The process of personnel management in business. Personnel management as a specific area of ​​management. Federal Agency for Education

Personnel management is a type of activity for managing employees, aimed at achieving the goals of the organization by using the labor, experience, and talent of these employees, taking into account their satisfaction with the results of their work.

Personnel management is a system of organizational, economic and social measures, influencing the creation of conditions for effective work and development of personnel.

Human resource management should be considered in three main aspects (Fig. 1):

Rice. 1. Personnel Management Aspects Odegov Yu.G. Outsourcing in personnel management: textbook and workshop for bachelor's and master's degrees. - M.: Yurayt, 2015. - 91 p.

Human resource management occupies a leading position in the overall management system of an organization. New working conditions, which are characterized by tougher manifestations of competition for the professional qualities of employees, a completely different work atmosphere, determine the modern features of personnel management.

Personnel management as a specific area of ​​management includes:

• 1) planning the need for qualified employees;
• 2) drawing up staffing and preparation job descriptions;
• 3) selection of personnel and formation of a team of employees;
• 4) analysis of work quality and control;
• 5) program development vocational training and advanced training;
• 6) certification of employees: criteria, methods, assessments;
• 7) motivation: wages, bonuses, benefits, promotions Shcherbakova Yu.V., Kupriyanchuk E.V. Personnel management: assessment, staffing, adaptation, development: training manual. - M.: Infra-M, 2016. - 287 pp..

The market diligently dictates its rules of operation for any enterprise, along with the presentation of market conditions to the staff with many new and currently unknown requirements, with the struggle for the consumer, the speed of response to demand and the ability to adapt to frequent changes in the structure of functional responsibilities.

High dynamics commercial activities forces each employee to constantly spend additional efforts to improve their own qualifications, despite the fact that in the training of personnel in a market economy there are significant differences from the training of workers in former industry institutes for advanced training.

There has been a significant complication of the system of incentives and motivation for employees, primarily in connection with hiring on short-term contracts, the establishment of various preconditions, the strict linking of material incentives with profit and other factors. Thus, for a well-chosen team of professional specialists, solving the most difficult problems is not a problem. And vice versa, if the team is apathetic, prone to internal conflicts and unhealthy competition, then it may fail what seemed like a win-win project.

Compound organizational structure The personnel management system is a set of departments and services interconnected in the personnel management system and its officials. Units performing personnel management functions can be considered in a broad sense as a personnel management service. The specific role and place and role of the specified service in the overall management system of the organization are determined by the role and place occupied by each specialized personnel management unit and the organizational status of its direct manager.

If specialists in an organization cannot cope with existing problems, then the reasons can be considered:

• -incorrect selection of personnel;
• - failure to fulfill duties by an employee;
• -incorrect distribution of responsibilities;
• - inaccurate or even erroneous definition of the organization’s goals for at this stage development Sokolova M.I., Dementieva A.G. Personnel management: textbook. - M.: Master, 2014. - 465 pp..

The organization solves such problems by replacing personnel, improving their qualifications, more effective methods discipline management, including strengthening labor motivation and personnel reshuffle.

Personnel management is one of the most important segments of the life of an enterprise, which can significantly increase the efficiency of a given enterprise. IN modern conditions Fierce competition any enterprise is forced to adapt to market conditions. But market conditions are constantly changing, putting forward new requirements for the business processes of an enterprise. In this regard, the relevance of personnel management is growing, the development of which must be continuous, for a better understanding and control of today's market economic situation.

Thus, personnel management as a specific area of ​​management is a type of activity for managing people, aimed at achieving the goals of a company or enterprise by using the labor, experience, and talent of these people, taking into account their job satisfaction.

IN modern approach The definition focuses on the contribution of satisfied employees to corporate goals such as customer loyalty, cost savings and profitability. This is due to the revision of the concept of “personnel management” in the last decade of the twentieth century. Thus, the contradictory relationship between employers and employees, in which the organization’s working environment was dominated by strict regulation of procedures for interaction with employees, was replaced by an atmosphere of mutual cooperation.

Concept of management

Control is a comprehensive concept that includes all activities and all decision makers, which includes the processes of planning, evaluation, project implementation and control.

