Modern technologies of personnel management.
Introduction.
Personnel management is a vitally conditioned strategic function, which during the 20th century formed into an independent structure in the course of the evolution of various forms of management.
In the conditions of the formation of a market economy in our country, the issues of practical application of modern forms of personnel management, which make it possible to increase the socio-economic efficiency of any production, are of particular importance.
Since all the goals of the organization are achieved through people, it is personnel management that should come first among other components of enterprise management. However, despite the colossal importance of the correct selection of personnel for each particular enterprise, management often faces a choice, on the one hand, to accept an experienced and qualified worker, and on the other hand, according to family ties.
Thus, in modern conditions, many managers underestimate the importance and integrity of decisions related to the selection and placement of personnel, giving preference to narrowly personal interests.
The importance of improving the technology of the management process to improve the efficiency of the administrative apparatus.
The effectiveness of the management apparatus is significantly increased when the management of the company takes care of people; as a result, their vitality and psychological climate in the team increase. Effective personnel management should help the company through its provision of competent and interested in the results of their work employees. Hence, the human factor must be constantly taken into account both in the tactical (short-term) and long-term strategies of the company. In a market economy, survival is a very important task for any business and commercial firm (enterprise, organization). Personnel management is an activity designed to serve as an important guarantee that the enterprise will operate efficiently. One of the problems of top management in the field of strategic planning, planning relating to people, is that all resources can be valued in monetary terms, and human resources "do not translate into money." The task is to combine the assessment of the financial, material and human resources of the company, which is solved either by the personnel management department or by individual managers (in smaller firms). Goals of personnel management:
1) providing the organization with well-trained and interested (motivational) employees;
2) communicating to each employee the intentions (plans) of the personnel management department;
3) active use of qualifications, practical experience, skill and efficiency of employees.
The goals of personnel management can be achieved if you rely on each employee, while painstaking work must be carried out with each employee.
Elements of the management process and its technology
The constituent elements of the management process are an appointed (self-selected) group of specialists, the purpose of which is to increase the production, creative output and activity of the personnel, the development and implementation of a program for the development of the organization's personnel. The organization is developing a strategy for managing human resources: prospective guidelines for the use of personnel, its renewal and improvement, and the development of motivation are determined.
World experience in the use of modern personnel technologies
Practical management acts as a product of the natural-historical development of society, reflects its internal state, generalizes vices and virtues, and becomes a mirror of public health.
The laws of governance are the same, but each country implements them in a specific way, based on the mentality of the people, within the framework of established traditions, in line with the national culture and psychology of people. As a result, there are many shades of management, but the main factor is ideology - the main ideas and fundamental positions, goals and value orientations that determine the course and outcome of management.
The philosophy of personnel management is an integral part of the philosophy of the organization, its backbone. The philosophy of the organization should be understood as a set of intra-organizational principles, moral and administrative norms and rules for the relationship of personnel, a system of values and beliefs perceived by all personnel and subordinate to the global goal of the organization. At the heart of the philosophy of the organization is the philosophy of personnel management.
Table 1
Characteristics of the varieties of philosophy of personnel management
| Competition | Hardly ever | strong | Hardly ever |
| Guarantees for the worker | High (lifetime hire) | Low | Medium between high and low |
| Making decisions | Upwards | Top down | Top down |
| Delegation of power | In rare cases | Common | Common |
| Relations with subordinates | Family | Formal | More often family |
| recruitment method | After finishing studies | By business qualities | By business qualities |
| Salary | Depending on experience | Depending on the results | mixed |
According to Western experts, the personnel service at the present stage is the same professional work as other services in production.
Thus, in the conditions of the formation of a market economy in our country, the issues of practical application of modern personnel technologies for personnel management, which make it possible to increase the socio-economic efficiency of any production, are of particular importance.
In the system of measures to implement the economic reform, particular importance is attached to raising the level of work with personnel, placing this work on a solid scientific foundation, and using the experience accumulated over many years of domestic and foreign experience.
Since all the goals of the organization are achieved through people, it is personnel management that should be in the first place among other components of enterprise management. But if we take into account that the wrong goals doom the company to failure regardless of the staff, priority should be given to strategic management.
New technologies of personnel management - outstaffing and outsourcing.
outsourcing is the transfer by an organization on a contractual basis of any non-core functions to a third-party contractor (organization or individual), who is a specialist in this field and has relevant experience, knowledge, and technical means. For example, in the Russian Federation, accounting outsourcing and outsourcing of IT services are currently common. With outsourcing, employees work on the staff of the executing company, and the provision of services to the customer company is only part of their function. Most often, the customer is not related either to the choice of those who will directly perform the work, or to the organization of their work. The recruitment agency offers the services of its employees to perform work in the company. The employee is on the staff of the agency and receives all the necessary payments from the agency in the manner prescribed by law. Outsourcing has been widespread lately, more and more companies are resorting to its services, especially since it is more or less regulated by law. This is especially true for companies with foreign capital, since outsourcing is a typical phenomenon in the West.
The outstaffing service is used by companies of various fields of activity: manufacturing, services, banks. Outstaffing is often used by wholesalers and retailers. The choice of this service is determined by the goals that the company wants to solve with the help of outstaffing. Outstaffing is also convenient for companies that need employees to complete short-term projects, for example, to automate an enterprise management system. Today, automation of company management is used not only in banks - it has “entered” virtually every company, especially if this company is a trading and manufacturing company. In order not to “inflate” the state, companies implementing an automation system resort to the services of a provider. In this case, most often the provider himself selects the necessary personnel, enrolls them in his staff, and in fact these employees work for the Customer. Thus, the personnel leasing service is implemented, which is an integral part of outstaffing. Outstaffing is convenient if you need to save on your personnel service or “unload” it with large amounts of work. Some companies use this service to attract a high-class specialist who claims a large "white" salary, for example, a good specialist in working with corporate clients. A large salary against the background of official small salaries of employees of an enterprise that conducts double-entry bookkeeping arouses legitimate suspicions of tax officials. Outstaffing was originally created as a personnel technology, which implies full compliance with local laws. A new highly paid specialist is hired by the provider and sells goods or services of the actual employer to corporate clients. Many companies use outstaffing to reduce administrative risks and personnel costs.
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Introduction
1. Theoretical foundations of personnel and organization management, using modern management technologies
1.1 The concept, functions and concepts of personnel management
2. Assessment of the personnel management system of Rosa Vetrov LLC and the applied personnel management technologies
2.1 General characteristics of the enterprise
2.2 Applied technologies of personnel management in Roza Vetrov LLC
3.1 Assessment of the personnel management system at Roza Vetrov LLC
3.2 The system of work with personnel in Roza Vetrov LLC
3.3 Development of measures to work with the personnel reserve
4. Proposals for improving the efficiency of work with personnel in Roza Vetrov LLC
Conclusion
List of sources used
Appendix 1. Levels of management of Roza Vetrov LLC
Annex 2. Expert sheets
Glossary
ATBEDENIA
The theme of this work is "Modern technologies of personnel management". The relevance of the topic is related to the peculiarities of the Russian mentality, since in our country if the activities of subordinates are not controlled, then this activity is less effective. Only with the correct organization of personnel records and monitoring of the results of the work of employees can high productivity and quality of work be achieved, and as a result, a competitive enterprise.
