Personnel policy and personnel strategies. Personnel policy and personnel strategy. The concept of personnel policy

Personnel strategy is a set of tools, methods, principles and goals for working with personnel in a particular organization. These parameters may differ depending on the type of organizational structure, the field of activity of the enterprise, as well as the situation in the external environment.

An organization's HR strategy must provide answers to a number of essential questions. Namely:

• How many workers of a given skill level will be needed at a given time?
• What is the situation on the labor market?
• Is personnel management in the organization rational at the moment?
• How can the number of personnel be brought to the optimal level (hiring and firing) while complying with social requirements?
• How to make the most of employees' abilities to achieve the organization's global goals?
• How to bring the level of personnel qualifications in line with the ever-increasing requirements?
• What expenses are needed for personnel management and what are the sources of funds?

Why do you need a HR strategy?

Personnel strategy is an important mechanism for organizing the work of an enterprise. It contributes to the following positive processes:

• strengthening competitiveness in the labor market, as well as in the main field of activity;
• efficient use strengths and neutralization of weaknesses when working with the external environment;
• creating conditions for the most effective use of human resources;
• formation of a qualified and competent work team;
• unleashing the creative abilities of staff for innovative development organizations.

Aspects of HR strategy

The organization's HR strategy covers a number of significant aspects. Namely:

• improvement of personnel management techniques;
• optimization of the number of employees (taking into account the current situation and the predicted situation);
• increasing the efficiency of personnel costs (salaries, additional remuneration, training, etc.);
• development promotion career ladder, training);
• development of corporate culture.

Factors of influence

Personnel strategy is a mechanism subject to external influence. Its content depends on factors such as:

• stage life cycle organization development;
• global enterprise development strategy;
• the level of qualification of the HR manager and his personal view of the problem;
• level of management in the organization;
• financial situation at the enterprise;
• degree of employee satisfaction with working conditions;
• legislative norms regulating work with personnel;
• influence of the external environment.

Development of a personnel strategy

Development of personnel policy and management strategy implies the following points:

• Planning future employee needs based on production capacity, the technology used, the dynamics of changes in the number of jobs.
• Analysis of the current situation in personnel sphere in order to identify excess numbers or shortages of workers of a certain category.
• Development of a system of measures to optimize the numerical and qualitative composition of personnel.
• Optimizing the ratio between internal movements of employees and attracting new personnel from outside.
• Development of a system and principles for remuneration of workers various categories and qualifications.
• Planning employee career development and advanced training related to the development of scientific and technological progress.
• Determination of principles and forms for evaluating employee performance.
• Planning costs for payment of remuneration for labor, as well as coverage social guarantees.

Principles of strategy formation

The development of a personnel strategy should be carried out in accordance with the following key principles:

• Versatility. The strategy must be comprehensive. When forming it, not only the interests of the organization’s management should be taken into account, but also the needs of the workforce and the possible impact on the external environment.
• Formalization of business processes. Each employee must clearly understand their role in the implementation of the personnel strategy.
• Personalization of the motivation system. Each employee must be provided with clear information about what and how he must do in order to receive the maximum reward for his work.
• Social orientation. The personnel strategy should ensure not only the achievement but also contribute to the improvement of working conditions.

The relationship between HR and global strategy

On strategy personnel policy personnel is influenced by the global strategy of the enterprise and vice versa. The table describes the main types of relationships.

Phases of development of personnel management

When developing and implementing the chosen strategy, human resources goes through the following main stages of development:

• Chaotic response to changes in the internal and external environment.
• Narrow strategic planning associated with anticipating possible future complications. Options for response actions are being developed in order to normalize the situation.
• Managing strategic capabilities to identify internal capacity to adapt to changing environments. In this context, not only ways to solve problems are predicted, but also the required level of professionalism of personnel.
• Real-time strategy management. Involves continuous monitoring of implementation and timely introduction of changes.

Main types of strategies

The following main types of enterprise personnel strategies are distinguished:

• Consumer. The interests of employees are consistent with the general interests of the organizations. Nevertheless, management treats personnel, first of all, as a resource, and each employee uses the organization to satisfy their own needs (wages, self-realization, and so on).
• Affiliate. There is consistency between the values ​​and goals of the organization and employees. Mutually beneficial partnerships have been established between management and staff. Each employee strives to increase his contribution to the organization's activities, and managers try to maximize the working conditions and standard of living of their subordinates.
• Identification. Relationships between employees and managers are built on the basis of alignment of goals and values. Employees strive to realize their potential for the development of the enterprise. At the same time, management invests in the development of employees, understanding that the achievement of the company’s goals depends on this.
• Destructive. This is a negative version of the strategy, in which managers and subordinates do not recognize each other's goals and values. The leadership style is based on situational interests. In destructive situations, managers and subordinates can undermine each other's reputation.

Characteristics of consumer strategy

At enterprises that have adopted a consumer personnel strategy, personnel management is characterized by certain parameters. Namely:

• There is a hidden outflow qualified personnel caused by dissatisfaction with the conditions and results of work.
• Workers are maximally used in those types of work that do not require innovation.
• The main motivational tool is the provision of benefits.
• Remuneration for work is formed based on formal criteria (position).
• Staffing is ensured with the minimum effort and resources necessary to maintain stable operations.
• Planning of personnel requirements is not carried out in an orderly manner, but spontaneously.
• Management does not work to manage employee careers and does not form a personnel reserve.
• The main job of human resources management is to monitor employees' compliance with their job descriptions.
• The formation of corporate culture occurs through artificial manipulation ethical standards.
• There is no sense of mutual responsibility between management and staff.

Characteristics of the affiliate strategy

The partnership strategy of the organization’s personnel policy is characterized by the following main points:

• Staff turnover is caused by sudden changes in the strategic direction of the enterprise.
• Management cares about the development of those employees who are able to ensure the implementation of innovative ideas.
• The amount of remuneration for work is determined by the contribution of a particular employee to achieving goals.
• Motivation is aimed at encouraging self-development of employees.
• Significant financial resources are poured into motivational, social and educational programs for staff.
• Management strongly supports the initiative of valuable employees.
• The selection of new employees is based on objective parameters of competence.
• Managers care about the formation personnel reserve in key specialties.
• Constant monitoring of the socio-psychological situation in order to maintain favorable conditions.
• Business interactions are carried out in compliance with ethical standards.

Characteristics of the personnel identification strategy

This mechanism is applicable to enterprises characterized by stable growth. The personnel identification strategy is characterized by the following features:

• The influx of new personnel is systematic and orderly.
• The personnel composition is completely balanced in all key indicators.
• The quantitative and qualitative composition of the staff is stable, and turnover is caused solely by objective factors.
• Size calculation wages is strictly individualized and depends on the personal efforts of the employee.
• Encouragement is given to those employees who show the most high level commitment to the organization's values.
• Priority is given to investments aimed at developing the professional potential of employees.
• There is mutual trust and mutual respect between managers and subordinates.
• The selection of new employees is carried out on the basis of the personal potential and value orientations of applicants for the position.
• Regular assessments of employee performance are carried out in order to identify weaknesses and carry out corrective measures in this area.
• Substitution vacant positions produced primarily from our own personnel reserve.
• Personnel planning is long-term.
• There is mutual social responsibility between employees and managers.
• Each employee directs his efforts to maintaining the image of the organization.

An effective personnel strategy is one of the guarantees for the successful functioning of an organization. When compiling it, you should be guided by the following expert advice:

• Compliance with the overall development strategy of the enterprise. The HR strategy should not contradict or run counter to the global goal. Moreover, it must support it and facilitate its effective implementation. If any changes occur in the overall strategy, adjustments must also be made to the personnel component.
• Not only senior management, but also executive staff should be involved in the development process. Through collegial efforts, it will be possible to achieve a balance between the needs of the organization and the needs of employees.
• It is necessary to think through a human resources development strategy for the future. The manager must foresee what changes may occur in the industry, and what demands will be made on the organization’s personnel in connection with the new working conditions.
• It is important to analyze all possibilities and weak sides that exist in the internal and external environment of the organization. The development of a personnel strategy should be preceded by a thorough analysis of the current situation. All identified advantages and disadvantages must be taken into account when formulating goals.
• It is necessary to identify and formulate risks that may arise during the implementation of the strategy. It is also necessary to provide in advance options for exiting potential crisis situations.
• It is important to continuously monitor the implementation of the HR strategy. This is necessary for timely identification of deviations from the implementation of goals and making timely corrective decisions.

The concept and types of personnel strategy and personnel policy.

2. Stages of implementation of personnel policy and assessment of its effectiveness.

1. Concept and types of personnel strategy and personnel policy

The main element of an organization is its employees. They constitute a major investment item in terms of recruitment and training costs. Maintaining staff activities is also costly. Labor productivity in an organization that effectively uses its employees can be tens or more times higher than labor productivity in an organization that does not pay attention to efficient use human resources.

One of the necessary conditions for the most effective use of the organization’s personnel is the development, clear formulation and implementation of the organization’s personnel policy. It forms the basis for the formation of a system of working with people and serves as a starting point for managers when making specific decisions regarding employees.

The phrase “personnel policy” consists of two components.Personnel (personnel) of the organizationa set of persons who are in a relationship with the organization regulated by an employment agreement.An organization's policy, as a rule, refers to a system of rules according to which people within the organization act.