Management theory as a science arose at the end of the last century and has since undergone significant changes.

The very concept of " scientific management“was first introduced into use not by Frederick W. Taylor, rightfully considered the founder of management theory, but by Louis Brandeis, a representative of American freight companies, in 1910. Subsequently, Taylor himself widely used this concept, emphasizing that “management is a genuine science based on precise certain laws, rules and principles."

For the past 50 years, the term human resource management has been used to describe the management function devoted to hiring, developing, training, rotating, securing, and terminating personnel.

- a type of activity for managing people, aimed at achieving the goals of a company or enterprise by using the labor, experience, and talent of these people, taking into account their satisfaction with work.

The modern approach to definition emphasizes the contribution of satisfied employees to corporate goals such as customer loyalty, cost savings and profitability. This is due to the revision of the concept of “personnel management” in the last decade of the twentieth century. In place of the contradictory relationships between employers and employees, in which the work environment of the organization was dominated by strict regulation of procedures for interaction with employees, an atmosphere of cooperation has arrived, which has the following features:

• collaboration within small working groups;
• focus on customer satisfaction;
• significant attention is paid to business goals and staff involvement to achieve these goals;
• stratification of organizational hierarchical structures and delegation of responsibility to work group leaders.

Based on this, we can highlight the following differences between the concepts of “personnel management” and “human resource management” (Table 1):

According to the meaning of the concept " Human resources" is closely related and correlates with such concepts as " human resources potential", "labor potential", "intellectual potential", exceeding in volume each of them taken separately.

At the same time, an analysis of the content of vacancies in this category - manager/manager/consultant/specialist - indicates that there is no fundamental difference between “personnel” and “human resources” specialists.

• planning the need for qualified employees;
• drawing up staffing schedules and preparing job descriptions;
• and formation of a team of employees;
• work quality analysis and control;
• development of professional training and advanced training programs;
• employee certification: criteria, methods, assessments;
• motivation: salary, bonuses, benefits, promotions.

Personnel management models

In modern conditions, in global management practice, various personnel technologies and personnel management models are used, aimed at more fully realizing labor and creative potential to achieve overall economic success and satisfy the personal needs of employees.

In general, modern models of personnel management can be divided into technocratic, economic, and modern.

Experts and researchers from developed countries identify the following models of personnel management:

• management through motivation;
• framework management;
• management based on delegation;
• entrepreneurial management.

Management through motivation relies on the study of the needs, interests, moods, personal goals of employees, as well as the possibility of integrating motivation with production requirements and goals of the organization. Personnel policy with this model, it focuses on the development of human resources, strengthening the moral and psychological climate, and the implementation of social programs.

is the construction of a management system based on motivation priorities, based on the choice of an effective motivational model.

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, promotes increased job satisfaction and develops a corporate leadership style.

Management by delegation. A more advanced system of human resource management is management through delegation, in which employees are given competence and responsibility, the right to independently make decisions and implement them.

At the core entrepreneurial management lies the concept of intrapreneurship, which received its name from two words: “entrepreneurship” - entrepreneurship and “intra” - internal. The essence of this concept is the development of entrepreneurial activity within an organization, which can be represented as a community of entrepreneurs, innovators and creators.

IN modern science and management practice, as evidenced by the above analysis, there is a constant process of improvement, renewal and search for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, organizational environment. A model that functions successfully in one organization may be completely ineffective for another, since it was not possible to integrate it into organizational system management.

Human resource management concept

Human resource management concept— theoretical and methodological basis, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions.

Today, many people recognize the concept of personnel management of the famous Russian management scientist L.I. Evenko, which identifies four concepts that have developed within three main approaches to personnel management:

• economic;
• organic;
• humanistic.

The economic approach gave rise to the concept of using labor resources. Within this approach the leading place is occupied by technical, rather than managerial, training of people at the enterprise. At the beginning of the 20th century. Instead of a person in production, only his function was considered - measured by costs and wages. In essence, it is a set of mechanical relations, and it should act like a mechanism: algorithmically, efficiently, reliably and predictably. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR - in the exploitation of labor by the state.

Within the organic paradigm, the second concept of personnel management and the third concept of human resource management consistently emerged.