Based on the foregoing, the purpose of the final qualifying work is to identify the specifics of the organization of control over the activities of subordinates in the enterprise.
To achieve this goal, it is necessary to solve the following tasks in the work:
Clearly define the concept, functions and concepts of personnel management in;
Explore the features of personnel management technology in modern conditions;
Give a description of the enterprise under study;
To study modern technologies of personnel management in motivation, selection, certification at Roza Vetrov LLC
Draw conclusions based on the results of the work done.
The object of the study is Rosa Vetrov LLC, and the subject is personnel management technologies in Rosa Vetrov LLC.
In the theoretical part of the work, literature and materials on management in socio-cultural construction, as well as scientific publications, were used.
The structure of the work is presented as follows:
Introductory part - introduction (highlights the relevance of the topic, goals and objectives of writing the work).
The first chapter reveals the concept, functions and concepts of personnel management, using modern management technologies. The definition of the company's goals for the year is given: the formation of the current personnel policy, the formulation of requirements, the definition of control and what types it is divided into.
The second chapter examines the general characteristics of the enterprise, personnel management technologies applied in the organization to subordinates in Roza Vetrov LLC. The motivation of work at the enterprise is affected.
The third chapter describes the development to improve modern personnel management technologies. The assessment of the personnel management system, the system of work with personnel, the development of measures in Roza Vetrov LLC are disclosed.
The conclusion contains the main conclusions on the work done.
1. THEORETICAL FOUNDATIONS OF PERSONNEL MANAGEMENT AND ORGANIZATIONHERBY APPLYING MODERN MANAGEMENT TECHNOLOGIES
1.1 The concept, functions and concept of personnel management
management personnel modern technology
At present, improving the efficiency of the business as a whole is directly related to the opportunities for improving the work of the staff. This is largely due to the intended purpose of the service sector: serving people, satisfying their needs and taking into account interests.
An important feature of construction, which distinguishes it, above all from industrial goods, is the wide participation of people in the production process. Employees of the organization who receive goods provide services that, through their intermediation, become part of the product.
Resource management is one of the most important areas in the activities of construction organizations and is considered the main criterion for economic success. It creates a favorable environment in which labor potential is realized, abilities develop, people get satisfaction from the work performed and public recognition of their achievements. Therefore, in the field of personnel management, the emphasis is gradually shifting from technocratic approaches, which are strictly regulated by the content of the labor process, to a systematic approach, which is based on the long-term development of the labor potential of employees.
Personnel or personnel (from lat. personalis) is the main staff of the organization's employees performing various production and economic functions. The composition of the personnel of any organization is heterogeneous, as people differ in natural and acquired characteristics. The groups of employees allocated on their basis form the structure of the organization's personnel, or, in other words, its social structure, which can be statistical and analytical. The statistical structure of personnel reflects its distribution by categories and groups of positions.
The analytical structure is determined on the basis of special studies and calculations and is divided into general and particular. In the context of the general structure, personnel is considered according to such criteria as work experience, education, profession; private same structure reflects the ratio of individual categories of workers.
Personnel management is a complex, purposeful impact on the team in order to provide optimal conditions for the creative, proactive, conscious work of its individual employees, aimed at achieving the goals of the enterprise.
The concept of personnel management is a system of theoretical and methodological views on understanding and determining the content, goals, objectives, criteria, principles and methods of personnel management, as well as the mechanism for its implementation in the specific conditions of the organization's functioning (Fig. 1.1)
Fig.1.1 The concept of personnel management
The methodology of personnel management considers the personnel of the organization as an object of management, the formation of the behavior of individuals to meet its goals and objectives of the organization. The personnel management system helps to determine the goals, functions of the organizational structure of personnel management, vertical and horizontal relationships between managers and specialists in the process of substantiating, developing, adopting and implementing management decisions.
The technology of personnel management involves the organization of recruitment, selection, admission of personnel, its business assessment, career guidance and adaptation, training, management of its business career and professional promotion, motivation and organization of work, conflict and stress management, ensuring the social development of the organization, the release of personnel and etc. The personnel management system consists of two subsystems: tactical and strategic. The strategic subsystem is focused on the development of a promising personnel policy. Personnel policy has both a broad and a narrow interpretation. In a broad sense, personnel policy is a general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives of personnel management that bring human resources in line with the company's strategy. In a narrow sense, it is a set of specific rules, regulations and restrictions on the relationship between people and an organization.
Personnel planning is a directed activity for training personnel, ensuring proportional and dynamic development of personnel, calculating its professional and qualification structure, determining general and additional needs, and monitoring its use.
The essence of personnel planning is to provide people with jobs at the right time and in the required quantity in accordance with their abilities, inclinations and production requirements.
Personnel policy is formed by personnel services. Today, due to the weakening of the centralized construction management system, construction companies have begun to face fundamentally new tasks related to the management of construction resources, which require completely different skills and abilities, so a new profession has appeared - a personnel manager, that is, a personnel manager. Personnel managers are an independent group of professional managers whose main goal is to increase the production, creative output and activity of personnel, develop and implement a program for the development of the organization's personnel.
In terms of their functions, level of training, technical equipment, it is not enough for HR services, as it was before, only to issue orders for the enrollment of employees selected by a higher manager and store personnel information. The challenge is to gradually transform HR departments into centers for the development and implementation of labor organizations' strategies. This means that they should assist in business development by hiring highly qualified employees, planning their careers, evaluating production activities and improving wages, that is, creating conditions for the full disclosure of the potential of staff. Based on these tasks, the functions of the personnel department of the company are determined, the main ones are as follows:
1. formation of personnel of the organization (planning, selection and hiring, release, analysis of turnover, etc.);
2. development of employees (training and professional development of employees, certification and assessment of personnel, organization of promotion);
3. improvement of the organization of labor and its stimulation, the creation of safe working conditions.
In a small organization (up to 50 people), its head may be a personnel officer himself. He personally carries out all the functions of personnel management. Personnel records management is entrusted to the secretary or accounting department. If the company grows, then the manager feels more and more acutely that there is not enough time for work, so there is a need for a personnel manager.