Personnel policythis is a system of principles and norms (which must be understood and formulated in a certain way) that bring human resources into line with the company's strategy.

Personnel policy is a system of measures aimed at changing personnel, developed taking into account:

a) the chosen development strategy;

b) forecasting and planning horizon;

c) the expected quantitative and qualitative discrepancy between personnel and the need for it.

Personnel policy can be viewed from two points of view: as a process and as a document. As a process, it is a set of interrelated actions of the organization’s managers in relation to personnel in order to increase the efficiency of its use. In the second case, this is a written document that describes all aspects of the current personnel policy of the enterprise, signed by all senior managers.

The purpose of personnel policyis to achieve the highest final results of the enterprise. The objectives of personnel policy are revealed in the directions of its implementation:

• organizational and staffing policy planning the need for labor resources, forming the structure and staff of the organization;
• information policy creation and support of a system for the movement of personnel information;
• financial policy formation of principles for the distribution of funds, ensuring an effective system of labor incentives;
• personnel development policy provision of development programs, career guidance and adaptation of employees, planning of individual promotion, team formation, professional training and advanced training.

Personnel policy is heterogeneous and can be divided into types according to various criteria.

1.Depending on the degree of influence of the organization’s management on the personnel situationThere are four types of personnel policies:

• passive personnel policy. Management does not have an action program for personnel, and personnel work is reduced to eliminating negative consequences. Such an organization is characterized by the lack of a forecast of personnel needs, means of assessing labor and personnel, diagnosing the personnel situation, etc.;
• reactive personnel policy. The management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the crisis: the emergence of conflicts, lack of qualified work force, lack of motivation to work. Human resources services have the means to diagnose the existing situation and provide adequate emergency assistance;
• preventive personnel policy. Management has reasonable forecasts for the development of the personnel situation. Organizational development programs contain short-term and medium-term forecasts of personnel requirements, and formulate tasks for personnel development;
• active personnel policy. Management has not only a forecast, but also the means to influence the situation, and the personnel service is able to develop anti-crisis personnel programs, conduct constant monitoring of the situation and adjust the implementation of programs in accordance with the parameters of external and internal situations.
• 2 . According to the degree of openness of the organization to the external environment during the formation staffing (principal focus on internal personnel or external personnel) there are two types of personnel policies:
• open personnel policy. The 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 characteristic of modern telecommunications companies or automobile concerns, which are ready to “buy” people for any job level, regardless of whether they have previously worked in similar organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid access to the leading positions in their industry;
• closed personnel policy. The organization focuses on the inclusion of new personnel only from the lowest official level, and replacement occurs only from among the organization's employees. This type of personnel policy is typical for companies focused on creating a certain corporate atmosphere.

3 . Based on forecasting and planning horizons highlight:

• operational personnel policy (up to 1 month);
• short-term personnel policy (from 1 month to 1 year);
• medium-term personnel policy (from 1 year to 5 years);
• long-term personnel policy (more than 5 years).

General requirements for personnel policy

1 . Personnel policy should be closely linked to the development strategy(or survival) of the enterprise. In this regard, it represents the staffing for the implementation of this strategy.

2 . Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain expectations of the employee are associated with stability, and on the other hand, dynamic, since it must be adjusted in accordance with changes in the tactics of the enterprise, production and economic situation. Stable should be those aspects of it that are focused on taking into account the interests of personnel and are related to the organizational culture of the enterprise. Organizational culture includes the values ​​and beliefs shared by employees and predetermining the norms of their behavior.

3. Since the formation of a qualified workforce is associated with certain costs for the enterprise,HR policy must be economically justifiedproceed from his real financial capabilities.

4. Personnel policy shouldprovide an individual approach to your employees.If the employee knows that the implementation of his individual goal possible if the organizational goal is achieved, he will begin to act truly effectively.

The process of forming personnel policy goes through a number of stages, generally standard for any organization.

2. Stages of implementation of personnel policy and assessment of its effectiveness

Some organizations have already been operating for a long time (in the domestic market this is typical for enterprises that work closely with foreign partners, and foreign missions) there is a documented understanding of the enterprise’s personnel policy, personnel processes, activities and standards 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 at the stage of formation. If company managers are interested in ensuring that personnel policies are carried out consciously, then it is necessary to implementa number of stages in designing personnel policy.

The first stage is rationing. Its goal is to coordinate the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and 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. For example, it is advisable to describe the requirements for an employee of an organization, the principles of his existence in the organization, opportunities for growth, requirements for the development of certain abilities, etc.

Second stage programming. Purpose this stage is the development of programs, ways to achieve the goals of personnel work, specified taking into account the conditions of current and possible changes in the situation.

It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies, enshrined in documents, forms, and always taking into account both the current state and possible changes. An essential parameter that influences 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, means mass media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For a corporate culture with elements of an organic organizational culture that cultivates the spirit of a “one family,” it is inappropriate to use strict and often cruel psychological tests, more attention should be paid to interview procedures, group activities, simulation of real production situations, etc.

The third stage of formation of personnel policy personnel monitoring. At this stage, the main goal is to develop procedures for diagnosing and forecasting the personnel situation. 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 for the development and use of knowledge, skills and abilities of personnel. It is advisable to evaluate the effectiveness of personnel programs and develop methods for their evaluation. In this case, we can talk about the existence of personnel policy as an enterprise management tool.

The personnel policy of an enterprise is drawn up in the form of a standard or similar document, which, as a rule, includes the following main sections:

• normative base: basic requirements of current legislation; plans and forecasts for the socio-economic development of the enterprise with calculations of headcount limits; enterprise policy (technical, marketing, etc.); a matrix of management functions approved by the head of the enterprise, as well as the results of workplace certification; current staffing table, etc.;
• personnel management: training and formation of personnel (measures of a socio-demographic nature; staffing; personnel training); placement and movement of personnel (measures of professional adaptation; placement of personnel in departments; organization of movement); intermediate management process(planning, organization, motivation and control in their interrelation), etc.;
• economic and optimization calculations: professional clearing (establishing the optimal ratio between the numbers of employees and jobs); calculations of turnover and intensity of personnel turnover; investments in human capital, etc.

A correctly chosen personnel policy ensures:

• timely staffing of workers and specialists in order to ensure the uninterrupted functioning of production, timely development new products;
• formation of the required level of labor potential of the enterprise team while minimizing costs (saving within reasonable limits the costs associated with hiring workers, training, taking into account not only expenses in the current period, but also for subsequent retraining and advanced training, etc.);
• stabilization of the team by taking into account the interests of employees, providing opportunities for professional growth and receiving other benefits;
• formation of more high motivation to highly productive work;
• rational use of labor according to qualifications and in accordance with special training, etc. 1

The effectiveness of personnel policy depends on a number of factors:

1) personnel policy isderived from the overall strategy being implementeddevelopment of the enterprise, the validity of its choice depends on how well the company carried out marketing research possible sales of products, work to create demand for it from consumers, study of competitors. It is necessary to study the strengths and weaknesses of the enterprise in relation to possible competition for attracting qualified labor, the financial capabilities of the organization in relation to ensuring a certain level of wages and providing other benefits, and the image of the enterprise. Therefore, the general strategic plan for the formation of personnel of the enterprise must be supplemented by situational plans containing a system of measures to overcome emerging difficulties of various nature;

2).It is necessary to check the personnel policy forits compliance with the established traditions at the enterprise in working with personnel, familiar to the teamand accepted by him.In addition, the psychological climate at the enterprise, the potential capabilities of employees, and changes in the external environment should be taken into account. Therefore, it is advisable to conduct sociological research in order to study the reaction of the team to the chosen personnel policy, and on the materials of the territorial employment service to analyze the situation on the labor market in relation to the demand for workers of different professions, skill levels, and training profiles;

3).in addition to taking into account the specifics of the organizationThe integrity of the chosen policy is important. When selecting personnel, the most active and proactive workers can be hired, and when assessing work efficiency, preference is given to the most punctual and efficient. The formation, implementation and evaluation of the effectiveness of personnel policies should be carried out on the same basis.

3. Directions for implementing personnel policy

Personnel policy is implemented through personnel work, which is based on a system of rules, traditions, and procedures. In its most complete form, an organization’s personnel work includes a number of standard areas:

1) development of general principles of personnel policy, determination of priorities and goals;

2) planning the enterprise’s personnel needs, taking into account the existing personnel composition;

3) attraction, selection and evaluation of personnel;

4) placement and adaptation of personnel;

5) advanced training of personnel and their retraining;

6) stimulation and management of personnel careers;

7) retention and release of personnel;

8) personnel cost management.

Each enterprise determines the specific set and content of these areas independently. Let's take a closer look at the actions carried out within each area.

