Personnel policy as a means of strategy implementation. Personnel policies and personnel strategies of the enterprise. The concept of personnel policy

Federal agency on education in the Russian Federation

State educational institution

Higher professional education

Regional center for advanced training and retraining

management personnel

Department of Finance and Management

Course work

For the course “Strategic management (special chapters)”

"STRATEGY AND PERSONNEL POLICY"

COMPLETED by student of group 760162v _______________ Zh.N. Eliseeva

CHECKED BY Cand. eq. Sciences, Associate Professor _______________ R.Yu. Boldyreva

Tula 2011

2. Criteria for assessing personnel policy 12

3. Improving personnel policy 13

Introduction

A market economy poses a number of fundamental tasks, the most important of which is: the most effective use of human resources. In order to achieve this, a clearly developed personnel policy is needed.

Personnel strategy (personnel management strategy) is a specific set of basic principles, rules and goals for working with personnel, specified taking into account the types of organizational strategy, organizational and personnel potential (human resource), as well as the type of personnel policy of the organization.

The purpose of personnel policy is to formulate goals in a timely manner in accordance with the organization's development strategy, pose problems and tasks, find ways and organize the achievement of goals.

To achieve the set goals, it is especially important to ensure the production behavior of each of its employees required by the organization. Like the development strategy of the organization as a whole, personnel policy is developed taking into account the internal resources and traditions of the organization and the opportunities provided by the external environment.

Personnel policy is part of the organization's policy and must fully comply with the concept of its development.

The main object of the enterprise's personnel policy is personnel (personnel). The personnel of an enterprise is the main (regular) composition of its employees.

Personnel are the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production and constantly improve them. From the qualifications of workers, their professional training, business qualities production efficiency largely depends.

Purpose course work is the study of personnel policy using the example of the organization JSC Shcheglovsky Val.

1. The essence of personnel policy

1.1 Concept of personnel policy

The implementation of the goals and objectives of personnel management is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel service of the enterprise. In this regard, personnel policy is a strategic line of behavior in working with personnel. Personnel policy is a purposeful activity to create a workforce that would best contribute to combining the goals and priorities of the enterprise and its employees.

The target task of personnel policy can be solved in different ways, and the choice alternative options wide enough:

dismiss or retain employees; If you save, which way is better:

a) transfer to shorter forms of employment;

b) use for unusual work, at other facilities;

c) send for long-term retraining, etc.

prepare workers yourself or look for those who already have necessary preparation;

recruit from outside or retrain workers subject to dismissal from the enterprise;

recruit additional workers or make do with the existing number provided that it is used more rationally, etc.

When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:

production requirements, enterprise development strategy;

financial capabilities of the enterprise, the acceptable level of costs for personnel management determined by it;

quantitative and qualitative characteristics of existing personnel and the direction of their change in the future, etc.;

the situation on the labor market (quantitative and qualitative characteristics of labor supply by occupation of the enterprise, supply conditions);

demand for labor from competitors, prevailing wage levels;

the influence of trade unions, rigidity in defending the interests of workers;

requirements labor legislation, accepted culture of working with hired personnel and etc.

General requirements to personnel policy in modern conditions boil down to the following:

Personnel policy should be closely linked to the enterprise development strategy. In this respect it represents staffing implementation of this strategy.

Personnel policy should be quite flexible. This means that it must be, on the one hand, stable, since stability is associated with certain expectations of the employee, and on the other hand, dynamic, i.e. 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 organizational culture enterprises.

Since the formation of a qualified workforce is associated with certain costs for the enterprise, personnel policy must be economically justified, i.e. based on his real financial capabilities.

Personnel policy should provide an individual approach to its employees.

Thus, personnel policy is aimed at creating a system of working with personnel that would be focused on obtaining not only an economic, but also a social effect, subject to compliance with current legislation.

Alternatives are possible in the implementation of personnel policy. It can be fast, decisive (in some ways at first, perhaps not very humane in relation to workers), based on a formal approach, the priority of production interests, or, conversely, based on taking into account how its implementation will affect the work collective, what social costs this may lead to for them.

The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise regarding training, personnel development, and ensuring interaction between the employee and the organization. While personnel policy is associated with the selection of target objectives designed for long term, current personnel work is focused on prompt resolution of personnel issues. Naturally, there must be a relationship between them, which usually occurs between strategy and tactics for achieving a goal.

Personnel policy is both general in nature, when it concerns the personnel of the enterprise as a whole, and private, selective, when it is focused on solving specific problems (within individual structural divisions, functional or professional groups of workers, categories of personnel).