1.2 Features of personnel management technology in the enterprise
The success of a firm is increasingly dependent on the quality of the human resources it has at its disposal. The main market moments that determine the features of personnel management in a modern organization are as follows:
The price of mistakes in work with personnel has increased. In market conditions, a company that does not have strong personnel may not be able to withstand competition;
The tasks of work on personnel management have become more complicated. The need to do business in a highly competitive environment forces companies to increase the requirements for employees. Finding workers who meet these requirements is becoming increasingly difficult. It is even more difficult to retain employees and make sure that they develop professionally;
The independence of companies in working with personnel has increased, there is less administrative pressure, there are no ministries and unified regulations that unified work with personnel at completely different enterprises. How personnel work will be conducted now largely depends on the company itself, on the initiative and competence of its management;
A new concept has appeared - the commercialization of work with personnel. Previously, apart from the costs of maintaining employees of the personnel department, there were no other means for working with personnel at enterprises. Even the advanced training of employees was paid not by the enterprises themselves, but from the centralized budget. Human resources departments did not influence the cost of remuneration of employees of the enterprise. In modern, successful companies, HR departments have their own budget. On average, it can be about 10% of the payroll of the company's personnel. The task of the personnel service is to optimally manage this budget, to spend money efficiently. If employees very rarely leave the company, then they are paid too much, there is a cost overrun on wages, and profits are reduced. If employees leave frequently and there is significant turnover, performance will deteriorate and the company will incur additional replacement costs. The personnel service must be well versed in the labor market and know what the current market price of a particular specialist is and how to stimulate the interest of staff in improving work efficiency.
However, undoubtedly, the main tasks of personnel work are the search and attraction of a high-quality human resource, and the creation of conditions for the full disclosure of its potential. Before starting the recruitment process, it is necessary to determine the needs of the construction company in personnel. This process is called staffing planning. Planning the need for lower-level employees is based on data on available jobs, as well as on their number and structure in the future, taking into account the development of production and the implementation of a plan of organizational and technical measures, the number of specialists and managers - based on the current management structure and work on it improvement, staffing, plans to replace vacant positions.
The plan for the number of personnel should be linked to the sales plan, financial and investment plan, etc. Since the starting point in planning various indicators is not the production plan, but the sales forecast, the planning itself becomes probabilistic in nature and its result is a forecast of those or other indicators.
Under the influence of a number of external and internal factors over time, the needs of the enterprise for employees change. In general, the company's need for labor resources is determined by the demand for its services and the level of labor productivity. Many construction firms have already occupied a certain market share, and it is increasingly difficult for them to increase sales volumes. Increasing the profitability of the enterprise is possible only in two ways: either by increasing sales volumes or by reducing costs, and a large share of the company's expenses in the service sector is the wages of employees. Therefore, many managers are trying to save on this item of expenditure. In this regard, there is a need for an accurate assessment of the need for personnel.
The quantitative need for personnel allows you to determine the number of employees necessary to solve the problems of the company. A qualitative need is, first of all, planning the professional composition of employees, determining the qualifications that each of them must possess.
In accordance with the first approach, personnel planning begins with the calculation of the number of employees for each professional group, and on the basis of this, the total number of employees is determined by summation.
1.3 Determination of the company's goals for the year and strategies for achieving them, the formation of a current personnel policy
In general terms, there are three goals of recruitment:
1) expansion of the company's presence in existing areas. If a construction company plans to reach a significant sales volume in a year, it is necessary to assess the pace at which it will increase and plan to attract new specialists.
Entering a new market, a new direction. Strong specialists are needed: firstly, with experience in developing new areas, having an idea of possible non-standard situations and ways to solve them, and secondly, qualified sales managers with good presentation skills, the ability to convince and a high level of customer service. In this case, it is possible to combine internal rotation and attraction of new specialists, maintaining the company's position at the achieved level. There is a natural turnover of personnel.
2) Determination of the qualitative need for personnel. In order to obtain a qualitative composition of the staff, you can use the business process matrix.
The business process matrix is a table that is compiled separately for each business process (work). Vertically, it indicates the actions in the business chain, horizontally - the positions of employees. At the intersection of rows and columns, it is indicated which function the given position provides for in relation to this function.
3) Determining the quantitative need for personnel. After identifying all the necessary functions, it is important to understand how many people are able to cope with the tasks. To this end, work standards are being developed. For many industries, especially in industry, there are production standards, but for many areas, in particular for construction, there are no such standards. The only way in such a situation is to develop standards on your own, using a photo of the working hours of employees in those areas that need to be optimized. It is possible to carry out both self-photography, when the employee himself records all the tasks he performs and the time spent on this, and observation from the outside.
To account for the cost of working time, the following form is used (Fig. 1.2)
Number (No.)
Operation performed
Operation start time
Operation end time
Operation duration
Operation code
Figure 1.2 Work Time Form
Note
The first four items are filled in during the observation process, the rest - during the analysis. Using the code allows you to group operations. Grouping is carried out depending on the specifics of the position.
Knowing the standards for the implementation of various works and the corresponding planned indicators, it is possible to determine how many people are needed to achieve the goals of the organization.
However, determining the need for key workers using this method is not always possible, since in the service sector the condition for the continuity of the production process is often not ensured, so the total number of employees using this method is calculated with some error. When calculating in this case, it is necessary to use the coefficient of performance of the production rate, which ensures that the uniform distribution of the volume of services produced during the reporting period is taken into account and is extrapolated to the planning period.
This technology of personnel planning is quite laborious, especially at the stage of describing business processes and developing standards. Therefore, at the first stage, it is possible to draw up business process matrices and standards only for certain types of work. In addition, most construction companies adhere to the principle of a "closed personnel policy" - attracting additional staff for the season, rather than increasing the staff of permanent employees. Therefore, in management theory and practice, when determining the need for personnel, a number of the following methods are used.
Using the econometric method, the need for labor is determined on the basis of the expected level of final demand for some year in the future.
The trend design method or the extrapolation method involves the transfer of past trends to changes in the size of the total labor force and its structure for the forecast period.
The beauty of the method lies in its simplicity. The main disadvantage is the inability to take into account changes in the development of the organization and the external environment. Therefore, this method is suitable for short-term planning in organizations with a stable organizational structure operating in a stable external environment, which is very rare in domestic construction. In this regard, many firms use the method of adjusted extrapolation. It takes into account changes in the ratio of factors that determine the number of employees, growth in labor productivity, a decrease in staff turnover, an increase in the occupancy of accommodation facilities, etc.
The method of expert assessments is based on the opinion of the heads of departments regarding the need for personnel. The HR manager collects, analyzes and summarizes their assessments. For this, group discussions, written reports, the Delphi method (multiple peer review) can be used. The essence of the latter method is that the results of the initial expert assessment of the need for personnel are brought to the attention of all members of the expert group and are subjected to critical analysis. The generalized result of the second expert assessment is the forecast of the need for personnel. The advantage of the method of expert assessments is the participation of line managers in personnel management planning. The disadvantage is the laboriousness of the process of collecting and processing expert opinions, as well as the subjectivity of the latter.
After determining the need for personnel, it is the turn of its direct selection. The essence of this process is to attract more or less suitable qualified workers, taking into account the requirements for a candidate for an existing vacancy, for their subsequent assessment and hiring.
In general, when selecting personnel, it is customary to be guided by a number of principles:
1. focus on the strengths, and not on the weaknesses of a person;
2. search for not ideal, but the most suitable candidates for this position;
3. ensuring compliance with the requirements of the content of the work, the individual qualities of the applicant.
In the recruitment procedure, external and internal labor markets are used, that is, either their own employees or people from outside are involved. Employees of their organization represent the internal market, and those attracted from outside represent the external market (Fig. 1.3).