1. When forming a personnel management strategy at an enterprise, it is recommended to take into account the provisions of the enterprise strategy adopted by its management, which presupposes:

• determining the goals of personnel management, that is, when making decisions in the field of personnel management, the following should be taken into account: economic aspects, as well as the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for the development and implementation of employees’ abilities, etc.);
• the formation of the ideology and principles of personnel work, that is, the ideology of personnel work should be reflected in the form of a document and implemented in everyday work by all heads of structural divisions of the enterprise, starting with the head of the enterprise. This document should represent a set of ethical standards that cannot be violated in working with the personnel of the enterprise. As the enterprise develops and external conditions change, the ideology of the enterprise’s personnel work can be clarified;
• determination of conditions to ensure a balance between economic and social efficiency of use labor resources at the enterprise. Security economic efficiency in the field of personnel management means the use of personnel to achieve the goals of the enterprise’s business activities with limited labor resources corresponding to the enterprise. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the social and economic expectations, needs and interests of the enterprise's employees.

2. The main goal of planning personnel requirements is to provide the enterprise with the necessary workforce while minimizing costs, that is, during planning it is determined: when, where, how many, what qualifications and at what costs will workers be required in a given organization.

When planning the personnel needs of an enterprise, it is recommended to carry out the following activities:

• identify factors influencing staffing needs. It is recommended to take as a basis such internal and external factors, as the state of the economy and this industry during the period under review; public policy (legislation, tax regime, social insurance, etc.); competition with other companies, market dynamics; strategic objectives and business plans of the company; financial condition organization, level of remuneration; corporate culture, employee loyalty; personnel movement (dismissal, maternity leave, retirements, layoffs, etc.);
• analyze the availability of personnel required by the enterprise. In this case, the following categories of personnel are distinguished: workers (including skilled workers in basic professions and auxiliary ones), employees (including managers at various levels), technical personnel;
• determine the qualitative need for personnel (identifying professionally qualification requirements and analysis of the abilities of workers necessary to implement the production program);
• determine the quantitative need for personnel (forecast of the total need for personnel, assessment of personnel movement).

3. To attract, select and evaluate necessary for the enterprise it is advisable to carry out the following activities:

• optimize the ratio of internal and external sources of personnel attraction;
• develop criteria for personnel selection;
• distribute new employees to jobs.

Personnel are attracted through recruitment and selection methods. In the first case, information about the personnel needed by the enterprise is disseminated; in the second, candidates are selected that best meet the needs of the enterprise. Personnel selection is based on a comparison of the profile of the vacancy requirements and the characteristics of the candidate, characterizing his suitability for occupying a vacant position.

4. Personnel placement is the process of assigning various organizational roles and tasks to people. Ideally, three variables should be considered when placing staff: 1) productivity (assigning the most qualified person to this work),

2) development (giving other employees the opportunity to develop their skills by mastering new responsibilities) and 3) individual satisfaction of the employees themselves.

To organize work on personnel placement, it is recommended:

• determine the content of work at each workplace;
• strive to create more favorable working conditions;
• define principles and develop a clear remuneration system;
• carry out operational control over the work of personnel;
• carry out short-term planning of professional and qualification development of personnel 2 .

5. In order to improve the qualifications of personnel and retrain them, it is recommended to:

• planning measures to ensure the level of qualifications of employees corresponding to their personal capabilities and production needs;
• choosing a form of training for employees during advanced training (with the help of employees structural unit enterprise responsible for working with personnel, or in the appropriate educational institution, organized and unorganized, with or without interruption from production, etc.);
• work on organizing advanced training and retraining of personnel at the enterprise;
• career planning and other forms of development and implementation of employee abilities;
• determination of principles, forms and terms of personnel certification.

6. When introducing personnel incentive systems and rationalizing personnel costs at an enterprise, it is recommended to implement the following measures:

• personnel cost planning;
• development and implementation of wage systems at the enterprise;
• determination of the specifics of remuneration for certain categories of workers employed at the enterprise.

7. Staff retention problemin the organization is directly relatedwith the problem of maintaining and increasing it human capital. The departure of valuable people reduces the organization's human assets. After all, along with the employees, the investments made in them also go away in the form of expenses for finding them, attracting them, training them, etc.

It is necessary to monitor the level of staff turnover. It should be remembered, however, that this indicator has significant drawbacks: 1) turnover reflects events that have occurred that management can no longer influence. Therefore, it cannot be used for early diagnosis of the problem; 2) the turnover level does not reflect economic effect from the loss of valuable employees, which must be expressed in monetary terms. It is also advisable to develop a system of indicators of the state of personnel in the organization so that managers have the opportunity to assess trends and make decisions before people begin to leave the company.

The release of personnel is 1) a reduction in the number of workers by reducing them (absolute release), 2) a reduction in the amount of labor due to the redistribution of work, reducing the volume overtime work and/or relocation of workers (internal or partial layoffs). In order to effectively and efficiently resolve issues related to the release of personnel, it is necessary to:

• analysis of the reasons for the release of personnel;
• selection of options for staff release;
• providing social guarantees to resigning employees of the enterprise.

8. Personnel cost management should be based on an analysis of personnel costs.When analyzing human resources, the concepts are usually used initial and replacement costs.

Initial costspersonnel costs include the costs of searching, acquiring and pre-training employees. It should be remembered that the costs associated with unsuccessful candidates are passed on to the successful candidate. So, if out of ten candidates interviewed only two are accepted, then the selection costs will be equal to the cost of all ten interviews divided by the number of those hired. Training costs include the opportunity cost of the instructor's and/or manager's time, the low-than-normal productivity of the newcomer himself at the beginning of his work and his colleagues connected with him technologically.

Replacement costs(replacement costs) these are the costs required to replace a currently employed worker with another capable of performing the same functions. They include the costs of acquiring a new specialist, his training and the costs associated with the departure of an employee. The costs of leaving may include direct payments to the resigning employee and indirect costs associated with downtime in the workplace during the search for a replacement, a decrease in the productivity of the employee since the decision to dismiss and his colleagues.

In addition to cost analysis, methods for measuring the individual cost of an employee should be used.The value of a person to an organization is determined by the amount of work or services that an employee is expected to perform while working for that organization.

Personnel cost management involves, along with achieving other goals, the effective distribution and use of employees employed at the enterprise, that is, the rationalization of their number.

In this case, it is recommended to determine the maximum permissible number of employees at the enterprise, at which the implementation of the adopted enterprise development strategy can be ensured, and the actual excess (deficit) of the number of employees by the time the implementation of this strategy begins.

If an excess number of employees is identified at an enterprise, it is recommended to take the following measures:

a) conduct a sociological survey (questionnaire) of the enterprise’s employees in order to identify their intentions and likely behavior in the labor market;

b) summarize the results of a sociological survey in order to determine the quantitative composition of groups of workers differing in intentions who will not be able to be involved in the enterprise when implementing the chosen strategy for its development.

It is advisable to highlight enlarged groups employees with the following intentions:

• maintain labor relations and receive basic income at the enterprise;
• find a new job in your previous specialty;
• pass the vocational training and find a new job this enterprise or at another enterprise;
• retire (for categories of employees entitled to pension benefits in accordance with current legislation);

c) analyze the reasons for the impossibility of providing jobs for specific workers with the subsequent grouping of these reasons (among them can be identified, for example, insufficient effective demand for the products (services) of the enterprise; measures to rationalize the use of labor resources in the enterprise; discrepancy between professional qualifications and age characteristics of the employee and the requirements for the applicant for the vacant position workplace, and so on.);

d) determine the needs for financial resources necessary to provide guarantees and compensation to employees who cannot be employed at the enterprise.

If the enterprise has a shortage of workers necessary to implement the adopted development strategy, the attractiveness of jobs should be increased (by increasing wages, organizing a professional training system, etc.).

It should be remembered that personnel policy is closely related to the overall strategy of the organization.In turn, the organization's strategy changes depending on the stage of the life cycle that the company overcomes. There are 4 such stages: 1) birth; 2) growth; 3) maturity; 4) decline 3 . They correspond to the following strategies: entrepreneurial, dynamic growth, profitability, liquidation.

1 .Entrepreneurial strategyaims to search:a product that can find its market, sources of investment, ways to attract funds, new personnel. the main task firms to gain a foothold in the market. The most popular areas and activities of personnel policy:

Development of general principles of personnel policy. The goals of personnel policy are determined and a personnel action plan is created. A personnel service is being formed (organizational structure, recruitment of employees). Personnel records management is organized;

Planning for personnel requirements. An organizational structure, staffing schedule is being developed, job descriptions, labor incentive system. Criteria for selecting candidates for positions are being formed;

Recruitment, selection and evaluation of personnel. The least expensive sources of attracting personnel are selected.

2. Dynamic growth strategyis implemented in conditions wherethe organization is growing, more and more new clients are appearing, and therefore the strategy is focused on expanding and creating the image of the company.

The most important areas of personnel policy:

• attraction, selection and evaluation of personnel. Active work is underway to attract professionals.Taking advantage of opportunities recruitment agencies;
• personnel adaptation. All accepted employees must quickly and cost-effectively adopt the corporate culture. Corporate culture a complex set of assumptions accepted without evidence by all members of a particular organization and setting the general framework of behavior accepted by most of the organization;
• personnel incentives and career advancement system. We are actively developing and revising the regulations on bonuses depending on contribution and length of service. In-house training programs are conducted.

3 .Profitability strategyaimed at obtaining the maximum possible return from already busy with the enterprise market niches. The main directions of personnel policy for this stage are:

Improvement of personnel qualifications and retraining. To identify reserves for the use of personnel, assessment procedures are regularly carried out certification of personnel and workplaces. Staff training continues, both in-house and with the assistance of external sources of information;

Personnel incentives and promotion system. Career plans for specific employees are being developed and the company's personnel reserve is being formed. The volume of incentive payments is increasing;

Personnel cost management. Work distribution systems are being reviewed and improved. Personnel costs are redistributed, the costs of attracting personnel are minimized and the costs of encouraging existing employees are increased. Goal , with a stable level of personnel costs, to achieve the maximum possible interest of personnel in work and labor productivity.

4. Liquidation strategyimplemented at the stage of decline in the organization customers leave, production volumes decrease, and all the company’s costs are reduced to a minimum. Thus, the strategy focuses on savings and dramatic changes that can strengthen the organization again. Main directions and activities of personnel policy:

Personnel cost management. Costs are being reduced, primarily through additional social payments. Are being created regulations on the personnel aspect of the liquidation of the enterprise;

Planning the enterprise's personnel needs, taking into account the existing personnel composition. The number of employees is being optimized. Each employee is considered from the point of view of his need for the organization. An individual motivation strategy is created for valuable employees;

Release of employees of the organization. Establishing contacts with employment firms. Consulting staff on vocational guidance, training and employment programs. Use of part-time schemes;

Adaptation of personnel to new conditions. Work is being done to resolve conflicts, especially those that escalate during this period, and psychological assistance is provided to employees.

Thus, the main difficulty both in the formation and implementation of personnel policy is taking into account the specifics of the organization. Must be taken into account: the scope of the organization’s activitiescompliance with the state of the external environment, goals, stage of development of the organization and, accordingly, the development (survival) strategy of the organization. The system of procedures and methods of personnel work must correspond to the capabilities of the organization; the principles of personnel policy must be accepted by the team; be compatible with the organizational culture, that is, not contradict the traditions established in the organization.

1 Odegov Yu.G., Nikiforova T.V. Audit and personnel controlling: Textbook. M.: Alfa-Press, 2006. pp. 172-173.

2 Utkin E.A. Motivational management. M.: INFRA-M, 2004. P. 59.

3 Vikhansky O.S. Strategic management: Textbook. M.: Economist, 2005. P. 34.

HR POLICY AND STRATEGY

Personnel policy is the general course and main directions of work on training personnel (personnel), taking into account the state and prospects for the development of the enterprise, market and society, based on data on quantitative and qualitative needs in the field of personnel in the context of changes in science, technology, technology and economics . It extends to personnel management in an organization and is based on approaches used in the selection, placement, education, admission, dismissal, relocation and training of personnel, incentives, improvement of working conditions and labor protection, regulation of group and personal relationships, development of social infrastructure, strategic planning and developing a personnel management strategy, solving legal issues labor relations and etc.

The main task of personnel policy is to provide the organization with personnel and their targeted use. Formation and implementation of personnel policy is specific activity on personnel management, aimed at the effective use of personnel in market conditions now and in the long term.

In order to formulate an organization’s personnel policy, it is necessary to have information about the organization’s strategy and its production policy, as well as a clear idea of ​​the prospects for the development of the organization, the market and the market situation; know the main directions of development of the theory and methodology of personnel management, production and labor organization; develop and regularly use a system of scientifically based study of the abilities and inclinations of employees, their professional and job growth and promotion in accordance with business and personal qualities, as well as contribution to achieving the goals of the organization; introduce targeted training; ensure the activities of personnel services to stabilize the workforce, increase its labor and social activity, increase personnel potential and develop employees; use progressive, scientifically based and situation-appropriate leadership styles and methods of personnel management, economic, social and moral-psychological incentives for labor management and increasing personnel activity; promote the development of systems for employee participation in the management of the organization and public relations; know and comply with the Labor and Civil Codes, methodological, regulatory and guidance materials relating to work with personnel and personnel records management; use advanced domestic and Foreign experience work with personnel; ensure a connection between the enterprise strategy, long-term, medium-term, current and operational planning of personnel and their work, promptly changing the number and structure of personnel; have sources of funding.

The content of the personnel policy is presented in the form of a document approved by the management of the organization and containing: the purpose of the personnel policy (providing the organization with personnel corresponding to its strategic plans, and its targeted, effective use); the mission of personnel services 1 and the concept of personnel policy 2; principles of personnel policy 3; approaches (formulated

Mission is a briefly formulated attitude and requirements for personnel as a result of the work of personnel services that provide the organization with hired employees. For example, such a mission can be formulated as follows: productivity, qualifications, activity, ingenuity, enterprise, diligence and efficiency, mobility, loyalty to the organization, its goals and objectives, but constructive criticism of management and the method of production as the basis for improving the organization, its survival and development.

2 Concept represents short description and scientific justification: views on personnel development; goals, objectives and development factors; mutual responsibility of the organization (management) and personnel, as well as to consumers, partners and society; ways to meet employee expectations regarding remuneration, social security and culture of the organization; basic management methods and positions on conducting personnel work and policies. The concept is consistent with the principles and directions of the organization’s personnel policy.

3 Principles of personnel policy - constant and comprehensive development of personnel that meets the needs of the organization; effective use of personnel rules applied to individual functions, types of activities, personnel technologies and areas of personnel work); directions of personnel policy; areas for improving personnel policy, i.e. those areas that are not highly effective, therefore work in these areas should be changed, improved, using modern methods, methods and technologies.

The following areas are especially important for the company: personnel development; training of management personnel (managers); cooperation with employees and trade unions.

Personnel policy is implemented through personnel management strategy and strategic planning. At the same time, it is part of the organization’s strategy, therefore it acts as a personnel management system that unites various shapes activities and with the goal of creating a cohesive, responsible and highly productive team to realize the enterprise’s capabilities to adequately respond to changes in the external and internal environment. Personnel policy forms the organization's general guidelines for actions and decision-making in relation to personnel, which facilitate the achievement of goals. This is the most general form

personnel management; development and effective use of management and leadership personnel; scientifically based improvement of the system of payment and labor incentives; development of a social security system that makes the organization and individual positions and professions attractive for employees; drawing up and following collective agreements and tariff agreements; development, together with trade unions, of a system of social partnership and responsibility; development of transparency and openness of information about personnel and their development. The principles can be stated as brief abstracts: providing the organization with personnel and its targeted use; entrepreneurship support; recruiting people suitable for personal and business qualities; the use of employees with their consent and initiative, but in accordance with knowledge, skills and abilities; remuneration for work based on the final result; social security for employees that meets modern requirements; personnel management on the basis of mutual trust, respect and cooperation, adhering to labor moral standards; in the process of achieving the organization’s goals, taking into account the goals and interests of employees and groups in personnel management; providing systematic training, advanced training and certification of personnel; support for a rational and stable professional, qualification, gender and age structure of personnel; promotion of career and professional growth own personnel; cooperation with trade unions. In the practice of leading enterprises, the following principles are used: democratic management and willingness to cooperate; knowledge of individuals and their needs, taking into account the interests of the individual and social group; fairness, respect for equality and consistency.

expression of the interests of the enterprise’s personnel, including the interaction of the entire complex of conditions affecting its activities and development, i.e. financial and technical policies, commercial, innovative and other types of activities of the organization.

Personnel policy can be considered as a set of ways to influence personnel to achieve the goals of the organization, allowing them to make an effective contribution to the implementation of the enterprise strategy and instill in staff social responsibility to the enterprise and society. It is a continuation and external manifestation of the enterprise strategy in the field of personnel management. Therefore, when forming personnel policy, they take into account: the compliance of personnel policy with state socio-economic policy, legal and social norms; a model of man, representing him in the unity of technological, economic, social, organizational, demographic and other aspects of development and as the goal and means of this development; planning time horizon; orientation towards achieving the highest possible performance indicators in combination with the realism of personnel policy - a combination in personnel policy of strategic and current goals and means of achieving them; ensuring democracy, transparency and dynamism of personnel policy; balance in the personnel policy of career incentives and employee responsibility.

The organization's personnel policy includes blocks (sections): employment policy - providing highly qualified personnel and creating attractive working conditions and ensuring their safety, as well as opportunities for the advancement of employees in order to increase their degree of job satisfaction; training policy - the formation of an appropriate training base so that employees can improve qualification level and thereby gain the opportunity for professional advancement; remuneration policy - providing higher wages than in other companies, in accordance with the abilities, experience, and responsibility of the employee; welfare policy - providing a wider range of services and benefits than other employers; social conditions must be attractive to employees and mutually beneficial for them and the company; labor relations policy - the establishment of certain procedures for resolving labor conflicts.

Each of the components requires an effective implementation mechanism and covers areas of activity in the relevant areas: employment - job analysis, hiring methods, selection methods, promotions, vacations, dismissals, etc.; training - testing of new employees, practical training, development; remuneration - evaluation of work, preferential schemes, sliding rates, taking into account differences in living standards, etc.; welfare - pensions, sickness and disability benefits, medical, transport services, housing, food, sports and social activity, help with personal problems; labor relations - measures to establish a better management style, relations with trade unions, etc.

The means of implementing personnel policy is strategic and tactical personnel management.

