Basic elements personnel policy.

Topic 2. Formation of the personnel policy of the organization.

The personnel policy of the organization is differentiated into its constituent elements:

1. Employment policy - involves the provision of high qualifications by staff and the creation of attractive working conditions, ensuring its safety, as well as the opportunity for promotion of employees in order to increase the degree and job satisfaction.

2. Training policy - involves the formation of an appropriate training base in order to improve the qualification level and expand opportunities for professional advancement of employees.

3. Remuneration policy - includes the provision of higher wages than in other firms, in accordance with the abilities, experience and responsibility of the employee.

4. Welfare policy - providing a wider range of services and benefits than another employer, while social conditions should be attractive to employees and mutually beneficial for them and the firm.

5. Politics labor relations- involves the establishment of certain procedures for resolving labor conflicts.

Thus, personnel policy can carry out both in writing(in the form of documents that all employees of the organization will get acquainted with), and in the form of a set of conceptual laws and rules transmitted orally.

Personnel policy may be reflected in collective agreements, company charters and other documents that regulate labor relations.

As a result, the policy of the organization implies a system of rules in accordance with which the system as a whole behaves and according to which the people included in this system act.

In addition to financial, marketing, production and other policies, any organization develops a personnel policy. This approach in the West is typical for large private companies and public service systems.

Personnel policy defines the philosophy and principles implemented by management in relation to human resources. The purpose of the personnel policy is to ensure an optimal balance between the process of renewal and maintaining the number and quality composition personnel in accordance with the needs of the organization itself, the requirements of legislation and the state of the labor market.

Thus, the quality of applied personnel decisions largely depends on how accurate and verified the personnel policy of the organization is.

The formation of the personnel policy of the organization is difficult process, which requires taking into account a number of factors, in particular, such conditions as the development of general principles and priority goals of personnel policy, assessment of development and performance of personnel.

Thus, work with personnel does not begin with a vacancy and does not end with hiring.

If we create an enterprise and are interested in the personnel policy being carried out consciously, then it is necessary to carry out a number of stages in the design of personnel policy.

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and the stage of its development. Need to analyze corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.

Stage 2. Programming. Goal - development of programs, ways to achieve goals personnel work specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies fixed in documents, forms, and necessarily taking into account both the current state and the possibilities of changes. An essential parameter influencing the development of such programs is the idea of ​​acceptable tools and methods of influence, their alignment with the values ​​of the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies, facilities mass media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For corporate culture with elements of organic organizational culture cultivating the spirit of “one family”, it is not advisable to use strict and often cruel psychological tests when recruiting, more attention should be paid to interview procedures, group activities, simulation of real production situations, etc.

Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel. It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For enterprises that conduct constant monitoring of personnel, there are many individual programs personnel work (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in single system internally related tasks, ways of diagnosing and influencing, ways of making and implementing decisions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

Conditions for the development of personnel policy. It is known that 4 main phases can be distinguished in the formation of a strategic management system: - chaotic response to constant changes in the external environment; - strategic planning in a narrow sense - anticipation of new complications in the external conditions of the organization's activities and the development of response strategies in advance (initial assumption: a new strategy should be based on the use of existing strengths and weaknesses organizations); - management of strategic opportunities - identifying the internal potential of the organization to adapt in a rapidly changing environment (not only future problems and ways to solve them are predicted, but also the level of professional competence, required by staff organizations for future success); - management of strategic tasks in real time - the development and implementation of a constantly correcting program.

Personnel activities are actions aimed at achieving compliance of personnel with the tasks of the organization's work, carried out taking into account the specific tasks of the organization's development stage.

Consider the main personnel activities depending on the type of strategy of the organization and the level of planning.

For an open and closed personnel policy, different types of measures to meet essentially the same personnel needs will be adequate. Table: Personnel activities implemented in open and closed types of personnel policy Types of strategies Planning level Long-term (strategic) Medium-term (managerial) Short-term (operational) OPEN PERSONNEL POLICY Entrepreneurial Attracting young promising professionals. Active policy of informing about the firm.

Formation of requirements for candidates. Search for promising people and projects, creation of a bank of candidates for work in the organization, holding competitions. Establishing contacts with recruitment agencies. Selection of managers and specialists for Dynamic Growth projects Active policy of attracting professionals Development of principles and procedures for assessing candidates and work, training of managers - formation of horizontal and vertical management teams.

Workforce planning. Development staffing. Creation job descriptions. Description of the company's policy in documents and rules. Recruitment of personnel for specific types of work. Staff adaptation. Profitability Development of new forms of labor organization for new technologies Development of optimal schemes for stimulating labor, linked to making a profit by the organization. Analysis and rationalization work places. Implementation of programs for assessing and stimulating the work of personnel.

