A popular trend in enterprises is staff development through training and corporate events. Any organization or enterprise has its own staff, which consists of professionals in their field. Moreover, it does not matter at all what position a person holds: an ordinary employee or a director of a company. Personnel refers to all employees who work at a given enterprise, and it does not matter what form employment contract concluded with them. In order for an enterprise to fulfill its functions, it is necessary to constantly develop personnel, at any level. On modern enterprises of every size and level, there is a position of recruiting manager who is responsible for hiring, firing, and developing employees in the workplace. At the same time, personnel development is a very broad concept, including several areas. Firstly, in order to perform all functions, the enterprise must have a fully staffed staff, which should not have extra people.

What is personnel development

At the same time, a shortage of workers can affect production efficiency, so the calculation of jobs should be based primarily on economic considerations.

Secondly, each employee must strictly fulfill his duties, while in small enterprises workers must be interchangeable, based on economic feasibility. Thirdly, personnel development management should be carried out by a person who has foresight and the ability to think strategically, predicting the effectiveness of a particular employee. At the same time, the best employees should be rewarded not only with material benefits, but also with professional growth and career. Fourthly, the process of training employees of the enterprise must be continuously carried out so that their professional skills undergo changes for the better. All types of educational trainings large enterprises are included in the management of professional development of personnel and are carried out on a regular basis in the organization itself. Employees of small enterprises, as a rule, undergo modern training at special sites, where they are taught not only to perform their job duties well and competently, but also to think creatively.

Some companies prefer to recruit employees without experience in their field and directly train them on the job. But the majority of enterprises still select workers with experience in this field of activity, since it is much easier to direct them in the right direction. It is believed that retraining of personnel is more expensive than simply offering training in new skills, since people with certain knowledge have their own ideas about working in a given field and it is very difficult to change the way they think. Therefore, it is easier to train inexperienced people and make them leaders in production. As a rule, the formation of personnel occurs gradually, everyone learns from their mistakes. Employee development cannot be done quickly, otherwise it will not be done professionally. It is impossible to immediately recruit people who will do their job clearly and consistently. In order for a team to develop, time and experience are needed.

Personnel formation

Personnel development strategy includes several definitions, each of which is important.

1. Having correctly developed strategic moves, you can be sure that the functioning of the enterprise will proceed within the intended framework, while all functions will begin to be performed clearly and harmoniously. When developing a strategy, first of all, not the immediate, but the long-term prospects for the company’s development should be taken into account, that is, development plans should be developed at least several years in advance.
2. The company needs to provide its employees with training, the application of acquired skills in practice, and the opportunity to demonstrate their initiative and personal qualities for the purpose of career growth. New technologies allow you to use maximum opportunities while investing a minimum of money.
3. An enterprise must and can provide an employee with alternative jobs if, for reasons beyond its control, the employee cannot perform his current job. functional responsibilities, at the same time, he must be confident in the future and interested in fulfilling the duties assigned to him.
4. The long-term strategy must first and foremost be based on human potential. To achieve this, the enterprise administration should create conditions for the personal growth of each employee, based on the desire to grow and change for the better professionally.

The remuneration system must provide for all the capabilities of the staff. It is necessary to find an individual approach to each employee, and the system of incentives and bonuses must be individual in nature. In this case, it is necessary to take into account, first of all, the professional suitability of each employee for his position and the ability to generate ideas and generate new possibilities for his personality. In some enterprises, in order to improve the overall picture, employees at all levels of the career ladder have the right to participate in the adoption of management decisions, especially those on which the future fate of the enterprise depends. At the same time, lower-level employees have the right to express their opinions, and the administration will definitely listen to them. As a rule, delegation of authority to manage an enterprise gives a good effect. The personal development of each interested employee is fast paced.

Forms and methods of personnel development

A good specialist will never say that he knows everything in his field of activity. As a rule, he is always interested in new research and technologies in his field of knowledge, and he will be happy to learn new techniques. Such employees are always successful because, in addition to experience, they also need new knowledge. Modern development Technology is advancing at such a fast pace that if you do not constantly train and learn something new, in a few years even many years of experience in this field will be unnecessary and uninteresting. Therefore, forms and methods of personnel development include, first of all, different types employee training. At the same time, every employee should have the right to choose. The so-called incremental learning process is often practiced. At first, these could be introductory trainings, after a certain period of time – advanced training courses, then – trainings for personal and professional growth. They can take place not only at your home enterprise, but also with a trip to another city or even to another country.

There are many examples where employees of private organizations, including medical diagnostic institutions, annually undergo training courses with trips to other cities and even countries in order to improve their skills. As a rule, the lion's share of such training is carried out at the expense of the employee himself. But in order to continue to work at the proper level, he has no other choice, otherwise he will simply fall out of the flow, since every day many new technical achievements are being developed in the world that can turn any field of activity on its head. Serious competition in almost all areas of activity has led to the fact that the basic principles of personnel development include not only the training and personal growth of each employee, but also the ability of the administration to identify the “weak link” in the chain of employees, which pulls the entire enterprise to the lowest level. Having identified such an employee, managers have every right to mercilessly terminate the employment contract with him, otherwise the consequences could be disastrous.

Such a “weak link” can be a person who does not want to improve, who believes that he is already a valuable employee. It could also be an employee who, in conditions of fierce competition in the labor market, considers himself indispensable, as a result of which he does not perform his duties correctly. job responsibilities and violates labor discipline. Various areas of activity not only do not help him improve, but, on the contrary, make him more vulnerable and worthless. Companies prefer to part with such employees, even if their departure can be very painful for other team members. At large enterprises, within the HR department, an analysis of the personnel development system is carried out. To do this, each employee is taken as a unit of account, and the global unit is taken as the entire market in which the organization itself operates. Every company needs only highly qualified personnel capable of performing their work smoothly and accurately.

Analysis of the personnel development system

At the same time, the tasks of personnel development are very clear: each employee must fulfill his functional responsibilities, observe labor discipline, and improve himself. But, as often happens in practice, people are all alive, they can get sick, have no desire or opportunity to work clearly, and ultimately be in a bad mood. If such metamorphoses occur systematically, this may mean that the employee has lost interest in his work. Contrary to popular belief, the employer himself may be to blame for this. Why? Because the personnel development program includes creating interest in doing the job.

If a person performs the same actions day after day, without being able to grow career ladder, since there is no proper experience or education, his interest and desire to work fades away, and he begins to cause harm by not doing his job properly. The personnel development system as a whole operates to one degree or another at every enterprise of any level. It is important that management understand that investing money in the training process has far-reaching prospects, because competition between enterprises forces administrative managers to look for options profitable investments funds in their employees, and this is not only training, but also a system of incentives and rewards. Professional development of personnel includes several factors, with the development of each of which the company can be confident in the future. These factors include on-site training for new employees. This is known to be the most profitable and low-cost process. As a rule, for such training it is enough to assign an experienced mentor to a new employee, and after a while he will be savvy in almost all matters.

Once upon a time, human resources work consisted exclusively of recruitment and selection activities. The idea was that if you managed to find the right people, then they will be able to do the required work. Modern organizations Those who are good at management believe that recruiting the right people is just the beginning, while most of the organization's resources are represented by material objects, the value of which decreases over time through depreciation, the value of human resources can and should increase over the years. Thus, both for the benefit of the organization itself and for the personal benefit of all personnel, the management of the organization must constantly work to fully increase its potential.

The transition to market relations means high dynamics of changes in requirements for the quality parameters of the labor force. At the same time, important shifts are revealed in relation to the role and significance of individual components of its quality. Nowadays, the situation is such that education, and not so much general as professional, is becoming the determining element that shapes the qualitative characteristics of the workforce. Large organizations are increasing investments in personnel training, since the external market and the training system are increasingly less able to satisfy the needs of high-tech industries. This is also facilitated by the shortening cycle of production and life of goods, their frequent changes, requiring new qualifications. It is not without reason that many organizations consider increasing investment in personnel development to be the main factor in competition.

A workforce development program helps create a workforce that is more capable and highly motivated to accomplish the goals of the organization. Naturally, this leads to an increase in productivity, and therefore to an increase in the value of the organization’s human resources. Thus, personnel development activities should be considered as an investment in the intangible assets of the organization. The object of such investments, in contrast to investments in property elements and financial assets, are employees of the organization (but not the owners of capital).

Constant renewal is today the only strategy for the organization and employees to adequately cope with the difficulties expected in the future. The main task of personnel development is the targeted process of advanced training for special activities, increasing intra-production mobility and employment of employees.

For a long time, basic training in educational institutions was outside the scope of personnel policy, since the organization was dealing with ready-made labor force. But the need to create a potential personnel core dictates the need to change this situation, to the extent that students are the object of influence from companies, basic training becomes a full-fledged area of ​​personnel policy.

Adaptation as a direction of personnel policy is no longer associated only with a short period after hiring an employee. If the company actively influences the process of basic training, then adaptation begins during the training period. The need for constant professional development leads to the fact that measures to adapt personnel to production requirements continue throughout the operation of the company.

The direction of personnel policy such as promotion is changing to a large extent. Horizontal movements are becoming no less important a characteristic of personnel development than vertical ones.

Vertical and horizontal advancement in dynamic production conditions is only possible if you improve your skills as a permanent regulator. Moreover, based on the time spent and frequency, it must be admitted that advanced training is becoming a priority area of ​​personnel policy, covering an ever-increasing part of the staff.

Selection, increasingly based on extensive workforce assessment systems, is becoming a permanent regulator of personnel development. In other words, in the context of the innovation process, selection becomes the basis not so much of hiring, but of all phases of promotion and advanced training. In addition, there is a transition from the selection (evaluation) of ready labor to the selection of potential, i.e., so to speak, to the selection of semi-finished products.

Relevance of the research topic. Personnel development activities should be viewed as an investment in the intangible assets of the organization. Personnel development programs help create a workforce that is more capable and highly motivated to accomplish the organization's objectives, leading to increased productivity and therefore increased value to the organization's human resources.

The purpose of this work is to study the theoretical foundations, principles and methods of forming a personnel development system and developing recommendations for creating a system for developing and managing a career in an organization (using the example of the Furniture for Your Home chain of branded stores).

To achieve this goal, the work provides for solving the following set of tasks:

1. Consider the theoretical basis for the formation of a personnel development system;

2. Characterize the methods, forms and principles of personnel training, personnel career planning and the formation of a personnel reserve;

3. Characterize the activities of the network of branded stores “Furniture for Your Home” (IP Stupinskaya);

4. Analyze the system of management and personnel development in the organization in question;

6. Develop a model of a new motivational system in the organization;

7. Develop a career development plan for the personnel of the Furniture for Your Home chain of branded stores and provide recommendations for its implementation;

The object of the study is the chain of branded stores “Furniture for Your Home” (IP Stupinskaya).

The subject of the study is the personnel development system in the chain of branded stores “Furniture for Your Home” (IP Stupinskaya).

At graduation qualifying work The following methods were used: system analysis method, participant observation method, document analysis method.

The information base of the research is represented by monographs and individual works of domestic and foreign authors on the issues of forming a personnel development system, such as: T.V. Lavrina, A.A. Tyutin, N.V. Bogomolova, N.I. Tereshchuk, E.V. Maslov, D.A. Novikov, L.S. Shakhovskaya.

The practical significance of the work lies in the fact that the results obtained during the research process and the conclusions based on them can be used in further scientific research into the personnel development system, as well as in the activities of the Furniture for Your Home chain of branded stores.

Work structure

The introduction discusses the relevance of the research topic, the problem situation, the object and subject of the research, the purpose, objectives, research methods, indicates the practical significance of the research, and presents the structure of the work.

In Chapter 1 " Theoretical basis formation of a personnel development system in an organization" presents the concept and essence of training as the most important component of the personnel development process; the principles of forming a personnel reserve and career development planning are studied.

Chapter 2, “Analysis of the personnel development system in an organization (using the example of the chain of branded stores “Furniture for Your Home” (IP Stupinskaya)”), presents the general characteristics of the network of branded stores “Furniture for Your Home”, analyzes the management system and personnel development system.

In Chapter 3, “Recommendations for the formation of a personnel development system in an organization (using the example of the chain of branded stores “Furniture for Your Home” (IP Stupinskaya)”), a model of a new motivational system for the network of branded stores “Furniture for Your Home” (IP Stupinskaya) is developed, principles of formation are proposed. career management systems and a career plan for the chain of branded stores “Furniture for Your Home” (IP Stupinskaya).

Chapter 1. Theoretical foundations for the formation of a personnel development system in an organization

1.1 Training as the most important component of the personnel development process

Today at Russian economy There is a huge demand for young specialists who are ready to take serious positions in private companies. However, according to employers, our universities cannot produce graduates fit for immediate use.

Modern companies are striving to hire young people. This is explained both by the economic recovery in the country and by the need to compensate for the natural attrition of experienced personnel. At the same time, hire young specialists in last years became not only companies from the sphere of trade, services, finance, but also enterprises in the real sector.

However, the vast majority of companies today do not expect that the education received at a university will allow a young specialist to immediately get involved in work. A university graduate is perceived by employers only as source material for training a full-fledged specialist. The knowledge acquired at the university is considered by companies only as a starting point for further training. young specialist; An increasingly important factor when assessing a potential employee is his ability and desire to adapt, learn, and develop professionally.

Training is a specially organized, controlled process of interaction between teachers and students, aimed at mastering knowledge, skills, formation of a worldview, development of mental strength and potential capabilities of students, development and consolidation of self-education skills in accordance with the goals.

Let's look at this definition in more detail.

Firstly, training is a specially organized process, that is, it does not arise on its own and cannot take place on its own; its effectiveness will be determined by many factors, first of all, the professionalism of the manager organizing the process.

Secondly, like any organized process, it is organized in accordance with the goals set, for example, professional training of personnel is a process of improving the knowledge and competence, skills and abilities of employees, and their creative activities.

However, the learning process can pursue many other goals. Each organization determines for itself the purpose for which it conducts the training process and what tasks it sets for itself.

Thirdly, the choice of teaching methods will be determined by the goals for which the process is organized.

The educational process is a set of educational and self-educational processes aimed at solving the problems of education, upbringing and personal development.

Particular attention should be paid to two details in this definition:

First, the educational process consists of two elements: educational and self-educational processes. They are interconnected, cannot take place effectively without the other, and each of them determines the order in which the other is carried out.

Secondly, the educational process is aimed at solving three problems: educational, educational and developmental. It is the presence of three tasks of the educational process that allows us to determine its goals. Let's consider each of the tasks separately.

The educational task of the learning process is an orientation towards the student’s acquisition of knowledge, skills and abilities. In accordance with this task, it is determined what exactly the personnel will be trained. The educational process can pursue only one goal - obtaining and assimilating knowledge, skills and abilities. This approach to learning was widespread in the past. For this task, the use of two processes plays a decisive role: educational and self-educational. Excluding any of them can significantly reduce the quality of learning.

The educational task is focused on the development of certain personal qualities and character traits in the student. In organizations, this task can be implemented to achieve a variety of goals, for example, increasing staff loyalty, improving the psychological climate by reducing employee conflict, and many others.

The developmental task is the orientation of the educational process towards human potential and their implementation. In the concept of developmental education, the student is considered not as an object of the teacher’s teaching influences, but as a self-changing object of teaching.

The listed objectives of the learning process determine many areas of its application. The priority of certain training tasks will depend on what the organization sets for itself. Each organization determines for itself why it conducts training, but it is still possible to identify the main goals for which the training process can be carried out:

· quality improvement human resources,

· improving the quality of products or services produced by the organization,

· carrying out organizational changes, including adaptation to changing conditions external environment,

· staff development,

· improving the communication system in the organization,

· formation of organizational culture,

· increasing the level of loyalty to the organization.

Improving the quality of human resources is complex concept, which includes two main elements: acquisition by staff of basic knowledge, skills, and abilities, as well as the development of qualities necessary for more effective performance of their job duties.

In a rapidly changing modern conditions Many organizations are faced with the challenge of implementing change. These can be a variety of changes: organizational, technological, change of top management of the company and many others. To carry out these changes, both a strategic development plan and an optimal organizational management structure are required, but, most importantly, qualified personnel are needed who are able to take responsibility and make decisions. This especially applies to management. The effectiveness of the implementation of any innovation in an organization, regardless of its type, is determined by the degree of interest and participation of middle and lower management level. That is, the learning process should first of all help managers overcome a number of qualities that hinder the implementation of changes: conservatism, adherence to the established order, strict adherence to the established order, and a tendency to maintain hierarchical relationships in an unchanged form.

Personnel development is managed professional, personal and career growth. The ultimate goals of this process are to increase the professional level of employees in accordance with the goals of the organization and the formation of an internal personnel reserve. The following characteristics are fundamental when planning a career and creating a personnel reserve: availability necessary knowledge, abilities and skills and necessary personal qualities. Both can be developed through the implementation of one or another task of the educational process.

You can increase employee loyalty to the organization using training. For this purpose, a variety of teaching methods and conditions can be used. For example, loyalty to an organization can be increased through the dissemination of information about its good deeds. Using training already during hiring can ensure a “painless” dismissal of an employee. By “painless” we mean such dismissal of an employee in which he will not have the desire to take revenge on the organization, causing it damage at any cost.

Thus, personnel training in an organization is a complex process that sets itself three main tasks: educational, developmental and educational. This provides a large number of goals that can be achieved through workforce training. Some of them can be solved even without special attention from the manager organizing the training process.

In modern practice, companies use different kinds organization of the learning process. Their great amount. They can be classified on various grounds.

Depending on the location, internal and external training are distinguished.

Internal training is carried out on the territory of the organization, external training is carried out on-site at a special organization engaged in personnel training. Each of these two types of training has its own advantages and disadvantages. Choosing internal training will allow you to organize the training process on the job or in such a way that the time for which employees are separated is minimal; Another advantage of in-house training is that the organization does not have to pay for the building of a training center. The choice of external training, on the contrary, takes staff away from work, but this can also be viewed from a positive side. A change of environment and type of activity (from performing direct duties to training) can serve as a rest for the organization’s employees.