Strategic personnel planning is carried out on the basis of the organization's strategic goals, that is, the long-term goals that the organization strives for. Such goals have a specific expression in the form of criteria for achieving goals. Based on the numerical values ​​of the criteria, long-term planning is carried out staffing strategic plans of the organization. At the same time, it is necessary to create conditions for solving future (predicted) problems of the organization, its stability and internal unity, to harmonize strategic, medium-term and short-term plans for personnel, production and sales, innovation and other types of activities of the organization (to create a coherent, complementary system of plans).

A management strategy is a system of large-scale, long-term decisions and planned main directions of activity, the consistent implementation of which is designed to achieve the main goals of staffing the strategic goals of the organization. The strategy is based on the concept of the relationship in space and time of forces, means, and key stages in achieving strategic goals.

Strategic personnel management is a natural continuation of the strategic management of an enterprise and is aimed at the effective use of employees not only at a given time, but also in the future. The personnel strategy becomes the supporting strategy of the company, since any planned changes in its activities must be timely ensured by changes in the number and structure of personnel, qualifications and skills of employees, structure and management methods, etc.

Strategic plans are created for a period of 5 years or more, therefore they necessarily address issues of personnel turnover and employee growth. Sometimes strategic plans are drawn up in a 5 + 1 format, that is, they are adjusted annually and plans for the next year are added.

Existence long term plans and opportunities to advance through the ranks encourage young workers to increase productivity and promote retention and faithful implementation of long-term employment agreements.

Simultaneously with the change in the mission of the organization, which is part of its strategy, there is a need to adjust many methods and approaches to personnel management at the enterprise, labor standards, labor organization, labor productivity management, remuneration systems, promotion mechanisms, etc. At the same time The basis for choosing a strategic direction in personnel management is monitoring the effectiveness of project decisions (general strategic decisions and accompanying private decisions). For example, introduction new system remuneration and remuneration may be associated with the implementation of a cost minimization strategy and complemented by tasks of improving the quality and productivity of labor.

The company's strategy and personnel policy are under pressure from the labor market, especially its dynamics in the planned period, as well as state labor policy and the position of trade unions.

Strategic management of an organization depends on human potential as the basis of the organization and focuses production activities on consumer demands, implementing flexible regulation and timely innovations adequate to the changing environment, ensuring competitive advantages on commodity market to achieve the organization's strategic goals.

Strategic personnel management is aimed at meeting the organization's long-term internal needs for personnel and continuously expanding the capabilities of employees. Three main points are combined: the development of the employee, his knowledge, skills, and abilities, which he can use for the benefit of the organization (growth of the employee’s potential); development of opportunities that the organization provides to the employee to make the most effective use of his potential; Using the development of the employee and his capabilities, the organization expands its own capabilities and strengthens its advantages in the market, effectively using them in the external environment, and above all in the market.

The personnel strategy is based on a systematic analysis of the external and internal environment and reflects the overall goal and concept for the development of personnel and the enterprise as a whole. In this case, the goal must be expressed specifically. For example, for a five-year perspective, a goal may be set to increase the market share for goods of group A by 5%, goods of group B by 10, and goods of group C by 15%. Knowing the volume of current production and growth trends of market segments, it is possible to calculate the required production volumes for the entire product range and range of products, and then determine the need for personnel (number and structure). Thus, general strategic guidelines will be transformed into the goals of strategic personnel management, can be further detailed and used in building a strategic plan.

The analysis of the external environment consists of two parts: analysis of the macroenvironment - the state of the economy and general trends in the Russian labor market; legal regulation and labor and social security management; political processes and trade union movement; social and cultural components of society; scientific and technological development; infrastructure development and other general trends; analysis of the immediate environment - analysis of the local labor market; policy of regional and local authorities in the field of labor, employment and social security; trade unions of which the company's employees belong; personnel policies of competitors.

Analysis of the internal environment reflects the state and prospects for the development of human resources; production and communications organizations; principles, methods, management style; prospects for the development of equipment and technology of the company; company finances; personnel marketing; organizational culture and the need to change it.

The most important element of the analysis of the internal environment in strategic personnel management is the analysis of the mission and goals of the organization.

The analysis ends with identifying the weaknesses and strengths of personnel and developing measures to eliminate weaknesses and shortcomings, effectively using strengths in the economic activities of the organization; personnel capabilities and threats to the organization that the external environment conceals; developing plans for the most effective implementation of opportunities and the elimination or leveling of external threats.

The personnel management strategy lies in the optimal combination of efficiency and fairness of all interrelated aspects of the enterprise’s activities, in uniting individual people and various social groups, making up the staff, in shaping the motivation of everyone to do everything for the success of the enterprise.

A special role in personnel development is played by one of the basic strategies - the organization's intellectual leadership strategy (SIL).

This strategy in many aspects directly determines the content of the personnel management strategy and is designed to solve the following main internal tasks: 1) increasing the quality and productivity of personnel through the creative activity of personnel and improving the quality of the personnel themselves; 2) use of the intellectual potential of personnel to improve the organization, improve the product, increase the competitiveness of the organization and product; 3) identifying the entrepreneurial abilities of employees, using them for the benefit of the enterprise and creating conditions for managing collective entrepreneurship; 4) redistribution of entrepreneurial risk, which involves a departure from the traditional scheme of distribution of responsibility, when employees of an enterprise are responsible only for the intermediate result and have the right to social protection, and entrepreneurs assume entrepreneurial risk and responsibility for the overall final result economic activity enterprises. Personnel involved in solving problems of the enterprise and managing it automatically assume part of the responsibility and risk. In addition, collective entrepreneurship and responsibility for the final, rather than intermediate, result enhances the synergistic effect of collective production activities and increases the likelihood and degree of success.

The external goal of SIL is the leadership of the enterprise in the market, the internal goal is to create conditions for achieving external leadership, therefore, external leadership is created within the organization. Consequently, intellectual leadership within the organization can become the basis for the external leadership of the organization itself, and the natural components of SIL are: 1) leadership within the organization, which presupposes the participation of each employee in SIL and his desire to achieve better results labor activity at your workplace and active participation in solving PS problems; 2) intellectual leadership of the organization - leadership in the chosen business and innovations adequate to changes in the external environment.

In a changing environment, an organization must be not just flexible, not just adapting to changing conditions, but aimed in its improvement at the future, at least the near future. She must imagine her future: product, service, technology, technology, finance. A state of being ahead of time (compared to competitors) can be achieved by people in an organization that has an appropriate organizational culture, in which STRENGTH is realized as a basic strategy for the effective use of personnel, their intelligence, knowledge, experience, abilities and inclinations. In a market environment the most important properties organizations become not only the traditional ability to effectively implement the strategy, but above all the speed and accuracy in assessing the situation and state of the organization and the speed of adaptive transformations. The last two properties reflect the concept of improving the organization. At the same time, firstly, it is important to correctly and timely create and use new organizational opportunities that are born within the system (this is why SIL is needed), and secondly, active personnel looking for a better future can protect managers from false ideas about the future, consequently, from false transformations of the organization, which threaten to lag behind the real dynamics of the market and society. Thirdly, an incorrect assessment of the situation and opportunities increases the risk of incorrect actions in the present, that is, at all stages of creation, production and sales of goods, and interested actions of personnel will reduce the likelihood of errors and can automatically eliminate a number of problems in the workplace. Thus, with the help of SIL, you can create a reliable rear for the development of the organization’s competitiveness.

STRENGTH is manifested in: 1) stability and growth of the organization; 2) production strategy, policy and tactics, which require a deep understanding of the processes occurring in society and a specific market segment; correct forecasting of changes; timely changes in the organization, including the goods and services produced; studying the needs of product consumers, including the properties that consumers expect to find in products; 3) progressive organizational culture, favorable psychological climate, team cohesion; 4) invention, continuous improvement of the technical and technological subsystem, organization of production, including the creation of new technologies and products, the use of scientific and technical progress achievements and the experience of other organizations; 5) introducing employees to mental work, the process of identifying and solving problems facing the enterprise, and managing it; 6) a positive image of the enterprise and its managers.

SIL is a set of personnel management methods used in all areas production activities. It sets a goal for each team member to achieve leadership in certain areas of work and business. Therefore, in a team, through a system of social, emotional and active motives, the desire of workers for leadership and recognition is supported, this satisfies their needs: 1) self-realization, 2) public recognition and acquisition of high social status, 3) communication and 4) security.

SIL can serve as a basic strategy for many organizations, but it is especially necessary for organizations involved in new developments, design work, high technology, high-tech industries, etc.

As a basic strategy, SIL should help the organization achieve its goals, contribute to the success of other strategies and the enterprise as a whole, increasing the efficiency and productivity of the resources used, and therefore increasing the competitiveness of the organization. The implementation of the strategy increases the enterprise's chances of leadership in the external environment, but gaining leadership forces competitors to take retaliatory steps, intensifies rivalry and competition.

Leadership is ensured by increasing the intellectual level of personnel through: 1) increasing the educational level in various fields of knowledge, but above all in those that improve the qualifications, skills of the employee, his ability to communicate and manage people; 2) broadening one’s horizons, i.e. knowledge about the world (environment) that surrounds the employee at the enterprise and beyond; 3) participation in the creative process of solving technical, economic, social and other problems that concern the workforce (primarily) and society as a whole; 4) participation in the development and implementation of projects to improve the PS; 5) creation or participation in the creation of new technologies and goods; 6) accumulation and adoption of knowledge and experience generated by the PS and the external environment. SIL provides for the development and full encouragement of healthy competition between employees. At the same time, everyone understands that they must be no worse than others and strive to prove their superiority in a certain (selected) production or social sphere. The proof of success, in our opinion, is not just the opinion of others (its importance is not rejected), but rather specific achievements and results of the intellectual process, the results of work activity. For example, the desire of the hardware engineer to not only know well the regulations of “their” technological installation, but also the processes occurring throughout the entire production line can be an example of a specific implementation of SIL. In essence, this is an independent improvement of qualifications and skills, which improves the quality of work, perhaps encourages enterprise [increases the employee’s chances of promotion through the ranks. The employee’s achievements in this case can be assessed in a certain way (evaluative approaches may be different, they depend on the goals of the enterprise, its personnel policy), but it is important to note yc-iex. Therefore, when creating a strategy for each specific pre-element, it is necessary to answer the questions: 1) how to evaluate the “skill, success and efforts of an employee aimed at achieving success? 2) how to organize a competition? 3) how to improve the skills of workers? 4) who should be considered a leader? 5) how and to what extent to make processes within the framework of SIL accessible and vowels?

SIL gives rise to the spirit of competition, provides for the organization of various forms of formal and informal competition, but not the old social competition for one result for everyone, when there is only one winner and all the losers, when a situation of a common average result is created (which in turn can be low), when A small group of workers achieves a high result and only in one direction (property, parameter, indicator of the production system), and the rest of the competition participants lag behind and have average and low results, therefore, the overall achievement of the organization (as a whole) is average or low (Fig. 1.19, A).

The essence of STR is to awaken and maintain in an employee the spirit of competition and the desire to be no worse than colleagues in many ways and to lead in one or a number of parameters (indicators). Thus, when* we're talking about about the team, leadership is implemented in all directions, parameters and properties of the production system (Fig. 1.19, b). For each direction it is possible not to single out (unambiguously and formally) one leader (otherwise the rest of the workers will have to get used to the role of losers). There is some contradiction in this. But we are talking about an attempt to soften the difference between the leader and the followers, so as not to discourage followers from improving their results. In addition, each person strives to realize his abilities and achieve success in several directions at the same time and rarely achieves equally high levels in each of them. Therefore, the goal of the enterprise management within the framework of SIL remains to stimulate the employee’s desire to become better in all or many areas. In such conditions, a transition from quantity to quality is realized, from the leadership of many to the leadership of a team or organization.

The implementation of SIL is the work of managers at different levels in personnel management, organized as a continuous process of achieving intellectual leadership by subordinates. At the same time, employees are provided with assistance in training, design, production of prototypes, testing, analysis, discussion of ideas, etc. Therefore, the management of the enterprise must provide a system of moral and material incentives that allows them to realize the expectations of the employee who hopes to receive compensation for the additional costs of physical work. and mental energy.

SIL is aimed at both the team and the individual, but we consider it necessary to emphasize the importance of the participation and success of each employee in the common cause. However, the predominant individual orientation of the strategy does not reject group or team work, but encourages it. Teamwork is based on mutual assistance and includes not only active members of the team (group), but also temporarily passive employees. The organization of work should include the involvement of workers who are on the sidelines in the SIL processes through their participation in competition, study, design, rationalization and other activities.

Since strategy involves achieving and maintaining leadership, high results must be continuously maintained and improved. Therefore, SIL assumes the existence of subsystems for diagnostics and continuous improvement of the production system and personnel, including a subsystem for its growth and development.

SIL is a set of formal and informal processes that are fueled by the activity and initiative of employees. It cannot be strictly formalized.

An organization (enterprise, firm) is diverse, multifunctional, and therefore can provide opportunities for intellectual leadership in something for every employee. However, first of all, a leader must be an intellectual leader, not necessarily an absolute one. He may be inferior in some ways, but he cannot be worse than his subordinates. The leader as an organizer and entrepreneur is obliged to be ahead, to prove in practice the right to be a leader, that is, to achieve the success of the organization in the external environment, its external leadership, to ensure prospects, sustainability, and development.

The tasks of the manager include organizing the process of updating the organization, searching for goals, ideas, niches in the market, private solutions, etc. d. In this case, the participation of the team in solving problems for which the manager is formally responsible, the manifestation of collective entrepreneurship increases the likelihood of success and redistributes entrepreneurial risk and employees’ responsibility for the final result. In essence, the search for ways to survive and grow an enterprise turns into a system of interconnected parallel work to improve the software and develop a competitive product. The general process of updating a product is a sequence of stages (Fig. 1.20).

Each of these stages is activated within the SIL.

SIL does not reject teamwork and team leadership. On the contrary, the creation of creative groups, teams, including individual leaders - leadership teams, should be encouraged.

Organization of work with personnel includes: 1) selection; 2) formal training provided by the firm; 3) informal learning as a planned, organized and continuous process of self-education; 4) creating conditions for improving culture inside and outside the production system; 5) study, accumulation, analysis of the experience of the enterprise, competitors and other organizations; 6) dissemination of experience as an important element of learning; 7) increase professional excellence; 8) stimulating employee initiative, their desire to express themselves, express opinions and propose solutions to problems; 9) support for the activity of staff, the desire not only to propose solutions, but also to carry out transformations, to bring the matter to the final result; 10) creativity as a continuous process of finding solutions to new problems; 11) assessment and certification; 12) development and growth planning; 13) leadership as a process of leadership (superiority) and maintaining superiority through a set of actions taken, internal achievements and external (final) results.

Learning and using the experience of other organizations is an important element of strategy. Leadership in the external environment is not necessarily the creation of one’s own new product, technology, etc., but the mandatory perception and effective use of the new, following the course of innovation, change, improvement, modernization, rationalization, etc. There is no contradiction in this, since how in the external environment the success of an enterprise is assessed by society and the buyer, who see the final result - the product and its properties. Therefore, SIL welcomes the purchase of licenses and the use of other people’s achievements and experience to achieve its own leadership (the example of Japan is well known, which, since the late 40s of the 20th century, first adopted the experience of developed countries and successfully applied it, and then, having accumulated a sufficiently high intellectual potential, has become a leader in many fields of engineering and technology).

As already noted, 100% staff coverage is desirable, but this does not mean that everyone should be required to make rationalization proposals, etc. In our opinion, a leader needs to: 1) learn to instill in his subordinates a desire to become a leader, to be no worse than others, to take a leading position in something; 2) select and bring to implementation high-quality, effective ideas generated by subordinates; 3) involve employees in the generation, discussion and improvement of ideas and their professional refinement (possibly at the level of co-authorship), therefore, recognize the possibility and necessity of the birth of a fruitful idea in the head of a subordinate; 4) create a positive climate for the analysis and development of ideas, turning them first into projects, and then into implemented innovations, and therefore, implement adequate organizational changes in the organization.

Consequently, the task of a manager, on the one hand, is to trust people in solving problems that arise in the workplace, and on the other hand, to achieve their trust.

Creating conditions for the leadership and creativity of others is not only important, but also a complex process, since in organizations there are often psychological and administrative barriers that do not allow talented people to join the SIL. The task of management is to eliminate such barriers, help subordinates, and include all employees in the process of achieving leadership, regardless of their level of intelligence, education and experience. There is no doubt that workers with disabilities, insufficiently educated and developed, can and should strive to become better within the framework of SIL. It is advisable to consider their successes in the workplace as victories that confirm their participation in SIL and are worthy of praise and rewards.

The manager, acting within the framework of SIL, must try to awaken enthusiasm in employees, instill a dream of achieving a certain high result (any person strives to fulfill his dream, but it is important that the dream-goal does not contradict, but is consonant with the goal of the enterprise) and the desire to take action to achieve your goal. Only after this does it become necessary to create conditions for the employee to achieve his dream goal. When organizing work with personnel, the philosophy of SIL can be presented as follows (Fig. 1.21).

Rice. 1.21. Philosophy of the organization's thought leadership strategy

There must be organizational structures within the organization to implement the strategy. Such structures are the personnel service and staff formation, if SIL is implemented using a program-targeted method, supplemented by an informal structure as an integral part of the organizational culture of the enterprise, which aims to achieve intellectual leadership. Formal and informal structures must provide motivation and compensation for the active work and entrepreneurship of the employee. When organizing motivational processes, enterprise management must inevitably lay the basis for them modern theory motivation, choose a specific concept. It is not difficult to show that there are sufficient motives for employee participation in SIL. For example, using the theory of behavioral motives proposed by the Danish psychologist K.B. Madsen, one can rely on motives: 1) emotional, including fighting qualities; 2) social, including the desire for contacts, thirst for power (defending one’s claims), thirst for activity; 3) active: need for experience, need for physical activity, curiosity and intellectual activity), the need for excitement (emotional activity), the thirst for creativity (complex activity).

One of the tasks of a formal structure is to evaluate results. Internally, it can be carried out by management and teams according to formal or informal criteria. In the external environment, the success of the organization is assessed by society and the buyer (consumer). The basis of the assessment is the buyer’s attitude towards the product and the degree to which his needs and expectations are met, which are revealed through the hierarchy presented in Fig. 1.22.

Internal assessments include assessments of the employee, group, department, team, as well as diagnostic general assessments.

may be different and “tied” to a specific PS, but it is especially important to highlight: 1) the relative number of workers involved in the implementation of SIL; 2) the results they achieve (for example, at Toyota, the most important indicator of economic life has become the indicator of rationalization activity: per employee there are 35 rationalization proposals, of which 95% are implemented);) the amount of financial and labor resources (time of teachers of students) that are spent on training and other activities in SIL campuses (for example, in the USA it is believed that 5-10% of an enterprise’s wage fund should be allocated to training 1). The SIL toolkit is quite extensive. This includes: 1) creative plans (they are described earlier), which include, in particular, a call to search for the problems of the enterprise and analyze one’s own shortcomings; 2) thematic plans; 3) procedures for registration of proposed ideas, inventions and improvement proposals; 4) the formal mechanism for their presentation, consideration, analysis, acceptance or implementation; 5) evaluation and reward procedures; 6) mechanism for implementation of proposals and projects with the participation of the author; 7) calculation methods for determining benefits or increasing potential opportunities when using proposals; 8) methods for improving the quality of work, enhancing creativity and demonstrating entrepreneurial abilities, including developing skills in analyzing problems and formulating ideas, technical, organizational and economic assistance in development and implementation; 9) planning employee growth; 10) methods of training, identifying and developing employee abilities; 11) education of work morale and corporate spirit; 12) recording the employee’s achievements; 13) creation of a socio-psychological climate that involves the employee in the process of achieving leadership and improving the organization.

Career planning is also considered as an element of the SIL methodology and applies not only to production managers, but also to workers and employees. Then the employee, completing tasks at one workplace, prepares himself for more complex and responsible work. Such long-term, planned movements should reflect the long-term and current personnel needs of the organization and its culture. In essence, the extension of career planning to workers is a necessary step in the transition to new forms of team work organization and new management structures with fewer hierarchical levels.

SIL, in its reliance on personnel, allows for the implementation of a preventive approach in organizing diagnostics (prenosological diagnostics).

The standard approach is to identify the problem and overcome it. The disadvantage of this approach is that the problem has already manifested itself in some quite noticeable negative phenomena and processes that worsen the state of the organization. The moment a problem is discovered is when management recognizes it as a problem. Usually, some time has been lost since the first signs of the problem appeared and its negative manifestations are insignificant and the damage is insignificant. It is the insignificance of the damage that makes the brewing problem invisible to management and “doesn’t get around to it.” But it is during this period that many problems are already felt by the staff and ways to eliminate them can be found.

Another approach is preventive. This is the prevention of a problem during the period when it manifests itself in the workplace and is identified by the employee. SIL, in its focus on the creative, active mental activity and position of the employee, is designed to include him in the process of searching and solving problems. Finding shortcomings, including one’s own, becomes the employee’s responsibility, and the manager’s support eliminates the need to hide errors, shortcomings and emerging contradictions from management. There is a need to actively participate in improving the organization in your workplace and in its environment. Prevention of problems and shortcomings is especially successful according to the goals of the enterprise, which it is advisable to further formalize in the form of a program of priority areas for improving the organization (thematic plans). In such a program it is not necessary to detail all possible directions. In many cases, it is more effective to present them in more general terms so as not to inhibit staff initiative. However, if management declares the priority of an area, then it should be explained in detail why the priority was established and what this area promises for the enterprise. For example, if a transition to just-in-time production is planned, the expected benefits and changing personnel requirements must be explained to employees. You should make sure that employees understand the importance and promise of the innovation, and invite them to participate in the search for an effective organization and ways to improve it.

The transition to a preventive approach is difficult. To do this, it is necessary to teach staff to work together to achieve profit and the goals of the organization. If only part of the team does this, then the other part can easily nullify all the efforts of the first part. Therefore, working in a team is the work of a well-coordinated team. This applies to all areas, operations, processes, and employees. In business practice, we have often observed a picture where the production team strains in a single rhythm to produce products and fulfill contractual obligations, and when it comes to shipment, there is a disproportionately large loss of time on paperwork, searching for tipsy movers, loading goods, etc. This leads not only to wasted time, but also to significant downtime. Vehicle and personnel accompanying the cargo. The principles of rhythm and proportionality of processes are violated. But it is precisely such ordinary problems and shortcomings that do not require the intervention of top and middle level managers and are easily eliminated on the initiative of the staff and with their efforts.

The search for sources of losses should be based on the knowledge and experience of workers and, if possible, expanded. For example, a huge source of efficiency gains remains both the reduction of the turnover cycle and inventories of starting materials and raw materials, as well as work in progress and finished goods.

An organizational system for redistributing business risks may include the creation of: 1) cost and profit centers and 2) self-supporting units, teams, sections and workshops that are responsible for the results of their activities, including the volume and timing of work, labor safety, and trade secrets , marriage, excess resource consumption, etc., while simultaneously receiving part of the additional income that arises from increasing the efficiency of resource use and labor productivity. The importance of using such internal structures especially increases in two cases: 1) at the final stages of the production process, since the cost of work in progress increases from the beginning to the end of the production cycle; 2) in operations and technological installations, where the labor of an employee largely determines the quality and quantity of products, and any violation of technology significantly reduces the income and profit of the enterprise. Responsibility can be economic and administrative, but it is not necessary to use fines. If an enterprise loses profit, then this affects the income of many employees, so the socio-psychological impact on those responsible becomes effective (people just need to know who actually deprived them of part of the income, for example, a bonus). In addition, it is advisable to personify the positive and negative results of self-supporting structural elements, identify them with specific employees and use them in career planning. It is also advisable to diagnose errors, shortcomings and correct them. We usually use the classification of errors and shortcomings into: 1) correctable and incorrigible, 2) dependent on the employee and administration, 3) organization, management, technical, technological and resource support.

The idea of ​​using self-supporting structural elements is not new, but in the new conditions it encounters opposition from managers. Returning to the problem of improving social and labor relations, it should be repeated that if the administration is ready to allow workers into management, then the gap between the earnings of the manager (top officials) and hired employees should be reduced or the existing difference in the income of specific individuals should be explained, proven, and justified.

Many wage-earners reject the idea of ​​being completely controllable. They consider themselves important subjects and objects of management. They need to believe that the enterprise can only earn income and profit if the employee acts in a certain way, such as strictly following a technology, and may not receive it if the actions are changed. Although such thinking can be considered aggressive, the employees are right. The overall success depends to a certain extent on the work of everyone. Therefore, by creating new social and labor relations, using SIL and redistributing rights and responsibilities, managers potentially save on various types of control (total control of roads, for example, is practically impossible).

The influence of public culture on STRENGTH is felt. If society supports the desire of citizens to improve their educational and professional levels, then it is easier to implement SIL at the enterprise. The role of the state is great in this. Let us recall that the culture of the ruling CPSU was closely connected with the idea of ​​global leadership: the best ballet, weapons, science; world's first satellite, astronaut, etc. Unfortunately, today this culture and idea is lost and spontaneously replaced by the idea of ​​a bad past, bad economy, bad goods, bad science, bad government. This creates significant psychological barriers to leadership, worsens the situation in the field of education and training, and contributes to the loss of skill and intellectual potential of any enterprise. An enterprise and a country cannot live and develop without the idea of ​​leadership and self-esteem. Otherwise, we should expect a gradual loss of competitive positions and standard of living. Any advanced country (USA, France, England, Germany, Japan, etc.) preaches the ideas of leadership and national superiority. On the one hand, this helps to achieve high economic goals, but, on the other hand, unfounded confidence in one’s own superiority contributes to complacency and loss of leadership.

SIL does not contradict the cultural traditions of the Russian people, which are characterized by the pursuit of knowledge and support for competition and leadership, but it is distinguished by some peculiar features: 1) the habit of downplaying the importance of its own achievements (“there is no prophet in his own country”), a loyal attitude to foreign achievements and using other people's experience, sometimes to the detriment of one's own (Russian) achievements; 2) the historically established desire for a community, for some kind of community, helps organize team work and promotes team leadership, but individualism is not developed enough, which is the main distinctive feature US culture. Russia, on the scale of individualism - collectivism of behavior, apparently lies between the United States and Japan.

A logical continuation of the organization’s strategic guidelines is organizational culture, which includes the entire system of social and labor relations. This system of social and labor relations contains: the socialized strategic goal of the company; standards of personnel behavior; structural characteristics of personnel (educational, ethnic, national, demographic); farming methods; nature, content, working conditions and methods of its organization; incentive system; personnel training system, etc.

The culture of an organization is a complex composition of important assumptions, often difficult to formulate, accepted and shared by team members without evidence. It manifests itself in relationships between people, includes the philosophy and ideology of management, assumptions, value orientations, beliefs, expectations, dispositions and norms that underlie relationships within the organization and beyond. Assumptions are related to the vision of the environment surrounding the individual (group, organization, society, world) and the variables that regulate it (nature, space, time, work, relationships, etc.). The values ​​(or value orientations) that an individual may adhere to differentiate his behavior into acceptable and unacceptable, and help in choosing actions in a specific situation. The symbols, stories, traditions, legends and myths of an organization are part of the organizational culture and allow the transmission of value orientations to members of the organization, emphasizing the exclusivity of the company.