Figure 1.3 Internal and external labor markets
In general, the personnel management system involves two main aspects: the search for strong employees outside the company and the development of personnel within the company. For each company, the choice of an external or internal market will depend on the possibilities and limitations of the external and internal environment of the organization, the situation on the construction market, the labor market, and also depending on the company's goals that determine the goals of recruiting new personnel.
1.4 Formulation of requirements for the employee
Based on the goals of the organization, corporate culture and the market situation, requirements for candidates are formed according to the following parameters:
1. knowledge;
2. skills and abilities;
3. business and personal qualities.
The choice of methods for collecting information. At this stage, sources for collecting information about applicants are selected, which will be used to evaluate them according to the criteria of interest. It is desirable that information on each of the criteria can be confirmed by two or three sources.
The means of selection and evaluation of applicants for vacant positions are most often divided into personal and technical.
In the group of personal means of assessing personnel, the greatest difficulty is conducting an interview. In the group of technical means of personnel assessment, the best effect is given by the so-called assessment centers, that is, personnel assessment takes place in specially organized institutions. Evaluation centers perform two main tasks: they identify the managerial abilities of the subjects and establish for each of them an individual training program designed to increase the level of organizational culture and develop the identified abilities.
Due to the fact that the choice of an assessment method is largely an economic task, a group of fairly effective and economical basic methods are singled out, which are used in most cases and provide a solution to the problems of correct selection of candidates, and additional methods that are used in individual cases and when the conditions for doing so. The main methods include: resume, letter of application, preliminary telephone interview, questionnaire analysis, main interview, review reviews. Additional methods include testing abilities, psychological testing, testing knowledge and skills, performing test tasks, etc. However, each company decides for itself which methods to use when selecting a particular candidate.
Selection of the source of attracting candidates. Placement of information about the vacancy. The most common search methods are:
1) Job advertisements in the print media, appeals to recruitment agencies, information from acquaintances, the Internet are used much more often than others. The choice of search method depends on many factors:
2) The nature of the vacancy itself and the requirements for the candidate;
3) Features of the behavior of potential candidates; financial opportunities and costs of working time; technical capabilities and the degree of confidentiality with which the search is carried out.
Collection and analysis of information about applicants. According to the applications received, it is necessary to evaluate the applicants, that is, to determine which candidate is best suited for this position. The management of the organization should always remember that it is responsible for the right selection of people who could implement the strategy of the company, as well as for ensuring that employees feel good at work and it would correspond to their abilities and capabilities.
Resume analysis. The first acquaintance with the candidate occurs through a resume. It serves as the basis for deciding whether to invite the applicant for an interview. The resume provides information about the candidate's professional level (work experience and education) and allows you to theoretically determine whether this person will be able to perform the work at the level required by the company.
Interview (questionnaire, questions, testing). The essence of this stage: to collect maximum information about the candidate; confirm or refute the hypotheses that arose at the preliminary stages; analyze and evaluate the experience and personal qualities of the candidate. Main tools: questionnaire, questions to the candidate, block of tests.
Group work. This stage allows you to see how "live" candidates work with clients. Group work is the performance by candidates (8-10 people) of individual and group tasks for 3-4 hours, which are then discussed and evaluated by an expert group. The HR manager, immediate supervisors of potential candidates, etc. act as experts. The optimal quantitative composition of the expert group is 3-5 people.
Assessed qualities: communication skills, stress resistance, sales skills (contact with the client, identifying needs, presentation, working with client objections, the ability to convince), client focus, result orientation, ability to resolve conflict situations, the ability to convince, the ability to work in a team, etc. .
If a candidate is suitable for a vacant position, but there are any doubts about him, you can give him a probationary period. The probationary period is the last examination for the candidate. It shows not only the professional suitability of the candidate, but also the validity of the conclusions, conclusions made by the personnel manager, the validity of the forces and resources spent on the selection.
According to the Labor Code of the Russian Federation, by agreement of the parties, when concluding an employment agreement (contract), a probationary period of up to three months can be established, and in some cases, in agreement with the trade union - up to six (contract form).
The procedure for evaluating the results of the probationary period must be clearly defined and communicated to the candidate. If the latter did not cope with his duties, then he is fired.
The conclusion of an employment agreement - an agreement (contract) crowns the process of personnel selection. It must be remembered that "an employee is someone who has entered into an employment contract with you, and not someone who simply provides services to you."
After enrollment, the employee begins to engage, that is, he is sent to a vacant position in accordance with the needs of the organization and the interests of himself. There, the immediate supervisor carries out his introduction to the position, which is a set of procedures aimed at accelerating the development of work by the newcomer, shortening the period of adaptation in the team, and helping to establish contacts with others. To do this, newcomers are introduced to the production cycles and different divisions, they talk about the history of the company's creation, provide video materials about the company and guides, about internal regulations.
Then the process of adaptation of the new employee begins, that is, his adaptation to the content and working conditions, the social environment. There are three types of adaptation: professional, psychophysiological and socio-psychological.
Professional adaptation consists in the active development of the profession, its subtleties, specifics, necessary skills, techniques due to the technique and technology of activity, methods of making decisions to start in standard situations. Professional adaptation begins with the fact that after finding out the experience, knowledge and character of a beginner, they determine the most appropriate form of training for him, for example, they send him to courses or attach a mentor. Since the courses are most often divorced from life, and the stock of theoretical knowledge is obtained in an educational institution, the second option is more preferable. It helps to enter the work immediately in the process of its implementation, assisting more experienced colleagues, understanding them and their own actions.
Psychophysiological adaptation to working conditions, work and rest regimes, etc., does not present any particular difficulties and to a greater extent depends on a person's health, his natural reactions, and the characteristics of these conditions themselves.
Social and psychological adaptation to the team, on the contrary, can be associated with considerable difficulties and is especially difficult for leaders. First of all, there may be a discrepancy between them and their new subordinates in terms of level.
After a certain time, an analysis of the employee's compliance with the position held is necessary - certification.
The direct objects of certification are:
the results of the work of the employee;
attitude towards the performance of their duties;
· creative potential.
Personnel assessment - establishing the compliance of the business and personal qualities of an employee with the requirements of a position or workplace. Evaluation of an employee in an organization serves three main purposes:
1. administrative - promotion, demotion, transfer, termination of the employment contract. In this case, the assessment of the employee is carried out to make administrative decisions;
2. informational - as a result of this assessment, it becomes possible to inform employees about the relative level of their work. As a result, the employee learns the strengths and weaknesses of his labor activity;
3. motivational - the result of the assessment is an important means of motivating people's behavior. By identifying strong employees, they can be encouraged.
In practice, there are two main approaches to certification. In accordance with one of its meaning is to control the activities of the employee and its evaluation, resulting in promotion, promotion. Another approach focuses on finding ways to improve the work and self-realization of the employee.
Certification should be carried out regularly, at least once every three, maximum every five years. The procedure adopted in our country provides for certification in three stages:
1. Preparatory stage:
Drawing up lists of certified
Definition of rules and criteria
Validation Schedule Approval
Formation of an attestation commission
Preparation of documents
2. Stage of certification
Studying documents
Hearing attested
Discussion
Decision-making
3. Final stage
Implementation of job relocations
reward or punishment
The formal result of the assessment is either the assignment of a qualification, or the recognition of an employee as appropriate or inappropriate for his position with certain recommendations for the future on his retention in it, promotion, reduction, dismissal.
Any construction company is an open system, so its staff is in constant motion. This movement of personnel in the firm should be considered in two aspects. The first aspect is expressed by the concept of staff turnover, and the second is the development of personnel, or career management.
A business career is understood as the promotion of an employee up the steps of the career ladder or a consistent change of occupation within a separate organization, and throughout life as a whole.
A career can be vertical, that is, rising to a higher level of the structural hierarchy (promotion, which is accompanied by higher powers and remuneration), and horizontal, which involves either moving to another functional area of activity, or performing a certain service role at the level, which does not have a rigid formal fixation in the organizational structure of a construction organization, or the expansion or complication of tasks at the previous level of the hierarchy. In most cases, the promotion of an employee is carried out by alternating vertical with horizontal. Such a career is called stepwise.
The movement of individuals from one job to another in order to reduce the monotony of work and increase motivation and performance, as well as increase the reliability and coherence of work within and between departments, is called personnel rotation.
Business career management is a set of activities carried out by the personnel department of an enterprise to plan, organize, motivate and control the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, as well as the goals, capabilities and socio-economic conditions of the entire enterprise. .
The basis of a career often becomes a career chart - a document drawn up for 5-10 years, which contains, on the one hand, the obligations of the administration for the horizontal and vertical movement of the employee, and on the other hand, the obligations of the latter to do everything necessary for this (to improve the level of education, qualifications, professional skill).
The main stages of an employee's business career can be represented in the form of a table. 1.4.
|
Stage name |
|||
|
Preparatory |
18 - 22 years old |
Obtaining professional education |
|
|
Adaptive |
Mastering a profession, finding a place |
||
|
Stabilization |
The acquisition of professionalism, the final division into managers and performers |
||
|
Consolidation |
Improvement of professionalism, development of new areas of activity |
||
|
Transfer of knowledge and experience to youth |
Table 1.4 Stages of a business career
Changing jobs is a difficult and painful process, both for the employee and for the company. The company, due to its desire for the highest labor productivity, is interested in a stable team and is doing everything to limit the number of layoffs.
Staff turnover is the departure of employees from the enterprise, both on their own initiative and on the initiative of the administration. In addition, there is a demographic movement of personnel - the movement of workers due to age-related changes, according to production needs (intra-company movement), etc.
According to the degree of manageability, there are three groups of factors that cause the movement of personnel:
factors that arise at the enterprise itself (production) - the amount of wages, working conditions, the level of automation of production, the prospect of professional growth, etc.;
personal factors - the age of employees, their level of education, work experience, etc.;
factors external to the enterprise, the economic situation in the region, family circumstances, the emergence of new enterprises, etc.
The level of staff turnover (TC) is estimated by the ratio of the number of employees who left the enterprise of their own free will or at the initiative of the administration (RTK) to the average number of employees (Rcc).
TK = RTK / RCC.
The ratio of the total number of employees who left (Ru) or entered (Rp) at the enterprise with the average number represents, respectively, the turnover of personnel by departure (Kv) and admission (Kp):
kv = ru / rss;
Kp \u003d Rp / Rss;
The prevention of real layoffs of workers should be based not only on an analysis of the motives for layoffs that have already taken place, but also on data on the motivation of potential turnover - the readiness of workers to change jobs. This approach is consistent with the principles of advanced control. Only knowing the factors of an employee's readiness to leave the enterprise, it is possible to determine what caused his dissatisfaction with the place of work and how to reduce the degree of this dissatisfaction, thereby preventing dismissal.
An important element of the tactical personnel management system, directly related to its professional adaptation, is personnel training. The shortage of qualified personnel still remains an acute problem for construction companies, especially due to the fact that in order to obtain a license, the staff of a construction company must consist of 30% of employees with higher, secondary specialized or additional education in the field of construction. However, the leaders of tourism companies state that the program of specialized universities in most cases is far from the real needs of the market, young professionals are often not ready to perform their duties. Based on this, many tourist enterprises are forced to train personnel on their own, especially since the costs associated with this are primarily investments in the development of the company, the key to its stability, and the pedagogical aspect becomes an important element of corporate culture.
One of the most common forms of on-site employee training is seminars, where managers receive all the information they need to work. Often they are conducted by mid-level specialists who share their experience and give their recommendations to “newcomers”.
Thematic seminars are often used by operators to inform the managers of agency companies. As a rule, they are informative in nature and consist of a series of 1-2-hour lectures on certain topics, to which experts in specific areas are invited. Usually seminars are held before each season.
Currently, special training programs are widely used, which are actively offered by consulting centers. Business training is a short refresher course (1-4 days). The duration of one school day is usually 8-10 hours. The optimal number of group members is 10-12 people. This allows, on the one hand, everyone to demonstrate the performance of the task to the teacher, and on the other hand, to exchange experiences, learn from each other.
During the training, the following tasks are solved:
At the corporate level, classes allow you to form a mobile and friendly team that can achieve high results, choose effective decision-making tactics when interacting, identify and flexibly change the overall structure of the group, social roles, acquire effective communication and feedback skills;
At the personal level, conditions are created for unlocking the potential of an employee and, as a result, increasing the overall creative potential of the team, developing the ability to take responsibility for the group result and accept the company's goals as one's own, listen and hear the ideas of others, accept and promote on an equal basis with one's own;
On the emotional level, trainings relieve accumulated tension, give a charge of positive emotions, a feeling of inner freedom and lightness, and create a favorable psychological climate in the team.
Semantic trainings can be divided into six groups.
Self-organization. This group of trainings is aimed at developing abilities that improve the performance of a specialist. As part of these trainings, people are taught to manage their time effectively, identify priorities correctly, easily make independent decisions, be creative and active in their work, and be responsible for the process and result of work.
Teamwork. The main purpose of this group is the need to teach people to coordinate their actions with the activities of colleagues. Participants of such trainings are taught the principles of team building, effective team interaction, positive perception of leadership, development of communication skills.
Organization of personnel work. These trainings are intended mainly for the management of construction organizations. Managers are taught lessons in effective motivation of subordinates, delegation of authority, teaching technologies of leadership and control, conflict management.
Work with external organizations. They are aimed at developing the ability of company personnel to interact with external agents, business partners, the media, and government agencies. These can be trainings to develop effective sales skills, improve communication skills, work at exhibitions, teach the art of presentations, negotiations and business correspondence.
Customer orientation. The main goal of this group of trainings is to create a friendly climate for the client in the construction organization. These can be the following trainings: the formation of the correct psychological attitude towards the client, telephone etiquette, the ability to communicate with the client, the art of resolving a conflict situation between an employee and a client.
Professional skills. Aimed at the personnel of certain departments of organizations, improvement of work, in their specific area of activity based on the experience of specialists and, possibly, the experience of other departments or organizations similar in profile.
The main part of the training is an analysis of theoretical material, which is reinforced by role-playing games or individual exercises. At the end of the training, testing is carried out, which allows you to check how well people have learned the information. During the trainings, issues of interpersonal relations in a particular team can be worked out, psychological recommendations are provided for optimizing the work of employees.
Up to this point, it was essentially about basic training. If we take into account that basic knowledge tends to become obsolete, then there is a need for targeted training, which is based on advanced training and, accordingly, professional development of personnel.
The professional development of personnel should be understood as a set of measures aimed at improving the quality of knowledge, skills of employees and their desire to work effectively. We are talking about constant educational work in order to expand and deepen the qualifications of personnel.
The practice of construction management shows that maintaining the knowledge of the staff at a high level is considered as one of the most important elements of the effective operation of the company.
The need for professional development of personnel is related to:
1. with the improvement of construction business technologies;
2. changing market relations and the resulting need for innovation;
3. changes in the system of personal values of the employees of the enterprise.
Formally, professional development is broader than vocational training and often includes the latter. However, in real life, the difference between them may be purely arbitrary and not so important, since both professional development and training serve the same goal - preparing the company's personnel for the successful solution of the tasks facing it. The consequence of this procedure for the employee is career growth.
In general, it should be recognized that the vast majority of service enterprises lack a holistic concept for working with personnel and a system of practical measures for its implementation. The personnel department often has a low administrative and organizational status and does not fulfill a number of personnel policy tasks. Quite often, the following personnel problems remain beyond the attention of managers:
1. motivational and socio-psychological diagnostics of employees;
2. analysis and regulation of group and personal relationships;
3. management of industrial, social conflicts and stress of employees;
4. evaluation and selection of candidates for vacant positions;
5. personnel marketing, business career planning and control.
Meanwhile, in the practice of the service enterprise, all these personnel problems are very important. Personnel, closely colliding with consumers and serving them, personally demonstrates the level of efficiency of the company.
1.5 Definition of control. Types of control
Management should be considered as a continuous process of purposeful actions, because the goals are not always achieved in the intended form, people do not always or not follow orders, a change in the environment leads to a change in internal variables.
Determination of the degree of achievement of the goal is carried out with the help of control, which is the process of establishing deviations from the envisaged values and actions of people in economic activity. Thanks to control, the organization is able to eliminate obstacles to the implementation of planned targets, so control can be defined as the process by which the organization achieves its goals. Control is one of the functions of management. As a function, control is twofold. On the one hand, it is an element of each management function (organization, regulation, coordination, planning, accounting, analysis), and on the other hand, it is an independent management function.
Through the control function, problems are identified, which allows you to adjust the organization's activities to prevent a crisis situation. Control allows you to fix errors, conscious and unconscious violations and correct them before they occur on the way to achieving the goal. At the same time, control makes it possible to determine which activities on the way to achieving the goal were most effective.
Having a wide range of impact on the organization, control should not be limited only to the scope of the activities of control bodies. He is a leader of any rank. In a closed cycle of management activities, control interacts with other functions. A particularly close interaction exists between control, accounting and business analysis. Accounting is the information base of control, and analysis is the method of its implementation. Control has its own objects, subjects, goals and objectives.
The objects of control are enterprises and organizations. Within organizations, the processes occurring in them or individual elements of the system are subject to control.
The subject of control is the controlling link. Control is carried out by both state bodies and departmental and private.
Control helps to strengthen discipline and respect for the rule of law. Thanks to him, the unity of decisions and their implementation, the achievement of the tasks set are ensured, as well as errors and shortcomings are prevented.
The control carried out before the actual start of work is called preliminary. It provides for the prevention of violations of the established rules for conducting work. In addition, preliminary control precedes a business transaction and is aimed at preventing violations of the law, inappropriate, inefficient use of funds and making unreasonable decisions. When planning, budgeting, concluding contracts, this type of control has the highest efficiency. Thanks to him, disproportions in financing are eliminated.
The control carried out at the stage of the economic process is called current control. Its object is subordinate employees, and it is carried out by superiors. The tasks of current control are the prompt detection and timely suppression of violations and deviations that arise in the process of performing business operations and production tasks.
Current control is carried out on the basis of feedback. Material, financial and human resources are the "input" of the feedback system, and finished products, services are the "output". The role of the regulator of the system is played by the head-manager, who exercises control. During the final control, information is generated for accounting if similar work is repeated in the future. It is used to motivate work.
According to the specified parameters, control also makes it possible to respond in a timely manner to changing internal and external factors.
The final, or follow-up, control is carried out after the work is done. The actual results obtained are compared with those envisaged. The goals of this type of control are to establish the correctness, legality and economic feasibility of the work performed and business operations, to reveal shortcomings and omissions in the work.
Accounting and control of the results of work of employees.
Effective personnel management is aimed at improving the qualitative and quantitative level of work performed by a manager or specialist. Personnel accounting and control of the results of the work of employees is carried out in two main areas.
Personnel cost accounting.
Analysis of indicators characterizing the use of human resources (control of labor results).
In order to analyze the cost of an enterprise's labor costs, it is first necessary to determine what relates to these costs:
Direct salary and salaries (including bonuses).
Payment for unworked time (holidays, holidays, severance pay).
Payment for food, drink, etc.
The cost of the employee's housing.
Social security costs.
The cost of vocational training.
The cost of improving working conditions.
The cost of cultural and community services, etc.
Indicators characterizing the cost of the enterprise's labor costs:
The cost of a unit of labor per labor force (St.), rub.
Cost of enterprise labor costs (Zrs)/ATV
Positive dynamics - decrease in the value of the indicator
The volume of production per 1 rub. labor costs (?v1p)
The volume of sales of products in the analyzed period (Or) / Zrs
Positive dynamics - an increase in the value of the indicator
The average annual output of one employee in the analyzed period (Fri) / St
Specific cost intensity of products (UR) Зрс/Ор
This indicator is the reverse of the indicator of the volume of production per 1 ruble. costs and characterizes the labor costs (rubles) required to obtain 1 rub. products.
Dynamics of the indicator of production volume per 1 rub. labor costs allows you to control the change in the efficiency of these costs: the growth of output per unit of costs indicates their feasibility. When cost returns decrease, a root cause analysis is needed to ascertain the influence of both external and internal factors.
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For the effective functioning of any organization, a properly constructed technology of personnel management is necessary, which includes the selection of personnel, methods of stimulating them to work, organizing their professional and personal growth, as well as a set of punitive measures. The development of this system is carried out by personnel officers or invited specialists. The purpose of these events is to increase the level of staff interest in their own activities and improve their results for the benefit of the company.
The formation can be conditionally divided into 3 blocks: the organization of the staff, their development and the rational use of the human resource. The first group of issues, the development of solutions for which the technology of personnel management is engaged in, includes planning the needs for employees, hiring them, evaluating, selecting and identifying the competitive advantages of personnel. The development of employees occurs due to their periodic training, advanced training courses, trainings for personal and professional growth. The third group includes measures for planning the working time of staff, vacations, drawing up work schedules, fixing the working time of each employee, observing rights and monitoring the performance of duties.