The form of classes includes lectures, seminars and trainings.

Lecture (from Latin lectio - reading), systematic, consistent presentation educational material, any question, topic, section, subject, methods of science. Basic requirements for the lecture: scientific content, ideological content, accessibility, unity of form and content, emotional presentation, organic connection with other types of educational activities - seminars, practical training, etc.

Seminar (from the Latin seminarium - nursery, figurative - school), one of the main types of educational practical classes, consisting of students discussing messages, reports they have completed based on the results of educational research. Seminars are also used as an independent form of thematic training sessions not related to lectures.

Training (from the English train - to train, educate) - systematic training or improvement of certain skills and behavior of training participants.

The difference between them is huge: at a seminar, some knowledge is shared with the participants, while at a training, the participants develop skills. Accordingly, the training involves a certain number of training exercises that allow participants to consolidate the acquired skills and receive feedback from the facilitator - what exactly they are doing well and what they are doing poorly. The presence of such a practical part determines the second feature of the trainings - they are usually longer than seminars and can last up to several days, although it all depends on the goals that the trainer plans to achieve.

By object of training – corporate trainings (seminars, lectures) and open ones. Corporate training(seminar, course of lectures) is a form of training in which the lesson is developed for a specific organization, taking into account its characteristics. They can be either external (classes are ordered by a special organization) or internal (for example, at a corporate university). Qualified corporate training, even if it is not specialized team building training, still contributes to team unity. During the training process, participants are involved in common activities, often radically different from everyday activities, get to know each other better, and have the opportunity, under the competent guidance of a trainer, to even resolve production conflicts that have accumulated during joint work. That is, a competent corporate trainer, regardless of what his main goal is, will improve relationships in the team. Open training (seminar, course of lectures) is a form of training in which the lesson is developed without taking into account the characteristics of organizations. Such classes can only be external and must involve a trainer. In open training, unlike corporate training, the entire team usually does not participate. Often it is enough to train two or three employees, who can then effectively convey the essence of the training to the rest of the team. But it should be taken into account that different levels of qualifications in the team can lead to mismatch. This situation creates great instability and can lead to conflicts.

According to the object of training, training can also be classified as training for senior management, training for middle management and training for direct performers. Training of different categories of workers should be based on completely different goals, so training performers will lead, first of all, to improving the quality of products and the economic and technical security of the organization; training of middle management facilitates easy implementation of changes in the company; training of senior management will change the general aspects of managing the organization. It should be noted the following pattern inherent in modern Russian society. High motivation for education and self-education is characteristic of senior management, and it is gradually falling. Those. The lower the employee’s place in the organizational hierarchy, the lower his motivation for education and self-education. Thus, the more attention should be paid to the education of employees, the lower their position in the organization and in society and the lower the level of education they have.

According to the subject of training - with and without the involvement of a trainer. More often, classes are conducted with the assistance of a trainer (these are such methods of personnel training as on-the-job instruction, lecturing, conducting business games, analyzing specific production situations, holding conferences and seminars), but the presence of a professional trainer is not at all necessary. In this case, the following methods are applicable: changing workplaces, forming groups to exchange experiences, creating quality circles and other methods.

Methods of personnel training are the methods by which mastery of knowledge, skills and abilities of students is achieved.

Such a variety of types and forms of the learning process allows organizations to choose the most suitable one for them at the moment and under certain prevailing conditions, allowing them to achieve their goals. That is, the choice of the type and form of the learning process should be determined by the specific conditions in which the organization operates and the goals that must be achieved through the learning process. The wrong choice of type and form of training can negate the positive effect of the activities. The effectiveness of such investments in personnel will be negligible or may even reduce the synergistic effect in the organization to zero or make it negative. And vice versa, right choice The type and form of the learning process can significantly improve the psychological climate in the organization and resolve interpersonal contradictions.

For the learning process to be effective, it must be properly prepared and conducted. The following stages of the learning process are distinguished:

· setting learning goals,

· identification of training needs,

· a set of preparatory measures,

· the training itself,

· checking the acquired knowledge,

· assessment of training effectiveness.

When organizing the learning process, it is important to correctly formulate learning goals. Like any goals in management activities they must comply with the SMART principle (an abbreviation for the words Specific, Measurable, Agreed, Realistic, Time-related).

Performance standards should be measurable so that there is no disagreement about how successfully they are achieved (or not). Performance standards must be consistent. If employees disagree with the standards, considering them too difficult, they have an incentive to fail to prove that they are right. It is unwise to set tasks completely ignoring the opinions of the performers. Performance standards must be realistic and achievable. Performance standards must be related to time, that is, it is known by what point they should be achieved.

But, in addition to the general characteristics of goals, learning goals are characterized by the following characteristics: goals serve as a guide in developing the content of educational programs; they allow you to accurately determine the requirements for students; they determine the form of organization of the learning process and priorities in the activities of the subject of learning and the organizers of the learning process; they serve as the basis for subsequent assessment of the effectiveness of training.

They must be brought to the attention of all employees of the target group. This is necessary so that people understand why they are being trained and feel responsible.

Determining training goals is a strategic point in organizing the training system in an organization. In particular, depending on the goals set, a general concept of educational programs is formed, and appropriate models and teaching technologies are developed. However, before starting to develop training programs, it is necessary to determine the training needs of the organization's personnel.

The need for training should be determined in two main aspects: qualitative (what to teach, what skills to develop) and quantitative (how many workers of different categories need to be trained). Training needs assessment can be identified using the following methods:

1.Assessment of information about employees available in the personnel service (length of service, work experience, basic education, whether the employee has previously participated in training or advanced training programs, etc.);

2.Annual assessment of work results (certification). During annual assessment Work results (certification) may reveal not only strengths, but also weaknesses in the work of a particular person. For example, low ratings among employees of a certain professional group in the column “professional knowledge” show that a need for training has been identified for this category of workers.

3.Analysis of long-term and short-term plans of the organization and plans of individual departments and determination of the level of qualifications and professional training of personnel necessary for their successful implementation.

4. Observing the work of staff and analyzing problems that interfere with effective work. If errors and miscalculations regularly occur in the work of personnel, leading to bad work, defects, safety violations, unreasonably large losses of time, then this information can be used to substantiate an application for personnel training and in the preparation of training programs.

5.Collection and analysis of requests for personnel training from department heads. Today it is one of the most common in Russian organizations methods for determining employee training needs.

6.Organization of work with the personnel reserve and career planning.

7. Changes in work that place higher demands on personnel qualifications.

8.Individual requests and proposals from employees. If an employee is interested in acquiring certain knowledge and skills, he can submit an application to the head of the training department, endorsed by his immediate supervisor, indicating what kind of training he needs.

9. Employee surveys. Personnel surveys designed to assess their need for acquiring new professional knowledge and developing skills make it possible to more accurately determine the need for training for specific categories of personnel, specific departments or individual employees. Surveys can cover the entire organization or individual departments, and can be selective, covering only a representative sample. If the number of respondents is small, you can use the interview method.

10. Studying the experience of other organizations. Often the experience of competitors or related enterprises provides important clues regarding the need to train a particular category of personnel to maintain the required level of competitiveness.

Based on the identified training needs, a set of preparatory measures is carried out.

An obligatory part of it is the definition of content, forms and methods of teaching. The content should be determined by the tasks facing the organization in the short and medium term. TO the most important characteristics the material being studied includes its content, complexity and degree of structure. These three characteristics and learning goals determine the forms and methods of learning.

The set of preparatory activities also includes identifying a training company, drawing up training programs, groups of people sent for training, selecting teachers and other activities. All of them can be performed either by specialists of the organization itself or with the involvement of an external consultant.

Next comes the learning process itself. It is based on learning objectives, quality training needs and prepared programs. Conditions play an important role in the learning process: the room must be adapted or easily adaptable for conducting classes in it, temperature conditions, lighting conditions, and others must be observed. During the learning process, ongoing monitoring of attendance, uninterrupted implementation of the curriculum and provision of students with everything necessary must also be ensured.

The next stage is testing the acquired knowledge. With external training, it is quite difficult to evaluate the knowledge acquired by employees, since the organization that conducted the training is interested in high rates learning and may distort the assessment results, or they may be biased. In other cases, you can evaluate the knowledge gained. There are various methods for assessing knowledge, so, depending on the form and methods of training, employees can take a test, an exam, write some kind of work (for example, a business plan), a business game, practice can be carried out (for example, when developing skills in public performances, the form of assessment of acquired skills can be public speaking before the structural department of the organization).

The final stage of the staff training process is staff performance assessment. Its main purpose is to analyze the impact of training on the final results of the entire organization.

It is quite difficult to assess the effectiveness of the training process in terms of real profit, so it is possible to assess the effectiveness based on qualitative indicators. Thus, some programs are conducted not to gain knowledge, skills and abilities, but to develop a certain type of thinking and behavior.

To qualitatively assess the effectiveness of the training process, indirect methods can also be used, such as comparing the results of tests conducted before and after training, observing the working behavior of trained employees, observing the student’s attitude to changes carried out at the enterprise, and others.

Quantitative assessment is also possible. But it is also based on relative indicators, such as student satisfaction with the training program, assessment of learning material, the effectiveness of meeting the company’s training needs, expressed as numbers from 0 to 1. Each indicator is assigned its own coefficient of importance, which may vary depending on the organization. Then the integral indicator is calculated as the arithmetic mean of the products of these indicators and the importance coefficients.

Assessing the effectiveness of the learning process allows us to solve the following tasks: monitoring the implementation of program points of the training system; analysis and correction of weaknesses; monitoring of efficiency, quality; monitoring training performance; development and implementation of corrective measures.

Every organization providing training strives to maximize its effectiveness. To achieve this goal, it is necessary to pay sufficient attention to each stage of the learning process. Failure to pay attention to any of the steps will most likely negate the results of this or future staff training processes in the organization.

So, the process of personnel training is an integral part of the personnel policy of a successful organization, which can pursue a variety of goals: improving the quality of human resources, improving the quality of products or services produced by the organization, carrying out organizational changes, including adaptation to changing environmental conditions, development personnel, improving the communication system in the organization, creating an organizational culture, increasing the level of loyalty to the organization.

1.2 Formation of a personnel reserve

Career management must be considered as one of the most important structural elements of the personnel management system.

A specific form of professional growth for managers is working with a reserve of managers. Working with a reserve, like many other HR technologies, is complex.

Purposeful work with the reserve allows you to avoid spontaneous promotion of employees. At the same time, various approaches, forms and methods of working with the reserve are used to develop the organization’s human resources potential. Forecasting a new reserve for leadership positions is focused, first of all, on the medium- and long-term concepts of entrepreneurial policy.

Promotion is determined not only by the personal qualities of the employee (education, qualifications, attitude to work, system of internal motivations), but also by objective conditions, such as:

1) career high point - the highest position existing in the specific organization in question;

2) career length - the number of positions along the path from the first position occupied by an individual in an organization to the highest point;

3) position level indicator - the ratio of the number of persons employed at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is at a given moment in his career;

4) an indicator of potential mobility - the ratio (in a certain period of time) of the number of vacancies at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is located.

The personnel reserve is a group of managers and specialists who have the ability to perform managerial activities, meet the requirements of a position of a particular rank, have been selected and have undergone systematic targeted qualification training.

The following types of reserve are distinguished:

1. By type of activity:

Development reserve is a group of specialists and managers preparing to work in new directions (with diversification of production, development of new products and technologies). These employees can choose one of two career paths - either professional or managerial.

Functioning reserve is a group of specialists and managers who must ensure the effective functioning of the organization in the future. These employees are focused on a leadership career.

2. By appointment time:

Group A are candidates who can be promoted to higher positions at the present time;

Group B are candidates whose nomination is planned in the next 1-3 years

Principles of reserve formation:

1. The principle of the relevance of the reserve. In applying this principle, the real need for filling positions must be taken into account, and the reserve for positions must be formed on the basis that employees enrolled in it have a real chance of promotion to the position.

2. The principle of candidate compliance with the position and type of reserve.

When applying this principle, the qualification requirements of the candidate for work in a particular position must be taken into account.

3. The principle of the candidate’s prospects.

When applying this principle, the following must be taken into account:

Focus on professional growth;

Educational requirements; - age; length of service and career dynamics in general;

Health status.

When selecting candidates for the reserve for specific positions, it is necessary to take into account not only general, but also professional requirements that must be met by the head of a particular department, service, workshop, site, etc., as well as the specific requirements for the candidate’s personality, based on the analysis situations in the department, type of organizational culture, etc.

Sources of personnel reserve for management positions:

Managerial employees of the apparatus, subsidiaries of joint stock companies and enterprises;

Chief and leading specialists;

Specialists with appropriate education and a proven track record in production activities;

Young professionals who have successfully completed an internship.

The first level of the personnel reserve base consists of all specialists who are deputy managers of various ranks. The main base of the reserve consists of managers of various ranks.

Stages of working with reserves.

Before starting the reserve formation procedure, the following work must be completed:

Forecast of changes in the structure of the apparatus;

Improving employee promotion;

Determination of the degree of provision with a reserve of nomenclature positions;

Determining the degree of reserve saturation for each position or group of identical positions (how many candidates from the reserve are for each position or their group).

The result of the above work is the determination of the current and future reserve needs. The optimal number of personnel reserves is calculated as follows:

1) the enterprise’s need for management personnel is identified for the near or longer term (up to five years);

2) the actual number of currently trained reserves of each level is determined, regardless of where one or another employee enrolled in the reserve was trained;

3) the approximate percentage of departure from the personnel reserve of individual workers is determined, for example, due to failure to complete an individual training program in connection with departure to another region, etc.;

4) the number of management employees released as a result of changes in the management structure is determined, who can be used for management activities in other areas.

These indicators are adjusted throughout the entire period of work with it.

To further improve the work on reserve formation, it is necessary to take into account the following the most important points when compiling reserve lists. Must be:

1) the categories of positions that are basic for creating a reserve for the head of a particular unit are determined, the differentiation of the reserve is taken into account depending on the characteristics of production;

2) the possibility of selecting deputy managers for the group is provided. When selecting candidates for the reserve of deputy managers, the determining factor should be the opinion of their prospects for further career growth in all assessed qualities;

3) the personal responsibility of managers for the rational placement of a certain category of personnel is determined. For example, the head of the workshop should be responsible for the placement of foremen and section heads in the workshop, the head of the enterprise should be responsible for the placement of shop heads, and the deputy head of the enterprise for personnel should be responsible for the placement of deputy heads of workshops and divisions of the enterprise.

Formation and compilation of a reserve list:

1) forming a list of candidates for the reserve;

2) creating a reserve for specific positions.

In the process of forming a reserve, it is necessary to determine:

Who can and should be included in the lists of candidates for the reserve;

Which of the candidates included in the reserve lists needs to be trained;

What form of preparation should be applied to each candidate, taking into account his individual characteristics and prospects for use
in a leadership position.

When forming a reserve of specific positions, it is necessary to solve two main problems:

1) assessments of candidates for the reserve;

2) comparison of the qualities of candidates with the requirements of positions, depending on the areas of work for which candidates are offered to the reserve.

Methods of working with reserves. Methods for generating a reserve list:

Analysis of documentary data - reports, autobiographies, characteristics, results of employee certification and other documents;

Interview (conversation) according to a specially drawn up plan or questionnaire or without a specific plan to identify information of interest (aspirations, needs, motives of behavior, etc.);

Observations of employee behavior in various situations (at work, at home, etc.);

Assessment of the results of labor activity - labor productivity, quality of work performed, etc., indicators of task completion by the department being managed for the period that is most typical for assessing the manager’s performance;

The method of a given grouping of workers is when people are selected to meet the given requirements for a position or to fit a given structure of the work group. This method compares the qualities of applicants with the requirements of a position of a particular rank. The use of the method involves the formation of three types of information arrays of professionograms for the entire range of management positions, factual data and criteria for the qualities of specialists.

When forming lists of candidates for the reserve, we take into account the following factors:

Requirements for the position, description and assessment of the workplace, assessment of labor productivity;

Professional characteristics of a specialist necessary for successful work in the relevant position;

A list of positions by occupying which an employee can become a candidate for a reserved position;

Limits on the criteria (education, age, work experience, etc.) for selecting candidates for relevant positions;

Results of assessing the formal requirements and individual characteristics of candidates for the reserved position;

The importance of priorities of candidates for the reserve;

Opinion of managers and specialists of related departments, labor council;

Results of assessing the candidate's potential (possible level of leadership, ability to learn, ability to quickly master theory and practical skills).

The most significant factors and criteria to be taken into account when forming a system of qualities for a leader in a reserved position are:

Work motivation - interest in professional problems and creative work, the desire to broaden one’s horizons, orientation towards the future, success and achievements, readiness for social conflicts in the interests of workers and the business, to take reasonable risks;

Professionalism and competence - educational and age qualifications, work experience, level of professional preparedness, independence in decision-making and the ability to implement them, the ability to negotiate, argue your position, defend it, etc.;

Personal qualities and potential capabilities - a high degree of intelligence, attentiveness, flexibility, accessibility, authority, tact, communication skills, organizational inclinations, neuropsychic and emotional stability, motor characteristics, etc.