Personnel policy forms:

Requirements for the workforce at the stage of hiring (education, gender, age, length of service, level of special training, etc.);

Attitude to “investments” in the workforce, to the targeted impact on the development of certain aspects of the workforce work force;

Attitude to the stabilization of the team (all or a certain part of it);

Attitude to the nature of training of new workers at the enterprise, its depth and breadth, as well as to retraining of personnel;

Attitude to intra-company personnel movement, etc.

Properties of personnel policy:

Link to strategy

Focus on long-term planning.

The importance of the role of personnel.

A range of interrelated functions and procedures for working with personnel.

Personnel policy is integral part all management activities and production policies of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce.

Personnel policy should create not only favorable working conditions, but also provide the opportunity for career advancement and the necessary degree of confidence in the future. Therefore, the main task of the enterprise’s personnel policy is to ensure personnel work taking into account the interests of all categories of workers and social groups of the workforce.

Human resources management within an enterprise has strategic and operational aspects. The organization of personnel management is developed on the basis of the enterprise development concept, consisting of three parts:

industrial;

financial and economic;

social (personnel policy).

Personnel policy defines goals related to the enterprise's attitude to the external environment (labor market, relations with government agencies), as well as goals related to the enterprise's attitude to its personnel. Personnel policy is carried out by strategic and operational management systems. HR strategy objectives include:

raising the prestige of the enterprise;

study of the atmosphere inside the enterprise;

analysis of the prospects for the development of workforce potential;

generalization and prevention of reasons for leaving work.

The day-to-day implementation of the HR strategy, as well as at the same time assisting management in carrying out their enterprise management tasks, lies in the operational area of ​​HR management.

The personnel policy of an enterprise is a holistic personnel strategy that combines various shapes personnel work, the style of its implementation in the organization and plans for the use of labor.

Personnel policy should increase the capabilities of the enterprise, respond to the changing requirements of technology and the market in the near future.

Personnel policy is an integral part of all management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce.

In education, as in a specific industry National economy, personnel play a vital role. “Personnel decides everything,” but personnel can also become the main reason for failures. There are four key problems in managing university teaching staff. These are age, qualification and job structures and remuneration. Each of these problems requires control by the administration and the development of principles for solution, long-term and current management.

The effectiveness of the educational process, the prestige and prospects of the university depend on the state of the teaching staff of the university. The age composition of the staff determines the continuity of knowledge in the scientific and pedagogical school and the activity of mastering new areas of knowledge. It should be borne in mind that the age of teachers should not and cannot be a goal in personnel policy. Moreover, the teaching and research experience of a university employee appears after 10-15 years of work, and the retention of the most outstanding professors and associate professors is the key to high scientific and pedagogical prestige. However, any department, faculty and university as a whole must plan the internal process of self-reproduction of personnel and take the necessary measures to cultivate and attract the most qualified specialists.

- the general direction of work with personnel, reflecting a set of principles, methods, a set of rules and norms in the field of work with personnel, which must be understood and formulated in a certain way.

Purpose of personnel policy— ensuring an optimal balance between the processes of updating and maintaining the number and quality of personnel in accordance with the needs of the organization itself, the requirements of current legislation and the state of affairs.

Personnel policy is not always clearly defined and presented in document form, however, regardless of the degree of expression, it exists in every organization.

Formation of personnel policy

It begins with identifying potential opportunities in the area of ​​people management and identifying those areas of people work that must be strengthened to successfully implement the organizational strategy.

The formation and development of personnel policy is influenced by external and internal factors.

Environmental factors- those that the organization as a management entity cannot change, but must take into account to correctly determine the need for personnel and the optimal sources of covering this need. These include:

• the situation on the labor market (demographic factors, education policy, interaction with trade unions);
• trends in economic development;
• scientific and technological progress (the nature and content of work, which influences the needs for certain specialists, the possibility of retraining personnel);
• regulatory environment (i.e. those “rules of the game” that are established by the state; labor legislation, legislation in the field of labor protection, employment, social guarantees etc.).

Internal environmental factors- these are factors that can be controlled by the organization. These include:

• goals of the organization (on their basis the personnel policy is formed);
• management style (strictly centralized or preferring the principle of decentralization - depending on this, different specialists are required); financial resources(the organization’s ability to finance personnel management activities depends on this);
• human resources potential of the organization (related to the assessment of the capabilities of the organization’s employees, with the correct distribution of responsibilities between them, which is a source of effective and stable work);
• leadership style (all of them do not equally influence the implementation of a certain personnel policy).

