An example of a company's personnel development strategy. Purpose and factors of strategic personnel development

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Federal Agency for Education

State educational institution of higher professional education

"Izhevsk State Technical University"

Department of Management

LECTURE NOTES

in the discipline "STRATEGY OF PERSONNEL DEVELOPMENT"

Nazarova N.M.

1. Strategic personnel management of the organization

The concept of strategyorganizational management

Understanding the strategic management of an organization's personnel is impossible without defining the term "strategic management of an organization". Moreover, the strategic management of the organization is the initial prerequisite for the strategic management of its personnel.

The term "strategic management" was introduced in the 60s and 70s of the 20th century to distinguish current management carried out at the level of business units, from management to senior management. In the process of its development, management as a practical activity in the 80s moved to a new stage, the distinguishing feature of which is the shift in the attention of top management towards the external environment, which makes it possible to promptly and adequately respond to changes taking place in it and provide the organization with an advantage over competitors.

Strategic management is such management of an organization that relies on human potential as the basis of the organization, responds flexibly to challenges from the external environment, and makes timely changes in the organization to achieve competitive advantage, focusing in its activities on the needs of customers, which together makes it possible for the organization to survive in the long term, while achieving its goals (according to O. Vikhansky).

That is, strategic management is a process that covers the actions of the leaders of the organization to develop, implement and correct the strategy.

The main principles of strategic management are:

q long-term perspectives to be assessed and decisions to be made,

q the focus of management actions on changing the potential of the management object (production, services, technologies, personnel, etc.) and creating opportunities for more efficient implementation of this potential;

q Priority consideration in the development and adoption management decisions state and possible changes in the external environment;

q alternative choice of management decisions depending on the state of the internal and external environment of the organization;

q implementation of constant monitoring of the state and dynamics of the external environment and the timely introduction of changes in management decisions.

The strategic management process includes 5 interrelated stages. They logically follow one from the other. At the same time, there is a stable feedback and the reverse influence of each stage on all the others.

1. The analysis of the external and internal environment is usually considered the initial stage of strategic management, since it serves as the basis for determining the mission and goals of the organization, and for developing a strategy for behavior in a competitive environment that allows you to carry out the mission and achieve goals.

2. Definition of the mission (purpose) of the organization, strategic goals and objectives for their implementation

3. Formulating and choosing a strategy to achieve the intended goals and results of activities

4. Effective implementation of strategies, implementation of the planned strategic plan

5. Evaluation and control over the progress of the implemented strategy, adjustment of activities and methods of its implementation.

Strategic personnel management is based on the same principles and foundations as the strategic management of the entire organization as a whole, as it is an integral part of it.

2. Strategic personnel management system

Strategic personnel management is the management of the formation of a competitive labor potential of an organization, taking into account ongoing and upcoming changes in its external and internal environment, which allows the organization to survive, develop and achieve its goals in the long term.

The purpose of strategic personnel management is to ensure a coordinated and adequate state of the external and internal environment, the formation of the labor potential of the organization in the calculation for the coming long period.

The subcompetitive labor potential of an organization should be understood as the ability of its employees to withstand competition in comparison with employees (and their labor potential) of similar organizations. Competitiveness is ensured by a high level of professionalism and competence, personal qualities, innovative and motivational potential of employees.

Strategic personnel management allows you to solve the following tasks:

1. Providing the organization with the necessary labor potential in accordance with its strategy.

2. Formation of the internal environment of the organization in such a way that the intra-organizational culture, value orientations, priorities in needs create conditions and stimulate the reproduction and realization of labor potential and strategic management itself.

3. Based on the installations of strategic management and the final products of activity formed by it, it is possible to solve problems related to the functional organizational structures of management, including personnel management. Strategic management methods allow you to develop and maintain the flexibility of organizational structures.

4. The possibility of resolving contradictions in matters of centralization-decentralization of personnel management. One of the foundations of strategic management is the delimitation of powers and tasks both in terms of their strategic nature and the hierarchical level of their execution. The application of the principles of strategic management in personnel management means the concentration of strategic issues in the personnel management services and the delegation of part of the operational and tactical powers to the functional and production divisions of the organization.

The subject of strategic personnel management is the personnel management service of the organization and the top line and functional managers involved in the type of activity.

The object of strategic personnel management is the total labor potential of the organization, the dynamics of its development, structures and target relationships, personnel policy, as well as technologies and management methods based on the principles of strategic management, personnel management and strategic personnel management.

The essence of strategic personnel management lies in the answer to three critical questions:

* where is the organization and its staff now located;

* in what direction, in the opinion of senior management, the personnel should be involved in accordance with the company's strategy;

* how the staff should develop in order to fulfill the tasks of the company in the future.

Strategic personnel management can proceed effectively only within the framework of the strategic personnel management system. It means an ordered and purposeful set of interrelated and interdependent subjects, objects and means of strategic personnel management, interacting in the process of implementing the "strategic personnel management" function. The main working tool of such a system is the personnel management strategy.

The components of the personnel management strategy are:

· Conditions and labor protection, personnel safety;

Forms and methods of regulation labor relations;

· Methods for resolving industrial and social conflicts;

Establishment of norms and principles of ethical relationships in the team, development of a code business ethics;

· Employment policy in the organization, including the analysis of the labor market, the system of hiring and using personnel, establishing the mode of work and rest;

· Career guidance and adaptation of personnel;

· Measures to build human resources and better use them;

· Improving the methods of forecasting and planning the need for personnel based on the study of new requirements for employees and jobs;

· Development of new professionally qualified requirements for personnel based on a systematic analysis and design of work performed in various positions and workplaces;

· New methods and forms of selection, business evaluation and certification of personnel;

· Development of a personnel development concept, including new forms of training, business career planning and professional promotion, formation of a personnel reserve in order to carry out these activities ahead of time in relation to the timing of the need for them;

Improvement of the management mechanism work motivation personnel;

· Development of new systems and forms of remuneration, material and non-material incentives for employees;

Measures to improve the resolution of legal issues of labor relations and economic activity;

· Development of new and use of existing measures of social development of the organization;

· Improving the information support of the entire personnel work within the framework of the chosen strategy;

· Measures to improve the entire personnel management system and its individual subsystems and elements (organizational structure, functions, management process).

In each individual case, the personnel management strategy may not cover all, but only its individual components, and the set of these components will be different depending on the goals and strategy of the organization, the goals and strategy of personnel management.

An HR strategy can cover various aspects of an organization's HR management:

Improving the structure of personnel (by age, categories, profession, qualifications);

optimization of the number of personnel, taking into account its dynamics; improving the efficiency of personnel costs, including labor costs, remuneration, training costs and other cash costs; personnel development (adaptation, training, promotion);

measures of social protection, guarantees, social security (pension, medical, social insurance, compensation);

development of organizational culture (norms, traditions, rules of conduct in a team);

· improvement of the organization's personnel management system (composition and content of functions, organizational structure, personnel, information support).

When developing a personnel management strategy, the achieved, established level in all these areas should be taken into account and, taking into account the analysis of the external and internal environment of the organization of factors influencing their change, as well as taking into account the strategy of the organization as a whole, the level should be determined, the achievement of which will allow the implementation of the strategy organizations.

In general, the choice of strategy is based on strengths and development of activities that enhance the organization's ability in a competitive environment through personnel advantages.

3. Methodological bases for developing a personnel development strategy

The implementation of the personnel management strategy is an important stage in the strategic management process. For its successful course, the leadership of the organization must follow the following rules:

1) Goals, strategies, tasks for personnel management should be carefully and timely communicated to all employees of the organization in order to achieve on their part not only an understanding of what the organization and the personnel management service are doing, but also informal involvement in the process of implementing strategies, in particular, the development of employees' obligations to the organization for the implementation of the strategy;

2) The general management of the organization and the heads of the personnel management service must not only ensure the timely receipt of all the resources necessary for the implementation (material, office equipment, equipment, financial, etc.). but also have a strategy implementation plan in the form of targets for the state and development of labor potential and record the achievement of each goal.

The purpose of the strategy implementation process is to ensure the coordinated development and implementation of strategic plans structural divisions organization as a whole and personnel management systems.

During the implementation of the strategy, 3 tasks are solved:

q First, the priority among administrative tasks (general management tasks) is established so that their relative importance corresponds to the personnel management strategy that the organization and the strategic personnel management system will implement.

q Secondly, a correspondence is established between the chosen personnel management strategy and internal organizational processes, processes within the personnel management system itself. To ensure that the activities of the organization are focused on the implementation of the chosen strategy. Such correspondence should take place according to the following characteristics of the organization: structure, system of motivation and incentives, norms and rules of conduct, beliefs and values, etc.

q Thirdly, it is the choice of the style of management of the organization as a whole and in individual departments that is necessary and appropriate for the personnel management strategy.

The tools for implementing the personnel management strategy are personnel planning, personnel development plans, including their training and promotion, solving social problems, motivation and remuneration.

The implementation of the personnel management strategy includes two stages: implementation of the strategy and strategic control over its implementation and coordination of all actions based on the results of control.

The implementation stage includes:

q development of a plan for the implementation of a personnel management strategy;

q development of strategic plans for departments of the personnel management system as a whole;

q activization of start-up activities for the implementation of the strategy.

The purpose of the strategic control stage is to determine the compliance or difference between the implemented personnel management strategy and the state of the external and internal environment; outline the directions of changes in strategic planning, the choice of alternative strategies. Strategic control is the fulfillment of a triune task:

monitoring the state of strategic personnel management and personnel management systems;

control of compliance of the strategy with the state of the external environment;

· monitoring the compliance of the strategy with the internal business environment.

Strategic control is carried out: through the selection of factors; their analysis and evaluation; accumulation of necessary data; output targeting.

The relationship between the strategy of personnel management andorganization development strategy

There are several options for classifying the types of organizational development strategies. Let's consider one of them. It includes:

* business strategy;

* strategy of dynamic growth;

* profit strategy (rationality);

* liquidation strategy (reduction of investments in certain areas);

*Strategy of a sharp change in course.

Each of the listed variants of the organization's development strategy implies its own (corresponding to it) version of the personnel management strategy.