Preparing reserves. Candidate preparation:

Individual training under the guidance of a superior manager: internship in a position at your own and another enterprise;

Studying at courses and institutes for advanced training, depending on the planned position. When preparing a reserve at an enterprise, they use:

Schools (courses) for young specialists, usually on-the-job;

Management reserve schools, in which training is carried out mainly on the job, according to individual programs;

Thematic courses at the enterprise with a full break from production for up to two weeks or without a break with a frequency of classes from once a week to twice a month;

Thematic courses at basic universities, designed mainly to deepen the knowledge of candidates in the profile of their work, with a break from production up to two days a week;

Ongoing courses at the enterprise, differentiated for managers at different levels, on-the-job or with partial interruption up to four times a month;

Internship at enterprises that apply new management methods, in leading scientific organizations, universities;

Courses and internships in foreign training centers and enterprises;

Self-training of an employee based on individual experience;

Performing duties for the position for which the candidate is recommended during the period of vacations and business trips of the main (full-time) manager;

Internship in positions where work experience is required for a reserve candidate for a specific position;

Internship in various positions to deepen knowledge and broaden horizons;

Systematic movement and promotion of a reserve employee to various engineering, technical and management positions to acquire the necessary knowledge and work experience;

Work as part of commissions to develop decisions and check the activities of various departments (both at your own enterprise and at other enterprises);

Participation in scientific and technical meetings, conferences, seminars, symposia to familiarize yourself with the latest achievements of domestic and foreign science.

When working with reserves, it is necessary to creatively apply forms and methods of training, based on the conditions and specifics of enterprises.

Maintaining reserves.

1. Transfer - transfer of an employee within an organization from one position to another at the same level. There is usually no salary increase associated with the move.

A “horizontal” movement, that is, timely renewal of personnel, a combination of the experience of old personnel with the energy of young ones, can help improve the base for the formation of a reserve. Movement “horizontally” can have a significant positive effect, because in a new place the employee will not only be able to apply his knowledge, but will also be forced to learn, which will certainly awaken dormant activity and cause an influx of energy and initiative. In addition, such a move will open the way for the promotion of new management personnel. The selection of a deputy manager at any level of management must, first of all, include the possibility of using this employee in a managerial position. In practice, it often turns out that the manager tries to appoint as his deputies employees who are unpromising from the point of view of further promotion (for example, due to age, health, qualifications, etc.). This creates a favorable situation for the manager, since against the background of such deputies he becomes indispensable. The consequence of this is a decrease in the base for the formation of the reserve.

Sometimes horizontal movement can be accompanied by a systematic increase in wages.

2. Promotion - moving an employee to a higher paid and higher position in the same organization. Opinion of one of the leading American management experts: “Any management position should in itself be honorable and satisfying, and not be one of the means of moving the person performing it to the next level of the service hierarchy. Even in the fastest-growing enterprises, relatively few managers can be promoted. Everyone else at any level of management will likely remain in their current position until they retire or die. Over-exaggerating the importance of promotions is frustrating and demoralizing for three to four out of every five managers. Such exaggeration also gives rise to unhealthy competition, in which a person strives to rise one step higher at the expense of his fellow workers.”

An interesting system of “automatic” promotion and motivation is used in the American company MMM.

In order to activate the entrepreneurial spirit, expand sales and develop new products, MMM organizes internal risky enterprises - ventures. The company provides initial financing for the venture from its funds. The venture attracts people who want to take part in it as idea developers, marketers, etc., as well as those who want to risk their savings by placing them in this venture in anticipation of future increased profits that will come from selling a new product, created on the basis of a venture.

The reward system simultaneously supports both the entire venture team and the individual. Each is promoted simultaneously with other members of the group as general project moves forward. Everyone benefits from the success of the whole group, and vice versa. This is the mechanism of this relationship.

Anyone who joins the group finds themselves in a position in which their job status and pay level automatically change depending on the growth in sales of the product being manufactured. He starts, for example, as an operating engineer with a salary corresponding to the salary for this position. When his product enters the market, he becomes a software engineer this species products. When annual sales reach $1 million, the product is classified as a fully developed product and the engineer's job status changes and his pay rate also changes.

Thus, the formation of a personnel reserve is a complex process of targeted professional development of personnel capable of filling higher-level vacant positions in the organization. The composition of the reserve reflects the need (current and future) for managers, specialists, as well as the structure of existing and planned positions

In modern conditions, the role of career planning technologies is increasing as an important function of personnel development.

1.3 Career development planning

A career is the result of a person’s conscious position and behavior in the field of work related to official or professional growth.

The concept of “career planning” defines the development of specific programs for the promotion of employees, which would help them discover their abilities, skills, experience, knowledge, and apply them in practice to achieve the goals of the organization and meet personal needs.

For an employee, career planning is about identifying career development goals and the paths leading to achieving them. The ways to achieve career development goals are a set of tools necessary to acquire the required qualifications and competence: training and internships, consultations with experienced employees, rotation, self-development.

Planning and managing career development provides employees with the following benefits:

A higher degree of satisfaction from working in an organization that provides opportunities for professional and career growth;

Increasing the material well-being and standard of living of the employee;

A clearer vision of personal professional prospects and the ability to plan other aspects of one’s life;

Possibility of targeted preparation for future management activities;

Increasing competitiveness in the labor market.

Career planning is an important stage of personnel management. With the help of career planning, the HR service has the opportunity to satisfy internal personnel needs and ensure a constant flow of qualified specialists. For the employee himself, career planning promotes career success, helps develop internal reserves for successful career advancement, and strengthens self-confidence.

Career planning contributes to the development of the organization itself. Increased attention to personal career development on the part of the organization generates loyalty to it and, consequently, reduces staff turnover, which leads to a reduction in the cost of personnel replenishment activities.

Given this, the HR departments of leading firms are increasingly showing interest in employee career planning. In the process of career planning, all information is used on assessments of the performance and potential of employees, on planning the sequence of filling positions, and on self-assessments. This information is transformed in the form of development individual programs careers.

The ultimate goal of career planning is to improve staff motivation, commitment and performance. It is obvious that effective management ensures:

1. Wide opportunities for attracting qualified specialists.

2. Reduced turnover among the core staff (key employees of the company) due to their satisfaction with promotion opportunities.

3. Increased efficiency of the organization as the end result of coordinated actions of personnel and the company.

Ultimately, this entire process provides mutual benefits for both the organization and the employee.

Career planning is an equal responsibility for both the organization and the individual. The practice of career planning in organizations involves combining the employee's personal expectations in his career field with the opportunities achieved in a given organization.

By supporting career planning, the employer helps achieve the employee's career goals. In turn, these goals motivate the employee to continue learning and take other steps to develop their career.

Personal needs and organizational needs can be combined different ways. Most often, firms use formal consulting in specialized centers and informal consulting by immediate supervisors or HR managers.

The main task of planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves performing a number of tasks, namely:

Achieving the relationship between the goals of the organization and the individual employee;

Ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations;

Ensuring openness of the career management process;

Elimination of “career dead ends” in which there are practically no opportunities for employee development;

Improving the quality of the career planning process;

Formation of visual and perceived criteria for career growth used in specific career decisions;

Studying the career potential of employees;

Ensuring a reasonable assessment of employees' career potential in order to reduce unrealistic expectations;

Identification of career paths, the use of which could satisfy the quantitative and qualitative needs for personnel at the right time and in the right place.

As practice shows, employees often do not know their prospects in a given team, which indicates poor management of work with personnel, lack of career planning and control in the organization.

Planning and control of a business career is that, starting from the moment an employee is accepted into the organization and ending with the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical advancement through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion. Here's an example:

One form of career planning is the lifetime employment system, common in Japan. This system arose after the Second World War and proved its viability and effectiveness. The essence of the system is that a person, having received an education, goes to work for a company and works there until retirement. During this time, an employee can change several places, change his field of activity, advance in his career - and all this within the same company. The advantage of lifetime employment is that each employee directly associates himself in his thoughts with the company for which he works, and understands that his personal prosperity depends on the prosperity of his company. The system creates confidence in the future; the employee is almost guaranteed against dismissal. However, lifetime employment has serious limitations: this system in Japan applies only to 25-30% of employees in large companies; in case of deterioration financial situation companies still carry out layoffs: agreements on job security are not written down in official documents.

The Japanese lifetime employment system is a form of guaranteed employment. There is currently a growing interest in job security around the world. There are other reasons for this besides the ones mentioned above:

The fear of being fired creates a nervous environment and reduces productivity;

The fear that the use of new equipment will lead to job cuts leads to a slowdown in the technical development of production;

High employee turnover is costly to an organization, especially an organization with highly skilled staff.

Ensuring job security is one of the most difficult problems of personnel management in organizations. Some managers do not even want to consider this problem, believing that in market conditions the entrepreneur himself has the right to decide when and who to fire. However, if the leaders of the organization expect employees to be willing to increase labor productivity, quality and efficiency, then they must provide them with certain guarantees of maintaining their jobs.

The Japanese are firmly of the opinion that a manager must be a specialist, capable of working in any part of the company, and not performing any separate function. When climbing the corporate ladder, a person should be able to look at the company from a different sides, without staying in one position for more than three years. Thus, it is considered quite normal if the head of the sales department changes places with the head of the procurement department. Many Japanese executives spent their early careers in unions. As a result of this policy, the Japanese manager has a significantly smaller amount of specialized knowledge, which in any case will lose its value after 5 years, and at the same time has a holistic view of the organization, supported by personal experience.

Chapter 2. Analysis of the personnel development system in the organization (using the example of the chain of branded stores “Furniture for Your Home” (IP Stupinskaya)

2.1 General characteristics of the network of branded stores “Furniture for Your Home” (IP Stupinskaya)

In 1996 The trading company “Furniture for Your Home” was founded, whose activities consist of selling household furniture to the population, as well as delivering and assembling furniture at the buyer’s home.

Legal address: Republic of Khakassia, Abakan, Stofato str., 1.

Organizationally - legal form: individual entrepreneurship.

Private entrepreneur Stupinskaya V.N. is the subject entrepreneurial activity and operates on the basis of certificate No. 0021496 on state registration of business entities dated December 7, 1996, carries out its activities in accordance with the Constitution of the Russian Federation and the Civil Code of the Russian Federation, operates under a simplified taxation system, conducts all types of settlement, credit and cash transactions and bears full responsibility responsibility for compliance with loan agreements and settlement discipline.

To implement economic activity The trading company has an appropriate material and technical base, which is a set of material assets.

During its existence, the company opened a network retail stores in the city of Abakan: a store - a salon of upholstered and cabinet furniture "Kantegir", "Hermes" and a store selling kitchen sets "Edelweiss".

The range of furniture meets the needs of customers and is sold in three directions: VIP class, Business class and economy class. Furniture suppliers are leading Russian factories: Prestige Furniture, Kalinka, Regina, Victoria, Furniture-Chernozemya, Borovichi Furniture, Stolplit, Evita, Angstrem, " Mikmar", "Dyatkovo", "Lotus", "Gangway-furniture". Some factories are joint ventures with foreign capital from Italy and Germany.

There are retail premises with a total area of ​​1670 sq.m., and warehouses with an area of ​​2500 sq.m., which are equipped with racks and pallets. Retail space equipped with separate brand sections for exhibition furniture samples, as well as automation equipment: computers, office equipment, cash registers. Trading areas and warehouses fully comply with the requirements for enterprise planning.

An entrepreneur carries out his activities in order to satisfy the demand for household furniture on the basis of making a profit, which in turn covers material costs; labor costs; payment of interest on bank loans; payment of taxes and other payments provided for by law into the budget.

The main source of profit in retail trade, is the sales staff. According to the staffing table, the company has 32 employees. Figure 1 shows the organizational structure of the Furniture for Your Home chain of branded stores.

Fig.1. Organizational structure network of branded stores “Furniture for Your Home”

Factors that contribute to increasing the number of sales:

Pleasant appearance of the seller.

Service culture.

Thorough knowledge of the product.

Professionalism and competence.

The seller's mood, his intellectual level.

Seller's internal culture.

Individual approach to every customer.

Mutual assistance of sellers.

The range includes upholstered (household) and cabinet (living rooms, children's, bedrooms) furniture, as well as related products.

The structure of product sales (January-May 2008) by product range is presented as follows:

Table 1.

Product sales structure (January-May 2008)

Rice. 2. Shares of sales (January-May 2008) in total sales volume

The largest income comes from sales of cabinet furniture, the share of income in total sales is 53.81%, children's furniture is in greatest demand in the assortment of cabinet furniture, the share of their sales is 26.9% in total sales. Upholstered (household) furniture is 11.21% less in demand than cabinet furniture, however, the share of sales in the total volume is 42.6%.

At the moment, the network of branded stores “Furniture for Your Home” occupies its niche in the market for the sale of upholstered and cabinet furniture in the city of Abakan.

Table 2.

Market structure of upholstered and cabinet furniture

According to marketing assessment competitive environment the chain of branded stores “Furniture for Your Home” is among the leaders (its share is 4.23%). The main competitors are the following furniture stores: “Premier”, “Unison”, “Commander”, “Furniture Bazaar”, “Prestige”.

The structure of participating companies is presented in Figure 3.

Rice. 3. Structure of companies participating in the upholstered and cabinet furniture market.

Pricing for the products of the Furniture for Your Home chain of branded stores is based on the analysis of:

Product quality and purchasing prices from suppliers;

Customer demand;

Competitors' price levels.

At the same time, the influence of these factors on the price of products on average has the following ratio: 80% - product quality, 10% - customer demand, 10% - the price level of competitors.

2.2 Analysis of the personnel management system in the organization

The personnel management system implies a set of measures for working with personnel aimed at achieving the company’s goals through targeted work with the company’s employees.

Analyzing the personnel management system in the trading company Furniture for Your Home, we can say that the organization’s management does not have a specific program of action in relation to personnel, and all personnel work practically comes down to personnel records, maintaining work records and in-house training, which takes place as needed.

Part-time, the company's chief accountant, who keeps records, is engaged in personnel work. labor resources.

The personnel management system of a trading company includes the following subsystems:

· Recruitment and dismissal of personnel;

· Training;

Recruitment is carried out in the following stages: - organization and formation of the workforce; unification of the team within one organization; advertising and announcements in media mass media and through the city employment center; reception and placement of personnel in accordance with their characteristics; ensuring the interconnection of personnel activities; determination of the rules of life of personnel. The influence on the team and the individual employee, in order to coordinate their activities in the process of functioning of the organization, is practically based on administrative methods, that is, it is the conscious need for labor discipline, a sense of duty, the desire to work in a given organization. Organizational influence in trading company "Furniture for your home" is based on the action of approved internal regulations governing the activities of personnel. These include: internal regulations, job descriptions, staffing. These documents are drawn up in the form of enterprise standards and are put into effect by order of the head of the organization.

The administrative influence is aimed at achieving the set management goals, compliance with the requirements of internal regulations and maintaining the specified parameters of the management system through direct administrative regulation. Administrative influences include orders, directions, instructions, labor regulation, coordination of work and control of execution. An order is the most categorical form of administrative influence and obliges subordinates to accurately implement decisions made within a specified time frame. Failure to comply with the order entails appropriate sanctions from management. Orders are issued on behalf of the manager, i.e. individual entrepreneur of a trading company. Orders are usually issued from the manager of the organization. Directions and instructions are a local type of administrative influence; they aim at operational regulation management process. Instruction and coordination of work serve as management methods based on teaching subordinates the rules for performing labor operations.

Internal rules labor regulations- local regulatory act regulating, in accordance with the Labor Code of the Russian Federation, the procedure for hiring and dismissing employees; basic rights, duties and responsibilities of employees and employers; working hours, rest time; incentive and penalty measures applied to employees, as well as other regulatory issues labor relations individual entrepreneur V.N. Stupinskaya (employer) and hired workers.

Internal labor regulations are aimed at maintaining labor discipline, labor organization, rational use of working time, high quality of staff work.

When hiring an employee, familiarization with the Internal Labor Regulations is mandatory before signing an employment contract.

When concluding an employment contract, a person applying for a job presents the following documents:

a) passport or other identity document;

b) work book, with the exception of cases when the employee enters work for the first time or on a part-time basis;

c) a document confirming education, qualifications or special knowledge when applying for a job that requires special knowledge or special training;

d) insurance certificate of state pension insurance;

e) military registration documents - for those liable for military service and persons subject to conscription for military service.

When concluding an employment contract for the first time, a work book and an insurance certificate of state pension insurance are issued by the employer.

The employer's decision to hire is made after preliminary interviews.

Hiring is formalized by an order issued on the basis of a concluded employment contract. The employment contract is concluded in writing, drawn up in two copies, each of which is signed by the parties. One copy of the employment contract is given to the employee, the other is kept by the employer. The employee’s receipt of a copy of the employment contract is confirmed by the employee’s signature on the copy of the employment contract kept by the employer.

The employment order is announced to the employee against signature within three days from the date of signing the employment contract. At the employee's request, he may be given a copy of the order.

When setting the period for on-the-job training, an internship agreement for vocational training is concluded with the employee.

When an employee enters a job, they are introduced to the job description, working conditions, work and rest schedules, the system and form of remuneration, and their rights and responsibilities are explained; with a list of information constituting a trade secret or relating to other confidential information of the Employer; conduct instruction on safety precautions, industrial sanitation, occupational hygiene, fire safety and other labor protection rules.

For all employees hired under an employment contract for their main job and who have worked for more than 5 days, work books are kept in the manner prescribed by current legislation. Termination of an employment contract can only take place on the grounds provided for by law.

The list of duties that each employee performs according to his position is determined by the employment contract and job descriptions.

For sales consultants and security guards performing official duties during the operating hours of the Hermes, Kantegir, and Edelweiss stores, a summarized recording of working time is established with an accounting period of 1 calendar year, and work week- with the provision of days off on a sliding schedule. The alternation of working days and days off is carried out in accordance with the exit schedule approved by the Employer. Exit schedules are brought to the attention of employees no later than one month before they come into effect.

In accordance with Art. 60.1 of the Labor Code of the Russian Federation, an employee has the right to enter into employment contracts to perform, in his free time from his main job, other regularly paid work with the same Employer (internal part-time job), or with another Employer (external part-time job).

Wages are calculated in accordance with the salary sheet, and are also an integral part of the employment contract, which specifies the amount of wages. The length of service of an employee who is employed by a private entrepreneur is calculated on the basis of a certificate from the Pension Fund regarding the payment of insurance fees. Such a certificate is submitted to the authorities social protection population.

Annual basic paid leave is provided to employees for 28 calendar days. Additional leave in the Republic of Khakassia, lasting 8 calendar days, by agreed decision of the employee and the Employer, can be replaced by monetary compensation.

For exemplary performance of job duties, improvement of the quality of service provision and impeccable work, the following incentives are provided for employees:

1) rewarding with a valuable gift;

2) payment of a cash bonus;

3) declaration of gratitude.

Incentives are announced in the order, brought to the attention of the entire team and entered into the employee’s work book.

Employees are responsible for committing disciplinary offenses: failure to perform or improper performance of assigned job duties; violation of internal labor regulations.

For committing a disciplinary offense, the employer applies the following disciplinary sanctions:

1) remark;

2) reprimand;

3) dismissal on appropriate grounds in accordance with the Labor Code of the Russian Federation.

Regardless of the measures taken disciplinary action, an employee who has violated labor discipline may have his remuneration reduced based on the results of work for the month by issuing an order. If the order of punishment announces to the employee:

Note - reduction of remuneration based on the results of work for the month by 10%.

Reprimand - reduction of remuneration based on the results of work for the month by 50%;

If an employee is dismissed at the initiative of the employer for committing a disciplinary offense, remuneration based on the results of work for the month is not accrued.

Before applying a disciplinary sanction, a written explanation is requested from the violator of labor discipline. An employee’s refusal to provide an explanation is not an obstacle to applying disciplinary action. If the employee refuses to provide an explanation for the misconduct in the prescribed form, an appropriate act is drawn up.

Disciplinary sanctions are applied by the Employer no later than one month from the date of discovery, not counting the time of illness or the employee being on vacation.

Disciplinary sanctions are applied by order of the Employer upon the recommendation of the employee’s immediate supervisor or other officials. The order is accompanied by: explanations of the employee, acts, certificates confirming the fact of the offense and the guilt of a particular employee.

An order to apply a disciplinary sanction is announced to the employee against signature within three working days from the date of its issuance.

The order, in necessary cases, in order to implement educational influence, is brought to the attention of all employees.

According to the staffing table, the company has 32 employees. For the period from January 2006 to March 2008 The company hired 33 workers and fired 21.

Head commercial activities and all personnel is a manager who reports directly to the employer.

Manager responsibilities:

Fulfills the approved procurement budget, turnover plan, ensures the creation of inventory.

At the request of the employer, provides information about the trading process.

Exercises control over the acceptance of goods, delivery and placement of them on the sales floor.

Monitors compliance with storage conditions, deadlines for selling goods and their quality.

Manages business activities aimed at meeting the needs of consumers and generating profit through stable operation and maintaining business reputation.

Monitors the development of commercial terms of concluded agreements, agreements and contracts, assesses the degree of possible risk.

Analyzes and solves organizational, technical and economic problems in order to increase product sales, improve the quality and competitiveness of goods and services, economical and effective use material and financial resources.

Organizes connections with business partners, a system for collecting the necessary information to expand external relations and exchange experience.

Analyzes demand for manufactured products or services, forecasts and motivates sales by studying and assessing customer needs.

In the organization under consideration, there is a certain system of motivation for work activity. It includes a list of incentives that affect the work motivation of employees.

Table 3 presents a list of incentives used in the organization.

Table 3.

Personnel incentive system in a trading company

"Furniture for Your Home"

Table 4 shows the structure of personnel by category over time from 2006 to 2008.

Table 4.

Table 5.

Age composition of the payroll personnel as of March 31, 2008

The age structure is most pronounced among personnel aged 26 to 35 years (50% of the total number), therefore, the personnel composition is young.

Table 6.

Dynamics of staff turnover

Calculation of the staff turnover rate showed too high turnover, especially in 2006 and 2007, since the normal value of this coefficient should not exceed 5%.

2.3 Analysis of the personnel development system in the organization

Regarding the issues of personnel development and training, you can see how many modern managers no longer wonder why they need to train personnel - they understand that this increases the company’s competitiveness.

Personnel development allows employees to identify and develop their own abilities and skills, use their strengths, deepen and expand knowledge.

From the point of view of the administrative structure, personnel development performs the functions of information, stimulation, activation and management. Consequently, it is aimed at bringing the requirements and needs of the administrative structure in accordance with the individual expectations, needs, abilities and interests of the employed. As a result, employee development simultaneously increases the efficiency and feasibility of the structure itself.

Thus, the personnel development system has three main components: professional training, formation of a personnel reserve and career management.

The main and necessary training and development in the company is aimed at sales consultants, since they are the main part of the organization.

It is common practice to hire untrained personnel and then train them. The goal of the entrepreneur in this case is to develop the skills and expand the knowledge of the personnel necessary for effective work and training, usually based on task analysis - a detailed study of the work being performed in order to determine the required specific skills, which are included in the main responsibilities of salespeople:

Customer service, namely: offering and showing products, demonstrating them in action, helping customers select products;

Issue a passport for a product that has a warranty period of use;

Monitor the packaging of large-sized goods by auxiliary workers;

Prepare goods for sale: monitor unpacking, assembly, packaging, connecting lighting, checking performance properties, etc.;

Prepare the workplace: check the availability and serviceability of trade and technological equipment, place goods into groups, taking into account the frequency of demand and ease of work;

Operate a cash register, count money and hand over proceeds in the prescribed manner, check sales amounts with cash counter readings;

Maintaining documentation for: placing orders for goods, moving them in warehouses, responsible storage, claims, etc.

Determine, in agreement with buyers, the timing, procedure for assembly and delivery (if necessary) of goods to the buyers’ place of residence;

Manage the work of loaders, assemblers and vehicles assigned for transportation;

Manage employees accepted for internship and take an active part in their training.

In addition to the main responsibilities, the sales consultant must know:

Assortment, characteristics, purpose of this group of goods;

Methods of using and caring for furniture;

State of fashion of the current season;

Techniques and methods of actively servicing various customer groups;

The main types of raw materials and materials used for the manufacture of furniture and methods for recognizing them;

The main suppliers - manufacturers, features of the range and quality of their products;

Basic principles of the design of trade and technological equipment; principles of design of brand sections;

Must also know and have the skills to work on a personal computer.

Personnel training usually takes place on the job in the process of actually performing certain work: independent study of materials, teaching aids and instructions for the manufacture and sale of furniture for sales consultants, as well as safety training, training in working with electronic computer equipment and devices installed at the workplace. In this case, the trainee is trained by the salespeople. This method simplifies training because trainees learn by doing actual work and receiving quick feedback.

Technical and maintenance personnel are given instructions on labor protection and safety in the workplace.

Off-the-job training:

Training in related professions for sales consultants to become specialists in processing loans through Russian Standard Bank;

Training in the program “1C: Trade and Warehouse”;

Seminars: for an accountant in the field of taxation and accounting;

Meetings are held as needed, in case of conflict situations with customers, or determining the scope of tasks for the current or future period.

There is practically no provision for the formation of an actual personnel reserve in the company. The personnel reserve is formed from trainees for the positions of sellers and assemblers, in case the entrepreneur is not satisfied with the employee for any reason and plans to fire him, and also due to the fact that it is difficult to find an equivalent replacement for the resigning employee.

This company is not very large and it must be admitted that it cannot create conditions for a lifelong career for its young employees and therefore expects them to quit after a few years. Such conditions are provided for by both the employee and the organization.

Thus, having analyzed the personnel management and development system using the example of the Furniture for Your Home chain of branded stores, we can draw the following conclusions and recommendations for improving the management and development of personnel in the organization:

1. The management of the Furniture for Your Home trading company does not have a clearly developed program regarding personnel. Work with personnel comes down to eliminating negative consequences by diagnosing the personnel situation as a whole, i.e. in emergency response mode to emerging conflict situations, which we strive to extinguish by any means.

2. The personnel management system operates on the basis of administrative methods, which are based on power, discipline and penalties and are carried out in the form of organizational and administrative influences.

3. The personnel development system is mainly based on in-house training for the purpose of mastering professional skills and knowledge and is aimed at bringing the requirements and needs of the administrative structure into line with the individual expectations, needs, abilities and interests of employees.

4. The motivation system is poorly developed, this is due to the fact that people work without the proper energy and enthusiasm, activity and enterprise give way to formal performance of duties “from start to finish,” and some employees even perceive being in the workplace as a burdensome duty.

The first thing to do is to hire a human resource management specialist whose functions will include, for example, assistance in hiring, training, evaluating, rewarding, discussing, promoting and dismissing employees. It also monitors the implementation of various benefit programs (health and accident insurance, dismissal, vacations, etc.). The HR specialist also plays an important role in the implementation of procedures related to grievances and labor relations.

The second is motivation. Create an environment in the team in which each person can demonstrate their abilities to the maximum; show attention to the personal qualities, successes, characteristics, and life circumstances of employees; encourage everyone to participate in the decision important issues, constantly expanding independence and self-control among his subordinates.

1. Personnel adaptation system - gives the new employee an idea of ​​the company, the criteria for successful completion probationary period and about his program of action for this period. A “mentor” helps a newcomer get comfortable in a new place. All this increases the employee’s sense of security and helps build employee loyalty, starting from the first days of work in the company.

2. Praise. Oral speech at general meetings and holidays, presentation of certificates, “set as an example.”

3. Happy birthday (list of birthday people on the information stand, “warm” words, congratulations, a gift from all employees (“combined”).

4. “Showcase of success” or “honor board”.

5. Providing interest-free loans for improving housing conditions and purchasing durable goods. In this case, the incentive is not the amount received, but the opportunity to borrow from the company with less bureaucratic delays and on more favorable terms for the employee, as well as the very fact of the company’s participation in the employee’s personal life and care for him.

6. Free financial assistance (birth of a child, wedding, serious illness of close relatives or their death).

7. Assistance in placing employees’ children in recreation camps and educational institutions (kindergartens, schools).

Third, with the participation of a manager, accountant and HR specialist, develop a long-term personnel development program.

First, you should draw up new job descriptions, describing in them the tasks assigned to the company’s employees. Then evaluate the existing human resources and understand how well the people working in the company meet the new requirements. What knowledge and skills have they accumulated? What do they want to learn? What is their potential? To do this, it is necessary to conduct personnel certification. It will help the head of a trading company form an objective view of the achievements and capabilities of each employee, find out his personal self-esteem and wishes.

The development of personnel in a company can be ensured through their involvement in the change process. Ensuring the participation of personnel in training and development programs both within the company and with the involvement of external specialists in the field of personnel management.

Chapter 3. Recommendations for creating a personnel development system in an organization (using the example of the chain of branded stores “Furniture for Your Home” (IP Stupinskaya)

3.1 Development of a model of a new motivational system for the chain of branded stores “Furniture for Your Home” (IP Stupinskaya)

Based on the analysis of the personnel development system of the Furniture for Your Home chain of branded stores, it is necessary to:

To improve motivational activities and create a motivational system, it is necessary to create a personnel department (personnel department).

To do this, it is necessary to attract a qualified specialist in the field of management. This department must have the necessary information, resources and authority to conduct motivational activities.

The department will have to:

Optimization of the system of material incentives for personnel;

Social and psychological diagnostics of the team;

Analysis and regulation of group relations;

Study of industrial and social conflicts;

Manage employment;

Assessment and selection of candidates for vacant positions;

Analysis of human resources and personnel needs;

HR Marketing;

Business career planning and control;

Professional and socio-psychological adaptation of workers;

Labor Motivation Department;

Development of legal and labor relations;

Providing full information about your details to senior management;

Maintaining reports on work performed and results achieved.

The functioning of this department will improve the efficiency of production and management systems.

For this purpose, a Regulation on the personnel development department of the Furniture for Your Home chain of branded stores and a job description for the HR manager have been developed.

The level of motivation in the enterprise will increase significantly, so building such a system is the first necessary step towards increasing the efficiency of the enterprise.

The existing bonus system at the enterprise makes the amount of remuneration dependent on the direct performance of the staff, focusing on sales plans. It is intended only to prevent violations of labor discipline. For a more effective impact of material incentives on personnel, it is necessary to introduce a more differentiated system of bonuses to the basic wage fund for all employees.

Modern remuneration systems are based on the choice of certain forms of wages and establishing the relationship between different components of remuneration. There are dozens of different remuneration systems: time-based-bonus, piece-rate-bonus, time-based with a standardized task, piece-rate, etc.

The main task of any modern remuneration system is to ensure the motivational potential of wages - the relationship between labor efficiency and remuneration for it. Corporations in developed countries often use several remuneration systems at once, which reflect its specificity in different departments and their role in achieving the results obtained.

The remuneration system existing in the network of branded stores “Furniture for Your Home” (IP Stupinskaya) today combines several of the listed forms of remuneration, which are implemented for certain groups of personnel. An analysis of possible forms of organizing the wage system at an enterprise using the proposed technology, based on the goal of changing the current economic situation, showed that the existing system should be supplemented by a system of employee participation in the organization’s profits and the construction of personnel management according to goals, based on the achievement of which the labor efficiency of each person will be assessed employee.

Employee profit sharing systems refer to the division between employees and the company of additional profits that were received as a result of increased productivity or quality.

When implementing the proposed system, one should focus on the methods and conditions for applying employee profit participation systems developed by management. The main conditions for the effectiveness of the application of employee profit sharing systems:

1. Profit sharing is ineffective if it is not complemented by the involvement of workers in management, in the decision-making process, in finding and solving production problems, and ways to improve production.

The main thing is to understand that profit sharing systems are not so much a way to pay workers, but a way to manage the labor process, control it in such a way as to constantly stimulate the improvement of production through the rationalization activities of people.

2. Determination of the size of bonuses should be based on indicators on which employees can have a real impact, i.e. what they can influence (first of all, for the better) and control at their workplaces and production sites.

3. Workers must themselves participate in the development of profit-sharing systems or sharing the benefits of increased productivity. Such systems should not be developed by a narrow circle of specialists or managers.

4. An optimized pond payment system is needed (pay for labor in moderation, not underpay or overpay). To make it much simpler, understandable to people, you can also introduce an individual payment system, while the employee must know for what and why the bonuses were made, so that all employees can be convinced that effective work, initiative, and the employee’s desire to benefit are fully encouraged by management.

5. The bonus should not be awarded for the results and activities of employees that are mandatory and paid as part of a permanent part of their earnings. It is also necessary to make it clear to the employee that a bonus is not the usual form of additional payment, which cannot stimulate the employee, but an additional payment for effective work, initiative, etc.

The initial basis for creating a system of employee profit participation can be the proposed parameters for the formation of an additional bonus fund. The division of the created bonus fund must be carried out according to standards developed with the participation of employees. It would be rational to formulate the distribution of the received fund in two directions: bonuses to employees based on the performance of the enterprise as a whole and on the results of the individual contribution of employees. Detailed parameters for the distribution of the bonus fund should be established with the participation of employees in order to be clear to them.

Individual financial incentives at the enterprise should be developed in more detail. First of all, this concerns the establishment of individual bonuses in the management system by objectives, as well as the introduction of additional bonuses for overtime work and rationalization proposals.

When distributing the bonus fund and establishing additional incentive bonuses, special attention must be paid to the system of social payments.

Additional socio-economic payments and guarantees at the moment in the network of branded stores “Furniture for Your Home” (IP Stupinskaya) can be: paid holidays; paid lunch time; medical insurance at the enterprise; additional pension insurance at the enterprise; accident insurance; assistance in improving education, professional training and retraining; discounted vouchers to sanatoriums; financial assistance during treatment; preferential loans for enterprises.

Combining all the economic incentive measures proposed and already existing at the enterprise, we can provide the following list of forms of receiving economic income by employees designed to stimulate their work activity:

1. Salary (basic salary and additional: bonuses and allowances).

2. Bonuses (one-time payments from the organization’s profits (remunerations and bonuses)).

3. Profit sharing (a set share of revenue from which the incentive fund is formed).

4. Additional payment plans (subsidizing business and personal expenses depending on the results of work).

5. Savings funds (organization of savings funds for employees of the organization with interest payments).

6. Contributions to the pension fund (our own, alternative to the state pension fund is created, where contributions are made).

7. Association for obtaining loans (establishment of preferential loans).

All these forms of incentives should be used to determine material remuneration, while personnel costs will not be of a sharply growing nature. The introduction of these must be carried out gradually, while one form may be a source for another (for example, savings funds are sources of loans).

Improvements to the remuneration system must be developed for each category of personnel and included in the regulations on remuneration and bonuses at the enterprise. The proposed bonus conditions will have a more differentiated impact on each employee and will be able to stimulate the work of certain categories of employees.

Economic management methods in the proposed system will be implemented as follows: the project manager draws up a plan and composition of cash payments and other material incentives depending on the performance of each employee, based on the general list of forms of incentives developed in the remuneration system being created.

When developing and improving economic methods of enterprise management, the management personnel of the chain of branded stores “Furniture for Your Home” (IP Stupinskaya) must take into account that the greatest effectiveness of the impact of economic methods in management is achieved when they are combined with other methods (reinforcing economic methods with organizational and administrative ones and supplementing material stimulation with socio-psychological motivation).

To implement the proposed system of material incentives and improve the professional level of the company's middle and lower management for the initial period of implementation of the new remuneration system, it is necessary to create a matrix project management structure. The organization of changing the current situation must be entrusted to a manager designated in the new structure as a “project manager.” His responsibilities include: planning labor costs at the time of increased demand, ensuring information communication between responsible persons and higher-level managers, introducing a new system of personnel incentives, monitoring the implementation production tasks and organization of work of responsible persons.

To organize the work of project participants, it is necessary to establish an effective information flow between them and persons who have at their disposal all the information necessary for the implementation of the project. The remuneration received by the project manager must be correlated with the results of implementation of this project and is a combination of material and moral incentives.

Employees who have worked in their positions for several years should be rewarded with special allowances, bonuses, increases in base pay, etc.

The starting point for a retail manager should be a plan. The plan is established for employees based on two indicators:

· turnover;

· revenue;

· labor efficiency;

· level of customer service;

· emotional mood of sellers.

In order for a commercial enterprise to function successfully in a competitive environment, effective performance from each employee is necessary.

The introduction of the proposed motivational measures in combination with the formation of a career management system will increase the interest of employees in the results of their work and the efficiency of the entire enterprise management system.

3.2 Formation of a career management system

According to the labor career management program, we recommend planning a career for no less than 5 and no more than 10 years, since adaptation to a new position (especially a managerial one) occurs after 2-5 years, and after 10 years, working conditions may change significantly, etc. d.

When planning an employee’s career, it is necessary to proceed from a number of principles for its development:

a) individuality, which presupposes a certain selectivity when planning career development, since not all employees will be able to meet the required abilities, age, and educational level;

b) the interest of the enterprise and employee in career development;

c) incentives (moral and material) and material support, financing the development of an employee’s career in the plans of the enterprise;

d) mandatory professional growth, which involves advanced training, increased professionalism (skills);

e) social and psychological comfort and satisfaction, which is ensured by social recognition and increased material well-being;

f) objectivity, which presupposes the exclusion of the influence of subjective factors on the part of the manager.

We propose to build the career development process according to the stages that are shown in the diagram (Fig. 4):

Rice. 4. Stages (periods) of career development.

a) advanced training (retraining, internship) in the lifelong learning system (CLE);

b) enrollment in the personnel reserve for promotion to management positions, when the employee is required to undergo training in the SSS (advanced training, retraining, internship) according to individual plans;

c) appointment for more high position(based on the results of training in the reserve, or by decision of the management of the enterprise);

d) rotation of an employee within his department or enterprise to broaden his horizons, in which job responsibilities change without changing wages. At least, without reducing it.

All types of employee rotation, training in the SSS, enrollment in the personnel reserve and promotion are recommended to be carried out only with the consent of the employee, since “forceful” methods of work in this case are unacceptable.

When planning an employee’s career, it is necessary to keep in mind that tasks are being solved that:

a) the employee sets himself: to achieve a higher official position; ensure high material well-being; open the mind; raise authority, prestige; gain the respect of others, etc.;

b) the enterprise is faced with: to select from among the employees (especially young ones) competent, independent, meeting the requirements and possessing a number of qualities (organizational, communication, efficiency, stress resistance, responsibility, etc.) specialists and managers and, through their gradual development and movements, prepare for appointment to high and responsible positions.

If, in the opinion of the manager or HR manager, the employee deserves career planning, which is in the interests of the enterprise, then it is necessary to determine the attitude of the employee himself to this. To do this, a conversation is held with the employee, which is structured in such a way that he reveals his attitude to the tasks being solved by the enterprise, to its possible expansion and the need in this regard for training in the SSS, for work movements (rotations and movements).

When identifying an employee’s motivation for career development (i.e., an attitude towards advancement, success, self-realization, recognition, etc.), it is advisable to determine whether the expression of a number of personal qualities (professionally important) corresponds to the requirements imposed by professional activity. In other words, one should evaluate personal qualities and their compliance with the criteria of professionalism and professional suitability using psychological diagnostic methods.

In the event that an enterprise has a need to train appropriate managers from its personnel reserves, and the candidate, as the conversation and testing showed, has motivation and personal qualities that meet the requirements, a career plan for the employee is drawn up.

The form of the plan and a sample of its completion are given below.

The plan specifies:

a) general personal data (last name, first name, patronymic, position held, age, education and its type, overall work experience and in the position held);

b) conclusion of the last certification (competition) commission;

c) the results of the last interview and assessment of the level of professionalism (including personal qualities);

d) information about previous training in the SSS, in the personnel reserve, etc.;

e) the period (from which year to which year) for which the plan was drawn up;

f) other information of interest.

The employee’s career plan contains 14 columns, which indicate the following data:

a) the name of the positions that the employee is intended to occupy (during rotation or promotion);

b) the period of the planned movement (year, approximately quarter);

c) types of incentives (wage growth, free training, etc.);

d) the name of the types of training in the aid of navigation;

e) terms of training in the SSS;

e) planned educational institution for training in SSS;

g) intended direction of study;

h) assessments received by the employee during training in the SSS, in the personnel reserve, during regular certifications, competitions, etc.;

An employee’s career plan should be the basis for all his movements, referral for training in the SSS, and the presentation of certain requirements to the employee. Therefore, despite the fact that a career plan cannot be a directive with mandatory execution, its preparation is a responsible matter and frivolity, superficiality, and negligence towards the employee are unacceptable. Table 7 shows a staff career development plan specially developed for the Furniture for Your Home network of branded stores.

Table 7.

Personnel career development plan

General information:

1. Last name: Ermakova

2. Name: Galina

3. Patronymic: Nikolaevna

4. Position: sales consultant

5. Year of birth: 1980

6. Work experience: 5 years, of which 3 years in the last position

7. Education: higher, graduated in 2003 from the Khakass Institute of Business with a degree in Commerce (trading business).

8. Conclusion of the latter certification commission: “He is appropriate for the position he holds and has good knowledge and skills. She is worthy of promotion to higher positions.”

9. Training in SSS (lifelong learning system): not completed.

10. Being in the personnel reserve: not enrolled.

11.Evaluation based on the interview results: satisfied with the job, would really like to improve my professional level, interested in career development.

12.Integral assessment of professionalism and personal qualities: 4.03 including:

a) personal data: 4.00;

b) personal qualities: 4.09;

V) professional training: 4,00.

Assessments meet workplace requirements.

13.Career planning period: from 2008 to 2018 (for 10 years).

14.Other information:

a) does not take into account personal time in the interests of work;

b) persistent in achieving her goals, but not stubborn and compromises;

c) moderately ambitious, cares about her prestige.

Thus, it is clear that effective career planning management ensures:

Wide opportunities to attract highly qualified specialists,

Reducing turnover among the core staff (key employees of the organization) due to their satisfaction with promotion opportunities,

Increased efficiency of the organization as the end result of coordinated actions of personnel and the enterprise.

Ultimately, this entire process provides mutual benefits for both the organization and the employee.

The implementation of the presented career development plan in the Furniture for Your Home chain of branded stores, as well as the introduction of a new model of the motivational system, will serve to form a personnel development system in this organization.

Conclusion

Based on the conducted research, the following conclusions can be drawn:

1. Modern, well-managed organizations believe that recruiting the right people is just the beginning, while most of an organization's resources are represented by tangible assets, the value of which decreases over time through depreciation, the value of human resources can increase over the years. should increase. Thus, both for the benefit of the organization itself and for the personal benefit of all personnel, the management of the organization must constantly work to fully increase its potential.

Personnel development becomes the object of planning, most succinctly defined as the process by which an organization is supplied with the right number of people with the right qualifications in the right place and at the right time. This obviously contains an element of foreseeing the organization’s future labor needs in quantitative and qualitative terms.

Personnel development activities should be viewed as an investment in the intangible assets of the organization. Personnel development programs help create a workforce that is more capable and highly motivated to accomplish the organization's objectives, leading to increased productivity and therefore increased value to the organization's human resources.

2. The process of personnel training is an integral part of the personnel policy of a successful organization, which can pursue a variety of goals: improving the quality of human resources, improving the quality of products or services, carrying out organizational changes, personnel development, improving the communication system in the organization, forming an organizational culture, increasing level of loyalty to the organization.

3. Formation of a personnel reserve is a comprehensive process of targeted professional development of personnel capable of filling higher-level vacant positions in the organization. The composition of the reserve reflects the need (current and future) for managers, specialists, as well as the structure of existing and planned positions.

4. Effective management of career planning provides ample opportunities to attract highly qualified specialists, reduce the turnover of key employees of the organization due to their satisfaction with promotion opportunities, and increase the efficiency of the organization as the end result of coordinated actions of personnel and the enterprise. Ultimately, this entire process provides mutual benefits for both the organization and the employee.

5. In this work, an analysis of the management and personnel development system was carried out using the example of the chain of branded stores “Furniture for Your Home” (IP Stupinskaya), located in the city of Abakan, whose activities include the sale of household furniture for the population, as well as the delivery and assembly of furniture to buyer's home. According to a marketing assessment of the competitive environment, the chain of branded stores “Furniture for Your Home” is one of the leaders in the market of upholstered and cabinet furniture.

6. Analyzing the personnel management system in the trading company “Furniture for your home”, we can say that the organization’s management does not have a specific program of action in relation to personnel, and all personnel work practically comes down to personnel accounting, maintaining work books and in-house training, which takes place as necessary. The influence on the team and the individual employee, in order to coordinate their activities in the process of functioning of the organization, is practically based on administrative methods, that is, it is a conscious need for labor discipline, a sense of duty, and the desire to work in a given organization.

7. Having analyzed the personnel development system using the example of the Furniture for Your Home chain of branded stores, we can draw the following conclusions:

The personnel development system is mainly based on in-house training with the aim of mastering professional skills and knowledge and is aimed at bringing the requirements and needs of the administrative structure into line with the individual expectations, needs, abilities and interests of employees;

The formation of an actual personnel reserve in the company is practically not provided for;

The motivation system is poorly developed, this means that people work without the proper energy and enthusiasm, activity and enterprise give way to formal performance of duties “from start to finish,” and some employees even perceive being at the workplace as a burdensome duty;

8. Based on the analysis of personnel development in the trading company “Furniture for Your Home”, in order to form a personnel development system, it is recommended:

Improve work with personnel by hiring a new staffing position - a personnel manager;

Develop a model of the motivational system at the enterprise.

The functioning of the HR department will increase the efficiency of production and management systems.

Improving the methods of economic incentives for the staff of the Furniture for Your Home chain of branded stores should be based on establishing the relationship between wages and the level of income of the enterprise, as well as the labor efficiency of the employee himself.

The implementation of the proposed measures in combination with the improvement of other management methods will increase the interest of employees in the results of their work and the efficiency of the entire enterprise management system.

9. To solve the problem associated with career management in the Furniture for Your Home chain of branded stores, recommendations have been developed to provide practical methodological assistance to the head of the company in planning the careers of managers and specialists.

The periods of career development are clearly presented:

a) advanced training in the system of lifelong learning;

b) enrollment in the personnel reserve for promotion to leadership positions;

c) appointment to a higher position;

d) rotation of an employee within his division or enterprise to broaden his horizons.

If an enterprise needs to train appropriate managers from its personnel reserves, and the candidate has, as the conversation and testing showed, motivation and personal qualities that meet the requirements, a career plan for the employee is drawn up. This paper proposes a career plan for two employees of the Furniture for Your Home trading company.

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The well-being and success of any enterprise depends entirely on how personnel development is carried out. This topic remains relevant always, including now. Today, once acquired professional training, skills and abilities are not as valuable as they used to be. Therefore, any specialist needs to regularly gain new knowledge and improve in their field. An employee with low qualifications causes damage to the company and, in the event of a layoff, becomes the first candidate for departure. That is why the development of a company’s personnel is, without exaggeration, an important issue.

Large-scale and successful global companies invest huge amounts of money and put significant effort into personnel development. Examples include such well-known corporations as IBM, Samsung, and Apple. They set themselves an important goal - to maintain a high level of qualifications of their employees. When creating their own universities, firms achieve the highest results.

The personnel development process is systematic. It is not enough to conduct any training course once. The tasks of personnel development are different, but the main one is to form specialists who fully meet the needs of the company, to study and improve their productive and educational potential.

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During this process, the professional training of specialists is raised to new level. When developing personnel, in particular, the following activities are carried out:

• review the resumes of specialists in order to subsequently hire them in one position or another;
• adapt employees to a new enterprise;
• train and improve the skills of employees;
• improve the effectiveness of their activities using incentives;
• create vacant positions;
• study existing personnel;
• explore career prospects and the possibility of growth through the ranks.

In addition, you need to take into account the overall strategy of the enterprise and the professionalism of all employees individually. First, they study the specialist’s potential in applying knowledge and skills in practical activities, analyze his ability to compile ability models for all personnel. Thanks to this approach, the company calculates the exact amount of funds needed for training and achieving its goals. This is exactly what the policy of improving the skills of the workforce looks like.

The goal of personnel development is to obtain personnel with high level trained, motivated specialists interested in the prosperity of the company.

The objectives of personnel development are:

• improve employee performance indicators in order to resolve issues in all areas of the enterprise;
• increase labor productivity;
• increase the work time of each specialist;
• prepare future management and the younger generation of employees;
• introduce new technologies;
• achieve a separate labor market;
• eliminate employee dissatisfaction and develop their social qualities.

Why is personnel development so important in the modern world? Here are a few reasons:

• the level of competition in various markets is very high, especially considering the globalization of the economy;
• new information Technology develop rapidly and rapidly;
• when a company has created a unified program, solving human resource management issues and achieving strategic goals thanks to an integrated approach becomes easier;
• the enterprise must have a strategy and organizational culture, and these issues need to be addressed;
• all line managers implement a unified personnel policy and solve the strategic tasks of the company, participating in the process equally;
• a wide specialized network appears consulting companies on a wide range of areas for improving the resources of specialists in various fields.

Why is personnel development necessary in an organization?

Why is personnel development an issue that needs to be addressed? What benefits do the participants in the process receive from its decision? What company goals does comprehensive training of specialists help achieve?

1. The development of the company's personnel ensures high standards labor

Achieving quality results requires careful development and dissemination of standards. At the same time, all company specialists need to clearly understand what will happen as a result of their activities, what properties and characteristics should be endowed with the manufactured product. Performance indicators in all cities and countries where the company operates must be brought to uniform criteria. Creating standards and training employees to achieve them is the most important task for any enterprise.

Personnel development is also a relevant topic for company employees. It is very easy to work in an organization with current standards and clear instructions for solving assigned tasks. There is no need to invent something new. In this case, the energy of workers can be directed in a useful direction, namely, towards activities related to following generally accepted standards.

2. Specialists are trained to fulfill goals and develop projects in the future

Typically, enterprises pay attention to developing short-term and long term plans(5–10 years). For example, a company plans to introduce new products, launch a high-quality modern program or system, open another region, or reorient its business. To implement the assigned tasks, you need to think in advance about the human resources that will be required, that is, how many workers will be employed, what professional training they should have, and start looking for them in advance. It is impossible to build a new technical base without providing a distribution and dealer network and training specialists who will be able to work in the new conditions.

The benefits for the company are listed above. As for the advantages for employees, in such conditions they do not have to deal with rush jobs; serious work and preparatory measures are carried out with them, thanks to which each specialist gains confidence in himself and in his abilities.

3. Employees retain their skills, knowledge, experience, ideas

Any operating business must be protected from outside influences. It is important to ensure stable operations and minimize risks. Nowadays, information is becoming an increasingly valuable resource, and therefore the company cannot take risks by entrusting important information to one specialist. Nobody knows what will happen tomorrow. Perhaps the person will leave the organization. In this regard, a number of enterprises are making efforts to create special knowledge retention programs, which involve the transfer of experience, training and development of personnel, development of instructions, rotation of personnel within divisions and between departments.

As for the specialist, in such conditions he is recognized as an expert in a certain business industry and allows him to realize himself as a coach or mentor.

4. Staff and career are planned, future leaders are trained

Planning career advancement and improving the qualifications of future managers is an excellent solution to meet the company’s need for specialists in the future and protect the organization from possible personnel losses. With this approach, healthy competition is created in the enterprise. Typically, a future replacement is planned for each key specialist: the company identifies an employee who, after a certain period of time, will be able to fully perform his duties.

As for the employee, new horizons are opening up before him. A person realizes his potential, is not afraid for his future, is confident in the future, can participate in healthy competition and develop.

5. An atmosphere is created that stimulates creative thinking and the search for new ideas

At an enterprise where sufficient attention is paid to the process of personnel development, employees constantly think about acquiring additional skills and knowledge, read new books, strive to change the old way of life if it no longer suits them, improve and analyze. In such companies, management actively participates in all processes related to employee training. Managers are personally interested in the professional growth of employees, which prevents the team from getting stuck in one place and forces them to constantly be on their toes and move forward.

As for specialists, they can influence the overall results of their activities, become more responsible, receive additional opportunities for self-realization and feel their own importance.

6. Corporate culture is preserved

When we talk about developing and improving skills, we mean learning something new, gaining additional knowledge, introducing a certain culture and behavior into the team. It takes years to form corporate values, ideas, norms and standards, but subsequently they bring the desired results. Personnel training and development is very important in this case. What is invested in a new employee from the first days of his existence in the company affects his achievement of certain results. To get the most out of an employee, you need to instill in him the appropriate values ​​and standards. In this regard, in a number of enterprises, future management is trained exclusively within the system. A striking example is McDonald's. There, personnel work their way from the first position - restaurant employee.

Professionals get the opportunity to work in an open, fair and honest atmosphere among like-minded people. They have common values ​​and principles, they trust and respect each other.

7. New employees are being trained

Unfortunately, finding the ideal specialist who fully meets the requirements of the enterprise is always a difficult task. As a rule, when choosing employees, managers forget about certain qualities. Personnel training and development is carried out directly at the workplace, in the process of interaction within the team.

The benefits for employees are that they feel supported by the company.

8. Specialists become motivated

If a man, job seeker, sees that the company has opportunities for advanced training and development, and is certainly interested in it. We can say that this is one of the main criteria for applicants when choosing a company. Firms that invest money and pay enough attention to development and training note that thanks to this approach, the level of employee satisfaction becomes higher, the moral and psychological climate at the enterprise is better, and staff turnover decreases.

Employees generally want to learn and are enthusiastic about it. The main value of an employee is his knowledge, skills and abilities. In this regard, when working in a company where there are opportunities for growth and development, a person becomes more proactive and interested.

9. Development of the company's personnel contributes to the creation of competitive advantages

Copying ideas, processes, technologies is not difficult task. Much more difficult is duplicating a team of cohesive and effectively interacting like-minded people, the pace of production and launch of plans, as well as corporate culture. If the company is constantly developing, then the staff generates ideas, finds new approaches and solutions for various problems. Such organizations typically have multiple teams, with representatives from different functional project management groups.

Employees become in demand, can realize themselves, think creatively, receive recognition and respect, the opportunity to work among professionals, be proud of the team, the company, and their own results.

What elements does the personnel development system consist of?

To gain advantages over competitors and gain a foothold in the market environment, employee training must be carried out continuously. This requires constant and comprehensive efforts of management and the team. A systematic approach ensures regular training and development of personnel and brings the desired results. That is, the professional level of employees becomes higher, and their interaction in the organization is much better. All this is the key to the formation of decent human resources.

Experience shows that single events certainly have a good effect. However, you don’t need to think that the results from them will be lasting. In this regard, the main task in the first stages of personnel development activities is the following: to create a comprehensive system based on scientific methods and a rational approach.

How to work on consistent staff development? The use of today's existing tools requires the involvement of specialists with a sufficient level of training and knowledge. We are talking, in particular, about technologies, techniques, and principles for improving the business qualities and personal characteristics of employees. If an enterprise does not have sufficient funds to form its own staff of HR specialists, third-party experienced and well-trained consultants can be invited to work with the team.

Personnel development – ​​certain organizational and economic activities related to training, retraining and evaluation of employees. The key elements in this system are:

• the company's personnel policy as a set of principles and requirements on which the methods and goals of interaction with employees depend;
• process of searching and selecting employees;
• personnel planning;
• personnel adaptation (professional and socio-psychological);
• training and development of personnel away from production activities or in the workplace;
• assessment system (certification);
• managing employee behavior (including working to resolve conflict situations);
• personnel records management.

All of the above forms a general system aimed at solving a number of problems. If the company constantly conducts assessment and training activities, employees have the prerequisites for self-education, motivation, and achieving consistency and common opinion in the team. Employees begin to value quality, flexibility and mobility in their activities, become more active and productive, strive for independent decision-making, master the basics of entrepreneurial thinking, want to establish themselves in the profession and climb the career ladder.

Base for construction Employee development systems are defined principles that work effectively together. First of all we're talking about about integrity: the nature of all activities is planned, there is an interrelation and continuity of all forms and types of personnel development. The basic principles of employee training are also flexibility, science, and consistency.

In carrying out these activities, the company must be forward-thinking. In particular, one should take into account not only the current state of affairs, but also forecasts for the development of both a particular enterprise and the entire scientific and technical industry.

When strategically planning personnel development activities, of course, one should not forget about other principles of the system. We are also talking about the orientation of the employer’s real capabilities, and financial ones too. In order to successfully implement development and training programs in life, you need to take into account the current position of the company, competition in the market environment and the chosen business strategy.

What are the levels of personnel development?

If your plans include developing the company’s personnel and you decide to take this issue seriously, first decide on the professional level of each employee. There are two components here – competence and attitude. Competence contains two indicators – transferable and non-transferable skills. Transferable skills are those that a person has already accumulated. Those who are intolerable are responsible for what is to be learned later.

There are also two components in the mood that are responsible for confidence and motivation. By carefully studying the professional level of a specialist, you will get a certain result. Based on this, it is necessary to develop a plan for the individual development of the employee.

Let's look at each level in more detail.

First level– the stage of novice specialists who have recently started their activities. Such employees are highly motivated and eager to do and change something. At the same time, they know almost nothing about the policies of the enterprise, about the personnel in general, and, in principle, about the specifics of the work. When a person realizes that his skills are minimal and his importance in the team is not that great, he ceases to be self-confident, despite the fact that he has gained more knowledge. At this point, the employee moves to the next stage.

Second level is a state in which there is almost no motivation, as well as self-confidence. Management must support the employee to move to the next level.

Third level. The employee again begins to be interested in current affairs, and motivation to achieve goals appears. A person feels more confident at work because he has gained some experience, knows everything about the internal structure of the organization, and communicates comfortably with colleagues. But at the same time, his mood and motivation may change, and therefore the manager should show attention to the subordinate and help him move to the final stage.

Fourth level. This stage is the most difficult, primarily for management. Upon reaching the fourth level, a person is already quite experienced and knows how to solve certain issues. At the same time, he does not develop further, because he gave his best. The decision remains with the boss - whether it is worth raising the bar and thereby returning the employee to the first step or depriving him of the opportunity to improve further without changing anything.

Employee development levels are repeated regularly, and therefore the manager must have flexibility in management.

Stages of personnel development in an organization

Stage 1.Setting goals for personnel development

New business technologies have begun to progress even more rapidly. In this regard, the task of creating faster and effective methods personnel development has become even more important. There are many advantages to using such methods. The first is a significant improvement in employee productivity. The second advantage is that employees are more motivated. The result is lower staff turnover. Third, the team’s adaptation to new production technologies improves, thanks to which work processes proceed faster.

One way or another, the following personnel development factors influence the successful operation of the company:

• financial and non-material incentives;
• flexibility of forms and methods of teaching.

Stage 2.Determining personnel development methods

When a company creates a personnel development system, it should first of all focus on its real capabilities. It depends on them what forms and methods will be chosen when training employees. The most popular methods today are:

• mentoring, training and development of personnel directly in the workplace;
• educational courses and master classes conducted by invited professionals;
• video and audio courses;
• employee rotation;
• events within the company during which specialists exchange knowledge.

It is irrational to choose a particular method. To get a decent result, the best solution would be to use various techniques in conjunction with the characteristics of the audience. For example, if you want to develop applied skills, you can use a combination of master classes taught by experienced and reputable professionals and use video training to reinforce the results.

Employees in sales, development or advertising departments improve their professional level when they constantly participate in creative competitions and specialized conferences. Firms interested in improving the performance of top managers should resort to atypical methods of training and personnel development. Even experienced professionals become even more professional and confident when they begin to participate in theatrical performances, metaphorical business games and other non-standard training.

The ideal personnel development program is modular: the entire training technology consists of separate segments. This makes it easier for employees to solve the tasks facing them at each stage.

Stage 3.Motivating employees to learn

To achieve the goals set by management, it is not enough to simply develop a training program. For personnel development management to be effective, employees must be motivated to learn something new. Alas, in this case the learning process itself is rarely the only argument. The main incentive is the result of the training, the goal that a specialist can achieve when he acquires new knowledge.

All parameters that influence the level of motivation of specialists, whether positive or negative, can be divided into three categories. The first includes individual factors of personnel development (we are talking about the level of activity, propensity to learn, interest in obtaining new information). The second category is demographic reasons (the older a person is, the less he is scattered about unnecessary things and the more he focuses on the opportunity to apply his professional knowledge and skills at work). The third group is situational factors. It is impossible to influence the conditions of the first and second categories, but with the latter the situation is different. You can influence them by using proven methods of managing personnel development.

Situational factors are:

• the presence or absence of financial incentives to acquire new knowledge and work on oneself;
• stress (being in a state of anxiety, the ability and desire to learn are reduced; when there is no stress, a person’s ability and productivity increase);
• non-material support from management, which is expressed in approval (the employee feels more significant, he gains self-confidence);
• the general level of organizational culture at the enterprise.

An important aspect of the activity of any company is the development of the potential of specialists. At the moment, more and more managers are focusing on internal training, investing effort and resources in the process, despite the general trend towards budget reductions for HR tasks. To develop potential, firms should make appointments and career planning processes more transparent.

A people development strategy becomes effective when a company provides employees with a complete picture of their growth prospects. At the same time, each specialist knows exactly what promotion options he has, and is confident that the manager is ready to invest in this. Thus, a person is engaged in self-development, is responsible for his work from start to finish, which greatly stimulates him to achieve new results. This approach to organizing activities is very promising, as it provides opportunities for improvement for specialists who really need it, that is, employees with good potential.

Expert opinion

It is necessary to create favorable conditions for personnel development

Marat Nagumanov,

Director at the research and production company "Packer", Oktyabrsky

Our goal is to become the best learning enterprise. But first, it is necessary to create a corporate culture and all conditions for comfortable activities of employees. Only in this case will employees want to educate themselves. The task of management is to make sure that people feel comfortable at work and that distractions do not interfere with the performance of their functions.

The enterprise needs a leader, looking at whom employees will strive for high results. We are increasing total amount profits of our specialists not only by increasing wages. We issue passes to the gym, swimming pool, vouchers to sanatoriums and recreation centers, provide delicious free lunches, and provide high-quality medical care. In a comfortable environment, people learn new knowledge better, but this is not enough. To be inspired to achieve your goals, you need an example - a leader who is constantly developing himself. I often play this role. I am constantly engaged in my own development, attending various trainings, seminars, and improving my qualifications. Other employees look at me and they become motivated to develop themselves.

When implementing a motivation system, you need to strive to improve your qualifications. You should give employees clear instructions on how to increase their earnings. We are currently thinking about new system. It is planned to hang a board where we will write down the responsibilities of each employee, the knowledge and skills that he will need to acquire. At the end of the year, we will evaluate the professional growth and level of the employee, determining how much to increase his salary and whether it is worth doing it in principle.

Managers often make the mistake of seeking instant results after innovation. We understand that we will begin to feel the benefits of the system after a year, not earlier. But even now we see that the technique is beneficial. It is important that our employees feel comfortable. Only in this case will the activity become more efficient and the level of sales will increase.

Traditional and modern methods of personnel development

Modern personnel development consists of self-study, seminars and lectures. These methods are the main ones in the matter of obtaining knowledge, however, they also have disadvantages. In particular, with such forms of training there is no feedback, and therefore it is difficult to draw a conclusion about the assimilation of information by employees. In addition, different specialists have different levels of knowledge, which must be taken into account during training.

A lecture is a systematic and consistent presentation of information orally on a specific topic. As for workshops, during them new ideas are sought, problems are discussed and common solutions are developed.

At the moment, the most popular forms of active learning are:

• trainings (business games, after which they analyze and reinforce effective behavioral strategies for typical business situations; trainings contribute to the development of managerial and commercial skills);
• computer training and programming (information is provided in blocks in printed form or on a monitor screen);
• business and role-playing games (model various aspects of professional activity);
• case-study, or analysis of practical cases (analyze various circumstances in the area where the employee is improving his skills);
• Basket method (based on the imitation of common situations in management activities; the student, within the framework of this method, gets used to the role of a leader).

Currently in Russia they are actively starting to use modern methods personnel training who came to us from the West.

Method 1.Modular training

The information that needs to be provided to students is divided into independent modules. Each has its own methods, goals and objectives. The advantages of this method include the ability to change modules in accordance with the needs of the audience.

Method 2.Distance learning

Within the framework of the method, telecommunication technologies are used, which allows training and development of personnel remotely. The listener and the teacher can be located at a great distance from each other. The advantages of distance learning include the opportunity to attract large quantity workers, on-the-job training, immediate application of acquired knowledge in practice.

Method 3.Mentoring(English: coaching).

The term “coaching” refers to a system for realizing the joint social, creative, personal potential of everyone involved in the process of personnel development to achieve maximum effect.

The peculiarity of the method is as follows: the mentor does not solve the problem for specialists, but thanks to him, novice employees can find own solution. A coach is always an expert in helping others reach their own potential.

Method 4.Action learning(actionlearning)

The basis of the method is a group of specialists, each of whom solves a real-life problem facing him. Company employees assess the problem, set goals, and develop an action strategy. Artificial situations and exercises are not used.

Method 5.Working Group Training

All personnel become members of the group - specialists of both senior and lower echelons in the company. In this case, positions are not particularly important. The goal is announced to the group, after which the participants choose a person responsible. The leader organizes meetings, draws up minutes, writes down the group’s decisions, that is, determines the ways to achieve the goal and sets the deadline that will be required for this.

Method 6.Metaphorical game

The main goal of personnel development using the metaphorical game method is to find a new way to solve problems. The tactic is unique in that to resolve a complex issue they use a figurative comparison, legend or fairy tale that conveys a business problem. Thanks to metaphorical play, employees can show creativity, look at an issue in a new way and change existing stereotypes.

Method 7. Shadowing(from English - “shadow”, “to be a shadow”)

As part of the method, an experienced worker, a qualified specialist, is assigned to the trainee. The student becomes his shadow for 1-2 days and is constantly with him. The method is used if initial adaptation, career guidance, increased integration of company departments, exchange of knowledge and skills, training and development of personnel from the reserve are required.

Method 8.Secondment(secondment)

Specialists are trained by temporarily moving them to a new workplace (another enterprise or division in the same company). This is done so that people gain new knowledge and skills. Then the employees are returned to their previous jobs. The duration of secondment ranges from 100 hours of working time to a year (short-term or long-term).

Method 9. Buddying(from English - support)

A partner is assigned to the employee - a buddy. The parties exchange knowledge and communicate with each other. The method is used for better adaptation of a person in a company. This applies to both new and existing specialists who have changed positions at the company.

The method is also used to ensure that cooperating structural departments and enterprises transfer information to each other and develop behavioral skills. The difference between buddying and other methods is the equal rights of partners. That is, in the relationship there is no mentor and subordinate, junior and senior. All information is provided in two-sided form.

Method 10. Supervision(from Latin supervidere - look from above)

A qualified specialist determines professional tasks, the main purpose of which is to develop certain knowledge and increase the level of qualifications of the student. The supervisor does not supervise employees. The supervision method is used to assess the level of knowledge of workers, train them, sort out mistakes and find ways to solve assigned problems.

Expert opinion

Employees choose their own development methods

Sergey Kapustin,

General Director and co-owner of the STA Logistic group of companies, Moscow

Our company holds quarterly meetings in which specialists applying for leadership positions take part. The purpose of their implementation is to create new employee motivation systems and determine in which direction the development of the company’s personnel is necessary.

During the meeting, we raise certain management topics, and those present voice ideas about motivating staff development. Employees actively participate in the discussion of all issues and often offer effective and interesting solutions. For example, not long ago an initiative was put forward to regularly allocate a certain amount of funds from the organization’s budget for issuing bonuses. We appointed the chief accountant responsible for this. At the moment, when the month ends, he selects an employee against whom no complaints or reprimands have been made throughout the entire period. If an employee is given a bonus, it means that he solved the tasks assigned to him perfectly, was not late for work, and performed his job duties at the proper level. All this motivates other people to work better and engage in their own development.

Assessing and improving staff development

How can a manager who invests financial resources and other resources in training highly qualified workers see the effectiveness of the training system at the enterprise? For this purpose, there is a method for evaluating the techniques used. Thanks to it, you can understand whether the level of training of employees is in accordance with the initial bar set by management. Correlating the results with the total amount of resources, financial and other, that are needed to maintain the functioning of the training system in the company allows us to understand the effect of investing in personnel development.

Obtaining an objective assessment is a difficult question, since it requires analysis of the economic, motivational, and other results that the personnel development system provides. In this regard, the nature of assessments of learning outcomes is complex. It consists of a number of indicators, including:

• education criterion (increasing the specialist’s qualifications, acquiring new skills and knowledge);
• motivation criterion (the level of employee satisfaction with the fact that management objectively evaluates their work, is interested in the development of personnel at the enterprise, since it invests in this cash);
• a criterion that determines the level of psychological state of the team;
• economic indicator (financial return on funds invested in personnel training and development);
• behavioral (employee behavior before and after training);
• production (improving performance and increasing labor productivity).

The difficulty of assessing its results depends on the level of formalization of the company’s employee training system. The more formalized it is, the easier it is to track its results. There are certain documents regulating all activities related to employee training. The best of them is the “Regulations on Personnel Training and Development,” which describes in detail how to evaluate the success of the training system and talks about the mechanism for securing the obligations of the participants in the process (employer and specialist).

If, based on the results of the analysis, it becomes clear that the method of training employees is not effective and does not bring the expected results, the company should pay more attention to the training and retraining of specialists, making the personnel development process more cost-effective. It often takes years to create a highly efficient system. And you can improve the already created methodology by introducing new information technologies, attracting consultants from outside, developing plans joint activities management to implement a unified personnel development policy, socially stimulate specialists, reviewing methods and forms of training, etc.

Each enterprise determines a system suitable for itself, based on its goals and financial capabilities. Some companies train staff continuously, others organize short-term courses during which specialists are told about new work practices and promising technologies in production.

Expert opinion

Criteria for assessing personnel development results

Mikhail Zelman,

General Director of the Arpicom company, Moscow

To develop a business, it is important to systematically interact with employees, focusing on staff training. This process involves not only HR specialists, but also other departments of the company. An example is the joint work of HR officers with advertising employees on the issue of drawing up original and attractive advertisements for company vacancies.

In order for the personnel development management system to work clearly and smoothly, and for the team to strive for self-improvement and high results, it is necessary that they have an excellent understanding of this process. If the HR department, managers and other personnel have a clear idea of ​​where the company is heading, what its main objectives are, they need to rely on a document regulating the course of development. Such documents are very important for us, since the system of personnel development and training is always implemented consistently, step by step. Using multiple training programs at the same time is not the best solution for any company.

Let’s take a closer look at what personnel assessment and development is and how these indicators are related to each other. We take into account certain criteria for an objective assessment of the results of personnel training at our enterprise. Among these indicators we highlight the following.

1. Staff turnover rate. This is an excellent indicator for the restaurant business. Right now our organization is in the middle, and that's not a bad thing.
2. The degree of satisfaction of staff with the work performed and the company as a whole. To find out how satisfied employees are with all processes, every year we resort to testing.
3. The degree of interest of employees in relation to the company. Such analytics are provided by independent HR specialists upon request.

How to organize management of social development of personnel

During the social development of personnel in a company, employees develop certain social skills and behavior in the team is regulated. An enterprise is an economic and social entity, and the formation of external and internal culture in it occurs under the influence of a number of circumstances. Successful and effective interaction between company personnel depends not only on the instructions of management. This process is largely influenced by the socially adapted conditions of the enterprise itself. Based on these components, a system of social development of specialists is formed.

In the interests of the organization, like-minded people act, united in a team and having one goal - to create economically stable conditions in order to feel comfortable and independent in them. Of course, the social development of personnel is also influenced by the training of each specialist individually and the improvement of professional knowledge and skills. Management should prepare methods to improve working conditions. Thus, companies must create a motivation system and social environment that determines the quality of employee work.