At large enterprises, personnel management technology is carried out by several specialized departments, which are divided depending on which group of functions they perform. In addition, there is necessarily a supervisory body that monitors the legality of actions on the part of management regarding their subordinates, and vice versa. Usually, this is done by trade unions, of which employees can become members on their own. It can be said that the essence of personnel management of an enterprise lies in the rational use of human resources. If the company is small, then the implementation of this task is carried out by the personnel department, which assumes the functions of a regulatory body.
In order for the technology of personnel management to be effective, management must provide the people who develop it with a good material, informational, and technical base. This need is due to the fact that constant changes are taking place in the world, which cause new requirements for the organization of work. Information and technical hunger can lead to the development of inefficient solutions that will be unprofitable for the enterprise.
In order to build a control system, it is necessary to use 2 groups of methods:
- Characterizing the requirements for the creation of the system itself
- Determining the direction of development of the entire employee management system.
The first group includes system analysis, the method of decomposition, when complex elements are decomposed into simple ones, the method of structuring goals. The second group includes the method of sequential substitution, the experimental method, the method of creative meetings, and much more. The development of the methodological base can be carried out by both individual specialists and employees of the personnel department.
When forming a management system, it is very important that the measures are consistent, logically connected and explainable, do not contradict existing legislation, are the result of analysis, mistakes made, both at this enterprise, and borrowing the experience of other organizations. It must be remembered that the technology of personnel management must be long-term and fully consistent with the goals and corporate policy of the company.
As explained in the encyclopedic dictionary, technology is an art, skill, skill, a set of methods for processing, manufacturing, changing the state, properties, form of raw materials, materials or semi-finished products in the production process. The task of technology as a science is to identify physical, chemical, mechanical and other regularities in order to determine and use in practice the most efficient production processes.
Under technology in production activity is understood the content, method and sequence of interaction between personnel and working machines in the process of manufacturing products, performing work and providing services, taking into account market requirements. In modern production, personnel management technology is the science and art of managing people, the mechanism of the relationship between the subject and object of personnel management, the system of interaction between the manager and the employee, the strategy for making decisions and tactics for their implementation in the field of effective employment of employees in the management of the personnel of the enterprise.
From a general scientific point of view, personnel-technology is a mechanism for the interaction of managers at all levels of management with their personnel in order to make the most complete and efficient use of the limited economic resources available in production, and primarily the labor force, the labor potential of all categories of workers.
In modern personnel policy, personnel management technology, or personnel-technology, is characterized by multilateral functional and organizational relations.
Functionally personnel management provides for the following activities:
Determination of the overall strategy for personnel development;
Planning the needs of employees at the enterprise;
Recruitment, selection and evaluation of personnel;
Professional development of employees and their retraining;
Professional movement of personnel at the enterprise;
Business career management of employees;
The release of employees of the enterprise, etc.
Organizationally personnel management covers ensuring labor relations and interaction of all employees and all structural divisions of the enterprise in the process of production and sale of products, which includes:
Personnel planning and placement of personnel;
Optimization of the number and structure of personnel;
Regulation of personnel work;
Organization of payment and financial incentives;
Formation of labor culture, etc.
In personnel management, there are several types personnel technologies: multi-link, communication, individual, and others.
The managerial impact of personnel technology can be directed to an individual employee, a group of employees united by a common labor task, as well as to the factors of the internal and external environment in which the enterprise operates and the labor process is carried out.
When developing a personnel technology aimed at improving the personnel policy of an organization, it is necessary to take into account the following external and internal factors:
Market requirements for the development of production;
Strategic and tactical goals;
Available financial opportunities;
Professional and qualification structure of personnel;
The situation on the labor market in the region;
The level of employment of personnel;
Labor productivity of employees;
The current level of staff salaries, etc.
The development and implementation of personnel technology for working with personnel in an organization usually includes seven typical stages:
Diagnosis of the personnel situation;
Making adjustments to existing regulations;
Preparation and approval of the technology project;
Approval of the developed technology;
Dissemination of the mechanism for the implementation of activities;
Training of personnel of new technology;
Establishment of those responsible for the implementation of technology.
Methods for developing and evaluating the applied managerial personnel-technologies depend on specific production conditions and external factors. As a rule, personnel technologies are developed for the current period and more often for the future development of the enterprise. The further the planning horizon for technological solutions, the higher the uncertainty of the results. That is why the process of developing modern personnel technologies is complicated both by the presence of elements of uncertainty and the lack of accurate socio-economic information.
To begin with, we will give a definition of the concept of "technology of personnel management".
Personnel management technology - a set of techniques, methods and methods of influencing personnel in the process of hiring, using, developing and releasing them in order to obtain the best final results of labor activity. The technology of personnel management is regulated by specially developed regulatory and methodological documents.
Thus, the technology of personnel management is understood as the whole set of actions of managers with personnel.
But in order to consider modern technologies of personnel management, it is necessary to determine the place of personnel management in the system of strategic development of the enterprise.
The competitiveness of a company is assessed in its ability to respond most quickly and flexibly to the growing level of consumer preferences. And this ability directly depends on the quality of labor resources. Consequently, the task of an effective personnel management system goes to the level of the organization's strategic objectives and thus forms a "new approach" to understanding its value for the company.
Table 1 below presents the comparative characteristics of the "old" and "new" approach to human capital.
Table 1
Comparative characteristics of relations to human capital in the enterprise
|
old approach |
New Approach |
|
Employee costs are costs |
Employee Expenses - Investments |
|
HR is the cost center |
HR service is a strategic partner in achieving business goals |
|
The HR department itself comes up with indicators of its effectiveness, its activities are not transparent |
Financial and other services of the organization are involved in the development of HR technologies and monitoring of indicators, the activities of the HR service are transparent |
|
Shareholders have little interest in the state of affairs in HR |
Shareholders are interested in the state of affairs in the HR sphere |
|
Human capital is not considered in mergers and acquisitions |
Human capital is calculated in mergers and acquisitions |
Analyzing table 1, we can conclude that when assessing the efficiency of the use of labor resources, the company must evaluate not only the labor resource itself, but also the effectiveness of the management system for this resource.
In addition, in the strategic management of modern enterprises, personnel management underlies the decomposition of targets.
For example, Figure 4 shows the main decomposition scheme of targets according to the balanced scorecard, in which four main areas are distinguished: Finance, Clients, Processes and Personnel, which is at the base of this system.
Among the directions of development of modern technologies of personnel management at the enterprise, the following are distinguished:
1) information support of personnel management systems at enterprises;
2) optimization / improvement of personnel management systems.
Let's consider them in more detail.
The effectiveness of the functioning of the personnel management system largely depends on the information base. The latter is a collection of data on the state of the controlled system and its development trends with the help of quantitative characteristics of the processes occurring in the composition of workers, in their production and social environment. Actually, any managerial decision should be based on knowledge of the situation, influencing factors, their interrelations.
The need to collect, store, process, analyze a large amount of various personnel information, provide it to users (management entities - personnel department and managers) in a convenient form sets the task of creating an appropriate information system at the enterprise.