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, the directions of the personnel policy of a particular organization correspond to the functions of the personnel management system operating in this organization. As an example, let us consider the characteristics of the main directions of personnel policy.

Personnel policy tools

The tools for implementing personnel policy are:

• current personnel work;
• personnel management;
• measures for its development and advanced training;
• activities to solve social problems;
• reward and motivation.

As a result of the use of these tools, the behavior of employees changes, the efficiency of their work increases, and the structure of the team improves.

Stages of developing personnel policy:

1. analysis of the situation and preparation of forecasts for the development of the enterprise. Determining the strategic goals of the organization;
2. development general principles personnel policy, definition key points and priorities;
3. official approval of the organization’s personnel policy;
4. propaganda stage. Creation and support of a system for promoting personnel information. Informing the team about the developed personnel policy and collecting opinions;
5. assessment of financial resources for the implementation of the chosen type of strategy - formulation of principles for the distribution of funds, ensuring an effective system of labor incentives;
6. development of an operational plan: planning the need for labor resources, forecasting the number of personnel, forming a structure and staff, appointment, creation of a reserve, relocation. Determining the significance of events;
7. implementation of personnel activities: provision of development programs, selection and hiring of personnel, career guidance and adaptation of employees, team formation, professional training and advanced training;
8. assessment of performance results - analysis of the compliance of personnel policies, ongoing activities and the organization’s strategy, identification of problems in personnel work, assessment of personnel potential.

Types of personnel policy

Types of personnel policies can be grouped into two areas:

1. According to the scale of personnel events.
2. According to the degree of openness.

Types of personnel policies by scale of personnel activities

First base may be associated with the level of awareness of the rules and regulations that underlie personnel activities, and the associated level of direct influence of the management apparatus on the personnel situation in the organization. By this basis The following types of personnel policies can be distinguished:

• passive;
• reactive;
• preventive;
• active.

The very idea of ​​a passive policy seems illogical. However, we may encounter a situation in which the management of the organization does not have a clear program of action in relation to 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, and diagnosing the personnel situation as a whole. Management in a situation of such personnel policy works in emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without attempting to understand the causes and possible consequences.

In line with this policy, the management of the enterprise monitors the symptoms of a negative state in working with personnel, the causes and situation of the development of the crisis: the emergence of conflict situations, the lack of sufficiently qualified labor to solve the problems at hand, the lack of motivation for highly productive work. The management of the enterprise is taking measures to localize the crisis and is focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means to diagnose the existing situation and provide adequate emergency assistance. Although in enterprise development programs personnel problems are highlighted and considered specifically, the main difficulties arise in medium-term forecasting.

In the true sense of the word, politics arises only when the management of a company (enterprise) has reasonable forecasts for the development of the situation. However, an organization characterized by the presence of a preventive personnel policy does not have the means to influence it. The personnel service of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. Organizational development programs contain short-term and medium-term forecasts of personnel requirements, both qualitative and quantitative, and formulate tasks for personnel development. The main problem of such organizations is the development of targeted personnel programs.

If 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 the external and internal situation, then we can talk about a truly active policy.

But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hard to be algorithmized and described).

Accordingly, we can distinguish two subtypes of active personnel policy: rational and adventuristic.

At rational personnel policy, the management of the enterprise has both a qualitative diagnosis and a reasonable forecast of the development of the situation and has the means to influence it. The personnel service of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long term. Organizational development programs contain short-term, medium-term and long-term forecasts of personnel requirements (qualitative and quantitative). In addition, an integral part of the plan is a personnel program with options for its implementation.

At adventuristic personnel policy, the management of the enterprise does not have a qualitative diagnosis, a reasonable forecast of the development of the situation, but strives to influence it. The personnel service of an enterprise, as a rule, does not have the means of forecasting the personnel situation and diagnosing personnel, however, enterprise development programs include plans for personnel work, often focused on achieving goals important for the development of the enterprise, but not analyzed from the point of view of changing the situation. In this case, the personnel management plan is based on a rather emotional, little reasoned, but perhaps correct idea of ​​the goals of working with personnel.

Problems in implementing such a personnel policy may arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, with a significant change in the market, the emergence of a new product that can displace what the company currently has. From a staffing perspective, it will be necessary to retrain the staff, but quick and effective retraining can be carried out successfully, for example, in a company with a younger workforce rather than in a company with a very qualified, well-specialized older workforce. Thus, the concept of “personnel quality” includes another parameter that, most likely, was not taken into account when preparing a personnel work plan within the framework of this type of personnel policy.