In general, organizational culture can be defined as a set of the most important assumptions accepted by members of the organization and expressed in the values ​​declared by the organization, giving people guidelines for their behavior and actions, transmitted through the “symbolic” means of the spiritual and material intra-organizational environment.

*E. Schein proposed to consider organizational culture at three levels: 1) the symbolic level includes such visible external facts as the technology and architecture used, the use of space and time, observed behavior, language, slogans, etc., or everything that can be felt and perceive through the well-known five human senses (see, hear, taste and smell, touch). At this level, things and phenomena are easy to detect, but they cannot always be deciphered and interpreted in terms of organizational culture; 2) the subsurface level contains the values ​​and beliefs shared by members of the organization, reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desires of people; 3) the deep level includes basic assumptions that are difficult for even the members of the organization to understand without special focus on this issue. These hidden and taken-for-granted assumptions guide people's behavior and culture.

There are subjective and objective organizational culture.

Subjective organizational culture comes from shared patterns of assumptions, beliefs and expectations among employees, a group perception of the organizational environment with its values, norms and roles that exist outside the individual, including a number of elements of “symbolism” (organizational heroes, myths, stories about the organization and its leaders, organizational taboos, rites and rituals, perception of the language of communication and slogans). It serves as the basis for the formation of leadership styles and problem solving by managers, and their behavior in general. Objective organizational culture is the physical environment of people in an organization: the building itself and its design, location, equipment and furniture, colors and volume of space, amenities, cafeteria, reception rooms, parking areas reflect the values ​​​​that the organization adheres to.

F. Harris and R. Moran (1991) propose to consider a specific organizational culture based on ten characteristics 1: 1) awareness of oneself and one’s place in the organization (some cultures value the employee’s concealment of his internal moods, others encourage their external manifestation; in some cases, independence and creativity is manifested through cooperation, and in others through individuality); 2) communication system and language of communication (the use of oral, written, non-verbal communication, “telephone rights” and openness of communication varies from group to group, from organization to organization; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations ); 3) appearance, clothing and presentation of oneself at work (variety of uniforms and workwear, business styles, neatness, cosmetics, hairstyle, etc. confirm the presence of many microcultures); 4) what and how people eat, habits and traditions in this area (organization of meals for workers, including the presence or absence of such places at the enterprise: people bring food with them or visit the cafeteria inside or outside the organization; food subsidies; frequency and duration of meals; do they eat employees of different levels together or separately, etc.); 5) awareness of time, attitude towards it and its use (the degree of accuracy and relativity of time among workers; compliance with time schedules and encouragement for this; monochronic or polychronic use of time); 6) relationships between people (by age and gender, status and power, wisdom and intelligence, experience and knowledge, rank and protocol, religion and citizenship, etc.; the degree of formalization of relationships, support received, ways to resolve conflicts); 7) values ​​(as a set of guidelines about what is good and what is bad) and norms (as a set of assumptions and expectations regarding a certain type of behavior) - what people value in their organizational life (their position, titles or work itself, etc. etc.) and how these values ​​are preserved; 8) belief in something and attitude or disposition towards something (belief in leadership, success, in one’s own strengths, in mutual assistance, in ethical behavior, justice, etc.; attitude towards colleagues, clients and competitors, towards evil and violence, aggression, etc.; the influence of religion and morality; 9) the process of employee development and learning (mindless or conscious performance of work; rely on intelligence or strength; procedures for informing employees; recognition or rejection of the primacy of logic in reasoning and actions; abstraction and conceptualization in thinking or memorization; approaches to explaining causes); 10) work ethics and motivation (attitude to work and responsibility for work; division and replacement of work; cleanliness of the workplace; quality of work; work habits; work evaluation and reward; man-machine relationships; individual or group work; promotion work).

One organization can have many “local” organizational cultures. This refers to one prevailing culture throughout the organization and the culture of its parts (levels; divisions; professional, regional, national, age, gender and other groups). These different subcultures can coexist under the roof of one common culture. One or more subcultures in an organization may, by their nature, be in the same dimension as the dominant culture in the organization, or create, as it were, a second dimension in it.

Similar to what takes place in society, a third type of subculture may exist in an organization, which quite persistently reject the culture of the organization, giving birth to a counterculture: a) direct opposition to the values ​​of the dominant organizational culture; b) opposition to the power structure within the dominant culture of the organization; c) opposition to the patterns of relationships and interactions supported by the dominant culture). Organizational countercultures are a sign of unmet needs or expectations of employees and small groups, stress or crisis.

The formation of organizational culture includes: solving the problem of external adaptation, survival of the organization and at the same time creating confidence in the future and faith in the organization among employees; determining the mission of the organization and its main objectives, choosing a strategy to fulfill this mission; establishing general and specific goals, achieving agreement on goals; selection of means, methods of achieving goals and reaching agreement on the methods used, including organizational structure, incentive and subordination systems; establishing criteria for measuring and monitoring the results achieved by an individual and groups; Creation information system; developing methods for correcting the actions of workers and small groups who have not completed tasks; formation of a system of internal integration, methods of communication, language used and concepts of communication, criteria for membership in the organization and its groups, establishment of rules for acquiring, maintaining and losing power; determination and distribution of statuses in the organization; establishing rules about the level and nature of social and interpersonal relationships in the organization between genders, ages, etc.; determining the acceptable level of openness at work; determination of desirable and undesirable behavior, forms of reward or punishment; development of ideological attitudes and attitudes towards religion.

The most important positive element of organizational culture should be the integrity of the system of labor relations, their orientation towards innovation and the consumer.

Exercise

Describe the organizational culture of the company where you work, or any other team that you encounter regularly and about which you can glean the necessary information. First of all, use the classification of F. Harris and R. Moran

The main directions of personnel policy include: quantitative and qualitative personnel planning; employment and marketing of personnel, staff reductions; career guidance and personnel training work with universities, colleges and others educational institutions carrying out professional training, advanced training and retraining of personnel; production personnel management, personnel control, introduction, adaptation, preparation for a new position and specialty, socialization of newcomers to the team; policy of stimulation and motivation of labor and personnel development; social policy; information (communication) policy; structuring and planning of personnel costs; audit and personnel control.

The mission of the company expresses in concentrated form the meaning of existence, the purpose of the organization. It is formed as the basis of the company's strategy. The task of the analysis is to determine how the mission is reflected in the personnel management strategy and what necessary elements the personnel management strategy should contain so as not to contradict the mission. The mission of the company is revealed in the system of strategic, medium-term and short-term goals of the organization, which are the basis for establishing strategic, medium-term and short-term goals for personnel management. Therefore, an analysis of the organization’s goals is necessary to ensure their achievement through a system of private goals of the personnel management subsystem.

See: Serbinovsky B.Yu. Diagnostics and improvement of production systems. - Rostov n/d: Pegasus, 1996. - P. 113-120; Economics and sociology of labor / Ed. B.Yu. Serbinovsky and B.A. Chulanova.- Rostov n/d: Phoenix, 1999.

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Important elements of the personnel management system are personnel

policies and personnel strategies.

Personnel policy is a system of goals, principles and resulting forms and methods, rules, norms and criteria for working with personnel adopted in the organization and corresponding to the business strategy.

Personnel strategy is a set of basic principles, rules and goals for working with personnel, taking into account business strategy, organizational structure, personnel potential, and personnel policy.

The purpose of personnel policy is to ensure an optimal balance of processes

renewal, preservation and development of the necessary quality and

quantitative composition of the organization’s personnel in accordance with the needs

Personnel strategy, or personnel management strategy, is based on

personnel policy and development strategy of the organization and is long-term

character. Developing a personnel management strategy consists of defining

main directions of action, resources, time parameters, complex of measures to implement the chosen course of action.

It should be noted that the personnel strategy significantly depends on the stage

life cycle of the organization. Functioning of the organization in general view goes through a number of stages, including the formation of an organization, its intensive growth, a period of stable operation, a certain decline (requiring a certain transformation, reform, restructuring of both the structure and the business) and the last stage - transformation (revival) or liquidation. Business strategies and HR strategies change according to these stages of an organization's life cycle.

One of the most important aspects of the organization in application to management

personnel is organizational culture, which means an integral, sufficiently regulated characteristic of the organization, given in the language of a certain typology, which includes such characteristics as norms accepted and shared by all employees; principles, methods of distribution of power; the leadership style adopted in the organization, the cohesion and connectedness of the organization’s employees; characteristic

ways of organizing and conducting interaction (i.e. processes -

coordination, communication, conflict resolution and decision-making activities, establishing external relations); organization of role distribution, as well as such elements as a value system, patterns of behavior, methods of assessing results, types of management. Organizational culture is a powerful strategic tool for aligning staff with common goals and results.

The organization of personnel management is the structure of the personnel management system in an organization, which includes two main components:

The actual personnel service;

Managers of employees in the hierarchical system of the organization. Thus, the organization of work largely comes down to the problem of distributing relevant competencies between the personnel service and immediate managers.

Methods of personnel management of an organization are ways of influencing teams and individual workers in order to coordinate their activities in the production process.

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