The scientific basis of the concept of personnel management, which developed since the 30s, was the theory of bureaucratic organizations, when a person was considered through a formal role - position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

Within the framework of the concept of human resource management, a person began to be considered not as a position (structure element), but as a non-renewable resource- element social organization in the unity of three main components - labor function, social relations, and the state of the employee. In Russian practice, this concept has been used in fragments for more than 30 years and during the years of perestroika it became widespread in the “activation of the human factor.”

It was the organic approach that outlined a new perspective for personnel management, bringing out this type of management activities beyond the traditional functions of labor organization and wages.

At the end of the twentieth century. with the development of social and humanitarian aspects, a human management system was formed, where people represent the main resource and social value of the organization.

Analyzing the presented concepts, it is possible to generalize approaches to personnel management, highlighting two poles of the role of man in social production:

• person as a resource production system(labor, human, human) - an important element of the production and management process;
• a person as an individual with needs, motives, values, relationships is the main subject of management.

Another part of the researchers considers personnel from the perspective of the theory of subsystems, in which employees act as the most important subsystem.

Taking into account all of the listed approaches to analyzing the role of a person in production, we can classify known concepts in the form of a square as follows (Fig. 2).

The ordinate axis shows the division of concepts according to their inclination towards economic or social systems, and on the x-axis - by considering a person as a resource and as an individual in the production process.

Personnel management is a specific function of management activity, the main object of which is a person included in certain groups. Modern concepts are based, on the one hand, on the principles and methods of administrative management, and on the other hand, on the concept of comprehensive personal development and the theory of human relations.

4 Personnel management as a specific area of ​​management.

Diversity of definitions of personnel management.

The result of the complication and enrichment of personnel management activities and its study has been a variety of interpretations of personnel management in modern literature.

Definitions of personnel management can be combined into several groups:

· Motivational definitions. Personnel management, writes N. Mausov, is “a continuous process aimed at targeted changes in people’s motivation in order to achieve maximum output from them, and, consequently, high final results.”

· Descriptive (descriptive) definitions. “Personnel management, writes I. N. Gerchikova, is an independent type of specialist managers, main goal which is to increase the productive, creative output and activity of staff; focus on reducing the share and number of production and managerial workers; development and implementation of personnel selection and placement policies; development of rules for hiring and dismissing personnel; resolving issues related to training and advanced training of personnel.” This definition reveals the purpose and a number of the most important functions of personnel management. Its important advantage is the specificity in disclosing the content of personnel management activities. This definition has 2 drawbacks: it poorly reflects the essence and specifics of personnel management; does not list all of its most important functions.

· Theological definitions. A. Ya. Kibanov and D. K. Zakharov write that personnel management is “a set of managerial (organizational, economic, legal) measures that ensure compliance of the quantitative and qualitative characteristics of personnel and the direction of their labor behavior with goals and objectives.” The definition notes most important quality personnel management in the enterprise system - its functional orientation.

· Descriptive theological definitions. The author of such definitions tries to combine a description of the goals of personnel management with a listing of its most important functions. “Personnel economics,” write German scientists R. Marr and W. Weber, “is a field of activity characteristic of all organizations, and its the main task consists of providing the organization with personnel and the targeted use of personnel.”

Goals of personnel management.

There are 2 groups of goals: organizational; personal.

“Personnel management, write J. M. Ivantsevich, A. A. Lobanov, is an activity performed at enterprises that contributes most effective use people (employees) to achieve organizational and personal goals.”

Organizational goals are traditionally at the center of personnel management, and management in general. They are usually associated with ensuring the efficiency of the enterprise. It can be concluded that human resource management is the activity of using employees to achieve organizational effectiveness.

Personnel management functions.

Human resource management functions represent the main areas of this type of activity, focused on meeting the specific needs of the enterprise.

Highlight:

· Personnel planning, determining the need for the quantity and quality of employees, as well as the time of their use. Personnel planning is usually considered as the initial function of personnel management, since in time it is ahead of all its other functions.