Kit effective managers(managers) Liquidation Not considered Establishment normative documents on the personnel aspect of the liquidation of the enterprise. Establishing contacts with employment companies. Evaluation of personnel for the purpose of reduction. Advising staff on issues vocational guidance, training programs and employment. Use of part-time schemes. Cycle Assessment of the need for personnel for various stages of the life of the organization Search for promising specialists Consulting assistance to personnel (primarily psychological). Implementation of social assistance programs.

CLOSED PERSONNEL POLICY Entrepreneurial Creation of own (branded) institutions. Search for promising students, payment of scholarships, internships at the enterprise. Invite friends, relatives and acquaintances. Dynamic Growth Career Planning. Development of non-traditional ways of hiring (for life) Conducting in-house training programs, taking into account personal training needs. Development of labor incentive programs depending on the contribution and length of service. Recruitment of employees with high potential and ability to learn.

Conducting personnel adaptation programs. Profitability Development of schemes for optimizing labor, reducing labor costs. Implementation of training programs for management personnel. Development social programs. Creation of "quality" circles, active involvement of personnel in the optimization of the organization's activities.

The use of "internal recruitment" resources is a combination. Liquidation Not considered Conducting retraining programs. Job search for relocated personnel. Dismissing new employees first. Circuit Creation of "innovative" departments. Development of programs to stimulate the creative activity of employees. Conducting project competitions. Development of part-time programs in the main direction with the ability to realize the activity of employees in areas useful to the company.

Cultivation of the "philosophy of the firm" Inclusion of personnel in the discussion of the prospects for the development of the organization. The personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal. Factors external environment can be combined into two groups: 1. regulatory restrictions 2. The situation on the labor market. For example, the presence in the norms of some countries of prohibitions on the use of tests in hiring forces employees of management services to be very resourceful in designing programs for the selection and orientation of personnel.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, recruitment sources, structural and professional composition of free work force. It is important to gain an understanding of professional and public associations in which employees or job candidates are somehow involved.

The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs. Factors internal environment. The following factors seem to be the most significant. 1. Goals of the enterprise, their time perspective and degree of development. So, for example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on gradual deployment. large-scale production with many branches. 2. Management style, fixed including in the structure of the organization.

A comparison of an organization built in a highly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals. 3. Working conditions. Here are some of the most important characteristics jobs that attract or repel people: - the degree of physical and psychological effort required; - degree of harmfulness of work for health; - location of jobs; - interaction with other people during work; - the degree of work in solving problems; - understanding and acceptance of the purpose of the organization.

As a rule, the presence of even a small number of unattractive tasks for employees requires the HR manager to create specialized programs to attract and retain employees in the organization. 4. Qualitative characteristics of the workforce.

Thus, working as part of a successful team can be an additional incentive that contributes to a stable productive work and job satisfaction. 5. Leadership style. Regardless of the style of leadership preferred by individual managers, it is important following goals: - maximum inclusion of skill and experience of each employee; - ensuring constructive interaction of group members; - obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization. 5.

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Personnel policy in the market conditions

One of the most important problems at the present stage of development of the economy of most countries of the world is the problem in the field of personnel policy. B.. An object defines a particular subject. term paper. Based on this, it is necessary to consider the basics of personnel policy, that is, what it is based on; personnel types.

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Conditions for the development of personnel policy
Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.
Environmental factors can be combined into two groups:
1. Regulatory restrictions.
2. The situation in the labor market.
For example, the presence in the norms of some countries of prohibitions on the use of tests in hiring, forces employees of personnel management services to be very resourceful in designing programs for selection and orientation of personnel. Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, structural and professional composition of the free labor force. It is important to get an idea of ​​the professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.
Factors of the internal environment. The following factors seem to be the most significant.
1. Goals of the enterprise, their time perspective and degree of development. For example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual development of a large production with many branches.
2. Management style, fixed, including in the structure of the organization. A comparison of an organization built in a rigidly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.
3. Working conditions. Here are some of the most important characteristics of jobs that attract or repel people:

• the degree of physical and mental effort required,
• degree of harmfulness of work for health,
• location of jobs,
• duration and structure of work,
• interaction with other people at work,
• degree of freedom in solving problems,
• understanding and acceptance of the purpose of the organization.

As a rule, the presence of even a small number of unattractive tasks for employees requires the HR manager to create special programs to attract and retain employees in the organization.
4. Qualitative characteristics of the workforce. Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.
5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

• maximum inclusion of skill and experience of each employee;
• ensuring constructive interaction of group members;
• obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.

In conditions market economy one of the decisive factors in the efficiency and competitiveness of an enterprise is to ensure the high quality of human resources. The essence of the personnel policy is work with personnel, corresponding to the concept of the organization's development. Personnel policy is an integral part of the strategically oriented policy of the organization. The purpose of the personnel policy is to ensure an optimal balance between the processes of renewal and reduction in the number and quality of personnel in its development in accordance with the needs of the organization itself, the requirements of current legislation, and the state of the labor market.