Modern automated personnel management systems are designed to optimize the work, first of all, of the management and personnel of the personnel departments of enterprises and play an important role in increasing their productivity. In particular, personnel managers with the help of such systems get rid of routine operations when working with personnel, preparing and accounting for orders.
Rice. four.
Thus, the personnel management information system is designed to store and instantly obtain all the necessary information about employees. It also allows you to keep a time sheet for working, weekends, sick days and vacation days, calculate employee salaries, accrue bonuses, collect fines, and generate various reports. Payroll is calculated based on the employee's salary data and information from the timesheet for the billing period. All data on calculated wages are transferred to the archive of the system, and reports are compiled on their basis. The unified personnel management system also includes support for standard functions of personnel records management (hiring, dismissal, relocation, vacation appointment, etc.).
And these are just some of the functions of modern automated personnel management systems.
Consider the advantages of automated information systems for personnel management. Michael Armstrong in The Practice of Human Resource Management notes that such a system can:
1) enable the HR department to provide more assistance to line managers;
2) provide a channel for communication of various aspects of personnel policy and processes throughout the organization, thereby contributing to the development of an integrated and consistent approach to personnel management;
3) provide the necessary data for making strategic decisions in the field of personnel management, enabling employees related to this area to quickly receive and analyze information in order to test their ideas and plans. Helps identify the benefits of HR strategies in terms that can be recognized from a business perspective, such as added value, rather than just cost reductions;
4) Reduce the workload of the HR department by eliminating non-essential tasks while allowing the department to effectively contribute to management.
The full extent of these benefits can only be achieved if the needs for information about human resources are considered from a strategic, organizational, corporate point of view. If the system is used simply to automate certain aspects of personnel management, for example, only office work, attendance, performance evaluation, etc., it does not realize its potential.
A number of organizational and methodological requirements are imposed on the development of information support for the personnel management service:
1) rational integration of information processing with minimal duplication of information in the information base, reduction in the number of document forms;
2) the possibility of machine processing of information contained in paper documents and electronic documents;
3) the necessary redundancy of information support, allowing users of different levels to receive information with varying degrees of detail.
An effective automated personnel management system must meet at least the following parameters:
1) meet the needs of the organization;
2) be easy to use;
3) flexible (that is, it must be compatible with various operating systems, there must be compatible coding systems, it must allow changing its configuration to a sufficient extent, being completed using the application programs necessary for the organization);
4) provide sufficient opportunities for the preparation of reports;
5) it must match price and quality;
6) there must be strong support from the supplier;
7) must be reliable.
The HR modules of mySAP [SAP] Business Suite or Oracle E-Business Suite class systems are distinguished by greater functionality, the ability to implement “end-to-end” business processes, exclude, double data entry, etc. For a large company, this is important.
For the middle market, software solutions based on Microsoft Dynamics, developed by Robertson and Blooms Corporation - "RB HR & Payroll - Human Resources Management and Payroll" and Russian systems, such as "1C: Enterprise", "1C: Payroll and Personnel Management", "BOSS - Personnel officer.
Optimization / improvement of the personnel management system.
Improving the personnel management system - strategies, technologies, methods, is aimed at establishing work with personnel in the company as a modern and efficient system, namely, a system of work with personnel that corresponds to the development strategy of the organization as a whole and is built into the overall management system of the company. It is advisable to improve the methods and technologies of personnel management when restructuring the management system in the Company or its structure, as well as in order to increase the efficiency of certain business areas, improve the financial and production indicators of the organization, centralize or decentralize management.
By what signs can you determine that it is necessary to debug the personnel management system - strategy, structure, technologies and methods of working with the personnel of the enterprise:
1) the development of the organization has reached a level where personnel management should be carried out within a single system and based on an effective strategy for working with the organization's personnel;
2) the number of personnel is growing, but the results of the company's work are not improving;
3) employees are not interested in the quality of work, do not show initiative, do not accept the problems of the enterprise as their own;
4) the search and selection of personnel for the Company is carried out not on the basis of its development plans, but on the fact of the emergence of a "burning" vacancy;
5) adaptation of new employees is not carried out or is clearly insufficient - “newbies” make many mistakes or get up to speed for a long time;
6) the level of qualification of the personnel of the organization does not correspond to the level of tasks to be solved, and training is not carried out or is carried out in insufficient volume;
7) remuneration of personnel does not depend on the results of work, there is no mechanism for changing it and managing motivation at the enterprise;
8) the rules for raising and moving employees have developed spontaneously or are outdated.
In order to increase the return on the personnel resource of an organization, it is necessary, having determined the personnel management strategy and principles of working with personnel, to optimize the personnel management structure, processes and functions of personnel management, fine-tune methods of working with personnel, set up a system of motivation and incentives for personnel, etc.
The technology of personnel management in an organization may be at a different stage of development, and, accordingly, optimization tasks may be different. Optimization of the personnel management system may affect the technology as a whole or follow the path of reorganization of individual subsystems:
1) documentation support for personnel management;
2) analysis of needs in work with personnel;
3) evaluation of job requirements;
4) evaluation of professionally important qualities;
5) incentives and remuneration;
6) personnel planning;
7) selection and adaptation of personnel;
8) assessment of the level of qualification;
9) training and development of personnel;
10) assessment of the socio-psychological climate.
A typical project to improve the personnel management system includes three stages of work (Fig. 5):
1) diagnostics - assessment of the current state of the personnel management system (diagnostics of the current practice of personnel management);
2) design - modeling the target state of the personnel management system, including all its elements;
3) optimization of the existing practice of personnel management in accordance with the target state (implementation and support of the change process).
control
Rice. 5. Stages of improving the personnel management system
At the stage of preliminary diagnostics of the current state of the personnel management system, the real status of the personnel management system in the company's management system is determined, as well as problem areas, in relation to which, first of all, reorganization measures should be taken.
The stage of reorganization of personnel management subsystems includes the following types of work:
1) determination of typical parameters and criteria for the effectiveness of the functioning of each subsystem of personnel management;
2) designing business processes for personnel management in the “as it should be” format;
3) development of documents regulating the main business processes of the personnel management system;
4) development of terms of reference for the automation of the main subsystems of the personnel management system based on the 1C 8.0 platform. or based on ESCOM;
5) training of heads of departments and experts in the procedures of work in the areas of activity of the personnel management system;
6) drawing up a work schedule for the implementation of the developed procedures for personnel management and automation of the activities of the Unit responsible for working with personnel.
Work on the reorganization of various subsystems can be carried out both sequentially and in parallel.
During the third stage, measures are taken to set up business processes for personnel management in the “as it should be” format, and the automated personnel management system is set up and put into trial operation.
In addition, within the framework of this work, it is advisable to carry out activities to improve the managerial skills of managers at various levels, as well as specialists in the personnel management system. The training built into the process of diagnostics and optimization will consolidate the changes that will take place in the company, as well as transfer to the customer the technology necessary for the successful implementation of further transformations.
Thus, we can conclude that effective personnel management at the present stage of development is a key task in the system of strategic development of an enterprise.