Social development of personnel is an important process. It needs to be managed systematically and in an organized manner. This is usually the responsibility of the HR department and company management. The main goals of social development of personnel are to create and support:

• corporate spirit;
• trusting and healthy relationships in the team;
• necessary conditions for improving the professional level of employees;
• social programs to improve the standard of living of each individual employee;
• comfortable conditions labor activity;
• motivation techniques.

Another equally important goal is to provide social and psychological assistance to workers in need.

A person can grow professionally only if a favorable environment is created. HR department employees from time to time evaluate personnel and conduct certification in order to identify employees who fully meet all company requirements for subsequent career growth. Employees undergo advanced training courses, after which they occupy higher positions or are assigned to the managerial personnel reserve.

It is impossible to manage the social development of company employees if you do not improve the internal structure of relationships as a whole. To begin with, the number of hired workers is regulated. Picking up new staff, the company’s management certainly takes into account the professional training and skill level of applicants. Next, they create optimal sanitary-hygienic, economic, aesthetic, psychophysiological and safe conditions labor, the social insurance system, observing all social guarantees.

Personnel development management is considered successful if the team associates its own achievements with good results company, there is a favorable atmosphere in the company, employees are ready to use their intellectual and creative potential, show responsibility and initiative. If the above factors of personnel development are present, it means that the tasks set by the company are being solved efficiently.

Personnel development work: common mistakes

Error 1.Investing in one-off events rather than ones that occur on a regular basis

Personnel development at an enterprise is a systematic and step-by-step process. Events that are not related to each other and organized one-time, bring almost no benefit. Define goals and objectives, prepare regulatory documents, develop a plan (for at least six months, and ideally for a year), calculate a budget taking into account the needs of the company. Only with a systematic and comprehensive approach will you achieve the desired results.

Error 2.The assimilation and use of new skills and knowledge in practice is not controlled in any way

In a number of companies in Russia, the assimilation and application of new skills and information is not monitored, but at the same time it is necessary to monitor this. Thanks to control it is possible:

• establish that the results provided by personnel development have a positive impact on the company’s solution of strategic tasks;
• identify problems in the process;
• identify the relationship between the costs of events and the results they bring.

Error 3.Employers do not reward employee achievements in training

Management often refuses to encourage the achievements of specialists with outstanding results in professional training. And in vain, because approval is important not only for a specific person. If a company rewards employees for their success, a conscientious attitude towards activities is formed in the team, discipline becomes better, and motivation increases.

Error 4.The personnel development strategy is not sufficiently synchronized with the overall enterprise development strategy

Ideally, the company's development strategy and employee training system are created as one whole. However, in practice this approach is rare. As a rule, staff professional development is placed in second place. Processes and activities related to training specialists are not synchronized with the strategy and objectives of the company. There are several reasons for this:

• HR employees have little idea of ​​what the corporate strategy is;
• methods of personnel development lag behind the goals of the organization.

To avoid such mistakes, even when developing the main strategy, a personnel development system should be built into its organizational unit.

Expert opinion

Why some employees are not interested in development

Natella Barmakova,

expert in human resources management, Moscow

Managers of different companies often have a common problem: subordinates are not interested in personal and career growth, or conquering new professional heights. Dismissal is an extreme measure that directors rarely take: they feel sorry for the employees.

It is with this problem that managers come to me, asking how to influence this or that specialist and encourage him to self-motivate. Such situations are quite common, but, in my opinion, there is nothing terrible about them. First, ask yourself: are you really interested in the personal development of your staff and the motivation to learn? Based on my experience, I can say that this is most likely not necessary. Although everything is individual. A person may not be interested in development and career growth due to various circumstances. Let's look at the most common ones.

Reason 1. The person is happy with everything.

An employee who performs his duties efficiently and is satisfied with his position, working conditions and work activity. In one of the companies where I was the HR director, an accountant worked. She was just such an employee: she worked in the organization for over 4 years and never agreed to expand her responsibilities. At the same time, there was perfect order in the areas for which she was responsible. Chief Accountant I could trust her completely.

What should an employer do in such conditions? Be satisfied with the reliability of the specialist, rejoice in his responsibility and do not try to force him to take on additional functions.

Reason 2. Hobbies are more important than work.

Some people see work solely as an opportunity to support themselves. At the same time, they devote all their free time and thoughts to their favorite hobby. There is nothing wrong with this if a person copes with his responsibilities perfectly. As an example, I can cite an office manager who is professionally interested in flamenco. The girl even has her own mini-group, with which she performs at various venues in Moscow. She does not receive much profit from her favorite activity, and therefore works as a manager. At the same time, she does everything perfectly, communicates kindly with people, copes well with her responsibilities, while at the same time not trying to expand them. She is valuable to the enterprise because she does not perceive her position as an intermediate stage and does not look to other departments in search of a new place. Probably everyone who has at least once looked for an office manager will understand me. A competent and responsible employee for whom this position would not be temporary is a rarity.

What should a leader do? First of all, setting tasks for an employee must be clear and systematic. Let the employee continue to enjoy his hobby, but the boss must carefully monitor the implementation job functions. This category of specialists is most likely to shirk work and direct their energy to their favorite pastime.

Reason 3. The employee is out of place.

If a person is not interested in work, career growth in this field is unlikely to be important to him. Such people are often unsure of themselves and do not know what they would like to do in their professional life. As an example, I will give a situation that I once had to face. The girl, a designer of complex telecommunications systems, performed her duties well, but without much enthusiasm. During a personal conversation, we found out that she needs additional communication with people. We invited her to try herself as an assistant to the general director. The girl saw the work of various departments of the company and chose a new niche for herself, subsequently turning into a personnel manager. She is currently successfully building a career in HR.

What should a leader do? If you are dissatisfied with the quality of a subordinate's work, but do not want to fire him, assign him the tasks of other positions and departments. For example, you can include him in the project team, ask him to act as an administrator for various events and corporate events. Thanks to this, the employee will better understand what he needs. Perhaps he will begin to develop more actively in a new area.

Reason 4. The organization does not have conditions for personal development employee.

It often happens that after advanced training, a specialist begins to perform new duties, but the working conditions do not change, and the salary does not increase. If such a situation arises, all employees at the enterprise begin to act in accordance with the principle “my house is on the edge.” For a person interested in self-development, he will be forced to wonder how to apply new skills to another job.

What should a leader do? In such situations, it is not a specific employee that needs to be replaced, but the entire system as a whole. It is necessary to expand the range of responsibilities of employees and at the same time review the level of their wages. Rely on proactive specialists, show examples of achieving career heights, and then average employees will begin to gravitate toward leaders.

Information about the experts

Marat Nagumanov, director at the research and production company "Packer", Oktyabrsky. NPF Packer LLC. Scope of activity: design, production and maintenance of packer-anchor equipment and well assemblies for operation, intensification and overhaul of oil and gas wells. Territory: head office – in Oktyabrsky (Bashkortostan); service centers and representative offices - in Muravlenko (Yamalo-Nenets Autonomous Okrug), Nizhnevartovsk and Nyagan (KhMAO - Yugra), Ufa, Buzuluk (Orenburg Region), Almetyevsk and Leninogorsk (Tatarstan), Izhevsk. Number of staff: more than 700. Subscriber of the General Director magazine since 2007.

Natella Barmakova, expert in the field of personnel management, Moscow. Natella Barmakova has two higher educations: technical (MIEM) and legal (MSAL), and completed professional retraining in the course “Human Resources Management and Personnel Analysis” at the MIRBIS Business School. More than eight years of experience as head of personnel services and deputy general director for personnel in companies of various profiles. The last place of work was the Technotrade company. Teaches the course “Human Resource Management” at the MIRBIS Business School.

Sergey Kapustin, General Director and co-owner of the STA Logistic group of companies, Moscow. GC "STA Logistics" Field of activity: transport logistics. Territory: Russian head office - in Moscow, branch - in St. Petersburg; representative offices in Minsk and Vilnius. Number of employees: 165. Annual turnover: 32 million euros (in 2012).

Mikhail Zelman, General Director of the Arpicom company, Moscow. Field of activity - management company of the holding company "Restaurant Professional Company" (hence the Russian name). Created in 2003. The company owns restaurants in Moscow: seven Goodman steakhouses, three Filimonova and Yankel fish houses, seven Kolbasoff beer restaurants, the French cafe Le Gateau, two Italian restaurants and a home-cooked home-cooking house called Mama Pasta. Annual turnover - 76 million US dollars. Number of staff management company- about 160 people, total number - about 1500.

Raising the level of personnel development is one of the most important areas in personnel management, and is also considered the reason for the successful performance of the organization. Thus, investing in personnel development plays an even more important role than investing in improvement and development production capacity the organization as a whole. Here, personnel development involves a number of activities aimed at improving the professional and personal characteristics of all employees.

The goal of personnel development is to increase the labor potential of employees, because almost every person has significant potential for personal and professional growth, and taking into account the rising cost of human resources, there is an urgent need to unlock and utilize the existing potential. Through encouragement and stimulation, the organization provides its employees with the opportunity to improve professional skills and develop personal qualities to solve assigned tasks. This creates a personnel backbone consisting of highly qualified personnel, and proactive training of personnel is carried out.

Let us give several definitions for the process of professional growth of personnel.

According to Yu.G. Odegova: “Personnel development (or human resource development) is a change in personal values ​​that requires the acquisition of knowledge and skills.”

In the interpretation of P.E. Shlender: “Human resource development is a system of activities aimed at supporting employees who are capable of learning, disseminating knowledge and best practices, training young qualified employees, making management personnel aware of the importance of employee development and reducing staff turnover.”

According to the definition of R. Harrison: “Strategic development of personnel, labor resources is the development that comes from a clear understanding of abilities and potential, which works in the strategic structure of the business as a whole.”

“Professional development is the acquisition by employees of new competencies, knowledge, abilities and skills that they use or will use in their professional activities” - this is the definition given by T.Yu. Bazarov.

In the work of P. Jung, personnel development is stated as: “Personnel development is a systematic process focused on the formation of employees who meet the needs of the enterprise, and, at the same time, on the study and development of the productive and educational potential of the enterprise’s employees.”

The key definition that will be used in the work was given by A.Ya. Kibanov in the Encyclopedia of Personnel Management. Professional development of personnel is a set of organizational and economic activities of the organization’s personnel management service in the field of personnel training, retraining and advanced training. These events cover issues of business career planning, career and professional advancement of personnel, and work with the personnel reserve. This includes issues of organizing inventive and rationalization work in an organization.

The purpose of personnel development is to increase the labor potential of employees to solve their own problems and tasks in the field of functioning and building the organization, while the goals must be:

• - clear and specific;
• - oriented towards the acquisition of practical skills;
• - assessable (measurable).

Formation should be focused on business results and employees. High efficiency of development, aimed primarily at the result of work, is achieved mainly by transferring to the employee the knowledge and skills needed specifically to perform work tasks and functions. Development aimed at motivating employees traditionally does not produce rapid business results. This development represents more investment in employees. In practice, development goals are based on a combination of two main factors. The main goals and their properties are presented in Table 1.1.

Table 1.1 - Main development goals and their characteristics

Key principles of personnel development:

• - integrity of the development system, continuity of various options and forms of personnel development;
• - the advanced nature of training and development based on the forecast of scientific and technical development and the conditions for the development of the organization;
• - flexibility various forms development, the possibility of their use at certain stages of development;
• - professional and social motivation for the development of human resources;
• - building a personnel development system taking into account certain prospects of the organization and the socio-economic conditions of its functioning.

Let us highlight the main factors influencing the need for personnel development in modern conditions:

• - serious competition in various markets in a globalized economy;
• - active development of the latest information technologies;
• - systematic, comprehensive solution to human resource management issues and all strategic tasks based on a unified program of the company’s activities;
• - the need to develop the strategy and organizational culture of the company;
• - participation of all line managers in the implementation of a unified personnel policy and solving the strategic objectives of the organization;
• - the presence of a wide specialized network of consulting firms in various areas of human resource development.

The effectiveness of the company is determined, first of all, by the knowledge, skills and corresponding attitude and spirit of the staff. If personnel selection is carried out taking into account all the requirements within the framework of the best global practices, in accordance with the parameters of workplace models, then the people hired are most likely guaranteed to have the necessary knowledge and skills, which is the main factor ensuring the development of the organization within the framework of personnel training .

Personnel development for every enterprise is an essential element of production investment. By encouraging training, the company provides its employees with the opportunity to improve their professional skills and thereby creates a core of qualified personnel and provides them with advanced training. Without employee development, there can be no successful development of the organization. It should also be noted that it is the employees, and not the company owners, who become the object of investment in personnel.

The reasons for priority investments in personnel development are:

• - the need to increase business activity each employee for the purpose of the company's survival;
• - maintaining the competitiveness of an enterprise is impossible without new technologies, and training to work with new technology impossible without significant

investments in personnel development;

Personnel development activities ensure an increase in labor productivity, therefore, their financing complies with the principle of cost-effectiveness.

Personnel development objectives:

• - advanced training for creation and release new products, correct use, Maintenance and repair of means of production; training and retraining of personnel, training in modern technologies;
• - development of the ability to work in a group and enhanced communication with colleagues;
• - awareness of the importance of the increasing role of labor, technological, financial, production, work discipline in the context of the precise execution of actions that ensure error-free operation of a machine, installation, department or enterprise;
• - formation of responsibility as a systemic quality of an employee and the development of its types;
• - independent development by employees of their professional skills and knowledge.

Thus, we can conclude that the effectiveness of measures to develop the professional potential of employees depends on the staff’s readiness for development; Management of the development of enterprise personnel involves the development and implementation of social technology, which, ultimately, should lead to an increase in the efficiency of production activities as a whole.

Basic concepts, principles and methods of personnel development in an organization

In an unstable economic situation and intense competition, enterprises need to make more and more efforts to survive in tough market conditions and become successful.

Along with well-organized procedures for recruitment and selection, adaptation, incentives, business assessment of personnel, one of the ways to help generate new ideas for business, master modern technology, develop and implement advanced techniques and technology, as well as training highly qualified employees, is the creation of a system of professional development of personnel in the organization.

The concept of continuous development became relevant half a century ago. It was then, with the beginning of the scientific and technological revolution, that the whole world drew attention to the fact that professional knowledge becomes obsolete faster than it can be acquired in a full cycle of education. And most importantly, there has been a fundamental change and rethinking of the role of man in production. Nowadays, personnel is the organization’s strategic resource and a key factor in its long-term and stable functioning. Well trained, ready to change with the organization, open to innovation staff becomes competitive advantage of any enterprise, and personnel development is one of the most important functions of personnel management.

In modern literature, many definitions of the concepts “process” and “development” are considered, but a meaningful interpretation can be reduced to the following definitions:

1.Process– a set of a series of sequential actions aimed at achieving a certain result.

2.Development– a process aimed at changing material and spiritual objects in order to improve them.

3.Staff development– (in a broad sense) a set of activities aimed at improving the quality of the organization’s human resources.

Staff development– (in the narrow sense) is a system of interrelated actions, including strategy development, forecasting and planning of personnel needs, career management and professional growth, organization of the process and adaptation, training, training, formation of organizational culture.

Personnel development can be general or professional.

General staff development is a process of enriching the intellectual capital of employees, awareness of the surrounding reality, adoption of new values, expansion of social connections and partnership opportunities that contribute to the full disclosure of individual labor potential for the purpose of personal growth and increasing contribution to the affairs of the organization.

Professional development of personnel – This is a system of interrelated activities aimed at improving the professional competencies of employees and their motivation in order to perform not only the duties necessary for work, but also new functions to solve current and future problems of the organization.

The essence of professional development of personnel lies in systematically increasing the level of knowledge, developing skills, practicing skills, mastering different ways communication, improving personal and business qualities necessary to perform work, improving production and organizational culture to meet the personal needs and demands of the enterprise.

Professional development applies to all areas of activity, be it production, trade, transport or education. It should become the norm, not a heavy burden, a formal job duty, but a way of life, a useful habit.

Personnel development is a systematic process focused on shaping employees to meet the needs of the enterprise, and at the same time studying and developing the productive and educational potential of the enterprise's employees.

In order for the personnel development process to be effective, the following principles must be taken into account:

1.Systematicity. Personnel development should be a permanent process, i.e. carried out throughout the employee’s working life. In other words, becoming a professional once is not enough. To remain a “pro” in your business, you need to constantly update all your professional competencies.

2.Interdependence. Employees of the organization and managers must have: motivation, conditions and opportunities for professional development.

3.Prospects. Personnel development activities should be proactive in nature, i.e. be relevant, in demand and focused on the future.

4.Complexity. Professional development of staff is usually understood as only staff training, but this is not entirely true. The concept of “professional development” is much broader than the concept of “training”, which means it includes not only training, but also other programs.

The basic elements of professional development in an organization are:

Professional selection and recruitment of employees;

Induction and adaptation;

Creating motivation for learning;

Training;

Business assessment of personnel;

Retraining and advanced training of personnel;

Business career management;

Rotation;

Delegation of powers;

Formation of a personnel reserve;

Organization of payment and labor incentives.

I want to pay special attention to each of the listed elements and analyze them in more detail.

A). Professional selection and hiring of employees.

Personnel selection – This is the process of studying the psychological and professional qualities of an employee in order to establish his suitability for performing duties in a certain workplace or position and selecting the most suitable one from a pool of applicants, taking into account the correspondence of his qualifications, specialty, personal qualities and abilities to the nature of the activity, the interests of the organization and himself.

The personnel selection process is carried out in several stages. The main ones are:

Planning of quantitative personnel needs - based on the adopted strategic development plan of the company or requests from line and functional services for expected vacancies;

Building competency models vacant positions, description of the vacancy profile and job description;

Organizing the search for candidates using internal and external sources, as well as non-standard approaches;

Primary selection of candidates (resume analysis, telephone interview, questionnaire analysis);

Secondary selection of candidates (testing, interviews, case methods, etc.);

Making a decision to hire an employee;

Drawing up an employment contract, enrollment, preparation and implementation of an adaptation program.

There should not be too many selection criteria, otherwise it will be difficult. The main ones are: education, experience, business qualities, professionalism, physical characteristics, personality type of the candidate, his potential capabilities.

Hiring is a series of actions aimed at attracting candidates who have the qualities necessary to achieve the goals set by the organization. This is a set of organizational measures, including all stages of recruitment, as well as assessment, selection and hiring of employees. Some specialists in the field of personnel management consider this process right up to the end of the induction stage, that is, until the moment when new employees fit into a specific workforce and the organization as a whole.

B). Induction and adaptation of personnel.

Introduction to the position - a set of measures designed for quick and effective adaptation of new personnel. The induction program developed in the organization allows us to provide the best start to work for a new team member. Her the main objective consists of familiarizing new employees with general rules work in the organization, safety and health regulations, new working conditions, corporate traditions and norms of behavior. A beginner must be familiar with general activities organizations; with his colleagues, especially with those who will work directly with him; the nature of the work itself; working conditions (work regulations, safety and health regulations, equipment, general plan buildings, etc.).

Ideally, the program should be supervised by a person who is the new hire's immediate supervisor, although depending on the specifics of the organization, these functions may be performed by different employees. They will need to spend some time selecting and preparing the information provided to the new employee. The development of an induction program must be approached with the utmost care. After all, the first impressions of a new employee about the organization are the strongest and can influence motivation to work and relationships in the workforce for a long time. An unsuccessful introduction to a position can significantly worsen the adaptation process in the team, and therefore delay the time when the employee begins to make a full contribution to the organization’s activities.

To manage the induction process, it is advisable to develop a special plan, which indicates the completion dates of each item of the program and regularly checks the implementation of activities. This allows you to get an idea of ​​what information the new employee has already learned and what information has not.

Personnel adaptation – This is a mutual adaptation of the employee and the organization, based on the employee’s gradual adaptation to new professional, social and organizational-economic working conditions.

Personnel adaptation goals:

Reduced start-up costs, since so far new employee does not know his workplace well, he works less efficiently and requires additional costs;

Reducing the level of concern and uncertainty among new employees;

Reducing labor turnover, because if newcomers feel uncomfortable new job and unnecessary, then they can react to this by dismissal;

Saving time for the manager and employees, since the work carried out according to the program helps save time for each of them;

Developing a positive attitude towards work and job satisfaction.

Tasks of the unit or adaptation management specialist:

Organization of seminars and courses on various adaptation issues;

conducting individual conversations between a manager and mentor and a new employee;

Completion of intensive short-term courses for managers taking up new positions;

Completion of special training courses for mentors;

using the method of gradually increasing the complexity of tasks performed by a beginner;

Carrying out one-time public assignments to establish contacts between a new employee and the team;

Preparation of replacements during personnel rotation;

Conducting special role-playing games in the team to unite employees.

There are two types of adaptation:

1.Primary adaptation- adaptation of young personnel who do not have professional experience (as a rule, in this case we are talking about graduates of educational institutions).

2.Secondary adaptation - adaptation of employees who have experience in professional activities (as a rule, changing the object of activity or professional role, for example, when moving to the rank of manager).

The following forms of adaptation are distinguished:

1.Professional adaptation characterized by additional development of professional capabilities (knowledge and skills), as well as the formation of professionally necessary personality qualities and a positive attitude towards one’s work. As a rule, job satisfaction occurs when certain results are achieved, and the latter come as the employee masters the specifics of work in a particular workplace.

2.In progress psychophysiological adaptation the totality of all conditions that have different psychophysiological effects on the worker during work is mastered. These conditions include: physical and mental stress, level of monotony of work, sanitary and hygienic standards of the production environment, rhythm of work, convenience of the workplace, external factors impact, etc.;

3. In progress socio-psychological adaptation the employee is included in the system of relationships between the team and its traditions, norms of life, and value orientations. During such adaptation, the employee receives information about the system of business and personal relationships in the team and individual formal and informal groups, about the social positions of individual members in a group.

4. In progress organizational and administrative adaptation– the employee gets acquainted with the features of the organizational management mechanism, the place of his unit and position in common system goals and organizational structure.

5. Economic adaptation- allows the employee to become familiar with economic mechanism management of the organization, a system of economic incentives and motives, adapt to new conditions of payment for their labor and various payments.

6. In progress sanitary and hygienic adaptation the employee becomes accustomed to the new requirements of labor, production and technological discipline, and labor regulations.

The adaptation program is divided into general and specialized. General adaptation program concerns the entire organization and addresses the following issues:

General idea of ​​the organization;

Remuneration about the organization;

Fringe benefits;

Occupational health and safety;

Relations between employees and the trade union;

Household services

After the implementation of the general adaptation program, specialized adaptation program. It covers issues related specifically to a department or workplace. This program is typically delivered by line managers or mentors. This program includes the following topics:

Unit functions, goals and priorities; organization, goals, structure and functions; relationships with other departments;

Duties and responsibilities; detailed description current work and expected results; an explanation of why this particular work is important, how it relates to other types of work in the department and in the enterprise as a whole; working hours and schedule; requirements for the quality of work performed;

Rules and regulations: rules specific only to a given type of work or a given unit; safety regulations; relations with employees of other departments; food, smoking in the workplace; personal telephone conversations work time;

Inspection of the unit: fire alarm button, entrances and exits; smoking areas; first aid places;

Presentation to department employees.

IN) Motivation for staff training. Different organizations have their own employee motivation system. They can be divided into two groups:

1. financial motivation

2. non-material motivation, it includes:

Recognition and status;

Interpersonal relationships;

Creativity and growth;

Praise

1 TO material motivation include: the amount of money and the regularity of wages, the ability to regularly increase earnings, the direct dependence of remuneration on the results of one’s work, the absence of a ceiling on income. Catering at the expense of the company. Providing employees with travel tickets. Providing subscriptions to fitness centers. Full or partial payment for travel to a vacation spot or vacation itself, etc.

If money is the dominant motivator for an employee, then it is important to create additional motivators, since, relying only on the financial motivator, the employee can easily change jobs based on monetary interest.

2. Non-material motivation. The employee attaches great importance to such work criteria as normalized or free working hours, convenient work schedule, stable wage, availability of medical and pension insurance, convenient travel. Working in a large company is also of great importance, which acts as a certain guarantee of stability.

Recognition and status. Opportunity for career and professional growth. To achieve professionalism in any job, an employee must strive to become the best in his specialty.

Clear boundaries. These include a standardized working day and a certain range of responsibilities. Reward individuals for the collective contribution of the group. In this era of teamwork, people often feel that their individual contributions go unrecognized.

Interpersonal relationships. An employee’s interest in good interpersonal relationships in a team largely depends on the policies of the organization itself. A good relationship with colleagues develop if employees of the same organization have the opportunity to communicate in their free time from work: these are corporate holidays, birthday greetings, joint trips to nature, a friendly team - creativity and growth. This category includes the ability to independently set goals, control oneself, find creative ways to solve assigned problems, the company’s tolerance for risk and potential mistakes, and training opportunities for employees. A person who is passionate about learning will definitely grow in his position and develop additional skills. Therefore, you can use knowledge and learning as a reward and motivating factor.

Praise. Verbal encouragement can be given at general meetings and holidays, accompanied by the presentation of certificates, cups, etc.

Personnel adaptation system - gives the new employee an idea of ​​the company, the criteria for successfully completing the probationary period and the program of his actions for this period. All this increases the employee’s sense of security and helps build employee loyalty, starting from the first days of work in the company.

The motivation system of each company is developed based on the goals and strategy of the company itself, and there is no single model that is suitable for all organizations. It is important to take into account the psychological characteristics of employees so that the motivation system generates in employees exactly the behavior that is expected of them. The reward system should be clear and objective for employees. Explain to your subordinates the reward system you have adopted. Inconstancy and arbitrariness in incentives and rewards lead to conflicts, not to increased motivation.

G) Training - the main way to obtain vocational education. This is a purposefully organized, systematically and systematically carried out process of mastering knowledge, abilities, skills and methods of communication under the guidance of experienced teachers and mentors. Specialists, managers, etc.

Three types of training must be distinguished. Personnel training– systematic and organized training and production of qualified personnel for all areas of human activity, possessing a set of special knowledge, abilities, skills and methods of communication. Staff development– training of personnel in order to master new knowledge, abilities, skills and methods of communication in connection with increasing requirements for the profession or promotion. Personnel retraining– training of personnel in order to master new knowledge, abilities, skills and methods of communication in connection with mastering new profession or changed requirements for the content and results of work.

There are many purposes for training company personnel. Let's list some of them:

Obtaining by employees new knowledge and skills necessary for work;

Maintaining the professional level of staff;

Preparing staff to replace colleagues during vacation, illness, dismissal, etc.;

Preparing for promotion;

Introducing staff to the company’s operating standards, development strategy, and operating technology;

Maintaining a positive attitude towards work;

Forming a sense of belonging to the company, motivation for further work.

What methods of personnel training can be used in a company?

There are different methods of staff training. For example:

Self-education of personnel;

Long-term additional training of personnel related to the strategic objectives of the company;

Short-term mandatory training of personnel due to the need to maintain technological processes at the modern level;

Short-term additional training of personnel related to the strategic objectives of the company;

Mentoring.

In addition to solving several more problems, this method can be used to teach company operating standards. This is not the acquisition of new knowledge, skills and abilities, but the transfer of existing corporate knowledge within the company.

Staff self-education includes studying specialized literature, visiting thematic exhibitions and seminars, collecting and systematizing information. The main difference between self-education and additional education is that it, as a rule, is not systemic in nature and may have nothing to do with the strategic objectives of the company.

Long-term additional training personnel related to the strategic objectives of the company includes obtaining a second higher education, MBA degrees, and participation in long-term training programs and activities. From a business point of view, such education can be considered as an investment in personnel, who begin to work after a certain time.

Short-term compulsory and additional training personnel related to the operational tasks of the company - this is a very large range of different activities that are necessary for effective operational management related to the strategic objectives of the organization. This category includes seminars and business trainings that are of interest to the company both at the current stage and in the future. These could be conferences and exhibitions where experience is exchanged. This also includes the participation of company specialists in the work of various professional clubs and communities, as well as 1c training courses.

Training can be short-term or long-term. Short term training– these are professional trainings and seminars. In the process of such training, several skills and abilities are practiced, if this is a training, or information is shared on one or more topics, if this is a seminar. Its duration ranges from one to three days. As a rule, in the modern business environment, the effect of short-term staff training is noticeable within three to four months, maximum six months. The company is more interested in it to solve its business problems, so it is usually paid for entirely by the organization.

IN long-term training(long-term programs, obtaining a second education, advanced training programs), of course, both the company and employees are interested. It increases the cost of a worker in the labor market, so in this case good decision There will be parity in payment for staff training. In this case, both staff motivation and loyalty increase. On the other hand, the company has compensation for part of the costs, and by concluding an agreement with an employee, it receives certain guarantees of his work in the organization and the use of the knowledge he has acquired.

To determine how effective the personnel training was, it is also necessary to determine what was the input and what was the output, in other words, where the increase in knowledge, skills and abilities occurred during the training. Thus, the control system necessarily includes:

Incoming control;

Ongoing control (if we are talking about long-term training programs);

final control (can have a formal or informal form);

Monitoring the use of acquired knowledge and skills in the work process.

All methods of personnel training can bring the necessary results and be in demand within the organization. The main thing is to know what result the company expects from this personnel training, why it needs it, and how the results obtained will be monitored.

D) Business assessment of personnel – This is a purposeful process of establishing compliance of labor productivity and the factors that ensure it with the requirements of a position or workplace.

Main tasks of personnel assessment:

a) Managerial influence. With the help of an assessment, as well as with the help of an evaluative conversation, the employee can be shown his place in accordance with his achievements, which contributes to the manageability of the staff.

b) Determining the amount of remuneration, since only with an objective assessment of the employee’s achievements is it possible to fairly pay for his work.

c) Personnel development, as it provides a choice of worthy forms of encouragement and promotion of professional growth of employees.

c) Rational use of the employee, since assessment is mandatory when taking a job, promotion, relocation, or making a decision to leave a job.

d) Work motivation, since it is an impulse for the conscious activities of employees aimed at increasing achievements.

In addition, personnel assessment can help in solving such significant problems as:

Establishing feedback with an employee on professional, organizational and other issues;

Satisfying the employee’s need to evaluate his own work and quality characteristics.

Types of personnel assessments should be distinguished according to many criteria that are used in production practice.

In accordance with the criteria of systematicity, the following are distinguished:

Systematic assessment, carried out by clearly defining all the most important features of the assessment (the assessment process, its frequency, assessment criteria, method of measuring the assessment).

Unsystematic assessment, in which the assessor is given a choice of how to measure the assessment, the assessment process, and assessment criteria.

In accordance with the criteria of regularity, they distinguish: regular assessments, which are most often used continuously, for example, to determine the amount of remuneration. Typically, such ongoing assessments are carried out once every six months, every year, or every two years.

D) Retraining and advanced training of personnel. If we consider vocational education as a system, then it is necessary to distinguish two stages. The first is professional training itself. The second is subsequent efforts made to deepen, expand and complement previously acquired qualifications.

Retraining- training related to the need to change a specialty due to changes in the professional structure of employment, changes in the employee’s ability to work, etc.

Training- training due to changes in the nature and content of the work of specialists in their positions, obsolescence of knowledge.

At the same time, depending on the goals pursued, previously acquired qualifications must be preserved, brought into line with the changed situation, or used for professional advancement. This approach to advanced training directly follows from the concept of lifelong education, which is based on the principle of organizing stepwise industrial training of personnel.

Continuity of training does not mean episodic retraining of workers due to the obsolescence of their qualifications, but a successive process of systematic improvement of qualifications and expansion of its volume planned on the basis of forecasts for the development of means of production according to the principle of transition from less to more complex professions, from narrow specialization to versatility. Such planning of the process of developing the potential of the workforce in accordance with the development of the material and technical base minimizes the need for urgent and ill-prepared measures to retrain workers in new professions.

Training(training) is the purposeful acquisition of new knowledge and skills, the study of best practices. It is professional improvement in accordance with the constantly changing conditions of production activity that represents the main content of advanced training.

Advanced training after completion of vocational training and a certain period of work in the profession is aimed at achieving two goals:

- ensuring the adaptation of professional qualifications to new trends in technical and professional development by conducting training events accompanying the labor process, mainly at the enterprises themselves;

Preparation of a professional career with a transition to a higher level of qualification as specialists and mid-level management personnel (for example, foremen, technicians, specialists in practical issues of organization and economics of an enterprise, specialists in various fields, etc.) by attending courses at the enterprise, with training center, serving many businesses, or at a vocational school.

Therefore, the importance of professional development is increasing. Periods of time when studying predominates are replaced by periods of time with predominance practical application, and vice versa. Work and study are constantly becoming more inseparable from each other. Professional education, work in a profession and advanced training always contain both elements: an element of study and an element of application. It is important to note the following:

1. Training is a systematic process of changing employee behavior in order to best achieve the goals of the enterprise.

2. A formal training program is an attempt by an employer to provide its employees with the opportunity to improve job skills, qualifications and knowledge.

3. Learning all this is an activity through which an individual increases his skills, knowledge and capabilities, which is reflected by corresponding changes in his work.

4. The purpose of training is to improve mastery. Motor skills, mental skills, communication skills are the objects of various training programs.

During the period of intensive technological transformations, advanced training is given exceptional importance, ensuring the very existence of the enterprise.

AND) Business career management – this is a set of activities carried out by the personnel service of an organization for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, as well as based on the goals, needs, capabilities and socio-economic conditions of the organization . Each employee manages his or her business career. Business career management allows you to achieve employee devotion to the interests of the organization, increase productivity, reduce staff turnover and more fully reveal a person’s abilities.

A career goal cannot be called an area of ​​activity, a specific job, position, or place on the career ladder. It has deep content. Career goals are manifested in the reason why a person would like to have this particular job, to occupy a certain step on the hierarchical ladder of positions. Career goals change with age, and also as we ourselves change, with the growth of our qualifications, etc.

Forming career goals is an ongoing process.

The main task of career planning and implementation is to ensure interaction between professional and intra-organizational careers. This interaction involves performing a number of tasks, namely:

Achieving the relationship between the goals of the organization and the individual employee;

Ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations;

Ensuring openness of the career management process;

Elimination of “career dead ends” in which there are practically no opportunities for employee development;

Improving the quality of the career planning process;

Formation of visual and perceived criteria for career growth used in specific career decisions;

Studying the career potential of employees;

Ensuring a reasonable assessment of employees' career potential in order to reduce unrealistic expectations;

Determining career paths that will satisfy the quantitative and qualitative needs for personnel at the right time and in the right place.

H) Rotation. From time to time, employees of an organization move from one position to another, from one department to another. This happens both on the initiative of management and on the employee’s own initiative. Actually, such movement is called rotation. In the theory of personnel management, rotation is understood as a system of transfers and relocations of employees within a division or company to new jobs on a regular, legal and organized basis.

The point of rotation is that:

1) diversity brings the employee satisfaction with the new position held, new functions performed, new tasks set, achievement of new goals and results, that is, the development of one’s own career. Consequently, the employee is not looking for “novelty” in another company (worse - from competitors);

2) a sense of community is fostered between employees throughout the company, their willingness to compromise, cooperate, and work in a team increases.

However, it should be remembered that an employee transferred to a new position quickly learns new job responsibilities and much more slowly learns new ones. social roles or new aspects of already familiar behavioral roles. Therefore, an employee can successfully cope with professional (functional) tasks, but experience additional difficulties and even find himself in conflict situations due to failure to confirm his role expectations.

AND) Delegation of powers.

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