Types of personnel policies by degree of openness

The second reason to differentiate personnel policies there may be a fundamental focus on one’s own personnel or on external personnel, the degree of openness towards external environment when forming personnel. On this basis, two types of personnel policies are traditionally distinguished:

1. open;
2. closed.

Open personnel policy characterized by the fact that the organization is transparent to potential employees at any level; you can come and start working both from the lowest position and from a position at the senior management level. The organization is ready to hire any specialist if he has the appropriate qualifications, without taking into account work experience in this organization.

This personnel policy is typical for modern telecommunications companies or automobile concerns, which are ready to “buy” people for any job level, regardless of whether they have previously worked in such organizations. This type of personnel policy is also characteristic of new organizations that pursue an aggressive policy of conquering the market, focused on rapid growth and rapid access to the leading positions in their industry.

Closed personnel policy characterized by the fact that 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, creating a special spirit of involvement, and also, possibly, operating in conditions of a shortage of human resources.

The implementation of the goals and objectives of personnel management is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel service of the enterprise. In this regard, personnel policy is a strategic line of behavior in working with personnel.

In previous years, it was largely characterized by political (ideological) overtones, which was reflected in its very content and definition: “Personnel policy is the general direction in personnel work, determined by the totality of the most important, fundamental provisions expressed in the decisions of the party and government on long term or a separate period."

The transition to a market economy significantly changes fundamental principles and the content of personnel policy. Currently, this is a conscious, purposeful activity to create a workforce that would best contribute to combining the goals and priorities of the enterprise and its employees.

The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:

Fire or retain employees; if saved, which way is better: a) transfer to shorter forms of employment; b) use for unusual work, at other facilities; c) send for long-term retraining, etc.;

Train workers yourself or look for those who already have the necessary training;

Recruit from outside or retrain workers subject to dismissal from the enterprise;

Recruit additional workers or make do with the existing number, provided that it is used more rationally;

Invest money in training “cheap” but highly specialized workers or “expensive” but maneuverable workers, etc.

Since the formation of an enterprise’s personnel is not associated with an unambiguous decision, but with the alternativeness of possible paths with the choice of the most effective of them, it is legitimate to raise the question of choosing a labor supply strategy, taking into account all the factors and circumstances characteristic of the present and future.

When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:

· production requirements, enterprise development strategy;

· financial capabilities of the enterprise, the acceptable level of costs for personnel management determined by them;

· quantitative and qualitative characteristics of existing personnel and the direction of their change in the future, etc.;

· the situation on the labor market (quantitative and qualitative characteristics of the labor supply by occupation of the enterprise, supply conditions);

· demand for labor from competitors, emerging level wages;

· the influence of trade unions, rigidity in defending the interests of workers;

· labor legislation requirements, accepted culture of working with hired personnel, etc.

The general requirements for personnel policy in modern conditions are as follows.

1. Personnel policy should be closely linked to the development (or survival) strategy 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 stability is associated with certain expectations of the employee, and on the other hand, dynamic, i.e. 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 (company). The latter includes the values ​​and beliefs shared by employees and predetermining the norms of their behavior and the nature of the life of the enterprise.

3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, personnel policy must be economically justified, i.e. based on his real financial capabilities.

4. Personnel policy should provide an individual approach to its employees.

Thus, personnel policy in the new conditions is aimed at creating a system of working with personnel that would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation, regulations and government decisions.

The latter, as a reflection of state policy regarding the reproduction of the labor force, influence personnel policy through regulating the situation on the labor market, as well as through requirements for ensuring proper social protection employee.

Personnel policy is implemented through personnel work. Therefore, the choice of personnel policy is associated not only with determining the main goal, but also with the choice of means, methods, priorities, etc.

Personnel policy forms:

· requirements for the workforce at the stage of hiring (education, gender, age, length of service, level of special training, etc.);

· attitude to “investment” in the workforce, to a targeted impact on the development of certain aspects of the employed workforce;

· attitude towards stabilization of the team (all or a certain part of it);

· attitude to the nature of training of new workers at the enterprise, its depth and breadth, as well as to retraining of personnel;

· attitude towards intra-factory personnel movement, etc.

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 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 the costs of paying remuneration for labor, as well as covering 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

The HR strategy of the 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.
• Basic motivational tool- 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.
• Personnel composition fully balanced in all key indicators.
• The quantitative and qualitative composition of the staff is stable, and turnover is caused solely by objective factors.
• The calculation of wages is strictly individualized and depends on the personal efforts of the employee.
• Those employees who show the highest level of commitment to the values ​​of the organization are encouraged.
• 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 a mutual understanding between employees and managers Social responsibility.
• 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.

Personnel policy primarily involves the formation of an organization’s personnel management strategy, which takes into account the organization’s development strategy.

A personnel management strategy is plans, directions of action, the sequence of decisions made and methods that allow for assessment, analysis and development of an effective system of influencing personnel to implement the organization's development strategy.

The personnel management strategy is developed taking into account both the interests of the organization’s management and the interests of its personnel.

The HR strategy involves:

Determining the objectives of personnel management, i.e. when making decisions in the field of personnel management, the following should be taken into account: economic aspects(adopted personnel management strategy), as well as the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for the development and implementation of employees’ abilities, etc.);

Formation of ideology and principles of personnel work, i.e. the ideology of personnel work must be reflected in the form of a document and implemented in everyday work by all heads of structural divisions of the organization, starting with the head of the organization. This document should represent a set of ethical standards that are not subject to violation in working with the organization’s personnel. As the organization develops and the external conditions of the organization’s personnel work change, it can be clarified;

Determining the conditions for ensuring a balance between the economic and social efficiency of the use of labor resources in the organization. Security economic efficiency in the field of personnel management means the optimal use of personnel to achieve goals entrepreneurial activity organization (for example, increasing production volumes) with limited relevant organizations labor resources. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the socio-economic expectations, needs and interests of the organization's employees. The personnel management strategy depends on the personnel policy strategy. Moreover, the personnel policy strategy determines the organization's personnel management strategy.

Concepts of personnel policy strategy

Currently, there are three concepts of personnel policy strategy.

The first concept assumes that HR strategy is determined by the organization's strategy. Personnel management performs a service function, which is to provide and maintain the performance of the personnel necessary for the organization.

The second concept is based on the fact that the personnel management strategy is central, independent and independent of the organization's strategy. Employees employed in an organization are considered as independent resources, with the help of which, depending on their quality and abilities, it is possible to solve various problems that arise in a market economy. In this case, HR policy strategies depend on existing or potential human resources.

The third concept is a synthesis of the previous two. The organization's strategy is compared with existing and potential human resources, and compliance with the directions of the personnel policy strategy is determined. As a result of such a comparison, the strategy of the entire organization and its personnel policy can be changed.

The main directions of the organization’s personnel policy, developed on the basis of the personnel management strategy, are:

Carrying out marketing activities in the field of personnel;

Planning the organization's personnel needs;

Forecasting the creation of new jobs taking into account the introduction of new technologies;

Organization of recruitment, selection, assessment and certification of personnel, career guidance and labor adaptation personnel;

Selection and placement of personnel;

Development of incentive systems and motivational mechanisms to increase interest and satisfaction with work, remuneration;

Rationalization of costs for the organization's personnel;

Development of personnel development programs in order to solve not only today’s but also future problems of the organization based on improving training systems, career advancement of employees and preparing a reserve for promotion to leadership positions; -

Organization of labor and workplaces;

Development of employment programs and social programs;

Effective distribution and use of employees employed in the organization, optimization of their number;

Management of innovations in personnel work;

Ensuring the safety and health of personnel;

Analysis of the reasons for the release of personnel and selection of the most rational options;

Security high level quality of work, work life and work results;

Development of projects to improve the organization's personnel management and assessment of social and economic efficiency.

The implementation of such a personnel policy involves restructuring the work of the organization's personnel management service.

As already emphasized, the main goal of the personnel management service is to provide the organization with personnel, their effective use, professional and social development. Moreover, personnel capable of effectively solving the organization’s problems in market conditions.

The organization's personnel management service must implement the following activities:

Develop a personnel policy, a personnel management concept and create a plan for reforming the personnel service;

Update regulations on HR departments;

Carry out the necessary reshuffles in the management team of the organization, based on the data of the extraordinary certification (this should affect the main specialists, heads of functional and production units, foremen);

Switch to a contract hiring system;

Introduce new methods of recruiting, selecting and evaluating personnel;

Introduce a system of business career planning and career and professional advancement of personnel, personnel rotation;

Develop career guidance and personnel adaptation programs;

Develop new system stimulation and work motivation;

Develop management measures labor discipline;

Create information system by law;

Computerize the work of the personnel management service;

Create (if it does not exist) or activate the organization’s security service;

Develop a system for resolving conflicts in a team.

To carry out these activities and maintain effective work in the future, it is necessary to improve the organizational structure of the organization’s personnel management service itself. It must include units aimed at carrying out all the functions assigned to it.

Let us give an example of the personnel management strategy of one of the domestic organizations.

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