It must be borne in mind that work with personnel does not begin with a vacancy and does not end with hiring. The process of working with personnel should be built in such a way as to arrive at the desired result in the shortest possible way in relation to any issue or problem in the personnel sphere. So, in the course of the formation of personnel policy, in the ideal case, the following aspects should be coordinated:

Development of general principles of personnel policy, prioritization of goals;

Organized-staffing policy - planning the need for workforce, the formation of the structure and staff, the creation of a reserve, relocation;

Information policy - creation and support of a system for the movement of personnel information;

financial policy– formulation of principles;

Distribution of funds, provision effective system labor stimulation;

Personnel development policy - providing a development program, career guidance and adaptation of employees, planning of individual promotion, team building, professional training and professional development;

Evaluation of performance results - analysis of the compliance of the personnel policy and the strategy of the organization, identification of problems in personnel work, assessment of human resources (assessment center and other methods for assessing performance).

Consider the process of formation of personnel policy in the organization. So, some of the organizations that have been functioning for a long time (in the domestic market this is typical for enterprises that work closely with foreign partners and foreign representative offices) have a documented idea of ​​​​the personnel policy of the enterprise, personnel processes, measures and norms for their implementation. For another part of organizations, the idea of ​​how to work with personnel exists at the level of understanding, but is not documented, or is in the process of being formed. If we create an enterprise and are interested in the personnel policy being carried out consciously, then it is necessary to carry out a number of stages in the design of personnel policy.

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, strategies and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of an organization, the principles of his existence in an organization, growth opportunities, requirements for the development of certain abilities.

Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technology, enclosed in documents, forms, and always taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the idea of ​​acceptable tools and methods of influence, their alignment with the values ​​of the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies and the media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For a corporate culture with elements of an organic organizational culture that cultivates the spirit of a "single family", it is inappropriate to use strict and often cruel psychological tests when recruiting, more attention should be paid to interview procedures, group events, and simulation of real production situations.

Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel. It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For enterprises that constantly monitor personnel, many individual HR programs (assessment and certification, career planning, maintaining an effective working climate, planning) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of making and implementing decisions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

Personnel activities- actions aimed at achieving compliance of personnel with the tasks of the organization's work, carried out taking into account the specific tasks of the stage of development of the organization.

Consider the main personnel activities depending on the type of strategy of the organization and the level of planning (table 4). For an open and closed personnel policy, different types of measures to meet essentially the same personnel needs will be adequate.

Table 4. - Personnel activities implemented in the open and closed type of personnel policy

The personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

Environmental factors can be grouped into two groups:

1) regulatory restrictions;

2) the situation in the labor market.

For example, the presence in the norms of some countries of prohibitions on the use of tests in hiring forces employees of management services to be very resourceful in designing programs for the selection and orientation of personnel.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, structural and professional composition of the free labor force. It is important to get an idea of ​​the professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.

Factors of the internal environment. The following factors seem to be the most significant.

1. Goals of the enterprise, their time perspective and degree of development. So, for example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual deployment of large-scale production with many branches.

2. Management style, fixed, including in the structure of the organization. A comparison of an organization built in a highly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.

3. Working conditions. Here are some of the most important characteristics of jobs that attract or repel people:

The degree of physical and psychological effort required;

The degree of harmfulness of work to health;

Location of jobs;

Interaction with other people during work;

The degree of work in solving problems;

Understanding and accepting the purpose of the organization.

As a rule, the presence of even a small number of unattractive tasks for employees requires the HR manager to create specialized programs to attract and retain employees in the organization.

4. Qualitative characteristics of the workforce. Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.

5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

Maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.

Human Resources Shevchuk Denis Aleksandrovich

5.4. Conditions for the development of personnel policy

The personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

Environmental factors can be grouped into two groups:

Regulatory restrictions.

The situation in the labor market.

For example, the presence in the norms of some countries of prohibitions on the use of tests in hiring, forces employees of personnel management services to be very resourceful in designing programs for selection and orientation of personnel.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, structural and professional composition of the free labor force. It is important to get an idea of ​​the professional and public associations in which employees or job candidates are somehow involved. The strategy of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.

Internal environmental factors . The following factors seem to be the most significant.

1. The goals of the enterprise, their time perspective and degree of development. For example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on the gradual development of a large production with many branches.

2. Management style, fixed, including in the structure of the organization. A comparison of an organization built in a rigidly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.

3. Working conditions. Here are some of the most important characteristics of jobs that attract or repel people:

The degree of physical and mental effort required,

The degree of harmfulness of work to health,

location of jobs,

Duration and structure of work,

Interaction with others while working

Degree of freedom in solving problems,

Understanding and accepting the purpose of the organization.

As a rule, the presence of even a small number of unattractive tasks for employees requires the HR specialist to create special programs to attract and retain employees in the organization.

4. Qualitative characteristics of the workforce. Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.

5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

Maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization.