external factors. The personnel policy of an organization is a holistic and objectively determined by the competitiveness of the organization system of work with personnel, combining various forms, methods and models of personnel work and aimed at creating a cohesive, responsible and highly productive team capable of adequately responding to the constantly changing requirements of the external and internal environment.
Under the policy of the organization, as a rule, is understood the system of rules in accordance with which the people in the organization act. The most important component of the organization's strategically oriented policy is its personnel policy, which defines the philosophy and principles implemented by management in relation to human resources. The purpose of the personnel policy is to ensure an optimal balance between the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of current legislation and the state of the labor market.
The term "personnel policy" can have a broad and narrow interpretation. In a broad sense, this is a system of conscious and in a certain way formulated and fastened rules and norms that bring the human resource in line with the long-term strategy of the company.
Often, with a broad understanding of personnel policy, it is necessary to pay attention to the peculiarities of the implementation of power and leadership style. Indirectly, this is reflected in the philosophy of the organization, the collective agreement and internal regulations. It follows that all activities for working with personnel - selection, staffing, certification, training, promotion - can be planned in advance and coordinated with the strategic goals and current tasks of the organization.
In a narrow sense, this is a set of specific rules, wishes and restrictions (often unconscious) that are implemented both in the process of direct interactions between employees and in the relationship between employees and the organization as a whole.
In this sense, for example, the words "the personnel policy of our company is to hire people with higher education" can be used as an argument in solving a specific personnel issue.
Two reasons for grouping personnel policy
An analysis of the existing personnel policy in specific organizations allows us to identify at least two reasons for their grouping. The first reason is related to the level of awareness of those rules and norms that underlie personnel activities. On this basis, the following types of personnel policy can be distinguished:
Passive;
Reactive;
preventive;
Active.
The second reason for differentiating personnel policies may be the degree of openness of the organization in relation to the external environment in the formation of personnel, its fundamental orientation towards internal or external sources of staffing. On this basis, two types of personnel policy are traditionally distinguished - open and closed.
Let us consider in more detail each of the mentioned options for personnel policy.
The very phrase "passive policy" at first glance seems illogical. However, there are often situations in which the management of the organization does not have a pronounced program of action in relation to its own personnel, and personnel work is reduced to routine functioning or the elimination of "unforeseen and out of nowhere negative consequences that have fallen from nowhere." Such an organization is characterized by the absence of a forecast of personnel needs, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. Management is most often forced to work in an emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often not having time to understand the causes of events and their possible consequences.
With a reactive personnel policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, makes attempts to analyze their causes and monitors the emergence of conflict situations. The subject of special attention of the management is the monitoring of a qualified workforce and the motivation of personnel for highly productive work. In addition, certain measures are being taken at enterprises to localize crisis phenomena, and actions are being taken to understand the causes that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means to diagnose the existing situation and provide adequate emergency assistance. At the same time, despite the fact that personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties in using a reactive personnel policy arise for the organization in medium-term forecasting.
In the true sense of the word, one can speak of a preventive personnel policy only when the management of the firm (enterprise) has reasonable forecasts for the development of the situation. At the same time, an organization characterized by the presence of a preventive personnel policy does not have the means to influence a small situation. Employees of the personnel service of such enterprises have both the means of diagnosing a person and the methodology for predicting the personnel situation for the medium term. The organization's development program is based on short-term and medium-term forecasts of the need for personnel, both in qualitative and quantitative terms. It also usually presents tasks for staff development. The main problem of such organizations is the development of targeted personnel programs.
If the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop targeted personnel programs, as well as regularly monitor the situation and adjust the execution of programs in accordance with the parameters of the external and internal environment, then we can talk about the presence in this organization active personnel policy.
From the point of view of the mechanisms that are used by the management of the organization, two types of active personnel policy can be distinguished - rational and adventurous.
With a rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast for the development of the situation and has the means to influence it. The personnel department of the enterprise has not only personnel diagnostic tools, but also methods for predicting the personnel situation for the medium and long term. The development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.
A rational personnel policy involves:
1) the possibility of implementing a mobile strategy for personnel management within the organization, taking into account the implementation of several projects or activities.
2) flexible forms of inclusion of specialists to solve those tasks specific to a certain stage of project implementation, which these specialists can solve as efficiently as possible.
This approach involves a constant change in the composition of performers, which depends on the transition of the organization from one stage of development to another, and allows you to build long-term career trajectories for employees.
With an adventurous personnel policy, the management of the enterprise does not have a high-quality diagnosis, a reasonable forecast for the development of the situation, but seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means to predict the personnel situation and diagnose personnel, however, the enterprise development program includes personnel work plans, often focused on achieving goals that are important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the personnel work plan is based on a rather emotional, poorly reasoned, although true idea of the goals of working with personnel. Problems in the implementation of such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the emergence of a new product that can replace the current one from the enterprise.
An open personnel policy is characterized by the fact that the organization is transparent to potential employees at any structural level. A new employee can start working both from the lowest position, and from a position at the senior management level. In the extreme case, such an organization is ready to hire any specialist, if he has the appropriate qualifications, without taking into account work experience in this or related organizations. This type of personnel policy is typical for modern telecommunications companies or automobile concerns, which are ready to "buy" people for any job levels, regardless of whether they previously worked in such organizations. An open HR policy may be adequate for new organizations that pursue an aggressive market conquest policy, focused on rapid growth and rapid entry into the forefront of their industry.
A closed personnel policy is characterized by the fact that the organization focuses on the inclusion of new personnel only from the lowest official level, and the filling of vacancies of higher positions occurs only from among the employees of the organization. The personnel policy of a closed type is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.
Table 1 illustrates a comparison of these two types of personnel policy for the main personnel processes.
Table 1
Features of the implementation of personnel processes in the open and closed personnel policy
Stages of personnel policy design
In a market economy, one of the decisive factors in the efficiency and competitiveness of an enterprise is to ensure the high quality of human resources. At the same time, it must be borne in mind that work with personnel does not begin with a vacancy and does not end with hiring. The process of working with personnel should be built in such a way as to arrive at the desired result in the shortest possible way in relation to any issue or problem in the personnel sphere. So, in the course of the formation of personnel policy, in the ideal case, it is necessary to agree on the following aspects:
Development of general principles of personnel policy, prioritization of goals;
Organizational and staffing policy - planning the need for labor resources, the formation of the structure and staff, appointment, creation of a reserve, relocation;
Information policy - creation and support of a system for the movement of personnel information;
Financial policy - formulating principles for the distribution of funds, ensuring an effective system of labor incentives;
Personnel development policy - providing a development program, career guidance and adaptation of employees, planning of individual promotion, team building, professional training and advanced training;
Evaluation of performance results - analysis of the compliance of the personnel policy and the strategy of the organization, identification of problems in personnel work, assessment of human resources (assessment center and other methods for assessing performance).
Consider the process of formation of personnel policy in the organization. So, some of the organizations that have been operating for a long time (in the domestic market this is typical for enterprises that work closely with foreign partners and foreign representative offices) have a documented idea of the personnel policy of the enterprise, personnel processes, activities and norms for their implementation. For another part of organizations, the idea of how to work with personnel exists at the level of understanding, but is not documented, or is in the process of being formed. If we are creating an enterprise and are interested in the personnel policy being carried out consciously, then it is necessary to carry out the following steps for designing the personnel policy:
Rationing;
Programming;
Monitoring.
Rationing. The goal is to harmonize the principles and goals of working with personnel with the principles and goals of the organization as a whole, the strategy and the stage of its development. As part of this stage of work, it is important to analyze the essential features of the corporate culture, predict possible changes in the external and internal environment of the organization, specify the image of the desired employee and determine the goals of human resource development. For example, it is very essential that the organization has an idea of an ideal employee, the principle of mutual responsibility between the employee and the organization, the rules of official and professional growth, the requirements for the development of certain abilities and skills.
Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities of changes. An essential parameter influencing the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies and the media. In this case, when recruiting, it is important to pay attention to your employees' acquaintances, students of corporate educational institutions. For a corporate culture with elements of an organic organizational culture based on "family" values, it seems inappropriate to use strict psychological tests when recruiting. Rather, in this case, more attention should be paid to interview procedures, group activities and simulation of real production situations.
Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. At this stage, it is important to determine the essential indicators of the state of human resources, as well as to develop a comprehensive program of ongoing diagnostics and development of the skills and abilities of employees. In addition, it is advisable to develop and implement a methodology for assessing the effectiveness of personnel programs.
For enterprises that monitor personnel on an ongoing basis, many individual HR programs (at least such as assessment and certification, career planning, maintaining a favorable socio-psychological climate) can be included in a single system of internally interconnected programs. Within the framework of such a mega-program, not only personnel tasks can be solved in an organization, but methods for diagnosing a managerial situation can also be implemented, methods for making and implementing managerial decisions are practically worked out. In this case, the personnel policy of the organization appears as an enterprise management tool.
HR events and HR strategy
It is known that in the formation of a strategic management system, four main phases can be distinguished:
1) chaotic response to constant changes in the external environment;
2) strategic planning in the narrow sense - anticipation of new complications in the external conditions of the organization's activities and the development of response strategies in advance (initial assumption: the new strategy should be based on the use of existing strengths and leveling the weaknesses of the organization);
3) management of strategic opportunities - identifying the internal potential of the organization to adapt in a rapidly changing environment (not only future problems are predicted to solve them, but also the level of professional competence necessary for the organization's personnel to succeed in the future):
4) management of strategic tasks in real time - the development and implementation of a constantly correcting program.
Depending on the phase of management practiced in the organization, as well as the level of planning, various types of personnel programs can be distinguished, focused on solving operational, tactical or strategic tasks. The programs include various personnel activities, separate areas of work and projects aimed at improving the quality of personnel, developing their ability to solve problems dictated by the stage of development of the organization.
Consider the main personnel activities depending on the type of organization's strategy (stage of development of the organization) and the level of planning. For an open and closed personnel policy, different types of measures to meet essentially the same personnel needs will be adequate (Table 2).
Of course, the content of the personnel programs described above is determined both by the idea of the development trajectory of the organization as a whole, and by the target choice that is usually made by the owners or top management.
table 2
Personnel activities implemented in open and closed types of personnel policy
1. Open personnel policy
Entrepreneurial
(formation stage) Attracting young promising professionals. Active policy of informing about the firm. Formation of requirements for candidates Search for promising people and projects, creation of a bank of candidates for work in the organization, issuance of grants. Establishing contacts with recruitment agencies Selection of managers and specialists for projects
dynamic growth
(stage of intensive growth) Active policy of attracting professionals, dissemination of information about the possibility of implementing venture projects Development of principles and procedures for evaluating candidates and work. Management training? formation of horizontal and vertical management teams. Planning of labor resources Development of the staffing table. Creation of job descriptions. Description of the company's policy in documents and rules. Recruitment of personnel for specific types of work. Staff adaptation
profitability
(stabilization stage)
liquidation
(crisis stage) Development of new forms of labor organization for new technologies
Not considered The development of optimal schemes for stimulating labor, linked to the organization's profit. Analysis and rationalization of jobs
Creation of regulatory documents on the personnel aspect of the liquidation of the enterprise. Establishing contacts with employment firms Implementing programs for assessing and stimulating the work of personnel. Recruitment of effective managers (managers)
Evaluation of personnel for the purpose of reduction. Advising staff on vocational guidance, training programs and employment. Use of part-time schemes. Consulting assistance to staff (primarily psychological). Implementation of social assistance programs
2. Closed personnel policy
Entrepreneurial (stage of formation)
Creation of own (branded) institutions Search for promising students, payment of scholarships, internships at the enterprise Attracting friends, relatives and acquaintances
Dynamic growth (stage of intensive growth) Career planning. Development of non-traditional ways of employment (lifetime? Japan) Conducting in-house training programs tailored to personal training needs.
Development of work incentive programs depending on the contribution and length of service Recruitment of employees with high potential and ability to learn. Conducting staff adaptation programs
Profitability (stabilization stage) Development of labor optimization schemes, reduction of labor costs Implementation of training programs for management personnel.
Development of social programs Creation of "quality" circles, active involvement of personnel in the optimization of the organization's activities. Use of "internal recruitment" resources? combination
Liquidation Not considered Conducting retraining programs
Development of part-time programs in the main direction with the ability to realize the activity of employees in other areas that are useful to the company Search for jobs for relocated personnel. Dismissing first of all new employees Cultivating the "philosophy of the company". Inclusion of personnel in the discussion of the prospects for the development of the organization and the development of projects to overcome the crisis
Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types: external in relation to the organization and internal.
Environmental factors can be combined into two groups:
1) regulatory restrictions; 2) the situation in the labor market. For example, the presence in the norms of some countries of prohibitions on the use of tests in hiring, forces employees of personnel management services to be very resourceful in designing programs for selection and orientation of personnel.
Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, structural and professional composition of the free labor force.
It is important to get an idea of the professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle should be taken into account in order to create and implement effective personnel programs.
The following factors seem to be the most significant:
1) the goals of the enterprise, their time perspective and the degree of development. So, for example, an organization aimed at making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual deployment of large-scale production with many branches;
2) management style, fixed including in the structure of the organization. Comparing a highly centralized organization to a decentralized organization shows that they require a different mix of professionals;
3) working conditions. Job characteristics that attract or repel people include:
The degree of physical and mental effort required;
The degree of harmfulness of work to health;
Location of jobs;
Duration and structured work;
Interaction with other people during work;
Degree of freedom in solving problems;
Understanding and accepting the purpose of the organization.
As a rule, the presence of even a small number of tasks that are not attractive to employees requires the HR manager to create special programs to attract and retain employees in the organization;
4) qualitative characteristics of the labor collective. Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction;
5) leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:
Maximum inclusion of skill and experience of each employee;
Ensuring constructive interaction of group members;
Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.
Improving personnel policy by introducing a personnel adaptation program
Successful adaptation of personnel, along with a well-functioning recruitment and selection process, is a necessary step to ensure low staff turnover in the distribution network and a rapid increase in the number of personnel. Personnel adaptation programs are necessary in order to reduce the level of personnel costs in the enterprise.
When recruiting, the personnel service should proceed from the determination of the optimal number of personnel. There should be no shortage of workers, the consequences of which may be disruptions to production programs, industrial injuries, conflict situations in the team, and an excess that may lead to an increase in cash costs for the wage fund, a decrease in interest in high-quality and highly skilled work, an outflow of skilled workers .
In short, the task of the personnel service is to monitor the compliance of the personnel of the organization with the production tasks facing it.
Having information about the organization's strategy, its structure, main activities and acceptable organizational culture, the personnel department can begin the search and selection of the necessary employees. Distinguish between internal and external sources of staffing the organization.
The process of recruitment of candidates is influenced by factors of the external and internal environment.
Environmental factors:
Legislative restrictions;
The situation in the labor market;
The composition of the labor force in the market and the location of the organization.
Factors of the internal environment:
Personnel policy - principles of work with personnel, strategic personnel programs, for example, the principle of promotion of employees already employed in production, the principle of lifetime employment ...;
The image of the organization - how attractive it is as a place of work (attractive are larger firms, firms known for their products to the candidate).
Personnel adaptation is an important component of the personnel management system. In order to increase the efficiency of an employee's adaptation to new working conditions for him, it is advisable to use such powerful tools as mentoring and coaching.
By definition, the adaptation of personnel is the adaptation of employees to the content and conditions of work and the immediate social environment. Why onboard new employees? First of all, it is necessary in order to reduce the time that a new employee usually needs to get used to a new place and start working with maximum efficiency. Thus, the adaptation system is beneficial for both the newest employee and the company's management. When using a well-designed adaptation system, a person who has recently joined the company feels more comfortable in a new place, and the management gets the most out of it in their work. It should be noted that adaptation is a mutual process: a person adapts to a new organization for him, an organization adapts to a new person for her. And the further productivity of both the new employee and his colleagues largely depends on how smoothly this process goes.
In many companies, adaptation is given unforgivably little attention. The leaders of such companies believe that there are instructions, there are regulations - what else is needed? Let the beginner take them, study them, and let him ask what he does not understand. The problem here is that, unfortunately, not every person is able to independently quickly find all the information he needs for a full-fledged work. In addition, here a lot depends on the corporate culture. Of course, with a benevolent attitude of the company's employees towards a new colleague, he will quickly get up to speed. However, in many companies, the attitude towards newcomers is emphasized dismissive. What kind of effective adaptation can we talk about here? It is a completely different matter when there is a well-thought-out adaptation system, and it exists not only on paper, but actually works.
The personnel adaptation system is not only a package of documents regulating the procedure for the adaptation of a new employee. First of all, these are the people who carry out these activities: those who directly help the new employee to get up to speed, and those who organize and control this process. And, of course, these are the tools they use in their work. Mentoring and coaching are invaluable tools for staff adaptation. These concepts are often confused, it is believed that these are different names for the same thing. But it's not. Coaching and mentoring, despite the presence of common elements, differ significantly from each other.
As a rule, mentoring looks like this: a more experienced employee teaches a new employee what he himself can do. Mentoring is aimed at acquiring by a new employee the knowledge, skills and abilities necessary in his future work. By advice, personal example, or something else, the mentor conveys his experience to the ward. We can say that this is a kind of individual training directly at the workplace. This approach has been practiced since time immemorial, and has proven itself very well. Indeed, an experienced employee knows a lot and can do a lot, he knows all the subtleties and nuances of the work performed. Of course, it will be just great if he shares his knowledge with a beginner. When appointing a mentor, it is necessary to take into account not only his professional qualities, but also human ones. The mentor must evoke empathy and, in addition, he himself must be able and willing to work with people. Naturally, the mentoring process should be organized in such a way that the activity of the employee as a mentor does not affect his main work in any way. Otherwise, the system of adaptation based on mentoring will lead not to an increase, but to a decrease in productivity in general.
Coaching in practice looks completely different. In contrast to mentoring, coaching is aimed not so much at direct training, but rather at revealing the potential of a new employee to the fullest and getting him/her to the fullest in work. Coaching is based on the recognition that each person has much more abilities than they usually show. And the coach in his work relies not so much on the current performance of the employee, but on his potential, which he seeks to reveal for the benefit of the company. A coach or manager who has coaching skills does not so much give instructions and instruct as ask questions. Questions asked by the coach in a certain pattern (as they are also called, "effective questions") allow the beginner to look at their work and their capabilities in a new way. On the other hand, coaching perfectly shows the real professional level of a new employee at the moment and allows you to plan your work for his development. A newcomer can work with a full-time coach, or a manager (most often a direct supervisor) who has coaching skills. In some cases, it is advisable to involve external coaches.
Coaching has another undeniable advantage - saving time. We are talking not only about reducing the time required for the full adaptation of a new employee, but also about the time required for the direct management of staff. The coaching process itself takes very little time. Actually, it is not at all necessary for a manager to allocate separate time for coaching. It is enough to constantly be aware of and use the fundamental principles of coaching during your interaction with a new employee. In any case, it takes much less time than endless instructions and directions. And the effectiveness of this approach is much higher.
Coaching can be used to solve a very specific problem, in our case, to effectively adapt staff. But it is much better if coaching is accepted in the company as the main management style, the style of relations between employees, the style of corporate thinking and actions. In this case, the coaching atmosphere allows the fullest potential of each employee to be revealed, there are no problems with staff motivation, the adaptation of new employees is easy and natural, and the productivity of each individual employee, working groups and teams increases. But, unfortunately, coaching as a management style is still rare. But the use of coaching elements in personnel management gives consistently good results.