Entrepreneurial strategy. This strategy is typical for organizations that accept projects with a high degree of financial risk with a minimum number of steps. These organizations are only developing new areas of activity. These are either enterprises that are just starting their life on the market (they have many projects, but little funds for their implementation); or businesses that can afford to invest in destinations with high proportion financial risks. The focus is on the rapid implementation of immediate measures, even without appropriate elaboration.

To implement this strategy, the organization needs innovative staff with flexible thinking, long-term orientation, willing to take responsibility for management risks, willing to work 14 hours a day, able to work in groups. At the same time, it is important that the leading specialists do not change.

The success of this strategy is largely based on the potential of the personnel of the organization or unit that has decided to implement fundamentally new idea and received support from the leadership of the organization. Due to the fact that the main backbone of those implementing the new consists of a small number of people, the importance of each employee involved in the implementation of the strategy increases. The personnel managers of such an organization must have considerable flexibility of thinking and action and ensure the development of individuals, a high degree of their participation in project management.

Recruitment is carried out mainly from among young people, innovators with high potential and competence. Evaluation of activities is carried out mainly on the basis of individual results and is not formalized enough.

Remuneration is carried out quite often in the form of attracting employees to direct participation in the implementation of the company's strategy, in the development of management decisions. The organization creates a high level of employee motivation by all forms of participation in the implementation of the company's strategy, since there is a large degree of dependence of the implementation of this strategy on such participation during the entire period of development of new products.

Opportunities for growth and individual development are quite important, since the strategy itself is based on high individual capabilities of the individual. Upgrading is welcomed by all means.

As part of dynamic growth strategies it is supposed to change the goals and structure of the organization. The challenge is to find a balance between the necessary changes and stability. For this strategy, the qualifications and dedication of specialists are also success factors. In addition, employees must be able to adapt to changes, quickly acquire the missing competence in solving relevant problems.

Recruitment of specialists is carried out from among the most capable workers (if the company has enough opportunities for this). It is little formalized, the main thing is to attract highly qualified specialists, whom the company really needs.

Reward based on evaluation individual labor and on effective work in a group, on the analysis of group behavior. The evaluation procedures used by the attached strategy are more formalized, but the factor of loyalty to the firm is far from the last one when considering the activities of an individual specialist.

The development of the competence of employees is ensured by constantly improving their qualifications. In connection with the expansion of the organization's activities, there is a real opportunity for professional advancement of specialists.

The practice of advanced training, promotion of employees is clearly structured and formalized to ensure that the development of personnel is consistent with the development goals of the company.

Organizations using profit strategy, are at the stage of maturity and expect to receive permanent profit with the help of a well-established product, mastered technologies and well-established production. The main task of the organization in this situation is to produce more products and minimize costs.

The management system of such a field of activity consists of clear procedures, rules focused on regular and strict control, on the elimination of uncertainty and uncertainty. The bureaucratic approach prevails in everything.

Reception of specialists occurs using standard procedures and rules; only those specialists are selected in whose competence the organization is currently interested (narrowly targeted selection). To implement this strategy, it is important to recruit staff who are already ready to perform their duties. Participation in management is not necessary and not particularly encouraged, but if there is a decrease in profits or a deterioration in the quality of the product, then various forms of involving workers in solving the problem may be used.

Elimination strategy choose organizations in which all or the main activities are in decline in terms of profit, market position, product quality. The company's staff is extremely negative about the idea of introducing such a program because of the upcoming cuts. When implementing the liquidation strategy, social measures to protect the company's employees are of great importance in the form of finding the most painless ways to reduce employees (transition to part-time working week, shortened working hours, employment of released workers in other firms at the expense of this organization, internal displacements). The participation of personnel in the development and implementation of solutions is not expected. Under the current conditions, the organization does not recruit specialists.

Remuneration of employees is carried out exclusively in accordance with official salaries, no other forms of incentives are used.

The assessment of specialists is based on criteria developed taking into account the need to reduce entire areas of activity; the most qualified workers are selected to maintain the output of the remaining products.

Professional development becomes important if the organization assumes the obligation to employ the released specialists. For a significant part of the workers, leaving the firm is associated with the need to change their specialty.

Course change strategy applicable in organizations that are struggling to quickly increase profits, to develop a new or expand an existing market. The recognition of this strategy means for the company a change in the entire system of managing relations in the organization. The participation of each employee in the search for new solutions becomes important.

Recruitment to the organization does not stop, as is typical for the previous strategy, there is a search for competent specialists for the main (in accordance with the goals) jobs. At the same time, the organization mainly seeks the necessary workers among its employees, assessing and developing their potential. The practice of internal recruitment, sufficiently formalized, allows everyone who wants to take part in the development of new areas of activity, at least try to do so.

The development of new competencies and advanced training are of great importance for the implementation of this strategy due to the fact that the organization is planning a fundamental change in course, based on internal resources. The creation of new areas of activity allows the organization to offer its employees new promotions, new positions, career development.

The main thing when implementing a course change strategy is to organize the involvement of personnel in management activities. Without the enthusiasm and active participation of the majority of employees, it is not possible to quickly implement this strategy in practice. At the same time, it should be taken into account that significant material remuneration of employees in the short term is not realistic.

Various theories of personnel management.

In the 1980s, it became clear that the managers of many firms were no longer able to successfully cope with the growing difficulties. Leading researchers of management problems drew attention to the crisis of numerous management theories that had developed by that time, including the concepts of personnel management. A well-known American specialist in the field of management, P. Drucker, notes that the specific conditions in which a manager operates are so diverse that modern management theories turned out to be unsatisfactory from the point of view of practitioners who are looking for practical guidance in theory.

The study of the problems of personnel management was not deep enough in the future either. On the one hand, there were concepts that were not based on empirical data, and on the other hand, the accumulated empirical material was not subjected to theoretical understanding. Due to the narrow specialization prevailing in science, scientists could not investigate the problem of personnel management in a comprehensive manner, taking into account various factors, including intercultural differences.

There are four main shortcomings of modern theories of personnel management:

Most of the concepts do not take into account the differences in the conditions in which these theories are applied;

All approaches tend to be one-sidedly interest-oriented senior leaders neglecting the interests of other groups of employees;

mechanistic concepts prevail strategic planning; problems are considered only from the point of view of the owners of enterprises. The interests of other social groups, as well as the environment, are virtually ignored.

This situation was the impetus for the development of new approaches to the management of the company and especially personnel by leading management theorists R. Waternen, T. Peters, I. Ansoff, P. Drucker, M. Hilbom, F. Heise and other American and European scientists. In Russia, a great contribution to the development of new concepts of personnel management was made, first of all, by scientists from Moscow State University named after M.V. Lomonosov, the Russian Academy of Public Administration under the President of the Russian Federation, the State University of Management and the Russian Academy of Economics named after G.V. Plekhanov.

Scientists have identified three main approaches - economic, organic and humanistic, within which four concepts of personnel management have been developed. The fundamental difference between them lies in the assessment of the role of a person in the enterprise and in understanding the nature of the organization.

The economic approach was reflected in Taylorism (late 19th century - early 20th century). Its meaning is that a person is considered as an object of control, and the main interest is his function - labor, measured by the cost of working time and salary. The organization is given the role of a mechanism: its functions must be performed algorithmically, efficiently, reliably and predictably.

The organic approach assumes a special interest in a person, expanding the very concept of personnel management, taking it beyond the traditional functions of organizing labor and wages. personnel function from the registration and control gradually became developing and spread to the search and selection of employees, career planning, evaluation of employees of the administrative apparatus, and improving their qualifications.

As part of the organic approach, the concepts of personnel management (in the United States and France, this is often understood as operational management) and human resources (or strategic work with personnel) have developed. A number of European authors identify both, believing that we are talking about a set of goals, strategies and tools that influence the behavior of managers and employees.

The understanding of the organization has also changed. It began to be perceived as a living system that exists in the environment. From here Special attention to the ecology of intra- and interorganizational interactions.

The humanistic approach began to develop in the 1990s. in various countries of the world, being the most radical attempt to overcome the aggravated crisis of company and personnel management. The new approach comes from the concept of managing a person (and not just an employee!) and the idea of an organization as a cultural phenomenon. If the economic and organic approaches emphasize the structural side of the organization, then the humanistic (it can also be called organizational-cultural) shows how organizational reality can be created and influenced through language, norms, folklore, ceremonies, etc. At the same time, the development of an organization's strategy can turn into an active construction and transformation of the surrounding reality.

The essence of the new paradigm is to move away from technocratic thinking based on rationalism, i.e. from installations to achieve the success of the company, primarily through the rational organization of production, cost reduction, development of specialization and other traditional measures. The main thing is the transition to management aimed at the future, the establishment of a priority orientation towards strategic management. At the same time, the object of management activity is organizational cultures various types, not processes, people, their activities, etc.

Of undoubted interest is the point of view of German authors, which differs from the above definition of the essence of the new management paradigm. G. Wächter (Germany) notes three new points:

* personnel management should be carried out on the basis of the strategic objectives of the company, and not be just an action that responds to emerging problems;

* a person is the most valuable resource of an enterprise, and not just an inevitable cost factor (hence the very concept of “human resource management” instead of “personnel management”);

* functions related to personnel management should be considered as the main tasks of management, and not as functions of specialized departments. (We are talking about the transfer of personnel policy to the top level of management.)

4. Competence of the organization's personnel

The competence of the personnel is a rational combination of knowledge and abilities, considered over the longest period of time, that the employees of this organization possess.

In this regard, personnel management can be represented as the management of the enterprise's competence with the implementation of the practice of its acquisition, stimulation and development.

Figure - Components of competence

Competence management is the process of comparing the needs of an enterprise with available resources and choosing forms of influence to bring them into line with the needs of this enterprise.

The need of the organization is understood as the necessary quantitative and qualitative composition of the personnel, determined in accordance with the chosen strategy for the development of the company.

Resources are employees of the company with the achieved levels of competence, desires, motivation, aspirations.

The result of comparing the needs and resources of the organization may be: - permutations,

movement,

Training, etc.

Competence forecasting is the process of determining, at the current time, the required number of personnel and the level of their competence required by the company in accordance with the goals of its activities.

Figure - Competence prediction

Competence management can take place both at the firm level and at the individual level.

At the firm level, these are:

1. Assessment of available resources (according to the components of competence), capabilities, knowledge, skills of personnel working in the company;

2. Comparison of resources - needs;

3. Making a decision regarding the number of employees who will have to be hired (dismissed) for the successful implementation of the tasks set.

Competence management at the individual level consists in the individual's assessment of his capabilities in accordance with the requirements of the position.

5. Development of a personnel development strategy

From the point of view of the composition, quality of personnel and its further development, three fragments of the organization's strategy seem to be especially important:

1. - Quality of products (services, works);

2. - Innovation policy;

3. - Technical and technological strategy in terms of factors related to changes in the core production technology.

1. If the strategy of max product quality is chosen, then the employees are in key positions and the number as a whole must have a max professional level and competence that allows them to realize the quality level regardless of production costs and technological failures.

2. The innovative strategy plan, which involves the introduction of the most advanced technologies, requires workers to max

Flexibility;

Broad erudition;

Willingness to accept new technologies and types of equipment.

3. The technical and technological strategy relies mainly on the internal scientific and technical potential of the production organization. This strategy requires initiative, creativity, and active participation in ongoing research and development work from employees.

The relationship of elements of the personnel development system

RP - staff development;

RM - workplace.

In turn, the development of requirements for prospective requirements for personnel is an obligatory and necessary condition for the formation of an organization's personnel development strategy. And it, in turn, is determined by a comprehensive strategy for the development of the organization (its social and managerial components).

Stages of developing a personnel development strategy

When developing a personnel development strategy, the following sequence of actions is most effective:

1. Analysis of the socio-economic potential of the organization, identification of internal points of generation - (lat.) birth, a) generation, b) birth, reproduction, production)) of possible competitive advantages.

2. Analysis of the product market and identification of economic zones.

3. Formation of a commodity-market, resource-market and integration strategy of a production organization.

4. Formation of financial and investment strategy.

5. Formation of social strategy.

6. Development of prospective requirements for the personnel of the organization, specified, including by departments ( corporate culture, socio-psychological climate, the relationship between the employee and the organization, etc.).

7. Formation of the organization's personnel development strategy.

8. Development of a personnel development management system, including:

methodical;

Technical;

Informational;

Organizational support.

One of the most important goals of the personnel development process is to activate the creativity of employees, to awaken in them a taste and interest in innovation activities, both on an initiative basis and in the order of performance of their official duties.

Characteristics of labor collectives in terms of their innovativeness

The grouping of labor collectives in terms of "the degree of their innovativeness" can distinguish three main types of labor collectives:

1) "Early industrial" - characterized by a disciplinary implementation mechanism, a focus on cooperation of the efforts of workers, carried out by a linear (hierarchical) leader.

2) "Technocratic" - characterized by an administrative and economic mechanism, aimed at ensuring the functioning of socio-technical systems and carrying out linear-functional hierarchical management using a combination of:

Economic;

administrative;

motivational methods.

For such sociotechnical systems, it is crucial proper organization not only interpersonal, but also man-machine, ergonomic interactions.

3) "Innovative type" of the labor collective, characterized by the competitiveness of workers headed by a leader-leader. The efforts of the leader are aimed at ensuring three main components of this type of management:

a) the interaction of workers and groups in the daily labor process;

b) activation of their creative, personal and organizational potential;

c) integration of the efforts of employees, micro-teams, orientation of personnel towards the implementation of the goals of the organization and the achievement of final results.

The development of a personnel development strategy and a personnel development management system is possible if the following basic prerequisites are present:

1) determining the strategic goals of the organization, which are a prerequisite for planning the development of personnel for the coming years;

2) formation of a general strategy for the development of the organization, allowing for the assessment, analysis and selection of the necessary system of influence on personnel for its successful implementation in practice;

3) staff assessments to determine the current abilities and capabilities of the organization's employees;

4) clarification of the goals and objectives of employees;

5) establishing the dynamics of requirements for the personnel of the organization.

In this case, the requirements for personnel are understood, first of all: business qualities, as well as those features in work that are dictated by a particular position:

Education and its profile;

Age;

Work experience, etc.

6. Development of labor potential

Professional development of personnel is the professional training of employees to perform new production tasks, occupy new positions, and solve new problems.

Organizations create special methods and systems for managing professional development:

Learning Management;

Preparation of a reserve of leaders;

Career development, etc.

Professional development goals include:

1. The growth of the professional level of employees that meets modern requirements market economy, working to stay ahead of its competitors.

2. Training of newcomers appointed to a new position, leading specialists, managers.

3. Raise professional culture employees (foreign language, computer, customer service, office work).

4. Preparation of a personnel reserve.

5. Improving the managerial qualifications of managers and leading specialists.

7. Evaluation of knowledge of employees during certification.

The personnel development system should be understood as: a targeted set of information, educational and job-related elements that contribute to the improvement of the qualifications of the organization's employees in accordance with the development objectives of the organization itself, its potential and inclinations of employees.

It is primarily about:

1. information about personnel (professional suitability and inclination of employees).

2. about organizational units (requirements for PM and typical situations for them in the process of work).

3. as well as labor and education markets.

Important elements of staff development in this regard are:

Planning and managing the process of using employees (horizontal movement);

Planning and managing the transfer of workers to more high position(vertical movement);

Regulation of movements associated with the temporary replacement of a particular position (vertical, horizontal and mixed options)

Principles, methods, forms and types of training

Principles of organizing training and qualification of personnel

1. linking training with the solution of common production and personnel tasks;

2. the principle of individualization of training programs;

3. careful methodological study of programs;

4. application of active methods and reduction of training time;

5. Establish a network of specialized training centers advanced training;

6. training in the transfer of knowledge, skills and abilities from a leader to a subordinate and between colleagues

7. other principles

In the practice of personnel training, the followingteaching methods:

1) business games

3) solving specific practical problems

4) using discussions as tools for obtaining new knowledge and solutions

5) innovative games

6) trainings

7) brainstorming

8) training in the implementation of scientific achievements based on inventions and discoveries

9) professional skill competitions

10) analysis of errors and their causes, etc.

The main methods of theoretical training of personnel are lectures (lectures - presentations, audio - lectures, etc.)

Types of training:

1) primary training (when applying for a job);

2) advanced training;

3) retraining (for a new specialty, for new equipment and technology)

strategic management personnel potential

Application 1

Table 1 - Characteristics of two approaches to the concept of personnel

Table 2 - Possible formulations of the objectives of the organization

Table 3 - Strategy evaluation criteria

Internal criteria	External criteria
increase in labor productivity	increase in profit
improvement of the psychological climate	interest rate cut
improving the quality of products and services	stability of the position of competitors in the market
increase in dividends per share	relative reduction in the cost of raw materials
increase in market share	the complexity of the initial entry into the market of the manufactured product
mastering the production of new types of products

Table 4 - Forms of education

On the job training	Learning outside the workplace
"Copying" - an employee is attached to a specialist, learns by copying the actions of this person. (In the old days it was called "apprenticeship")	Business games - a collective game (usually with a computer), including the analysis of a case study, during which the participants in the game get roles in a game business situation and consider the consequences of the decisions made
Mentoring - the manager's activities with his staff in the course of daily work	Training situations - a real or fictional management situation with questions for analysis. At the same time, the rigid time frames that fetter thought in a production environment are eliminated.
Delegation is the transfer to employees of a clearly defined area of tasks with the authority to make decisions on a specified range of issues. At the same time, the manager trains subordinates in the course of performing work.	Simulation - reproduction of real working conditions (for example, the use of simulators, mock-ups, etc.)
The method of complicating tasks is a special program of work actions, built according to their degree of importance, expanding the scope of the task and increasing complexity. The final stage - independent completion of the task	Sensitivity training - participation in a group with the aim of increasing human sensitivity and improving the ability to interact with others. Carried out in the presence of a psychologist
Rotation - an employee is transferred to a new job or position in order to obtain additional professional qualifications and expand experience. Usually for a period of several days to several months	Role-playing games (modeling of role behavior) - the employee puts himself in someone else's place in order to gain practical experience (usually in interpersonal communication) and receives confirmation of the correctness of his behavior (usually through films).
Use of training methods, instructions (for example: how to work with a particular machine, etc.)

Table 5 - Advantages and disadvantages of the forms of education

On the job training	Learning outside the workplace
	Does not exactly match the needs of the organization Availability and frequency are usually set by an external organization
Participants meet only with employees of the same organization	Participants can exchange information, share problems and experience in solving them with employees of other organizations
Members may be withdrawn by simple notice due to production necessity solve problems at work.	Participants cannot be withdrawn by a simple notice that they need to solve problems that have arisen at work
Actual process equipment available in your organization and procedures and/or work methods may be used.	Expensive training equipment may be used, which may not be available within the walls of your organization
Participants may be interrupted more often with a simple notice than if paid for external courses using a non-refundable form of payment	If participants have been withdrawn from courses, payment may not be refunded.
It can be cost-effective if there are enough employees with the same training needs, the necessary funds, teachers who can conduct training at the enterprise.	May be more cost effective if you have a small number of employees with the same training needs. Qualified training personnel may be available outside of the organization, rather than within your organization.
Participants may be reluctant to discuss some issues openly and honestly among their peers or in the presence of a supervisor.	In a relatively safe neutral environment, participants may be more willing to discuss some issues.
It is easier to move from learning with case studies to doing the work directly if the training material is directly related to the work.	Problems may arise in the transition from training (using the example of training situations) to the direct execution of real work
Symbols: + advantages, - disadvantages

Table 6 - Problems in the activities of the personnel management system at the stage of market transformations.

Problems and where they occur

Causes of problems

Solution within the enterprise

In the subject of personnel management.

Understanding the role and place of the CMS in the economic system does not correspond to the actual volume and strategic nature of the tasks that need to be addressed

Obsolescence of knowledge of the personnel of the enterprise management apparatus. Insufficient level of professional and qualification training of the administrative and managerial apparatus.

The use of costly (“personnel - costs”) approaches to personnel that are inconsistent with modern management technologies (strategic management, knowledge management)

Retraining in universities and schools of management, other specialized educational institutions. Training.

The study and application of approaches to personnel, taking into account the long-term nature of its use and reproduction.

In the personnel management facility.

Problems of the social environment.

Obsolescence of knowledge of highly qualified specialists.

Lack of analysis and accounting of changes in the social environment and their impact on decisions in the field of personnel management. Mechanistic approach to personnel management.

Prolonged absence of work in the specialty. Change in production and management technologies.

Using the practice of consultations of professional sociologists and psychologists.

The use of personnel management systems that take into account multifactor dependencies and are focused on strategic management.

Retraining, rotation, hiring and training of personnel. Reducing the number of personnel and preparing the internal labor market.

In the structure of the labor market(RRS).

Lack of a methodological base for the formation of an internal RRS

Lack of information about the status of the external PPC

The emergence of scarce categories of personnel

Age “gaps” in the RPC structures for certain categories of workers

Professional narrow profile of youth

Lack of specialists in the field of strategic management

No tasks were set for the development and formation of an internal RRS

Lack of experience in large-scale search and recruitment of personnel; imperfection of applied methods of personnel marketing.

Lack of prestige and absence certain categories works in the previous 5-8 years.

Disadvantages of the vocational education system

Novelty of the direction Lack of methodological base.

Formation of internal RRS; implementation of personnel marketing function

Creation of a financial reserve for the emergency acquisition, training or training of the necessary personnel

Improving ties with schools, colleges, universities in the long term

Retraining of existing (internal RRS) in accordance with the needs;

Creation of own educational base. Development or acquisition of a package of documentation on the formation of an enterprise strategic management system

In the enterprise as a whole.

Lack of a strategic enterprise management system.

Underestimation of the possibilities of strategic management.

Training, retraining, training of the administrative and managerial apparatus of the enterprise;

Formation of a "strategic way of thinking"; formation of an appropriate corporate culture.

Annex 2

Figure 1 - Stages of developing an organization's strategy

Figure 2 - Model of strategic management of the organization

Figure 3 - Stages of strategic management of personnel (human resources)

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Free Directory of Policies and Procedures and Material in Human Resources Strategy

How is an organization's HR strategy developed?

Development is carried out in 4 stages.

Diagnostics is being carried out.
are modeled different situations characteristic of the activity of this enterprise.
A general management strategy is being developed.
The strategy is detailed in personnel processes, policies, procedures.

At the diagnostic stage, all factors that have or may have an impact on the activities and development of the enterprise are determined. It is difficult to cover each of them, so the most significant ones are selected. They are strategic, related to the internal and external environment of the enterprise.

Based on the selected strategic factors, the specialists carry out the following work.

Possible threats from the external environment are analyzed.
Various aspects of the organization, its strengths and weaknesses are studied.
Options are being developed that are aimed at solving the alleged problems.

All this becomes the basis for the formation of different options for personnel management strategies, among which the most effective one is selected. Strategic planning experts together with the top management of the company and the HR Director:

formulate goals and objectives to be solved with the help of the chosen personnel strategy;
evaluate its strengths and weaknesses;
develop a phased implementation plan;
develop the main indicators and criteria for evaluating the effectiveness of the personnel strategy.

Factors influencing the development of a personnel management strategy

The development of a personnel management strategy is influenced by:

development prospects
market position
field of activity
leader's personality
enterprise size
availability and qualification of specialists in the field of management;
personnel, quantity and quality
organizational structure
company history
legislative field.

This is an incomplete list of factors that influence the process of implementing management strategies. It is also important to consider the following points.

Are there mechanisms that allow the implementation of management strategies.
Is it possible to receive "feedback" from both the internal and external environment.
Is there an interaction between strategic, operational and tactical powers, the nature of the division between them.

In addition, the quality of the key points of the management system is taken into account: operational and tactical decisions, organizational structures, the financial condition of the organization itself, and already implemented methods of personnel management.

Methods for developing a personnel management strategy

Almost all methods in developing a personnel management strategy come down to a combination of:

theoretical analysis
intuition, experience and knowledge of best practices by strategic planning experts.

Cannot be perfectly calculated or thought out overall plan, according to which techniques and methods of influencing human capital. Even the most ideal strategy does not remain unchanged and requires adjustments due to changes in external and internal conditions.

Most often, traditional methods are used to develop a plan:

SWOT analysis by Kennot Andrews;
five forces of competition, typical strategies according to Porter;
core competencies of Gary Hamel and Coimbatore Prahalad.

SWOT analysis has become a common truth for many managers for a comprehensive assessment of the enterprise. It enables:

identify company opportunities and existing threats
develop and implement a SWOT analysis matrix
pick up the most effective methods personnel management
identify ways to introduce management methods
build a management strategy, taking into account the resources necessary for the implementation that are available.

The Five Forces Model allows you to:

determine which aspects of the company are strong and which are weak
find those areas where strategic changes promise better results.

This model requires the following:

Find an advantageous position that will best protect the company from the effects of the five forces of competition.
To predict the possible potential of the personnel of the enterprise.
Develop a strategy that will achieve the best performance.

Core competencies refer to the company's ability to do something unique, which will allow it to take a leading position compared to competitors. This concept formed the basis of the strategy development method, which involves the following procedures.

Determining what unique properties the team has, as well as the product or service being produced.
Assessment of personnel from the standpoint of collective skills and competencies.
Focus on core competencies.

The end point of this method is the development of a leadership strategy that is most appropriate for the given conditions and context.

Development principles

In order for the process of developing a personnel management strategy in an enterprise to give a quality product, it must adhere to the following principles:

focus on long-term prospects
connection with the overall strategy of the company and other activities of the company
systems approach
subsequence
justification of the strategy from the financial side
legality
the ability to change under the influence of external and internal factors.

The personnel management system at the enterprise is being developed for a long period. Forcing events or chasing quick results may have a positive effect in the short term, but in the medium and long term it can cause negative consequences. Errors in the field of personnel management are very expensive for the enterprise.

For example, a quick, unprepared transition to a strict personnel management strategy can backfire on a company. Imposed restrictions and harsh penalties may immediately lead to a sharp increase in productivity, but in the future they become the main reason for the outflow of valuable workers and a sharp decline in the quality and volume of production.

The development of a personnel management strategy should not be carried out separately from other areas of the company. To improve the efficiency of the enterprise, the organization's personnel management system should take into account the long-term plans for the development of the enterprise, its marketing strategy, financial opportunities.

All changes introduced in the question must be within the limits allowed by law. Actions against employees that are contrary to labor law are unacceptable.

Any introductions and innovations must be justified from a financial point of view. The enterprise is aimed at making a profit, and if the costs of implementing any strategy require colossal funds that “eat up” all the profit or even exceed it, there will be no point in its implementation. Each personnel innovation should ultimately increase the income of the enterprise and be financially justified.

External and internal factors taken to develop a personnel management strategy, figures and data may change over time. This requires flexibility from the implemented system, the ability to quickly change and adapt to new conditions.

Examples of developing a personnel management strategy

The main thing that needs to be highlighted in the process of creating a system is its individuality for each enterprise. It is not necessary that it cover all the constituent elements of the company's activities. Only individual elements can be in the field of view of experts. It all depends on what goals and strategy are facing the organization itself and the personnel management system.

Example #1

The development of a personnel management strategy provides for:

hiring highly qualified engineers
instructing them to engage in research and development work.

To implement this personnel management policy in the company, it will not be enough to find and attract suitable employees. It is necessary to use the personnel potential effectively and create conditions that prevent the outflow of engineers from the enterprise, prevent staff turnover, and create motivation for long-term cooperation among them.

In this regard, a system and development strategy was developed, providing for the following.

Setting a set of tasks for engineers that matches their potential and requires them to take initiative in making decisions.
Giving professionals the opportunity to improve their professionalism.
A set of attractive incentives aimed at maximizing the retention of engineers in the workplace of the enterprise.

In this case, experts and HR staff combined several components at the same time.

Search and attraction of engineers.
Distribution of tasks between staff.
Encouragement and development of employees, ensuring appropriate working conditions.

To implement the task, a combination of personnel management tools was created that met the requirements of the organization's chosen strategy.

Example #2

Often, the management of the company, in order to increase profits, sets the task of improving the qualifications of the staff. It may be necessary to develop new areas of activity, as a result of which employees must learn new professions. To ensure this task, a personnel management strategy is being developed, which takes into account the interaction of such components:

personnel policy on recruitment, selection and training of personnel
personnel administration;
organization production activities;
professional development of employees, development of personnel;
incentive measures.

Personnel policy (employment) includes:

attracting personnel to the enterprise, taking into account their professionalism and qualifications;
encouraging employees to enter into long-term employment contracts(partially changing the labor market).

Employee administration (human resource management) implies:

involve personnel (human resource) in solving current tasks and problems;
receiving feedback from employees of the enterprise.

The organization of production activities means:

constant change of tasks, as a result of which employees expand the range of their skills;
distribution of tasks among the staff so that their implementation contributes to the improvement of professionalism and qualifications.
development of a personnel rotation system and a career development program.

In addition, the introduction of bonuses and incentives for successful promotion Qualifications supplemented the general wages, were stimulating and motivational factors.

Example #3

The company's management decided to produce products according to low prices. At the same time, production volumes are planned to be significantly increased. According to top managers, this will reduce production costs. In this regard, a new key point has appeared in the personnel management strategy - an increase in labor productivity by 15%. For this, the following steps were envisaged:

Increasing requirements for applicants when hiring them, the testing system becomes more complicated, the most qualified and motivated are identified.
Increasing communication among enterprise personnel to increase productivity.
Improving motivation, remuneration and incentives that take into account the increased intensity of work and the high performance of each individual employee.

The development of a new HR strategy enabled the tech company to successfully increase productivity and reduce product prices.

Implementation of the personnel management strategy

After developing a strategy, it can be fixed in a document (Roadmap). Typically, a Roadmap or Detailed Project Plan displays the following points:

Specific actions to be taken under the new system.
The time frame in which these activities must be completed.
Officials responsible for execution depending on the management structure.
Volumes of financial, material and information resources.

As the planned activities are carried out, the heads of departments submit reports on the basis of which the progress in the implementation of the introduced personnel management system is monitored.

The strategic goals of personnel development are determined by the choice of the enterprise strategy and the principles that underlie the personnel policy and, in general, personnel management. Awareness of the strategic importance of personnel development occurs when the resources of the individual employees become the central strategic resources and at the same time the most significant cost item of the organization.

Derivative development goals follow from the general strategy of the enterprise. They are determined by whether, for example, the company strives for technological leadership (BMW) or prefers to focus on safety (Volvo).

The main production goals of personnel development are formed as a result of sociological research and analysis of the characteristics of labor collectives. Subsequently, these goals can acquire strategic importance, as happened with the once local and tactical goals, such as ensuring production flexibility, customer orientation, rapid innovation, and reducing equipment downtime. The structure of the personnel development strategy is shown in fig. 7.5.

Rice. 7.5. Staff development strategy

For the personnel development strategy, it is important that it is in line with the overall strategy of the company, which is developed by the management. Modern firms are increasingly linking the development of personnel with the individual development of employees for the subsequent development of group management and the transition to demographic management styles.

So, the strategic development of personnel is focused on the development of the personnel potential of the organization, in which the leading role belongs to the individual development of employees.

Personnel development is traditionally the basis of personnel management and is primarily an organized learning process, which is in the field of social and economic policy of the enterprise. The purpose of the RP is to change the personal potentials of employees, as well as to ensure organizational unity, i.e. all controlling, planning and implementing tools, results and processes of strengthening the personnel potential of the organization (enterprise). At the same time, education as a process is no less important than education as a result. Thus, RP provides a systematic structuring and mutual orientation of the enterprise, employees and labor processes.

Personnel development has three levels:

individual (training, education);

group;

organizational.

In other words, strategic RP is also the development of an organization through the development of a team (group) and an employee (personality), and is also included in the strategy and culture of the enterprise, covers its external environment, as well as the internal situation, and depends on the organizational abilities of managers to establish a system of study in teams . This is a decisive factor in the real strategic development of personnel.

In order to organize studies, it is necessary to determine the actual state of affairs, the prospects for their development, outline appropriate activities, organize their implementation and ensure control. In other words, the classical technology of education must be included in the current work and strategic plans.

Tasks for independent work 1.

A practical seminar was held at the metalworking enterprise with the participation of foreign specialists. As a result, the possibility of developing partnerships with German companies was established, which could place orders for the manufacture of cast-iron beds for machine tools. Letters were sent to thirty firms describing the capabilities of the plant and four responses were received with specific proposals. Designers, technologists and economists needed to evaluate the possibility of implementing these proposals. The chief engineer instructed the head of the marketing department to prepare the thaw, and he, in turn, to the leading specialist of this department. It was about the possibility of concluding transactions in the amount of 400 thousand German marks. But the answer to the German firms was not given within two weeks for the following reasons:

plant employees went on another vacation;

there were no specialists who knew the German language, who would perform the translation in a timely manner;

designers doubted the possibility of obtaining blanks for the bed;

the plant was confident in receiving orders from Russia.

There was another reason as well. Oia is associated with the business qualities of managers, on which the possibility of establishing contacts with foreign partners depended.

Analyze this situation and answer the question: “What qualities of the chief engineer, head of the marketing department, leading specialist could play a decisive role in this situation?” 2.

Describe the methods of personnel development, describe their advantages and disadvantages. Give examples of the practical use of personnel development methods, and also explain why some of the new methods have not yet found application in the activities of enterprises in our country.

From the point of view of the composition, quality of personnel and its further development, three fragments of the organization's strategy seem to be especially important:

1. - Quality of products (services, works);
2. - Innovation policy;
3. - Technical and technological strategy in terms of factors related to changes in the core production technology.
1. If the strategy of max product quality is chosen, then the employees are in key positions and the number as a whole must have a max professional level and competence that allows them to realize the quality level regardless of production costs and technological failures.
2. The innovative strategy plan, which involves the introduction of the most advanced technologies, requires workers to max
- flexibility;
- wide erudition;
- readiness to perceive new technologies and types of equipment.
3. The technical and technological strategy relies mainly on the internal scientific and technical potential of the production organization. This strategy requires initiative, creativity, and active participation in ongoing research and development work from employees.

The relationship of elements of the personnel development system

RP - staff development;

RM - workplace.

Stages of developing a personnel development strategy

When developing a personnel development strategy, the following sequence of actions is most effective:

1. Analysis of the socio-economic potential of the organization, identification of internal points of generation - (lat.) birth, a) generation, b) birth, reproduction, production)) of possible competitive advantages.
2. Analysis of the product market and identification of economic zones.
3. Formation of a commodity-market, resource-market and integration strategy of a production organization.
4. Formation of financial and investment strategy.
5. Formation of social strategy.
6. Development of prospective requirements for the organization's personnel, specified, among other things, by departments (corporate culture, socio-psychological climate, employee-organization relationships, etc.).
7. Formation of the organization's personnel development strategy.
8. Development of a personnel development management system, including:
- - methodical;
- - technical;
- - information;
- - organizational support.

One of the most important goals of the personnel development process is to activate the creativity of employees, awakening in them a taste and interest in innovation, both on an initiative basis and in the order of performing their job duties.

Characteristics of labor collectives in terms of their innovativeness

The grouping of labor collectives in terms of "the degree of their innovativeness" can distinguish three main types of labor collectives:

1) "Early industrial" - characterized by a disciplinary implementation mechanism, a focus on cooperation of the efforts of workers, carried out by a linear (hierarchical) leader.
2) "Technocratic" - characterized by an administrative and economic mechanism, aimed at ensuring the functioning of socio-technical systems and carrying out linear-functional hierarchical management using a combination of:
- - economic;
- - administrative;
- - motivational methods.

For such socio-technical systems, the correct organization of not only interpersonal, but also human-machine, ergonomic interactions is of decisive importance.

3) "Innovative type" of the labor collective, characterized by the competitiveness of workers headed by a leader-leader. The efforts of the leader are aimed at ensuring three main components of this type of management:
- a) the interaction of workers and groups in the daily labor process;
- b) activation of their creative, personal and organizational potential;
- c) integration of the efforts of employees, micro-teams, orientation of personnel towards the implementation of the goals of the organization and the achievement of final results.

The development of a personnel development strategy and a personnel development management system is possible if the following basic prerequisites are present:

1) determining the strategic goals of the organization, which are a prerequisite for planning the development of personnel for the coming years;
2) formation of a general strategy for the development of the organization, allowing for the assessment, analysis and selection of the necessary system of influence on personnel for its successful implementation in practice;
3) staff assessments to determine the current abilities and capabilities of the organization's employees;
4) clarification of the goals and objectives of employees;
5) establishing the dynamics of requirements for the personnel of the organization.

In this case, the requirements for personnel are understood, first of all: business qualities, as well as those features in work that are dictated by a particular position:

- education and its profile;
- age;
- work experience, etc.

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INTRODUCTION

1. SECTION 1 THEORETICAL FOUNDATIONS FOR FORMING THE STAFF DEVELOPMENT STRATEGY OF THE ORGANIZATION

1.2 Formation of personnel strategy

2. SECTION 2 EVALUATION OF THE PERSONNEL OF THE ORGANIZATION TRINITY LLC

3. SECTION 3 FORMATION OF THE STAFF DEVELOPMENT STRATEGY OF TRINITY LLC

CONCLUSION

BIBLIOGRAPHY

INTRODUCTION

Do you remember the words of Comrade Stalin "Cadres decide everything"? The comrade was right. That's just interpreted it in his own way [ 12, p.52 ].

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 work with personnel. With all the variety of existing approaches to this problem, the main, most general trends are the following: the formalization of methods and procedures for the selection of personnel, the development of scientific criteria for their evaluation, scientific approach to the analysis of the needs for managerial personnel, the promotion of young and promising employees, the improvement of the validity of personnel decisions and the expansion of their publicity, the systematic linking of economic and government decisions with the main elements of personnel policy.

These general trends should be taken into account in the domestic practice of production management in the development of a market economy. It is unlikely that anyone will dispute the assertion that the income of any organization primarily depends on how professionally the specialists work in it. In the development of social production and increasing its efficiency, the leading role, along with scientific and technological progress belongs to the labor force. Production wealth not possible without manpower. It must be put in the first place in the production of products. The means of production, no matter how perfect they are, in themselves have no value and cannot give any economic effect.

The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams, ensuring the high quality of human resources are decisive factors in the efficiency of production and the competitiveness of products. Problems in the field of personnel management and daily work with personnel, according to experts, in the short term will be constantly in the focus of attention of management. strategy development personnel organization

In the context of the formation of a market economy in our country, issues of practical application are of particular importance. modern forms management of personnel development, allowing to increase the socio-economic efficiency of any production, this confirms the relevance of the chosen topic.

The purpose of the course work is to study the theoretical and practical aspects of the formation of an organization's personnel development strategy.

In accordance with this goal, the objectives of the course work are:

Consideration of the theoretical foundations for the formation of an organization's personnel development strategy;

Study of strategic personnel management;

Consideration of the organization's main human resource management strategies;

Conducting an analysis of the results of the production activities of Trinity LLC;

Analysis of quantitative and quality composition enterprise personnel;

Study of the processes of selection, evaluation, placement and training of personnel;

Formation of the personnel development strategy of the organization Trinity LLC.

The object of study in the course work is the organization "Trinity". The subject of the study is the process of forming a personnel development strategy in the organization under study.

On the basis of modern developments in the field of personnel management, the course work proposes measures to improve the organization of managerial work, modernize the current organizational structure of management, and provide economic incentives for the work of employees of Trinity LLC. The main source of information for analyzing the activities of the enterprise is financial statements enterprises for 2007-2009

The structure of work corresponds to the plan. The work is presented in the form of: introduction, three sections, conclusion and applications.

SECTION 1 THEORETICAL FOUNDATIONS FOR FORMING THE STAFF DEVELOPMENT STRATEGY OF THE ORGANIZATION

1.1 Enterprise Human Resource Management Strategies

It is well known how important people management is for organizations - large and small, commercial and non-commercial, industrial and those operating in the service sector. Without people, there is no organization. Without the right people, no organization can achieve its goals and survive. Undoubtedly, human resource management is one of the most important aspects of the theory and practice of management.

Specific responsibility for the overall management of human resources in organizations is usually assigned to professionally trained employees of human resources departments, usually in the headquarters. In order for specialists to actively contribute to the achievement of the goals of the organization, they need not only knowledge and competence in their specific field, but also awareness of the needs of managers. lower level. However, if lower-level managers do not understand the specifics of human resources management, opportunities and shortcomings, then they cannot fully use the services of human resources specialists. Therefore, it is important that all managers and specialists understand the ways and methods of managing people.

Human resource management includes the following steps (Figure 1.1):

1. Resource planning: developing a plan to meet future human resource needs.

2. Recruitment - creation of a reserve of potential candidates for all positions.

3. Selection: evaluation of candidates for jobs and selection of the best from the reserve created during the recruitment.

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Rice. 1.1 Workforce management process

4. Determining wages and benefits: Designing a wage and benefit structure to attract, hire and retain employees.

5. Career guidance and adaptation: the introduction of hired workers into organizations and its divisions, the development of employees' understanding of what the organization expects from them and what kind of work in it receives a well-deserved assessment.

6. Training: Designing programs to teach the job skills required to do the job effectively.

7. Evaluation labor activity: development of methods for assessing labor activity and bringing it to the attention of the employee.

8. Promotion, demotion, transfer, dismissal, development of methods for moving employees to positions with greater or lesser responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.

9. Leadership training, promotion management: development of programs aimed at developing the abilities and improving the efficiency of the work of managerial personnel.

If a manager needs an organization that truly values quality and the client, he must not only retrain the staff, but also revise the organizational structure, communication, evaluation and reward systems. Below is a simple but effective plan for developing a talent strategy. It used widely known and simple strategic models to help assess existing and potential human resources. The main thing is to correctly formulate questions for discussion and focus on ensuring that future HR programs are in line with the overall strategy of the company.

The development of a HR strategy consists of seven steps, and in each of them the active participation of senior managers is desirable. This ensures that the balance between HR practitioners and company strategists is maintained, which is so necessary for effective results.

Of course, the manager prefers to discuss each issue separately, the steps described below should be part of the overall planning process. Sometimes the lack of the necessary human resources undermines the implementation of the business strategy. A manager must have often heard this: “After analyzing the situation, we realized that we did not have the necessary human resources to achieve the set growth and profit targets.”

There are five factors influencing the personnel strategy of an organization: social, political, legal, economic and environmental factors. Whatever form of work with personnel the organization chooses, each of these elements must be carefully analyzed and reflected in it.

The most complete personnel strategy of enterprises was worked out in the USA. The American experience is successfully used and modernized in other countries. In Ukraine, the practice of strategic planning of work with personnel is still gaining popularity. As in other areas of HR management, representative offices of foreign companies were the first to start creating a personnel strategy. Gradually, Ukrainian organizations began to show more and more attention to this area of planning.

HR strategy is of great interest not only in terms of practical approach to business management, but also from the standpoint of theory. Thus, in Europe, approximately since the mid-80s of the last century, the relationship between business strategies and personnel management has been vigorously discussed. In particular, the question of whether the personnel strategy should be a projection of the business strategy or vice versa comes to the fore. Thus, four concepts of planning work with personnel in the enterprise are distinguished:

HR strategy depends on business strategy;

Business strategy depends on HR strategy;

HR strategy and business strategy are independent of each other;

HR strategy and business strategy are defined interactively.

Type A. HR strategy and business strategy are interdependent.

Currently, three theories describing this type of personnel strategy are recognized. These are Pfeffer's "best practices", Walton's "consent strategy", and von Eckardstein's "integrated personnel strategy". Concept " the best theories» Pfeffer suggests seven methods that ensure the relationship between personnel and business strategy:

Guarantee of long-term employment of employees,

Strict staff selection

Using the command method of work,

The dependence of wages on its results,

Developed training system

Minor status differences

The intensity of providing information to the team.

Von Eckardstein's theory is based on the fact that there is a certain unified view of personnel issues in an organization, expressed as "responsible for personnel". Von Eckardstein's theory assumes a strict selection of employees, encouraging their initiative, non-material motivation, teamwork, and a well-functioning training system.

Walton's "consent strategy" sees the human being as a tool, and therefore his work needs to be optimized. The style of organizations that use it is defined by the motto "hire and fire" ("hire and fire"). In this regard, the requirements for personnel are low, and the approach to its selection is superficial.

Type B. Personnel strategy, depending on the business strategy (market based view).

Many practitioners are of the opinion that this is the most effective form of organizing work with personnel. In 1987, Ackermann conducted a study of large enterprises, as a result of which four types of strategy were identified in relation to personnel:

Development;

Control;

Study;

Other researchers have looked at the relationship between organizational development phases, business strategy, and human resource management planning. So, T.Yu. Bazarov identifies the following types of organization strategies: entrepreneurial, dynamic growth, profitability, liquidation, circulation. At the same time, he introduces the concepts of long-term (strategic), medium-term (management) and short-term (operational) planning of work with personnel.

It should be noted that the model of T.Yu. Bazarova describes exclusively personnel policy, without taking into account the corresponding strategy.

Experts believe that “... this method is not realistic in practice and often serves as one of the reasons for the collapse of bold strategies. It is precisely such resources as human resources that require long-term monitoring…”. Another negative side such an organization of processes is a high probability of employees moving into opposition to the new course of management.

Type B. Business strategy that depends on the personnel (resource based view).

The application of this strategy is explained by the fact that the employer does not always have the opportunity to find motivated personnel with the necessary qualifications in the labor market, and its development within the organization takes time.

Type D. Interactive definition of personnel strategy.

Many authors consider the possibility of integrating business strategy and workforce planning. So, Henry Mintzberg introduced the concept of "umbrella strategy". According to him, the entrepreneurial strategy as an "umbrella" limits the area of activity of the organization's employees. The American School of Human Resources suggests that strategic planning be based on the following factors:

Strengths and weaknesses of the company

Market opportunities and risks.

Team development is an indispensable object of organization management and, at the same time, an integral part of its personnel management system.

In relation to society as a whole, the development of personnel is its transition from a less mature state to a higher level. The development of an individual organization means a change for the better in its environment, the achievement of the desired changes in the conditions of work, life and leisure of employees.

Accordingly, the main goals of the development of the team are:

Improving the personnel structure;

Improvement of ergonomic, psycho-physiological, sanitary-hygienic, aesthetic and other working conditions, labor protection and safety of workers;

Security social insurance employees, observance of their rights and social guarantees;

Stimulation by means of both material rewards and moral encouragement of effective work;

Creation and maintenance of a healthy moral and psychological atmosphere in the team;

Height standard of living workers and their families;

To develop the potential of the workforce, a number of methods are used: vocational guidance, adaptation in the team, assessment of production activities, remuneration system, vocational training and education, promotion.

Thus, both for the benefit of the organization itself and for the personal benefit of the employees of their organization, management must constantly work to increase the potential of personnel in every possible way.

1.2. Formation of personnel strategy

It is known that in the formation of a strategic management system, four main phases can be distinguished:

Chaotic response to constant changes in the external environment;

Strategic planning in the narrow sense - anticipation of new complications in the external conditions of the organization's activities and the development of advance strategies for response;

Strategic Opportunity Management - identifying the organization's internal capacity to adapt to a rapidly changing environment;

Management of strategic tasks in real time - the development and implementation of a constantly correcting program.

The personnel policy determines the general line and fundamental guidelines for working with personnel in the long term.

The type of authority has a significant impact on the strategy and style of leadership, as well as the requirements for personnel. It is obvious that the most complete use creative potential human can only be in a democratic society. At the enterprise, the personnel policy is formed by the board of directors, the board and the director of the enterprise.

The personnel policy at the enterprise includes the following elements: the type of power in society, the style of leadership, the philosophy of the enterprise, the rules of internal labor regulations, the collective agreement.

The effectiveness of personnel management, the most complete implementation of the goals set largely depend on the choice of options for building the enterprise personnel management system itself, understanding the mechanism of its functioning, choosing the most optimal technologies and methods of working with people.

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

At present, this is a conscious, purposeful activity to create a workforce that would best contribute to the combination of the goals and priorities of the enterprise and its employees.

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

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

Production requirements, enterprise development strategy;

The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by them;

Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.;

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

Demand for labor from competitors, emerging wage levels;

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

Requirements labor law, the accepted culture of working with hired personnel, etc.

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

1. Personnel policy should be closely linked to the development (or survival) strategy of the enterprise.

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain expectations of the employee are associated with stability, on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation.

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

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

The personnel policy includes the following elements: the type of power in society, the style of leadership, the philosophy of the enterprise, the rules of internal labor regulations, the basis of the collective agreement. Thus, the personnel policy in the new conditions is aimed at creating such a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation, regulations and government decisions. Last as a reflection public policy in relation to the reproduction of the labor force, influence personnel policy through the regulation of the situation on the labor market, as well as through the requirements for ensuring proper social protection of the employee.

The purpose of manpower planning is to provide workers with jobs at the right time and in the right quantity, in accordance with their abilities and inclinations, as well as with the requirements of production. Personnel planning is implemented through the implementation of a whole range of interrelated activities, combined in an operational plan for working with personnel. The personnel planning algorithm includes the following procedures or stages: analysis of the company's human resources; forecasting the need for new employees; development of a plan and program to meet these needs. An analysis of the state of the enterprise's personnel should include a study of the functions that must be performed to achieve a particular goal, as well as an assessment of the number of people required to perform each function. Personnel policy forms:

Requirements for the labor force at the stage of its employment (to education, gender, age, length of service, level of special training, etc.);

Attitude towards "investment" in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;

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

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

Attitude towards intra-factory movement of personnel, etc.

The personnel service of an enterprise is a set of specialized structural units in the field of enterprise management, together with those employed in them. officials(managers, specialists, performers), designed to manage personnel within the framework of the chosen personnel policy.

The functions of the personnel service of a large and medium-sized enterprise include:

Provision of personnel: determination of the need for personnel, search for specialists, conclusion of contracts, familiarization with the workplace and working conditions, termination of contracts, relocation of personnel;

Training, retraining and advanced training of personnel;

Registration of labor relations;

Organization of remuneration, implying the certification of jobs, determining the structure of remuneration and the structure of benefits, a system of labor indicators, analysis of the labor market;

Identification of social tension in the team and its removal;

Development of relations with workers' self-government bodies;

Coordination of work on the stabilization of working conditions and compliance with safety regulations;

Providing each service of the organization with qualified personnel.

As you can see, the functions of the personnel management service are quite diverse and personnel work should take up a lot of management time. Therefore, enterprises need to create a special unit for working with personnel.

We are talking about the formation of a multifunctional personnel service at the enterprise.

The personnel service in modern conditions should be the organizer and coordinator of all work with personnel at the enterprise. The quantitative composition of personnel management is determined by the organizational and staffing structures and the Charter of the organization. When calculating necessary number full-time employees of the personnel service are taken into account:

The total number of employees of the organization;

specific conditions and characteristics organizations related to the scope of its activities, scale, varieties of individual industries, the presence of branches;

Social characteristics of the organization, the structural composition of its employees, their qualifications;

The complexity and complexity of the tasks to be solved in personnel management;

Technical support for managerial work, etc.

Since one of the most important areas modern enterprise is precisely the personnel policy, it is necessary to improve the specifics of personnel work at the enterprise and, first of all, create a personnel management service.

As follows from the content of personnel work, it should be carried out by specialists with knowledge in the field of economics, organization, sociology and psychology, jurisprudence, and the head of the personnel service should have broad training in the field of personnel 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.

Thus, personnel strategy is one of the most important areas of modern enterprise. It is necessary to improve the specifics of personnel work at the enterprise and, first of all, to create a personnel management service.

Every organization has several options for strategic HR planning. The discussion about the advantages of this or that model is interesting, first of all, from a theoretical point of view. In practice, it is often observed that management uses individual elements of several systems to adapt the personnel strategy to the requirements of the enterprise. One of these systems, as a rule, is taken as a basis.

SECTION 2 EVALUATION OF THE PERSONNEL OF THE ORGANIZATION TRINITY LLC

2.1 Organizational and economic characteristics of the organization Trinity LLC

The object of study of this work is the organization Trinity Limited Liability Company.

Corporate name of the organization: Trinity LLC, location of the organization:

Legal address: 01001, Kiev, Pechersky district, st. Khreschatyk / Zankovetskaya 15/4 A

Actual address: 04073, Kiev, Kurenovsky lane, 17

Trinity Limited Liability Company was registered by the Pechersk District State Administration in Kiev on 04.09.2000.

The Company is a legal entity, acquires property and non-property personal rights, bears relevant obligations, draws up contracts, has: separate property, independent balance sheet, settlement and other accounts in credit and financial institutions both in hryvnia and in foreign currency, a round seal and stamps with its name.

Full name: Trinity Limited Liability Company.

Abbreviated name: Trinity LLC.

Company name: Trinity Limited Liability Company.

Director of the company: Zagrebelnaya Irina Yurievna

Chief Accountant: Kulikova Olga Vladimirovna

The company was created to produce products, perform work and provide services in order to meet public needs and make a profit.

The company is engaged in the following activities:

Shoe production;

Manufacture of haberdashery and travel products from leather of other materials;

Manufacture of outerwear;

Manufacture of finished textile products, except clothing;

Manufacture of textile products not included in other groups;

Manufacture of leather clothing;

Manufacture of work clothes;

Manufacture of underwear;

Manufacture of clothing and accessories;

Manufacture of other types of clothing and accessories.

The company has an authorized capital in the amount of UAH 7731.0 thousand.

The Company independently forms a reserve fund in the amount of 15% authorized capital. The reserve fund is formed at the expense of annual deductions of 5% of net profit Society until the fund reaches its size. The resources of the reserve fund are used to restore the lack of own working capital, for remuneration in case of insufficiency of the consumption fund, as well as for covering unforeseen expenses and losses of the Company. The funds of the reserve fund used for wages must be compensated from the Company's profit in subsequent periods.

The management bodies of the Company are:

Chief Accountant;

Director;

Deputy Director.

For many years of work in the Ukrainian market, the Company has signed a number of purchase agreements with the largest enterprises, such as:

Feodosiya tank farm (since 1998-2010);

- "Lukoil-Ukraine" (since 1999-2010);

Odessa Railway (2009);

- "Sevastopol Sea Fishing Port" (2010);

Ministry of Defense of Ukraine (2004, 2006, 2008);

State Customs Service of Ukraine (2003-2008);

State Ecological Service (2008);

Zaporozhye NPP (2001-2002);

Plant "Elektrovazhmash" (2009).

Hosted at http://www.allbest.ru/

Fig.2.1 Organizational structure organization Trinity LLC

In total, 87 employees work in the state, including 9 people of administration, 13 employees, 5 process engineers, 60 workers.

All personnel of LLC "Trinity" has a specialized secondary education. The management structure of Trinity LLC is linear-functional, there are 3 levels of management at the enterprise.

Thus, the existing organizational structure for managing the organization of Trinity LLC corresponds to the goals and objectives of the organization, however, it does not include a functional department responsible for marketing, promotion of products and goods and consumer lending, which is vital modern organization in market conditions.

2.2 Analysis and diagnostics of the current situation of the organization Trinity LLC

In practice, a feasibility study is a type of management activity that precedes decision-making and boils down to substantiating these decisions on the basis of available information. The subject of technical and economic analysis are economic processes and phenomena within enterprises, production associations and organizations.

Let's consider the main technical and economic indicators of the activity of the organization Trinity LLC in Table 2.1 and give their analysis.

Table 2.1

Dynamics of the main technical and economic indicators of Trinity LLC

The name of indicators		Growth rate,%

1. The volume of products sold, thousand UAH.
2. Cost price, thousand UAH.
3. Material costs, thousand UAH
4. Material return, UAH /UAH
5. The average annual cost of fixed assets, thousand UAH.
6. Capital productivity, UAH /UAH
7. Capital intensity, UAH /UAH
8. Wage fund, thousand UAH.
10. Average monthly wage one worker, UAH
11. The volume of sold products per 1 employee, thousand UAH.
12. Profit from sales, thousand UAH.
13. Profit before taxation, thousand UAH.
14. Profitability of activity,%

According to Table 2.1, it can be concluded that the sales volumes of Trinity LLC products increased in 2007-2009. The increase in sales volumes is primarily due to an increase in the number of orders for the services provided by the organization. In contractual prices, the volume of sold products and services in 2008 compared to 2007 increased by 11.58% and amounted to UAH 3,282 thousand. In 2009, the organization's sales volume increased to the level of UAH 4,919.67 thousand, which is 49.91% more than the result of the previous year.

The cost of manufactured products and services increased by 11.43% in 2008 compared to 2007, and then increased by 39.55% in 2005 compared to 2008. The increase in cost can be explained by a proportional increase in the volume of sales of the organization's products in 2007-2009 A positive aspect of Trinity's work in 2009 can be characterized by the fact that the growth rate of production costs in 2009 - 139.55% was lower than the growth rate of the organization's revenue - 149.91%, which indicates an increase in the efficiency of the company.

Labor productivity per employee increased in 2008 by 33.9% compared to 2007. This increase is due to the growth in production and sales of the organization's products in 2008. In 2009, labor productivity per employee also increased by 66.57% compared to 2008

The salary fund in 2008 increased by 7.27% compared to 2007, which is influenced by wage growth, which, in turn, grows under the influence of price increases; in 2009, the wage fund also increased by 34.46% compared to 2008. The growth rate of labor productivity of employees of Trinity LLC exceeds the growth rate of wages, which is regarded positively in the work of the organization.

The average monthly salary of employees of the enterprise increased from 1145.9 UAH. in 2007 to UAH 2204 in 2009

Based on the above analysis, we can conclude that the production and financial activities of Trinity LLC are improving by the end of the analyzed period.

Various aspects of the production, marketing, financial activities of the enterprise receive a complete monetary value in the system of indicators of financial results. The financial results of the enterprise are characterized by the amount of profit received.

Profit indicators become the most important for assessing the production and financial activities of the enterprise. They characterize the degree business activity and financial well-being.

The financial results of Trinity LLC in the form of profit from various sources are presented in Table 2.2

Dynamics of changes in profit indicators of Trinity LLC for 2007-2009 shown in Fig.2.2

Table 2.2

Analysis of the level and dynamics of indicators of the financial performance of LLC "Trinity" for 2007 - 2009, thousand UAH.

Name of indicator		Change, +/-

Revenue from the sale of goods, products.
Cost of goods sold.
Gross profit
Profit (loss) from sales
Percentage to be paid
Other operating income
Other operating expenses
Non-operating income
non-operating expenses
Profit (loss) before tax
Income tax and other similar obligatory payments
Net profit

The proceeds from the sale of the company's products in 2008 increased by UAH 341,000. (11.58%), in 2009 - by 1638 thousand UAH. (49.9%)

The cost of sold products in 2008 increased by UAH 325,000. (11.43%), for 2009 - by 1255 thousand UAH. (39.55%).

The organization annually increases production volumes, especially in the last year. The growth rate of production and sales of services exceeds the growth rate of prime cost, which is positive moment in the activities of the organization and leads to an increase in profit from sales.

The organization has reserves to maintain and strengthen its position in the market. For this, it has all the necessary production conditions: production facilities, experience and production technology, trained personnel and personnel.

Thus, from the conducted financial and economic analysis of the activities of Trinity LLC, we see that all the most important indicators of activity, profitability and solvency of the enterprise basically fit into foreign and domestic standards, tend to further increase and characterize the company as financially stable and promising .

2.3 Analysis and evaluation of personnel management in the enterprise

Sufficient provision of enterprises with the necessary labor resources, their rational use, a high level of labor productivity are of great importance for increasing production volumes and increasing production efficiency.

The main tasks of the analysis are:

Study and assessment of the provision of the organization and its structural divisions with labor resources in general, as well as by category;

Definition and study of staff turnover indicators;

Identification of reserves of labor resources, their fuller and more efficient use.

The purpose of the analysis of the provision of the enterprise with labor resources is to identify a trend in the change in the number and use of labor resources and to make their economic assessment.

Table 2.3

Analysis of the composition of the organization's personnel by educational level for the period 2007-2009.

The level of education		Deviation +/-

1. Basic general (9 cells)
2. Average general (11 cells)
3. Unfinished higher
4. Secondary professional (technical school)
5. Higher professional

Judging by the data in Table 2.3, the educational level of the employees of the enterprise is at a good level: higher education have 7%, secondary vocational -78% of the staff, incomplete higher -5% and secondary -10%.

The qualification composition of the employees of the organization under study corresponds to job requirements and responsibilities of the staff of the organization.

In table. 2.4. presents the quantitative composition of employees of the organization JSC "Trinity" by length of service.

The data in the table show that during the period under review there was a decrease in the total number of employees of Trinity LLC by 25% or 17 people.

Table 2.4.

The number of employees of the organization JSC "Trinity"

Due to the fact that the organization of Trinity OJSC was founded in 2000, there are no employees with more than 10 years of experience yet. It should be noted as a positive moment the high coefficient of permanence of the organization's personnel - therefore, the employees of the company like to work, they are satisfied with the salary, the atmosphere in the organization's team.

According to the results of 2009, the number of employees with experience up to 10 years - 57 people with experience less than 5 years - 30 people.

The head of the enterprise should have, if possible, a complete social structure of the team for making strategic decisions on the development of the enterprise, improving the management system and good governance staff.

Let's consider the personnel structure of Trinity LLC for the period 2007-2009, which is presented in Table 2.5.

In the process of analysis, not only the quantitative, but also the qualitative composition of the employees is checked. The share of industrial and production personnel decreased by 1.49% over the period under review, and, accordingly, the share of non-industrial personnel decreased. The ratio of workers and employees in the total number of employees has hardly changed.

Table 2.5

Personnel structure of Trinity LLC




All staff
including:
workers
Employees
Non-industrial personnel

The share of workers in the total number of employees decreased over the period under review by 2.18% and in 2009 it amounted to 68.97%.

In the analysis, we use the cost method for determining labor productivity. It consists in determining the output, i.e. the volume of work performed or other cost indicator per employee or worker per unit of time in monetary terms.

The dynamics of labor productivity of employees of the enterprise under consideration in comparable prices is presented in Table 2.6.

Table 2.6 shows that the output per PPP worker in 2008 increased by UAH 51,000. from the level of 2007, in 2009 by 127.45 thousand UAH. from the level of 2008. This increase is due to the high growth rate of production by 71.23% compared with a decrease in the average annual number of employees by 25%.

Indicators of average daily and average hourly output per 1 worker also tend to increase.

Table 2.6

Indicators of labor productivity of employees of Trinity LLC

Name of indicator		Change +/-

1. Issue of TP, thousand UAH.
2. Number of PPP employees, pers.
3. Number of workers, pers.
4. Share of workers,%
5. Number of days worked by 1 worker per year
6. Duration of the working day, hours
7. Average annual output thousand UAH. /person
7.1. Per PPP employee
7.2. per worker
8. Average daily output per 1 worker, thousand UAH. / person
9. Average hourly output per 1 worker, UAH. /person

Let's analyze the efficiency of personnel use in Table 2.7

Profit from sales of products and services per employee increased in 2008 by UAH 1.68 thousand. and amounted to UAH 5.81 thousand, in 2009 it increased by UAH 23.25 thousand. UAH and at the end of the year it became equal to UAH 29.06 thousand.

The increase in sales profit per employee is caused by successful financial activities organizations during the period under review, an increase in the volume of sales of the company's products, price increases, increased demand for manufactured products.

Table 2.7

Analysis of personnel efficiency

Name of indicator		Change +/-

1. Profit from the sale of products, thousand UAH.
2. Number of PPP employees, hours
3. Proceeds from sales thousand UAH.
4. TP, thousand UAH
5. The share of revenue in the cost of technological connection,%
6. The average annual amount of capital, thousand UAH.
7. Profit per employee, thousand UAH. /person
8. Product profitability,%
9. Return on sales,%
10. Capital turnover ratio
11. The amount of capital per 1 employee, thousand UAH. /person
12. Average annual output per 1 employee, thousand UAH. /person

The amount of total capital attributable to 1 employee of the enterprise also tended to increase - amounted to 79.96 thousand UAH. in 2007 and UAH 131.23 thousand. at the end of 2009.

The correct use of funds allocated for wages is a necessary condition for ensuring normal relations between the accumulation and consumption funds at the enterprise, between the mass of goods and the effective demand of the population, an increase in labor productivity and the profitability of production.

Wage analysis is an important part of the analysis of the work of the enterprise as a whole. Its main task is to identify and eliminate various types of unproductive payments, to ensure a high dependence of the level of wages on the quantity and quality of labor expended.

At the first stage, the use of the entire amount of funds spent on wages is analyzed, regardless of the sources of coverage. Next, the change in the average wage of one employee of the enterprise is analyzed.

For an efficient organization, the growth rate of labor productivity must outpace the growth rate of wages. In this case, it is considered that part of the surplus value created by employees remains at the disposal of the organization and can be used for its development. If the growth rate of wages in comparable prices outpaces the growth rate of labor productivity, then such an organization sells the funds it has and pays wages not for the work done.

Let us determine the size and dynamics of the average wage for 2007-2009. employees of Trinity LLC in Table 2.8.

The average headcount in 2009 decreased by 17 people compared to 2007. The annual wage fund in 2009 increased by 44.23% or UAH 97.3 thousand. compared to 2007 and amounted to UAH 317.3 thousand. In this regard, the average monthly salary of employees increased by 92.3% and in 2009 amounted to UAH 2,204 thousand.

Table 2.8

Dynamics of the average salary of employees of Trinity LLC

Thus, the wage fund has increased and along with it the average wage has increased, but this is primarily due to the growth of inflation and prices for the company's products, as well as the growth of labor productivity.

SECTION 3 FORMATION OF THE STAFF DEVELOPMENT STRATEGY OF TRINITY LLC

3.1 Development of a personnel development strategy for personnel

The main thing that makes up the essence of personnel management is a systematic, systematically organized impact with the help of interrelated organizational, economic and social measures on the process of formation, distribution, redistribution of labor at the enterprise level, on creating conditions for using the labor qualities of an employee (labor force) in in order to ensure the effective functioning of the enterprise and the comprehensive development of its employees. All enterprises should have an effective personnel policy in line with the enterprise development strategy.

SWOT-analysis is used to develop staff development strategies.

SWOT-analysis (from English Strengths - strengths, Weaknesses - weaknesses, Opportunities - opportunities, Threats - threats).

SWOT analysis is one of the most common types of analysis in marketing and strategic management, which allows you to identify and structure the strengths and weaknesses of the company, as well as potential opportunities and threats.

The strategic personnel management program of Trinity LLC should include the implementation of the following activities.

It is necessary to improve the skills and training of employees by sending them to advanced training courses.

Thus, the content of personnel management in Trinity LLC should be:

Determining the need for personnel, taking into account the development strategy of the organization, turnover;

Formation of the numerical and qualitative composition of personnel;

Personnel policy (relationship with the external and internal labor market, release, redistribution and retraining of personnel);

The system of general and professional training of personnel;

Adaptation of employees in the organization;

Payment and stimulation of labor, system of material and moral interest;

Evaluation of activities and certification of personnel, its orientation towards the promotion and promotion of employees based on the results of work and the value of the employee for the enterprise;

Personnel development system through working career planning;

Interpersonal relations between workers, administration and public organizations.

The objectives of personnel management of the LLC "Trinity" organization should be:

Improving the efficiency of production and labor, in particular the achievement of maximum profit;

Ensuring high social efficiency the functioning of the team.

Successful implementation of the goals set in the organization under consideration requires the solution of such tasks as:

Meeting the needs of the organization in the labor force, in the required volumes and the required qualifications;

Achieving a reasonable correlation between the organizational structure of the commercial potential and the structure of the labor potential;

Providing conditions for highly productive work, a high level of organization, self-discipline, developing the employee's habit of interaction and cooperation;

Consolidation of the employee in the organization, the formation of a stable team as a condition for the payback of funds spent on labor;

Ensuring the realization of the desires, needs and interests of employees in relation to the content of labor, working conditions, type of employment;

Improving the efficiency of personnel management, achieving management goals while reducing labor costs.

Thus, at all enterprises an effective personnel policy should be carried out in accordance with the development strategy of the enterprise.

3.2 Improving the organization of managerial work

Relationships "boss - subordinate" take place in any organization. They are given due attention, both within enterprises and by scientists who study labor processes.

This phenomenon is due to the fact that recently, the activities of enterprises around the world are characterized by an increase in the administrative apparatus and costs for it, an increase in the volume of administrative work, the emergence of new types of management functions in enterprises, an increase in the volume of information and document flow.

The need to improve the organization of managerial work has led to the emergence of various terms and definitions to denote cumulative actions to improve the quality of managerial activity. One of these concepts was the culture of managerial work, which is a factor in increasing competitiveness, production efficiency and organization management.

At the moment, the management of the Trinity LLC organization is provided with new office equipment that meets the requirements of the work performed.

The management of the organization carries out its work in a two-story building, consisting of 42 offices for 4 workplaces each.

Employees of the management of the organization consider the environment around them at work:

Lighting - convenient;

The availability of machine tools and equipment is excellent;

Working conditions are generally good.

In order to improve the organization of managerial work, we will consider the process of preparing a reserve for senior positions in the organization Trinity LLC. Employees of the management service should be appointed responsible for this area of work.

The following scheme is proposed for personnel reserve in the organization Trinity LLC.

Leadership reserve training should include a number of levels:

1. Work with line managers of the lower management level. At this stage, some of the employees who graduated from universities, successfully work in their teams and have passed testing also join the selected line managers of the lower level (head of the expert workshop, head, head of the VTK). Successfully selected managers after the internship are offered for promotion to vacant positions of heads of structural units, their deputies, or are enlisted in the reserve and, if vacancies appear, they are appointed to positions.

2. Working with line managers of middle management. On this stage the already formed group of young managers is joined by current promising heads of departments and their deputies. The work is built according to individual plans. Annual testing of the middle manager should be carried out, which will reveal his professional skills, the ability to manage a team, professionally solve complex production tasks. Based on the analysis of the test results of a particular manager, proposals are made for further promotion.

3. Working with top line managers. Rotation should begin well in advance, when managers are in positions of grassroots and middle management. Selection for nomination and replacement vacancies senior management should be carried out on a competitive basis. They will be dealt with by a special commission consisting of senior managers with the participation of specialists from the relevant HR departments and, if necessary, involving independent experts.