· Determining recruitment methods and attracting personnel. The implementation of this function involves answering the questions: - where to find the right employees, how to attract them to a given enterprise, how many people to hire from outside, and how many from within? In the case of creating a new enterprise, this function is taken into account at the stage of determining the location of the enterprise, since not in every region it is possible to find required amount work force the required qualifications.

· Personnel marketing. The task is to ensure demand for jobs in this enterprise from the most trained people, primarily highly qualified specialists and managers.

· Recruitment, assessment, selection and hiring of employees. The possibility of a function is determined by the growing resilience of the workforce and increasing demands on the employee.

· Adaptation, training and advanced training of employees, and their development. Professional Development has essentially become a continuous process that continues throughout a person’s working life.

· Career planning, ensuring professional and job growth of the employee. This function is important both for individual employees, since it meets their expectations and interests, and for the enterprise, because it allows for fuller and more efficient use of the employee’s potential.

· Staff motivation. It means encouraging employees to work conscientiously and proactively, and to achieve organizational goals. Motivation is achieved primarily by ensuring alignment between organizational and personal goals.

· Personnel management. The central place of implementation is occupied by employee motivation. However, leadership is not about motivation. It “as a management function is designed to unite, coordinate, interconnect and integrate all other functions into a single whole.”

These functions do not exhaust the entire list. There are a large number of them, they partly overlap each other.

Conclusion.

Management science is based on a system of basic provisions, elements, models, leadership styles that are unique to it, and at the same time related to management. The behavior of one of the main and most complex subjects of management - a person - is also based on certain activities, internal beliefs that determine his attitude to reality.

Close attention is paid to the development and practical application main basic provisions of management activities, correlated with the characteristics social interactions individuals. At the same time, importance is attached to ensuring the effectiveness of management activities: preparing and making decisions, their scientific validity, their practical implementation, monitoring their implementation.

Leaders must now pay more attention human qualities their subordinates, their dedication to the company and their ability to solve problems. The high rate of obsolescence and constant changes that characterize almost all industries today force managers to be constantly prepared to carry out technical and organizational reforms, as well as to change their leadership style. Even the most experienced manager, who is fluent in management theory, is not immune from an unreasonable, emotional reaction to a situation.

Not only the authority of the leader and the effectiveness of his work, but also the atmosphere in the team and the relationship between subordinates and the leader depend on the choice of leadership style. When the entire organization works quite efficiently and smoothly, the manager discovers that in addition to the set goals, much more has been achieved, including simple human happiness, mutual understanding and job satisfaction.

A modern specialist, even if he is not a manager, can fully express himself at work, but actively interacting with the team and management, and he must have the necessary culture of communication.

Personnel management is a universal science. It covers the issues of 3 areas business activity:

· Civil services

· Commercial organizations

· Non-profit organizations.

The convergence of the organizational and managerial foundations of the 3 sectors of business activity requires knowledge in the field of managing employees of commercial and non-profit organizations.

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Attention to your subordinates and the same attention to productivity. They also realized that there are many activities where it is difficult to clearly identify a leadership style, but they believed that professional training and a conscious attitude towards goals allows all managers to move closer to the 9. 9 style, thereby increasing their effectiveness. 1.1.7 Style, satisfaction and...

Resolutions and orders of the Government of the Russian Federation, laws of the Khanty-Mansiysk Autonomous Okrug, decrees and orders of the Governor of the Autonomous Okrug, regulations on the Economic Policy Committee of the Khanty-Mansiysk Autonomous Okrug. When performing their functions, departments must ensure the solution of tasks arising from federal and regional comprehensive programs aimed at...

Business coach Alexander Sagalovich tells how to organize a company’s personnel management system using a process approach.

Personnel management is not always carried out systematically and on a planned basis. The principles and values ​​that underlie work with personnel may not be formulated or may not be in any way related to the company’s strategy. Incentive systems can be difficult to understand and calculate, and their effectiveness is not monitored.

As a result, the company's performance decreases, staff turnover increases, and some vacancies remain unfilled for many months. The quality of customer service is falling, real personnel costs are rising (even if the wage fund is decreasing).

In this series of articles I want to outline my vision of a personnel management system based on a process approach. It is not academic and I am not offering it as an HR manual. The main goal is to demonstrate the principles on which the personnel management system is built as part of the company’s business processes, integrated into common system regular management. The specific HR advice you will find regarding recruiting, motivation, etc. is my personal opinion, the result of experience and training.

Let's define what human resource management is. Michael Armstrong, in his book The Practice of Human Resource Management, puts it this way: “Human resource management (HRM) can be defined as a strategic and coherent approach to managing an enterprise's most valuable asset: the people who work there, who collectively and individually contribute to solving problems. enterprises. At the same time, the main goal of HRM is to ensure that the organization achieves success with the help of people.”

This definition seems to me to be quite consistent with the purposes of this article. Some authors share the concept of HRM and “personnel management”. But in this article this is not important; I will use these concepts as synonyms.

Now a few definitions that I have already given in other articles.

Business process structure is a model of a company’s business processes that reflects the hierarchy of processes and connections between them, departments and the external environment through inputs and outputs. All inputs/outputs have their own supplier/recipient: a process, a department, a specific employee, an external counterparty.

Buisness process- periodically repeated, controlled activity, the result of which is a certain resource that has value for a specific consumer (client). The client can be either internal or external.

Therefore, we will consider first of all the structure of HRM processes, their relationship with each other, other processes and the company’s strategy.

Since the personnel management system contains certain elements that go beyond the definition of business processes, I will use an additional concept. Its working title is universal proceduresA. This is a regulated activity that can be carried out in a similar way within the framework of any project or business process. Its result may be material or information product, which is used later in the process or project.

For example, in programming, some standard function or procedure - say, adding strings - can be used in a variety of cases: when describing classes, objects, other procedures and functions. Examples include the procedures for approving a document, sending Email. These actions can be performed within absolutely any project or process. By themselves, they do not “reach” a separate process, but at the same time, they must be carried out according to certain rules.

The use of such procedures in general can simplify the regulation of processes. They can be described once. When they meet again, in other rules of procedure, it will be enough to make reference to required document. Due to this, reading the regulations is simplified, time is saved, and a certain uniformity in activities is achieved.

General framework of HRM

Let's start with general scheme human resource management, and we will consistently move along it, looking at examples of its elements.

Briefly, the essence of this HRM system can be expressed as follows:

(1) The company has explicit or implicit visions of activity, strategic goals and objectives that determine the principles and strategic goals of personnel management.

(2) The strategic goals of personnel management in their own determine the specific business processes of HRM.

(3) They also define universal HRM procedures.

(4) In accordance with the rules and principles established in the processes and procedures, specific acts of personnel management are carried out.

(5) In this case, to work with information about personnel, a special database is used (hereinafter referred to as the “Personnel Database”).

Example. The company uses the principle of calculating the variable part of wages based on individual results on implementation target indicators. This is the upper, strategic part of the system.

As part of the business process “Manage financial motivation» a system for calculating the variable part of wages was developed taking into account basic principles. After the implementation of business processes related to the main activity, the participant and/or owner of which was a specific employee, he did not achieve the planned indicator values.

At the end of the reporting period, a calculation was made within the framework of the “Calculate the variable part of wages” business process. That is, a specific act of fulfilling the process regulations was carried out. Then the minimum premium was issued. Data about this were entered into the “Personnel Database”.

Afterwards, you need to have a conversation with the employee. This is necessary to identify the cause of low results and prevent them in the future. This can be done within the rules of the PDCA Cycle (plan-execute-control-analysis cycle). A conversation with an employee will also be a specific act of this procedure.

Now let's look at the individual elements of the above diagram.

Vision and Strategy

The company's vision, strategy and goals influence all processes related to personnel management. They constitute the basic principles on which specific processes and procedures are built, and they are also necessary for planning and goal-setting of HRM activities.

Two important principles of HRM strategy are:

1. It must be part of the entire company's strategy. All principles and values ​​must be common and not contradict each other. To put it simply, if a company is focused on providing a unique product in the highest price segment, then the HRM strategy should focus on such a product, take into account the high professional level of personnel, low staff turnover, maintaining creative potential, etc.

2. Basic principles personnel management in terms of recruitment, motivation, training, career management must be specific, clear, and understandable. For example, the principle of bonuses for personnel, defined as “we pay fairly for work,” does not actually express anything concrete for employees. Just like the principle underlying staff training: “we do not skimp on employee training.” And vice versa. The principle “in our company there is no variable part of remuneration, but a constant part is established once a year based on the results of certification,” although it may not correspond to someone’s ideas about the motivation system, it will be simple and understandable. Provided that the principles of certification will also be determined.

It is advisable to express the specific strategic goals of the company in digital form. They are necessary for planning and goal-setting of HRM processes. Growth in production, sales, introduction of new technologies, etc. must be planned in advance not only in terms of equipment, software, marketing campaigns, financing, etc., but also in terms of hiring, training, motivation, career growth workers.

Planned values ​​for indicators of personnel management processes should also be related to overall strategic goals.

An example of a strategic plan for working with personnel based on the main points of the company's development plan.

For each cell, we determine the main goals, measures to achieve goals, criteria for achieving goals, planned values ​​of target indicators.

HRM Business Processes

As can be seen from the general diagram above, HRM business processes include those directly related to personnel management - recruitment and selection of personnel, training, career planning, etc. Let me remind you that the list of business processes shown in the diagram is not complete and final. In practice, companies themselves identify certain processes based on their scale, characteristics of management culture, types of activities, etc.

Let's consider possible scheme business processes of personnel management, as well as the relationship of HRM processes with other processes in the company. It is the observance of these connections through the inputs and outputs of processes, regulated taking into account basic strategic principles, that provides the necessary synergistic effect from the process approach to personnel management.

An example of a personnel business process system for small company:

Let's take a closer look at the connection between HRM processes and other business processes of the company.

The process of “Selecting and hiring personnel”

Process “Provide training on errors and changes”

The process of “Developing and finalizing a personnel motivation system”

Similarly, the remaining HR processes are interconnected with other business processes of the company.

To be continued.

Alexander Sagalovich

Consultant, business coach.

Experience in various positions in manufacturing, logistics and trading companies.

Since 2003, he has been engaged in teaching and coaching activities. Since 2008, he has been engaged in consulting activities in the field of business process management.

Specialization: business process management systems, warehouse Logistics, business process automation, personnel management.

Introduction

1. Theoretical basis personnel management in entrepreneurial activity

1.1Features of entrepreneurial activity at the present stage

1.2Human resources management as a specific process in entrepreneurship

1.3HR services: roles, tasks, place in the organization structure

2. Analysis of the activities of JSC “Group “GRANT-Motors”

2.1 General characteristics of JSC “Group “GRANT-Motors”

2.2 Characteristics of the personnel service of CJSC GRANT-Motors Group

2.3 Audit of personnel management at CJSC GRANT-Motors Group

3. Ways to improve the efficiency of personnel management at CJSC GRANT-Motors Group

3.1 Proposals for improving personnel management at CJSC GRANT-Motors Group

3.2 Implementation plan for the proposed measures

3.3. Calculation economic efficiency proposed activities

Conclusion

Bibliography

Applications

Excerpt from the text

Information sources. The problem we are studying was actively studied in our country in the 60−80s, the results were reflected in the works of such scientists as Shepel V.M., Levitov N.D., Sirotkin S.G., Popov G.Kh., Javadov G. A., Shadrikov V. D., Ruban G. S., Arkhangelsky S. N., Pilipenko N. N., Kostakov V. G., Rusanov E. S., Sergeeva G. P., Chizhova L S.S., Kotelova Yu.V. etc. However, at the moment, domestic scientists dealing with the problems of personnel management are just beginning to pay attention to the significance of the problem of assessing the results of the activities of the personnel management service in the entrepreneurial activity of labor in the modern methodological formulation of this problem.

Business risks are, first of all, commercial risks. Entrepreneurial risks can be pure or speculative. Pure risks mean the possibility of a loss or zero result...

In practice, business activity (if it is financially successful), no matter how protected it is by law, involves a lot of different risks, attempts to introduce hostile persons and processes, and ultimately intensive activity to protect the enterprise.

To solve the assigned problems, the work used such general scientific research methods as observation, description, comparison, analysis, synthesis, analogy and some others, as well as methods of applied sociology, such as interviews, document analysis and some others.

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