Mentorship is more traditional, it has proven its effectiveness more than once, it has the experience of many generations. Coaching is a relatively young phenomenon in Russian business, but it must be admitted that it is an extremely promising phenomenon. Coaching is by far one of the most effective personnel management tools and, of course, the most effective management style today. It should be recognized that mentoring and coaching are inherently different. However, they are by no means mutually exclusive. Rather, on the contrary, they perfectly complement each other. The only question is what is more in line with the company's corporate culture. Of course, coaching, like mentoring, can be used as a standalone tool. But with their proper combination, the effect will be immeasurably higher.
Recruitment is one of the main responsibilities of HR managers. Making the right choice can help increase productivity, profits, and employee morale.
The wrong choice usually results in a high turnover of staff or insufficient competence of employees. If you have chosen the wrong person, then you will again have to spend money on recruiting new people. This can significantly increase the costs of any organization.
Let's look at some practical steps that will help you conduct interviews and select the best candidates. The hiring process is not limited to interviewing all applicants and choosing the most suitable one. This is a complex case and the interview is only one of its components.
1. Be clear about what you need
Start with a detailed job description. If there are no suitable descriptions, you need to make a list of duties and requirements associated with it. It is very important to understand what the job is, since not only the personal qualities of the person who came to the interview are important, but the degree of his compliance with the vacancy. Well-written descriptions will help you select the right people.
2. Look for the best
The right person can be found through acquaintances, the Internet, referrals from other companies, recruitment agencies and ads. Depending on the size of the company and on its needs, you can choose one or another type of search.
For many, referrals are the best way to find new hires. This is a guarantee that you will find someone with experience without spending a lot of money. However, ads remain the most popular way to find candidates. To avoid having to look through hundreds of resumes, you need clear and specific job advertisements. This will not only weed out unnecessary people, but also greatly facilitate the work of personnel officers.
3. Prepare for the interview
After selecting a resume, you need to compare them with the job description in order to weed out unnecessary people again. Review your favorite resumes again. Make notes if necessary.
It is very good to prepare the questions to be asked to the candidates in advance. It is necessary to ask questions that correspond to the specifics of the work in order to check whether applicants have special knowledge.
You do not need to talk to them about such things as race, age, social status, religious beliefs, nationality, etc. It is necessary to pay special attention to the personal qualities of the candidate, his experience, abilities and future plans.
Almost all candidates are familiar with typical interview questions:
Why did you leave your last job?
Why are you interested in this job?
What will you be doing in 5 years?
What are your strengths and weaknesses?
What did you like most about your last job?
What did you dislike the most?
Of course, they are very good, but you need to think about questions for which the candidate will not be ready. For example, these:
Tell us about your best boss. Why do you consider it the best?
Tell me about your worst boss. Why do you think it's the worst?
What can the boss do? to help you?
How do you approach problem solving?
Describe a conflict at work and how you resolved it.
What could your previous employer do to be more successful?
What skills would you like to acquire next year?
4. Create an Interview-Friendly Atmosphere
To conduct an interview, you need a special office and allocate time when the personnel manager will not be distracted. If he is distracted, he may seem ill-mannered to the candidate. It also makes it difficult for him to concentrate.
To get the right impression of the candidate, you need the absence of any interference and close contact. During the interview, the candidate may feel nervous or uncomfortable. The task of the manager is to help him feel free. To do this, he must meet him, introduce himself, offer tea or coffee, be polite, and in general be very hospitable.
A good interview atmosphere will help:
Get more relevant information about the candidate;
Get more natural responses;
Leave a good impression of the organization;
Attract more promising employees.
5. Be clear about your task
Although everything seems so clear, you need to remember once again the goals of the interview. Without going into details, briefly describe the vacancy. You also need to tell the candidate about the expected duration of the interview and make sure that this does not affect his own plans. You need to tell him right away that all entries in the work book will be checked, and also to find out if his last employers can be contacted.
6. Follow the progress of the interview
You need to use the right methodology and ask intelligent questions to get the information you need to make the right decision. To do this, you need to follow the course of the interview, not be distracted by secondary issues. Use a list of prepared questions if needed and avoid the common interviewer mistake of not talking too much. It is necessary that the candidate speaks mainly in order to learn as much as possible about the candidate’s competence (experience, education, abilities), about his attitude to work (enthusiasm, preferences, goals), about social values (personal qualities, character). Short pauses can provide additional information about the candidate. Pauses that are too long can be strange.
7. Listen and take notes
The goal is to collect information about the candidate that is related to the job. To do this, you need to listen very carefully to what he says. If you pay full attention to the interlocutor, he will feel more confident in communication.
Write down some important points.
You can use such notes when more carefully reviewing candidates after the interview. You can also write down the questions that came up during the interview.
You need to tell the interlocutor in advance that you are going to take notes. Write quickly and concisely so as not to distract the candidate.
8. Answer questions
Allow the candidate to ask questions about the job or company. Intelligent questions can give a greater understanding of the peculiarities of his thinking. Difficult questions such as:
How is excellence rewarded?
What is the company's value system and etiquette?
What career opportunities are there in the company?
How stable is the company's position in the market?
9. Provide the required information at the end of the interview
A detailed description of the vacancy is best left at the end of the interview. Then it is better to talk about the culture of the company, about the interaction of employees and the requirements for them. Saying this early will help the candidate find the right answers to your questions.
You need to tell the truth about the company and the vacancy. If there are any negative points, then talk about them. Potential employees should have a good idea of what they are dealing with and what they can expect from their future job.
Then you need to discuss the salary, schedule and benefits provided by the company, talk about the next stage of the hiring process. And finish by thanking the candidate for his attention to the company.
After the interview, it takes some time to collect your thoughts and evaluate the candidate. To do this, you may have to refer to the notes that were taken during the interview.
There is no need to be biased towards the candidate, but to focus on the requirements that are essential for this vacancy. Based on the candidate's past experience, assess how well they are suited for the current job.
Here are the three most important questions to remember in order to find the right employee:
Will the candidate do the job?
Does he want to work?
How flexible will the candidate be when he starts working?
Recruiting the best people can be a critical factor in keeping a company running efficiently.
Recruitment and hiring is a rather lengthy and expensive process - by the first day of work of a new employee, the company is already spending significant funds on him. Therefore, the company is interested in the fact that the hired employee does not quit after a few months. However, as statistics show, the highest percentage of those hired leaves the organization during the first three months. The main reasons for leaving are the discrepancy between reality and expectations and the difficulty of integrating into a new organization. Helping an employee to successfully integrate into a new organization is the most important task of his manager and HR specialists.
Often a "newcomer" comes to the enterprise, and his workplace is not prepared, and no one is particularly concerned about this, beginners are given the right to swim out on their own. But since the first impression usually leaves a deep mark, such a procedure can have a long-term negative impact on the employee's motivation and attitude to work.
"Experience" of this kind can often explain the high turnover in the first weeks or months of work and the reasons why a new employee may feel alienated and take a negative attitude towards the organization right from the first day of work. If new employees are left to themselves, then the organization cannot influence what they accidentally learn and will lose the opportunity to create a positive attitude towards work and loyalty to the traditions of the company.
Adaptation procedures are designed to facilitate the entry of new employees into the organization. From the standpoint of personnel management, production adaptation is of the greatest interest. It is she who is a tool in solving such a problem as the formation of the required level of productivity and quality of work for a new worker in a shorter time.
In addition, ways to include new employees in the life of the organization can significantly enhance the creative potential of existing employees and increase their involvement in the corporate culture of the organization.
For a manager, information about how the process of adaptation of new employees is organized in his unit can say a lot about the degree of development of the team, the level of its cohesion and internal integration.
During the implementation of the adaptation program, the following issues should be addressed:
1. General idea of the company:
Goals, priorities, problems;
Traditions, norms, standards;
Products and their consumers, stages of bringing products to the consumer;
Variety of activities;
Organization, structure, communications of the company;
Information about the leaders.
2. Policy of the organization:
Principles of personnel policy;
Principles of recruitment;
Directions of professional training and advanced training;
Assistance to employees in case of bringing them to justice;
Rules for using the telephone within the enterprise;
Rules for the use of various working hours;
Rules for the protection of trade secrets and technical documentation.
3. Remuneration:
Norms and forms of remuneration and ranking of employees;
Weekend pay, overtime.
4. Additional benefits:
Insurance, record of work experience;
Temporary disability benefits, severance benefits, sickness benefits in the family, in case of severe bereavement, maternity benefits;
Support in case of dismissal or retirement;
Opportunities for learning on the job;
The presence of a dining room, buffets;
Other services of the organization for its employees.
5. Occupational health and safety:
Places of first aid;
Precautionary measures;
Warning about possible hazards at work;
Fire safety rules;
Rules of conduct in case of accidents and the procedure for notifying them.
6. The worker and his relationship with the trade union:
Terms and conditions of employment;
Appointments, transfers, promotions;
Probation;
Work management;
Informing about failures at work and being late for work;
The rights and obligations of the employee;
The rights of the immediate supervisor;
Workers' organizations;
Trade union regulations and company policy;
Management and performance evaluation;
Discipline and penalties, filing complaints;
Communication: channels of communication, mailing materials, dissemination of new ideas.
7. Household service:
Catering;
Availability of service entrances;
Conditions for parking of private cars;
8. Economic factors:
labor cost;
Cost of equipment;
Damage from absenteeism, lateness, accidents
The task of the learning process is not only to teach technologies and responsibilities, but also to instill in the employee a corporate culture, a corporate spirit. Therefore, an atmosphere is created in which it is very interesting to study and work. It is important for a future employee to show new opportunities, prospects:
Opportunity to gain new professional experience
Opportunity to express yourself in a new way
Opportunity to grow with the company.
The benefits and threats of implementing an onboarding program in a company are presented below.
Opportunities for the organization
Active monitoring of the professional and psychological adaptation of an employee during the probationary period makes it possible to make timely decisions (on dismissal, promotion, changes in working conditions or organization of work);
Clearly defined requirements facilitate the procedure for assessing the professional performance of an employee during the probationary period;
Tests at the end of the probationary period make it possible to make the most fair decision in disputable situations;
The developed Form of the adaptation program saves time on registration, and, at the same time, allows you to take into account the features of the unit;
The awareness of the employee, the clarity of the requirements, normal working conditions and attention motivate the employee to the quality performance of duties;
There is a consistent introduction of the employee to the culture of the organization, the formation of a single team spirit of the company;
The introduction of an adaptation system forms the image of an advanced organization that keeps up with the times, uses modern trends in personnel management, is serious, and cares about employees;
Full implementation of the adaptation program - improving the managerial qualifications of the head;
Mentoring - experience of leadership for promising specialists allocated to the personnel reserve, their gradual adaptation to a managerial position;
Reducing employee turnover due to unmet expectations will reduce the time for induction of each new employee and reduce the cost of finding new staff;
Thoughtful and systematic work on the adaptation of personnel during the probationary period will make it possible to reduce the time for a new employee to reach the point of profitability.
Management Threats
The managers are responsible for drawing up the Probationary Program, which will require certain time costs, since it will be necessary to formulate requirements for the employee, according to which his suitability for the position will be assessed,
The organization needs to provide each employee with a full-fledged workplace, which requires certain financial investments and / or organizational actions;
The manager and mentor spend more time interacting with a new employee;
Responsibility for the manager and the company for the organization of the work of the employee;
The implementation of the program is not a 100% guarantee of preventing staff turnover.
Opportunities for the employee
The employee knows where he got to and what is expected of him - the level of anxiety of the employee decreases, self-confidence increases;
There is a feeling "that you were expected", involvement in a team, a common cause;
Normal working conditions and organization of labor are ensured;
Quickly and systematically mastered professional duties;
The employee is protected from arbitrariness and unreasonable actions and requirements of the management.
Threats to the employee
The employee is subject to requirements that must be met;
Periodically, a person is under evaluation, which can cause some stress;
Less likely to use "I didn't know", "I wasn't told", "I wasn't warned" argument
Thus, the advantages of introducing an adaptation system are obvious.
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